People and their relationship are at the heart of supply chain partnerships, however there is a lack of qualitative studies focusing on how integrated relationships may be developed. Therefore, the purpose of this study was to conduct field research to deepen our understanding of team level variables that might help or inhibit a project team to perform in a SCP setting. To guide us in our study, we used a team effectiveness framework. Taking the role as a team coach, the first author conducted field research in four different project teams that were working in a SCP setting for the first time. These teams worked on housing refurbishment projects (2-12M construction costs) initiated by housing associations. All four were delivered through a strategic partnership. We found that SCP project teams are structured differently than conventional project teams. When we look at team level factors, we see that team members need time to understand their role and responsibilities within the project team and to build a shared mental model. The smallest problems in regard of team inputs (i.e. resources) can harm the team’s performance. Trust and psychological safety are important mediators between the input-output relation. Our main conclusion is, if we want supply chain partnerships to work, much more attention should be given to team level variables instead of merely relying on tools and techniques.