This paper presents a method for supporting the design of a strategy map in a manufacturing firm. A strategy map is a representation of the cause-effect relationships between strategic objectives of a Balanced Scorecard (BSC). This work builds a network in which the nodes represent strategic objectives, which are grouped into clusters representing the 4 perspectives of a balanced scorecard. All the nodes are then connected, creating a network. The arcs of the network correspond to cause-effect relationship between strategic objectives. The Analytic Network Process (ANP) is used to assign priorities to the relationships (arcs) with the aim of selecting only those relationships which are "important", arriving in this way to a strategy map. ANP is used to allow both interaction and feedback within perspectives of elements (inner dependence) and between perspectives (outer dependence). One contribution of this work is that ANP estimates the priority of the nodes, so it was necessary to adapt it to estimate the priority of the arcs. The method is illustrated using the case of a printing company.