The emergence of supply networks (SNs) significantly challenges our understanding about the linkages inter-firm operations. The focus of SNs research has been the analysis of all activities related to serving distinct markets and customers across firm and geographical boundaries. From a resourcebased perspective, the core idea is to integrate distributed supply network capabilities of business partners into a network or system that addresses particular market needs. Traditionally, outsourcing, strategic alliances and collaboration of SNs represented organizational designs, however their analysis has been mainly focused on dyadic relationship. This approach fails to offer a full understanding of the complexity inherent in a supply network. Adopting a total supply network view, i.e. looking at networks that consist of three or more players, we focus on boundary-spanning knowledge transfer and learning in the context of supply network complexity. This research reflects on the paucity of studies about international and inter-organisational coordination and learning mechanisms in the context of differing market dynamics, regulations and businesses and requisite knowledge transfer and learning capability. This study fills a research gap by developing a conceptual model for managing complex supply network capability, in particular relating to the knowledge sharing and learning capabilities the network as a whole.