Participative Business Modelling to Support Strategic Decision Making in Operations — A Case Study

Abstract

Describes a case study in which a consultancy method based on participative business modelling was used to support strategic decision making in the field of operations. In this case study the Dutch client company faced serious logical and financial problems after an attempt to attain competitive advantage through drastic improvement of its delivery speed. The modelling project produced several valuable insights which have resulted in a better logistical performance at lower cost. The participative approach taken in the project has made implementation of the recommendations resulting from the project easier. It has also resulted in a better quality of systems thinking and a better understanding of the operations system throughout the company — in short, in organizational learning. This case study has been conducted within a research project aimed at the development of modelling oriented consultancy method to support strategic decision making in operations. This consultancy method is called Participative Business Modelling (PBM). Several observations made in this case study with respect to the development of this consultancy method are discussed.

Citation

Akkermans, H. (1993), "Participative Business Modelling to Support Strategic Decision Making in Operations — A Case Study", International Journal of Operations & Production Management, Vol. 13 No. 10, pp. 34-48. https://doi.org/10.1108/eb054850