## 4 Discussion
This involves recognizing that through cooperation and proper relationship management, the 'whole can be greater than the sum of its parts' [126]. In this direction, the review reveals the grounding elements to change from the traditional adversarial to collaborative supply chain relationships. In other words, our findings suggest that procurement, objectives alignment, top management support and long-term commitment, trust, collaboration, communication, problem solving and risk sharing are the elements laying the foundation for good relationships among the SC members. They provide guidance as antecedents that need to be in place to obtain success in managing relationships. Notwithstanding, evidence suggests that there is no generic approach to pursue supply chain relationship management. This implication is consistent with previous studies of [127; 128], who indicated that in order to fully exploit joint opportunities, each relationship has to be managed according to specific circumstances, such as the importance of the partner to the business. When it comes to best practices, there were five main points of convergence: continuous improvement, lean thinking, offsite manufacturing, just-in-time and sustainability. Notably, due to the increasing sustainability requirements of the industry [2], sustainability has become the most popular research theme. The Council of Supply Chain Management Professionals [129] contends that best practice refers to a process or group of processes recognized as the best method for conducting an action. Best practices are the cause of best performance and provide opportunities for gaining strategic, operational and financial advantages. Accordingly, the identified practices have already attracted numerous research efforts as individual and disjointed supply chain tactics. However, findings also recognize the importance to integrate them with supply chain management. That is, compared to best practices in isolation, best practices are more successful when coordinated over the supply chain. For example, refs. [66; 95] demonstrated, respectively, a step-wise improvement of the efficiency of lean practices and sustainability when integrated with supply chain management. Hence, the review not only identified the main best practices addressed by the construction supply chain literature for achieving performance improvement, but also indicates that combining them with supply chain collaboration is essential to foster results. Finally, information and communication technology integration was the only element identified in the organizational behavior subject area. Being a major driver to improve information sharing, communication and coordination across the multiple SC participants, ICT was deemed as a crucial enabler to supply chain management. A recent report by McKinsey Global Institute [2] urged the widespread adoption of ICT as a way to transform the effectiveness and efficiency of construction. In accordance with [130], the reviewed evidence revealed that the industry is increasingly embracing BIM as the dominant technology, which is acting as a platform for construction innovation and digitization. In particular, [130] showed that BIM, internet of things (IoT) and big data (BD) are the main drivers of the fourth industrial revolution in construction and provide significant benefits, such as improved real-time monitoring, data exchange and construction planning, among others. However, in order to achieve the expected benefits, the results highlighted that the ICT gap between supply chain parties stills needs to be minimized. Hence, this paper reinforces the recent work of [124] about the importance of diffusing ICT technologies, mostly developed by the larger organizations, also among the average construction firms, with low-profit margins and spending power.