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Business ventures are activities carried out by individuals or organizations involving the production, sale, purchase, or exchange of goods and services, with the aim of generating profit. A basic necessities store (commonly known as a “sembako” store in Indonesia) sells daily staple needs, especially the nine essential commodities (sembako), which include items such as rice, sugar, cooking oil, eggs, salt, and other key food ingredients. UD. Putri 2, located in Dusun 1A, Sumber Harapan Village (21261), Tinggi Raja Subdistrict, Asahan Regency, was established in 2018 and has since become an essential part of the local community. This has required UD. Putri 2 to constantly monitor their stock inventory. However, the company still faces inefficiencies in managing sales data processing, which often leads to inventory shortages. When the supply of goods is insufficient to meet customer demand, customers may turn to other stores. If this occurs repeatedly, the store risks losing profit due to the unavailability of goods. Supply Chain Management (SCM) refers to the integrated processes and production activities starting from the acquisition of raw materials from suppliers, the value-adding processes that turn raw materials into finished products, the inventory storage process, and the distribution of finished goods to retailers and consumers. The implementation of SCM can optimize inventory management of staple goods, minimize inventory costs, and improve supply chain efficiency at UD. Putri 2.

Business is an economic activity carried out by individuals or organizations to produce and sell goods or services with the aim of making a profit. The NSH Group Store is a business that sells carpets, pillows, bolsters, and dolls located in the Sei Dadap I/II Plantation, Sei Dadap District, Asahan Regency, North Sumatra 21225. The NSH Group Store was established in 2016 and is owned by Mrs. Siti Komariah Siregar. Among the challenges faced by the NSH Group Store owner are irregular stock procurement. Sales transaction processes still use conventional methods, reducing efficiency and time effectiveness, and potentially leading to data errors. Supply Chain Management is a series of approaches used to efficiently integrate suppliers so that goods can be distributed in the right quantities, locations, and at the right time, with the aim of minimizing overall system costs. A bolster pillow is a pillow that can function as both a pillow and a bolster. Bolster pillows are oval and long, so they can be hugged while sleeping. The benefits of a bolster pillow include maintaining a proper sleeping position, reducing pressure on joints, helping reduce aches, improving sleep quality, and improving overall health. Therefore, by implementing Supply Chain Management (SCM), data processing will be faster and more accurate.

This study explores the implementation of circular economy principles within Safina Quilt, an MSME in Balikpapan that transforms textile waste—such as fabric scraps and discarded clothing—into value-added products. Safina Quilt applies the concepts of reduction, reuse, and upcycling throughout its production processes using quilting techniques, while simultaneously establishing an inclusive supply chain that engages local tailors, individuals with disabilities, and homemakers. This business model not only delivers economic gains by increasing profit margins and expanding market reach but also generates substantial social benefits by empowering vulnerable community groups. Although challenges remain, including limited access to supporting materials, constraints in production capacity, and insufficient digital marketing efforts, Safina Quilt demonstrates how MSMEs can successfully integrate environmental, economic, and social sustainability. Strengthening supply chain mechanisms, enhancing production capabilities, and improving digital marketing strategies are essential for scaling up and ensuring long-term business sustainability.

This study presents a literature review that investigates the role of strategic planning in enhancing employee performance and strengthening supplier relationship management within the food and beverage (F&B) business sector in Semarang City. Strategic planning, as the independent variable, is critical in defining the company’s vision, mission, objectives, and policies, which directly influence the productivity, effectiveness, and engagement of employees, the dependent variable. By systematically analyzing a wide range of literature sources, including peer-reviewed journals, articles, and other reputable publications, this study highlights the multifaceted benefits of effective strategic planning. The analysis reveals that organizations that implement clear and well-structured strategic plans are more likely to experience improved employee motivation, higher performance levels, greater job satisfaction, and increased employee loyalty. Additionally, the study emphasizes the importance of establishing and maintaining strong, strategic relationships with suppliers, which contribute to operational stability, efficient supply chain management, and enhanced competitiveness in the F&B industry. The findings suggest that strategic planning and supplier relationship management are interrelated and mutually reinforcing processes that help businesses anticipate market demands, optimize resource allocation, and respond effectively to operational challenges. Ultimately, the integration of these two factors provides a sustainable competitive advantage, enabling F&B businesses in Semarang to improve internal performance while simultaneously strengthening external partnerships. This study underscores the necessity for managers and business owners to prioritize strategic planning and supplier relationship management as essential components of long-term business success in a highly dynamic and competitive market environment.

This study aims to analyze the potential of micro, small, and medium enterprises (MSMEs) in enhancing the local economy through a case study of the Nay-Nay beverage business in Medan City. The research focuses on the contributions of MSMEs to job creation, income generation, improvement of purchasing power, development of local human resource skills, and the involvement of the local community in supply chain activities. A qualitative approach with a descriptive case study design was employed, utilizing semi-structured interviews, participant observation, and documentation analysis for data collection. The findings indicate that Nay-Nay plays a significant role in strengthening the local economic structure. The business creates employment opportunities for the surrounding community, increases household income, and contributes to the development of workforce competencies relevant to the food and beverage service industry. Moreover, the inclusion of local suppliers in the procurement of raw materials and distribution processes generates a multiplier effect that stimulates the local business ecosystem. Nonetheless, the enterprise faces notable challenges such as limited access to capital, price volatility of raw materials, and intense market competition. Overall, this study affirms that MSMEs are crucial drivers of inclusive and sustainable economic development and highlights the need for policy interventions that enhance managerial capacity and improve access to financing for small business actors.

Digitalization has become the driving force behind transformation in the logistics sector, particularly at seaports, which serve as key nodes in the global supply chain. Indonesian ports face persistent challenges such as high logistics costs and long vessel turnaround times. By implementing digital technologies such as the Port Community System (PCS), Artificial Intelligence (AI), and Blockchain, ports can enhance operational efficiency, accelerate service processes, and improve transparency and accountability. Digital systems also enable real-time integration among stakeholders, contributing to faster cargo flow and reduced national logistics costs. However, the implementation of digitalization is not without significant barriers, including limited information and communication technology (ICT) infrastructure, low digital competencies among the workforce, and high initial investment costs. Furthermore, ports face organizational cultural resistance to change and cybersecurity risks that threaten operational continuity. Smaller ports in developing countries often struggle to adopt these technologies independently due to budget constraints. To overcome these challenges, synergy between the government, port operators, and technology providers is essential. Programs such as the National Logistic Ecosystem (NLE) represent a strategic step to accelerate sustainable digital adoption. With a holistic approach encompassing technology, human resources, and business processes, digitalization can become a key catalyst in enhancing the competitiveness of Indonesian ports on a global scale.

Supplier selection is a strategic element in supply chain management to ensure operational efficiency and business sustainability. This study aims to determine the best urea supplier for PT DSSA 1, a textile company specializing in dyeing and finishing processes, using the Analytic Network Process (ANP) method. This method was chosen for its ability to systematically analyze interdependencies among criteria, leading to more accurate and comprehensive decision-making. Data were collected through direct observation, in-depth interviews with internal company sources, and relevant literature reviews. The analysis was based on five main criteria: quality, price, service, delivery, and flexibility, each further broken down into sub-criteria. The results indicate that quality is the most critical criterion, with the highest weight of 23.19%, followed by price, service, and delivery, each with relatively balanced weights of 19.93%. Flexibility, although ranked last with a weight of 17.01%, remains relevant, especially for urgent orders. Based on the analysis, Supplier A was identified as the best choice with the highest overall weight, followed by Supplier B and Supplier C. This study provides practical contributions by offering strategic recommendations for PT DSSA 1 in selecting suppliers that support production efficiency and business sustainability. The study is limited in the scope of criteria and the number of suppliers analyzed. Future research is recommended to explore more variables, expand the sample size, and consider the implementation of digital technologies to optimize the supply chain.

Modern  companies  in  the  digital  era  face  challenges  in  maximizing  the  utilization  of  information  systems  (IS)  to  enhance  business  efficiency  and  competitiveness.  PT  Indomarco  Prismatama,  one  of  Indonesia's  largest  retail  companies,  requires  an  integrated  IS  strategic  plan  to  strengthen  business  processes  and  optimize  information  management.  This  study  aims  to  develop  an  IS  strategic  plan  for  PT  Indomarco  Prismatama  using  the  Ward  and  Peppard  method,  which  combines  SWOT  analysis,  PEST  analysis,  Value  Chain  analysis,  and  McFarlan  Strategic  Grid  mapping  to  identify  and  assess  the  company's  IS  needs  and  opportunities.  Through  internal  and  external  environmental  analysis,  it  was  found  that  several  business  areas  require  further  IS  development,  including  inventory  management,  customer  relations,  and  supply  chain  integration.  The  IS  recommendations  provided  in  this  study  are  expected  to  serve  as  a  foundation  for  more  effective  IS  development  that  aligns  with  the  company's  business  strategies,  thereby  supporting  sustainable  growth  and  increased  competitiveness  in  the  retail  market.    

In an increasingly competitive and dynamic business era, companies are faced with increasing pressure to achieve success. To achieve this goal, operational efficiency, effectiveness and consistency are key. Standard Operating Procedures (SOPs) are present as an important instrument in guiding companies towards this achievement. SOPs are written guidelines that detail the steps and procedures that employees must follow in carrying out their daily tasks. A good SOP implementation helps companies ensure that every step taken by employees is in accordance with the set standards, reduces the possibility of errors, and improves the quality of the final result. However, awareness of the importance of SOPs is still uneven among companies, and many have difficulty in implementing them effectively. SOPs play a crucial role in improving operational efficiency, reducing the risk of errors, and ensuring compliance with regulations and industry standards. By providing clear guidance to employees, SOPs help in minimizing confusion, speeding up workflow, and increasing productivity. In addition, SOPs also help in maintaining consistent product quality and ensuring compliance with production standards. The importance of operational consistency cannot be overlooked either, as consistency creates customer trust, improves efficiency, and creates a stable work culture. Effective implementation and management of SOPs are key in ensuring operational success. The implementation process begins with the identification of business processes that require SOPs, development of clear SOPs, employee training, and continuous monitoring and evaluation of SOP compliance and effectiveness. In the manufacturing industry, SOPs are essential in maintaining product quality, occupational safety and health, and supply chain management. SOP helps in maintaining consistent product quality, creating a safe and healthy work environment, and optimizing material flow, inventory, and product distribution. Overall, the implementation of clear and well-defined SOP in various aspects of operations is key to ensuring the sustainability and success of the company. By implementing SOP well, companies can improve operational efficiency, maintain product quality, minimize the risk of errors, and ensure compliance with industry regulations and standards, enabling them to remain competitive in an increasingly complex market.  

The purpose of this study is to determine the application of company resource management and supply chain management at the Grand Pet Shop. In conducting an analysis of business partners, researchers used qualitative methods in the form of direct interview techniques with the owner of the Grand Pet Shop. The results found through analysis, Grand Pet Shop has implemented a supply chain process including planning, processing, storage, shipping and returns of goods then partners have also involved 4 functional areas, namely marketing and sales, supply chain management (SCM), accounting and finance, and human resources in running their business as well as analyzing the use of Enterprise Resource Planning (ERP) is still not recommended at this time because there has not been found a suitability for Grand Pet Shop use due to the high cost and the Enterprise Resource Planning system is too complicated for Grand Pet Shops which are still SMEs, but do not rule out the possibility in the future.