This study presented an endeavour to integrate the value chain activities with the Balanced Scorecard for a comprehensive evaluation of an organization’s strategic performance. It also demonstrated the connection and the integration of the activities of the value chain with the Balanced Scorecard. The financial measurement was linked with non-financial measurement by integrating these techniques to achieve an appropriate performance that supports all aspects of the organizational performance. Consequently, the research problem in this study emerged, which is due to the concentration of many organizations on the measurement of financial performance. Notably, the latter caused the decline of some organizations from the competitive market. Thus, organizations must evaluate the financial and non-financial performance, as this assessment has helped organizations rise and keep abreast with developments and enter the global competitive market. The level of organizational performance was raised by integrating financial and non-financial measures. The study found that value chain and balance scorecard work together to perform operations of the organization appropriately and facilitate the measurement and evaluation of performance. Moreover, the Balanced Scorecard has a significant impact on the planning and control of organizational performance, and the value chain and the balanced label card have added value to the organization and customer needs.
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