Conceptually the virtual enterprise has much to offer. The notion that asset utilisation can be improved by working within an optimally designed and balanced organisation with each member contributing specific processes, capabilities as well as assets, capable of realising customer product and service expectations cost-effectively is now a reality. However, there is a need for a business model that can be used for planning and managing the performance of this organisation that, unlike the traditional organisation, has a number of “partner stakeholders” to satisfy. This paper considers how the strategic and operational processes of the virtual organisation can be both planned and managed.