You might start by making three boxes, one for your supplier, one for your organization, and one for your customers. Draw arrows pointing through the value chain over time. Business models can get more specific . For a specific organization such as Birdseye, you could have a farmers' collective as the supplier and Wegman's as the customer. The value Birdseye adds is to freeze fresh the farmers' vegetables so that they retain flavor and nutrients for months if kept frozen by the retailer.
Business models can get more complex .
Birdseye, in fact, has many sources of raw vegetables, plus the supplier of the boxes the frozen vegetables get distributed in. Their customers include the supermarket chains as well as the companies that distribute to small, independent grocery stores. The organization part can get more focused . The organization may well have a formal organization chart showing functional silos, for example, marketing and production, and showing direct reporting lines, for example, four vice-presidents that all report to the president. That formal chart probably doesn't include all of the organization's stakeholders, for example, the common stock's shareholders or the communities in which the production plants are located.