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This case study was built from secondary data such as news articles and videos. Several drafts of the case study with teaching note were tested in classroom settings and shared at a case writing conference. The case was revised based on feedback from students and roundtable discussions from the conference.

“What’s next: Ever Given after the Suez Canal incident (Evergreen Marine Corporation in, 2022)” explores the situation of the firm Evergreen Marine Corporation, a world-leading cargo shipping company headquartered in Taiwan, and its efforts to deal with challenges stemming from a pandemic and the global supply chain transition. The case provides background on the latest changes in global business environments, the Suez Canal Incident stemming from the grounding of Ever Given and firm-specific information, which would help students to understand the context affecting Evergreen Marine Corporation’s (EMC) strategic decisions. The case enables students to evaluate EMC’s overall position and to analyze the actions that they can take to deal with these challenges in a dynamic global environment.

This case would be appropriate for a course in strategy or international business, especially with the topic of international supply chain management.

Ocean transportation is not only the cheapest and the best mode of bulk transport but also the most polluting form of transportation. The International Maritime Organization (IMO) has set strict targets to cut down carbon dioxide (CO₂) emissions, following which several initiatives have been taken by the shipping industry to embrace new technologies that can make the industry greener. Significant investments have been made into research and development (R&D) to develop alternative marine fuels. This chapter explores the feasibility of setting up a Biomass Recycling Facility (BRF) in the Tirupur–Tuticorin region in Tamil Nadu. The region was chosen because Tirupur being a textile valley generates tonnes of textile wastes every year. It can become good feedstock for biofuel generation, and it is also near Tuticorin Port, which is one of the major ports in Tamil Nadu. On an average, every year 1,000 vessels of medium and large size call at this port. There is a high probability that a BRF established in the vicinity can generate and supply bioethanol for the ships calling at Tuticorin Port. It is apparent from the findings of the study that the feedstock generated by textile industry alone may not be sufficient to meet the huge volumes of biofuel requirements of vessels, more over considerable investments into infrastructure and technology are required. But the study points out that still it could become a viable option because of the government support and favourable Foreign Direct Investment (FDI) policies. The growing demand for biofuel and the increasing price in the world market can become an added advantage.

Megaproject supply chains involve multiple layers of stakeholders, leading to complex relationships and risks. The role of social interactions within these networks is unexplored. Therefore, an analysis of construction supply chain risk management from the perspective of social networks is essential to identify related stakeholders, their relationships and the social network risk factors.

About 65 risk factors, identified from literature and interviews, informed the development of a questionnaire for the study. Online questionnaires administered in Ghana and South Africa produced 120 valid responses. Feedback from the responses was ranked and assessed to determine the overall social network risk levels using the Normalised Mean and Fuzzy synthesis analysis methods.

About 24 risk factors were identified and classified into six groups: Client/Consultant-related, Community-related, Government-related, Industry Perception-related, Supplier-related and Stakeholder Opportunism. The top five social network risks identified include bribery, supplier monopoly, incomplete design teams, poor communication and lack of collaboration.

The study provides detailed evaluations of social network risks in Africa, and the findings will help in developing strategies to mitigate supply chain disruptions caused by these challenges.

This study contributes to the literature on supply chain risk management by offering context-specific insights into the social network perspective of megaprojects in Africa, which differs from those in developed countries.

Societies depend on interconnected infrastructures that are becoming more complex over the years. Multi-disciplinary knowledge and skills are essential to develop modern infrastructures, requiring close collaboration of various infrastructure owners. To effectively manage and improve inter-organizational collaboration (IOC) in infrastructure construction projects, collaboration status should be assessed continually. This study identifies the assessment criteria, forming the foundation of a tool for assessing the status of IOC in interconnected infrastructure projects.

A systematic literature study and in-depth semi-structured interviews with practitioners in interconnected infrastructure construction projects in the Netherlands are performed to identify the criteria for assessing the status of IOC in infrastructure construction projects, based on which an assessment tool is developed.

The identified assessment criteria through the literature and the practitioner’s perspectives results in the designing and development of a collaboration assessment tool. The assessment tool consists of 12 criteria and 36 sub-criteria from three different categories of collaborative capacity: individual, relational, and organizational.

The assessment tool enables practitioners to monitor the status of IOC between infrastructure owners and assists them in making informed decisions to enhance collaboration. The assessment tool provides the opportunity to assess and analyze the status of collaboration based on three categories (i.e., individual, relational, and organizational).