In the process industries, it is rather uncommon for companies to develop new process technology or even to manufacture new process equipment. As a result, they are highly dependent upon various kinds of equipment suppliers in their effort to acquire new process equipment in order to improve their operating performance. Two previously presented theoretical frameworks for collaboration during the innovation and operations stages have been merged for use as a research instrument in a single case study on the collaboration between a mineral producing company and a supplier of technology and equipment. The evidence from this study shows that it is beneficial for collaborating partners to engage in upfront discussions of pros and cons before entering collaborations. Collaboration during the "innovation stage" was determined to be an interesting avenue to follow for both parties. The need for collaboration during the production stage seemed to be most important during the "start-up" and "optimisation and upgrading" phases. The combined frameworks have proven to be a powerful research instrument for studying the selected kind of collaboration.