Four main features of the sector are limiting the amount of collaboration: a traditional handshake culture strongly embedded within rural life the construct, mechanisms, and frameworks of the sector the value set of those operating at this critical juncture of supply and demand and the lack of positive examples of collaboration. This is despite a positive market opportunity and a growth aspiration, as well as an enthusiasm for increased collaboration that is particularly prevalent in smaller businesses. The results suggest that current levels of collaboration are low and use predominantly horizontal mechanisms, focusing on information sharing rather than joint operation. This study, through interviews with 18 woodland agents, was designed to explore collaboration across the sector. Previous research has indicated that agents play a key linking role between woodland owners and contractors, offering services ranging from consultancy support, grant aid access, and the writing of management plans to the scheduling and delivery of thinning and felling activity, with a unique and important position in the sector in terms of facilitating change.
Yet, the opportunity exists to increase the amount of wood product through bringing currently unmanaged woodlands to the market, a result that should have environmental as well as economic benefits. The forestry supply chain in the southeast of England is characterized by a diverse set of independent businesses and a sector strongly driven by personal connections and trust.
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