Some leaders of U.S. companies fail to implement proper decision-making strategies to enact and execute strategies to realize the benefits provided by a foreign trade zone (FTZ). The purpose of this qualitative case study was to explore and to identify the proper decision-making strategies used in successfully implementing a FTZ. The target population consisted of 5 leaders, including a senior leader, a supply chain manager, and 3 department managers of a company located in the midwestern region of the United States that successfully implemented a FTZ. Porter's competitive advantage theory was the conceptual framework used for the study. Semistructured interviews were conducted with the 5 participants; company documents served as additional sources of data. Triangulation and member checking were used to ensure the trustworthiness of the data interpretation. Three themes (import and export, training, and new processes) emerged from the analysis. The findings of this study could contribute to social change by presenting leaders with information about how to enhance decision-making skills when considering the application of a FTZ to enable the capacity for improvement of social infrastructure that includes telecommunications, electricity, water, and roads.