Information sharing in E-Collaboration is increasingly prevalent. This study measures the shareholder value created by E-Collaboration along a supply chain. Three system dynamics (SD) models are developed to investigate the impact of three different information sharing strategies, namely, non-information sharing, partial information sharing, and full information sharing. The impact on different supply chain parties is quantified from the value-based management perspective and economic value added (EVA) is adopted as the value-based performance metric. A numerical example of an E-Commerce retailer-distributormanufacturer supply chain is presented and followed by profound implications. The analysis demonstrates how value is amplified by E-Collaboration and the unified metric reveals added value's highly imbalanced distribution among different parties. The study provides an original contribution to this stream of research by proposing a uniformed supply chain performance metric, revealing counter-intuitive implications and guiding strategic E-collaboration.