The task of the Supervisory Board is to supervise, first and foremost, the management policy and the general course of business within the company and its business. The Supervisory Board gives advice to the management and it should act in the interest of the company and its business. The Supervisory Board must obtain the information necessary for the performance of its duties by the Management Board. In the case of a one-tier board, the management and the supervisory board merge into a single body of the company. If this is the case, there are no directors of board of directors and supervisory directors, but executive and non-executive directors. The scope of the Supervisory Board's duties is more comprehensive if the Company requires that it has a two-tier structure of the board. If this is the case, the supervisory board has the right, for example, to appoint and dismiss the directors of the board of directors. The main role of the Supervisory Board is to supervise the company operation and management of those operations. The Supervisory Board also selects and appoints the members of the Management Board. The Supervisory Board should be involved in the process of analyzing and sensitizing by using appropriate metrics, paying attention to risks, strategic inconsistencies and disadvantages that could endanger business. Developing these supervisory skills is therefore a precondition for monitoring the strategy. The aim of this paper is to analyze the influence of the Supervisory Board on strategic decision-making on the Atlantic case study. The purpose of this paper is to affirm the supervisory board's influence on strategic decision-making and to show the specifics of the role and function of the supervisory board in strategic management of the company. This paper deals with methods of analysis and synthesis, descriptive methods, compilation methods and methods of deduction.