Lessons from the field: how to move complex value chains forward
On 15 May, we joined the Learning Circle of Versnellingshuis: an afternoon full of insights about value chain collaborations.
Esther de Haan and Fer van den Boomen presented their research on the changing role of the chain coordinator: someone who facilitates collaboration and creates movement in complex supply chains. The presentation was followed by an interactive case in the form of a role-play. Participants were assigned different chain roles and worked together on a sustainable solution to a concrete supply chain challenge. The exercise made it clear how complex chain collaboration can be, and which skills are essential for achieving strong results.
Much of what we saw during this event mirrors what we encounter in our work. This inspired us to write this article, in which we share some of the lessons we’ve learned along the way.
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01.
The coordinator is really a transition guide
In practice, the traditional role of chain coordinator – bringing people together and overseeing processes – fails to meet the full scope of skills and requirements needed within this role. In practice, the work demands many hats: facilitator, leader, strategist, connector. A good transition guide does not try to control every step. Instead, they create the right environment for trust to build, ideas to flow, and decisions to stick.
What it comes down to is that the right transition guide knows when to step back and let partners take ownership, and when to step in with strategic direction.
02.
Learning beats logistics
Technical challenges can be solved. What derails many projects is a breakdown in trust or collaboration. That’s why the most valuable role of a transition guide is to shape the learning process — helping partners to reflect together, share knowledge openly, and adapt to changing conditions.
This isn’t about running training sessions. It’s about embedding a culture of continuous learning in the chain. For example, in a circular textiles project, we set up short “learning loops” between suppliers, recyclers, and designers to quickly test and refine solutions. The result: faster problem-solving and stronger relationships.
03.
There’s no fixed formula
— but skills matter
No two chains are alike. The dynamics between a group of food producers will be very different from those in a construction waste loop. That’s why transition work can’t be reduced to a single checklist or playbook.
What does apply everywhere: the need for certain core competencies.
- Initiative to move things forward.
- Strategic thinking to align actions with long-term goals.
- Facilitation skills to manage diverse perspectives.
- Flexibility to adapt when conditions change.
- And the courage to act even when the path isn’t clear.
In our experience these skills don’t have to live in one person, but they must exist within the team as a whole.
THIS ARTICLE WAS WRITTEN BY ANKE BUN – Anke is our dedicated Impact Innovation Strategist. With a background in business administration and corporate law, she helps organisations develop future-proof growth strategies that benefit both people and the planet. She combines strategic insight with a hands-on approach, making complex challenges tangible and sustainable. Connect with Anke on LinkedIn.
If you’d like to explore this topic in more depth, we recommend the report Van ketenregisseur naar transitiebegeleider — samenwerken aan een circulaire economie (“From chain coordinator to transition guide — collaborating for a circular economy”) by Esther de Haan & Fer van den Boomen (Amsterdam Transition Institute, May 2025).
Read the report here (Dutch).
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