... Supply chain studies often address this dimension, but there are opportunities to explore the other levels, as seen in many examples discussed previously. (Ruuska et al., 2011) • Multi-party contracts (Brahm & Tarziján, 2015) • Cost-plus contracts (Lavikka et al., 2015) • Project alliancing approach (Hietajärvi et al., 2017a;Walker & Jacobsson, 2014;Young et al., 2018) • Capability mechanisms for temporary settings (Zerjav et al., 2018) • Flows of information and goods (Adami & Verschoore, 2018) • Network attributes understanding (Hellgren & Stjernberg, 1995;Ruuska et al., 2009) • Network perspective for the supply chain (Brintrup et al., 2017) • Just-in-time (JIT) / Lean manufacturing (Dainty & Brooke, 2004;Walsh et al., 2004) • Quality management (Gaudenzi & Qazi, 2020;Wu et al., 2013) • TPL implementation (Ekeskär & Rudberg, 2016;Janné & Rudberg, 2022;Le et al., 2020) • Risk management modeling (Qazi et al., 2016 • Control systems (Boland et al., 2008) • Critical path optimization and measurement (Elizabeth & Sujatha, 2013Wood, 2017) • Robust supplier selection processes (Riazi et al., 2019;Tchokogué et al., 2017) • Procurement systems (Kovacs & Paganelli, 2003;Safa et al., 2017) • Cognitive mapping (Edkins, Kurul, Maytorena-Sanchez, & Rintala, 2007) • Digitalization (of processes) (Cerezo-Narváez et al., 2018;Teizer, 2015) • Monitoring and tracking of materials (Nasir et al., 2010) • Materials requirement planning (MRP) (Caldas et al., 2015) • Opportunity management (Hietajärvi et al., 2017b) The macro-organizational level expands the megaproject supply chain to include external stakeholders (Yang et al., 2018), socio-political aspects (Eren, 2019), industry-wide factors (Yun, Choi, Oliveira, Mulva & Kang, 2016), and temporary and permanent clusters of actors within a network (Pauget & Wald, 2013). We expand the rationale and emphasize the managerial implications regarding inter-firm collaboration and the network perspective, which are structured by the multi-level perspective. ...