Purpose-This paper aims to report the results of an empirical study examining the operational, environmental and social sustainability performance impact of supply chain integration (SCI) width and depth in the form of coordinative and collaborative SCI. Design/methodology/approach-A questionnaire was sent to operations managers located in India. The data collection effort was part of the International Manufacturing Strategy Survey. Following the approaches by Frohlich and Westbrook (2001) and Schoenherr and Swink (2012), cluster analysis and analysis of covariance methods were conducted. Findings-This study supports previous studies proposing that wider SCI including customers and suppliers positively impact on performance. The authors also shed light on previous contradictory results, illustrating that different level of SCI depth (i.e. coordinative and collaborative practices) lead to different operational and sustainability performance outcomes. Thus, challenging the view of the general SCI-performance improvement hypothesis. Originality/value-Although research on SCI has advanced over the past years, there is still controversy about the SCI-performance relationship. Through considering SCI depth in terms of coordinative and collaborative practices, the authors provide a more nuanced view on its potential performance benefits. Therefore, this paper will be beneficial for supply chain managers considering SCI and future supply chain management research.