Abstract
This paper seeks to analyse the effects of trust in the control of inter-organisational relationships. The paper seeks a better understanding of the relationship between trust and control structures by investigating the relationship among different phases of evolution and maturity over time and it provides evidence of what shifted the changes. It reports on an aero manufacturing company during the restructuring of its supply chain and explores the governance of inter-organisational relationships during different supply chain maturity phases; moving from arm-length relationships to supply chain collaboration. In the paper we discuss the relationship between trust and control in each maturity phase and discuss its evolution as collaboration increases. We develop propositions from the existing literature with which we seek to interpret our case findings and explain the changes in the supply chain.