This research investigates how configuration theory and design-science approaches inform business model design. It was believed that these approaches might offer new insights into what are the mechanisms through which dimensions of a business model interact with and influence each other – a gap in the literature – providing a novel solution artefact (i.e. framework) for their design. The vaccine industry and the B2B e-commerce context were selected as the business model design test-bed, because they provide the necessary conditions in terms of uncertainty and volatility in supply and demand, as well as supply network, technological and infrastructural complexity. The design-science research methodology involved conceptualising a business model artefact based on literature, and then developing and evaluating it using an in-depth case study of a vaccines manufacturer that went through a B2B e-commerce business model redesign process. The literature-derived conceptual artefact defined four business model dimensions (value creation, value delivery, value capture, customer), and it was hypothesised that these dimensions may be linked via a value proposition that could be expressed in terms of tangible, intangible, and monetary flow components. Building on the conceptual artefact, in-depth interviews with multiple respondents from the selected case study were used to test the dimensions and help define five configurational properties for each of the value proposition’s flow components (volume, velocity, veracity, variety, value). Semi-structured in-depth interviews with an additional set of respondents were then used to evaluate the business model artefact, focusing on the interrogation of the refined dimensions and the developed configurational properties, as well as their ability to express the vaccine manufacturer’s overall business model. In that process, each dimension of the case study’s business model was examined from a configuration perspective to identify alternative configurations of its business model, thereby demonstrating the utility of the proposed artefact. Integration and validation of the artefact’s dimensions using the case study confirmed that a vaccines manufacturer’s business model can be expressed in terms of the four proposed dimensions and that these dimensions can be linked via a dynamic value proposition that changes as it moves from one business model dimensions to the next. It was also found that each business model dimension possesses capabilities that affect the configuration of the value proposition’s components (in terms of the five identified properties). These findings contribute to theory by suggesting that the value proposition is not just an output of a business model, as is currently considered in the literature, but an integral mechanism of a business model through which its dimensions interact with and influence each other. These insights also address the knowledge gap related to classification of value exchanges and their interdependencies within pharmaceutical businesses through a business model perspective, and contribute to e-commerce business model literature by highlighting its reconfigurable elements. For practitioners, the findings provide a set of properties for the (re-)configuration of the value proposition at each dimension of a business model, and as such, enable the identification of opportunities that may support improved value generation as part of the overall business model design approach. This understanding offers several avenues for future research, including exploring the relationship of the developed artefact’s elements with external factors (e.g. market, regulatory), and developing business model archetypes based on the patterns of the configurations of the value proposition’s properties.