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The background of this research is based on the importance of good management of inactive participant archives to support the smooth running of administrative services, considering that inactive participant archives still have utility value, especially as evidence of claims and participant audits. This research has the objectives of (1) Knowing the principles of organizing inactive participant archives at BPJS Ketenagakerjaan Jakarta Rawamangun. (2) Knowing the filing/storage system for inactive participant archives at BPJS Ketenagakerjaan Jakarta Rawamangun. (3) Knowing the role of archivists/archive officers at BPJS Ketenagakerjaan Jakarta Rawamangun. (4) Knowing the obstacles and solutions carried out in managing inactive participant archives at BPJS Ketenagakerjaan Jakarta Rawamangun. The research method used is a descriptive method with a qualitative approach, through observation, interview, and documentation study techniques. The results of this study (1) The principle used by BPJS Ketenagakerjaan Jakarta Rawamangun is a combined principle, because the storage of active archives and inactive archives is carried out separately, active archives are in the membership room while inactive archives are in the archive room. (2) BPJS Ketenagakerjaan applies a numeric system by sorting the Company Registration Number (NPP) from the smallest to the largest so that it is easy to find archives when needed. (3) The role of archivists is very much needed, but in BPJS Ketenagakerjaan Jakarta Rawamangun there is a streamlining of the organizational structure resulting in the absence of archivists within it. (4) Archive management is still faced with several obstacles, such as limited storage space, still carried out manually, and a lack of workers with special competencies in the field of archiving. BPJS Ketenagakerjaan Jakarta Rawamangun Branch has also attempted to overcome these obstacles by digitizing participant archives, although the implementation has not been fully integrated into an adequate electronic archive management system. The conclusion of this study is the need to increase the capacity of human resources in archiving, optimize storage space and facilities, and develop an integrated digital system to achieve more effective and efficient management of inactive membership records.

The coffee shop industry in Indonesia is experiencing rapid growth, driven by the cultural tradition of coffee consumption and the transformation of digital-based businesses. Kakaku Coffee, founded by Fitra Alhady in 2020 in East Jakarta, is a successful example of a coffee shop that combines high-quality coffee with an authentic Japanese cultural concept. Despite achieving initial success, Kakaku Coffee faces challenges such as long service times and limited parking space. This study aims to formulate a comprehensive development strategy for Kakaku Coffee using SWOT analysis. By identifying the internal and external factors affecting Kakaku Coffee's performance, this study provides practical and applicable recommendations. The method used is descriptive qualitative research with purposive and snowball sampling techniques. The analysis results show five strengths, five weaknesses, four opportunities, and three threats faced by Kakaku Coffee, along with applicable TOWS strategies. This research is expected to serve as a reference for other SMEs looking to adopt similar strategies in a competitive industry.    

CV Cielofood Pratama is a beverage processing business with nutmeg raw materials, located in Bogor City, West Java. The company produces syrups with varying sizes of packaging. The multi-stage production process does not rule out the possibility of irregularities that could cause the product to no longer meet the quality standards we set. In general, business units have a profit goal for business sustainability, by seeking efficiency in operations in order to obtain profitable profits. Analysis of the data shows the difference between corporate policy and the results of the EOQ method. The company usually orders 25 kg of raw materials with a frequency of 120 times per year. However, the EOQ method recommends ordering 144 kg with a frequency of 36 times per year. In addition, there is a significant difference in the total cost of supplies, which is IDR 30,900,000 according to company policy and IDR 10,392,000 according to EOQ method. This study aims to analyze strategies in raw material supply as an effort for supply chain efficiency. Using the Economic Orders Quantity (EOQ) method Reduce storage costs, save space on both storage and workspaces, resolve problems and reduce the risk that raw material supplies may pose.