Publication Details
Abstract
Purpose. The paper develops and tests a methodology for calculating an integral Strategic Development Index (SDI) that measures how far a building materials manufacturing enterprise has advanced towards the quantitative targets of its long-term development strategy and whether it is moving along the planned trajectory. Design/methodology/approach. A hierarchical composite indicator is built from 20 indicators grouped into five strategic dimensions: financial-economic, production-technological, market, innovation-investment and environmental-social (ESG). Indicators are normalised by goal-attainment against 2030 target values with bounded over-fulfilment; weights are obtained by a linear synthesis of Analytic Hierarchy Process (AHP) expert priorities and Shannon-entropy weights; sub-indices and the integral index are aggregated by weighted geometric means to limit compensability. A trajectory-conformity coefficient (actual SDI divided by the SDI of the planned path) and strategic momentum (compound annual growth of the SDI) complete the dynamic assessment. Robustness is tested by 10,000 Monte Carlo simulations of weights, the over-fulfilment cap and the aggregation rule, by one-at-a-time exclusion of dimensions and by comparison with TOPSIS. Findings. The methodology is demonstrated on an illustrative panel of five anonymised enterprises for 2020–2025. The AHP judgement matrix is consistent (CR = 0.003). In 2025 the SDI ranges from 0.512 to 0.854; three enterprises are ahead of their planned trajectory (by 2.2–10.4%), while one lags it by 23.5% and would reach its 2030 targets only around 2034 at its current momentum. Rankings are highly stable: the modal rank occurs in at least 99.7% of simulations, and Spearman correlation with arithmetic aggregation and with TOPSIS equals 1.00. The innovation-investment and ESG dimensions carry the highest discriminating information. Originality/value. Unlike benchmarking-type indices, the SDI is anchored to the enterprise’s own strategic targets and to a planned time path, so it evaluates strategy execution rather than relative position. The index supports strategic control, early warning of deviations and the reallocation of investment between strategic dimensions in a sector undergoing rapid capacity growth and decarbonisation.