Integrating Strategy and Control: A Sector-Specific Balanced Scorecard Framework for Food SMEs

Abstract

Small and medium-sized enterprises (SMEs) in the highly dynamic and competitive food sector face unique challenges, including product perishability, volatile input costs, and stringent traceability demands. Although the Balanced Scorecard (BSC) is commonly used to link strategy and performance, its traditional design often lacks the sector-specific details necessary for effective implementation in food SMEs. This conceptual paper addresses this gap by developing and conceptually validating a BSC framework tailored to the food industry that integrates the financial, operational, commercial, and digital dimensions relevant to food SMEs. Drawing on the evolution of BSC research and the food industry's unique operational realities, this study proposes a four-pillar model encompassing profitability, operational efficiency, commercial strength, and digitalisation. Each pillar is operationalised through tailored key performance indicators (KPIs) and embedded within a dynamic management control cycle to ensure continuous improvement. The proposed framework provides food SMEs with a structured, yet flexible tool to align strategy with operations, enhance decision-making, and foster sustainable competitiveness. Future research should empirically test the model to assess its effectiveness in different food subsectors.