Abstract Paper aims This paper presents a manufacturing process model for assessing the effects on economic, social, and environmental targets, given variations on corporate strategies of production, innovation, marketing, and demand for final goods. Originality The model integrates economic, social, and environmental dimensions that are validated through three main scenarios: Business as Usual (no strategic application), Business as Investment (strategic application), and Business as Vision (changes in demand). Research method The model estimates the social, environmental, and economic performance through time based on the System Dynamics methodology. Main findings The results demonstrate the model's suitability as a decision-support tool for sustainability planning in a corporate environment. Implications for theory and practice The model facilitates the analysis of the effects of resource allocation on corporate strategy.