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This study aims to analyze the determinants of success of PT Makmur Susanti Group, a processed food MSME in Tulungagung, East Java, in achieving “Born Global” status by bypassing the traditional incremental internationalization process and penetrating global markets within only 2.5 years. The research employed a qualitative approach using a single case study method. Data were collected through semi-structured in-depth interviews with the owner as the key informant, participatory observation, and documentation, and were analyzed using the Miles, Huberman, and Saldaña interactive model, consisting of data reduction, data display, and conclusion drawing. The findings reveal that the company’s rapid internationalization was supported by three main factors, namely visionary managerial capability reflected in entrepreneurial alertness, continuous product innovation through selective raw material use and flavor localization, and the optimal utilization of digital ecosystems such as B2B platforms and Alibaba. In addition, the study identified a “symbiotic” business model involving export aggregators to serve diaspora niche markets, which challenges the conventional assumption that Born Global firms must independently manage international logistics. Furthermore, the owner’s legal background became a strategic advantage in addressing complex halal regulations and international certification requirements. This research contributes a new perspective on the phenomenon of “non-intentional” Born Global firms and highlights the importance of legal-formal competence for MSMEs, while also providing practical insights for regional MSMEs in integrating local comparative advantages with global competitive standards.

This study aims to analyze the implementation of performance management at the micro–enterprise AMANAH YOGURT, located in Candimulyo, Kiringan, Boyolali. The business employs 11 workers with specific task divisions: 7 in packaging, 1 in production, 2 in marketing responsible for promotion and advertising, and 1 supervisor who monitors the production process while also assisting in production ac,tivities. The daily production capacity reaches 500 packs during peak demand and 350 packs under normal conditions. This research applies a descriptive qualitative approach through observations and informal interviews with the owner and employees. The findings indicate that AMANAH YOGURT has implemented performance management through the application of production SOP, clear task distribution, informal evaluative communication between the owner and employees, as well as consistent adherence to hygiene standards and product quality. AMANAH YOGURT products have been distributed across Java Island, Bali, and even Mataram through bus logistics, travel services, and direct delivery for nearby areas. Halal certification and BPOM authorization further enhance consumer trust and strengthen the competitiveness of the business.

This study aims to analyze the implementation of performance management at the micro–enterprise AMANAH YOGURT, located in Candimulyo, Kiringan, Boyolali. The business employs 11 workers with specific task divisions: 7 in packaging, 1 in production, 2 in marketing responsible for promotion and advertising, and 1 supervisor who monitors the production process while also assisting in production ac,tivities. The daily production capacity reaches 500 packs during peak demand and 350 packs under normal conditions. This research applies a descriptive qualitative approach through observations and informal interviews with the owner and employees. The findings indicate that AMANAH YOGURT has implemented performance management through the application of production SOP, clear task distribution, informal evaluative communication between the owner and employees, as well as consistent adherence to hygiene standards and product quality. AMANAH YOGURT products have been distributed across Java Island, Bali, and even Mataram through bus logistics, travel services, and direct delivery for nearby areas. Halal certification and BPOM authorization further enhance consumer trust and strengthen the competitiveness of the business.

This study aims to explore the barriers and drivers of halal supply chain integration by conducting a qualitative analysis of existing literature. Employing a library research method, the study synthesizes findings from academic publications, reports, and case studies to identify key factors influencing the adoption and implementation of halal supply chain practices. The analysis reveals that barriers such as lack of standardization, high operational costs, and insufficient stakeholder awareness hinder integration, while drivers like increasing consumer demand for halal products, regulatory support, and technological advancements facilitate its growth. The findings highlight the need for collaborative efforts among industry stakeholders to address the identified challenges and enhance halal supply chain efficiency. This research provides valuable insights for policymakers, businesses, and researchers to foster the development of a robust halal supply chain ecosystem.

Penelitian ini bertujuan untuk mengetahui strategi atau hal penting yang harus dilakukan agar logistik halal di Indonesia dapat terlaksana atau tercapai secara efektif dalam lingkup logistik global. Adapun untuk metode penelitian yang digunakan adalah penelitian deskriptif kualitatif melalui studi kepustakaan (literature review) yang dimana menjelaskan fenomena dan data serta penelitian terdahulu, kemudian menarik kesimpulan dari permasalahan yang ada secara lebih akurat dan jelas dari fakta-fakta yang ada. Untuk hasil penelitian ini ialah terdapat beberapa hal penting yang dapat menjadi pendorong kesuksesan Logistik Halal di Indonesia yang diantaranya yaitu 1) Dukungan pemerintah untuk mendorong perkembangan Logistik Halal dengan memperketat kebijakan mengenai sertifikasi halal 2) Memberikan pelatihan dan peningkatan manajemen pengetahuan yang berperan meningkatkan kemampuan pegawai. 3) Pengembangan Lanjutan dalam hal teknologi meliputi pengembangan sistem pelacakan seperti penambahan sistem sensor DNA dan sertifikasi di pergudangan, distributor, dan penjual, serta sertifikasi di penyedia produk hingga penjual ditambah dengan penerapan sistem logistik lima titik pembelian untuk inovasi berkelanjutan dan pengurangan biaya.