Over the last few decades, agricultural production has improved its productivity significantly. This improvement has notably focused on the genetic development of plants and on equipment technology. Nevertheless, its managers have not monitored this growth in the competitiveness of the sector. Based on this context, this study has a central question: how can performance evaluation, from its decision-making support perspective, improve the management process of an agricultural company? In order to answer this, the purpose of creating a decision-making model to support the management decisions of an agricultural company is taken into consideration. Seven strategic objectives were identified, operationalized by 57 performance indicators, for the levels of reference set by the decision maker; fourteen performance indicators are at a compromising level, showing the need for intervention. With the model created, it was possible to have a picture of this situation and provide a process to propose improvement actions.