The design, manufacture and delivery of a product requires ever‐higher levels of knowledge and expertise within the supply chain. If concurrent engineering (CE) in tiered supply chains is to be fully implemented, a practical CE strategy needs to recognise that successful, concurrent designs are built on rich relationships amongst all parties. Virtual teaming is the most appropriate framework and mechanism in which to examine how such relationships can be created across a distributed supply chain, with members separated geographically. In principle, virtual teaming could allow joint commitment, feelings of mutuality, trust and creativity, and rapid decision making to operate within a supply chain. For this to be possible, a virtual team needs to be built by concentrating on process, teaming and technology factors. However, experience from other IT‐based initiatives is that technology will be concentrated on to the exclusion of other factors. Data from the two sources support this contention.