With its core competence on bus chassis, Scania determined in the mid-2000s to co-produce coach products with two external bus body manufacturers, Lahden Autokori and Higer. However, after a decade’s cooperation, well-functioning work processes were not established and problems still existed. With this study, problems within Scania’s operations system and Scania’s supply chain management strategies towards these two partners have been identified and illustrated, by applying an abductive research method. With this study it has been evidenced that Scania’s bus operations management is affiliated with truck and the truck operations system does not fit the request from the collaborations with Lahden Autokori and Higer. Moreover, it has also been shown that even though the relationship with these two partners is by nature long-term, Scania’s attitude has been characterized by short-term thinking. This ambiguous supply chain management strategy has been causing problems. Furthermore, aside from problems within operations system and supply chain management, the third studied area is organizational identity. Due to the fact that some organizational identity issues caused by reorganization have largely influenced both of the collaborations, the formation of these identity issues as well as the impacts on the cooperation has been studied. Finally, some recommendations for improvements have been made based on the findings of this study.