Quantitative modelling seems admirably suited to help managers in their strategic decision making on operations management issues, but in practice models are rarely used for this purpose. Investigates the reasons why, based on a detailed cross‐case analysis of six cases of...

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...