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Nurul Hidayati
Universitas Trunojoyo Madura
Religion Humanities Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Social Sciences Transportation Other

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SUSTAINABLE VALUE CHAIN STRATEGY FOR TOFU SMEs Issa Dyah Utami; Ika Deefi Anna; Nurul Hidayati
Jurnal Ilmiah Teknik Industri Vol 10, No 1 (2022): Jurnal Ilmiah Teknik Industri : Jurnal Keilmuan Teknik dan Manajemen Industri
Publisher : Program Studi Teknik Industri, Fakultas Teknik Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jitiuntar.v10i1.17274

Abstract

Globalization, free trade, and the current pandemic can be both a challenge and an opportunity for SMEs in Indonesia. One of the opportunities that arise from this phenomenon is the expansion of supply and demand networks. One of the SMEs in the food sector affected by the pandemic is the Tofu SME. Currently, only about 36% of tofu SMEs still survive in carrying out the production process. Most of the SMEs have problems in raw material inventory management, they do not yet have a standard warehouse. This problem minimizes their production capacity. Besides that, Tofu SMEs are still difficult to develop and sustain in the new normal era. For this reason, research on increasing the sustainability of SMEs needs to be carried out. The value chain analysis approach is used in the study to map the operational processes of SMEs and to identify activities and problems that make an important contribution to increasing the value of the SME business processes. K-means clustering method is used to group value chain levels. The Analytical Hierarchy Process (AHP) method is then used to choose a level-up strategy. Cluster 1 has the most members, which is 62 SMEs. Cluster 2 has the smallest member of 1 SME while cluster 3 has 9 SME members. The value coalition strategy is a recommended strategy to be applied to cluster 1 SME groups.
SUSTAINABLE VALUE CHAIN STRATEGY FOR TOFU SMEs Issa Dyah Utami; Ika Deefi Anna; Nurul Hidayati
Jurnal Ilmiah Teknik Industri Vol. 10 No. 1 (2022): Jurnal Ilmiah Teknik Industri : Jurnal Keilmuan Teknik dan Manajemen Industri
Publisher : Program Studi Teknik Industri, Fakultas Teknik Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/jitiuntar.v10i1.17274

Abstract

Globalization, free trade, and the current pandemic can be both a challenge and an opportunity for SMEs in Indonesia. One of the opportunities that arise from this phenomenon is the expansion of supply and demand networks. One of the SMEs in the food sector affected by the pandemic is the Tofu SME. Currently, only about 36% of tofu SMEs still survive in carrying out the production process. Most of the SMEs have problems in raw material inventory management, they do not yet have a standard warehouse. This problem minimizes their production capacity. Besides that, Tofu SMEs are still difficult to develop and sustain in the new normal era. For this reason, research on increasing the sustainability of SMEs needs to be carried out. The value chain analysis approach is used in the study to map the operational processes of SMEs and to identify activities and problems that make an important contribution to increasing the value of the SME business processes. K-means clustering method is used to group value chain levels. The Analytical Hierarchy Process (AHP) method is then used to choose a level-up strategy. Cluster 1 has the most members, which is 62 SMEs. Cluster 2 has the smallest member of 1 SME while cluster 3 has 9 SME members. The value coalition strategy is a recommended strategy to be applied to cluster 1 SME groups.
EKFETIVITAS PUTUSAN MAHKAMAH INTERNASIONAL TERHADAP SENGKETA (CHILI & PERU) Muhammad Rifqi Nur Wachid Adi Pratama; Sodikin Sodikin; Farhan Jiddan Saros; Reva Hazarina Karmila; Eka Barokah; Nurul Hidayati
Jurnal Media Akademik (JMA) Vol. 1 No. 1 (2023): JURNAL MEDIA AKADEMIK
Publisher : PT. Media Akademik Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62281/v1i1.01

Abstract

Artikel ini bertujuan untuk membahas efektivitas penyelesaian sengketa melalui mekanisme hukum internasional seperti ICJ. Melalui studi kasus tentang sengketa Chili-Peru, artikel ini menjelaskan bahwa penggunaan sistem hukum internasional dan ICJ sebagai badan penyelesaian sengketa dapat membantu mengatasi ketidaksetaraan dalam kekuatan antara negara-negara. ICJ memiliki wewenang untuk mengambil keputusan yang mengikat untuk memperkuat penyelesaian sengketa melalui proses hukum yang transparan dan tertib. Hasil dari keputusan ICJ tentang batas maritim antara Chili dan Peru adalah penyelesaian yang memuaskan bagi kedua negara, sehingga dapat dikatakan bahwa penyelesaian sengketa melalui Mahkamah Internasional dapat menjadi solusi untuk menyelesaikan sengketa antara dua negara. Artikel ini menawarkan pembelajaran yang berharga bagi negara lain dalam menyelesaikan sengketa dengan negara lain melalui jalur hukum internasional. Namun, perlu dicatat bahwa ICJ bukanlah satu-satunya cara untuk menyelesaikan sengketa antara negara-negara. Berbagai mekanisme hukum internasional lainnya seperti negosiasi, mediasi, dan arbitrase dapat juga menjadi alternatif solusi yang efektif untuk penyelesaian sengketa antara dua negara. Artikel ini mengambil kesimpulan bahwa penggunaan mekanisme penyelesaian sengketa internasional melalui ICJ dapat membantu menyelesaikan sengketa antara negara-negara dan memperkuat perdamaian dan keamanan internasional. Oleh karena itu, penting bagi setiap negara untuk berpartisipasi dalam sistem hukum internasional dan mencari solusi yang efektif dan adil untuk menyelesaikan sengketa antara negara-negara.
Co-Authors Anak Agung Gede Sugianthara Eka Barokah Farhan Jiddan Saros Ika Deefi Anna Issa Dyah Utami Muhammad Rifqi Nur Wachid Adi Pratama Reva Hazarina Karmila Sodikin Sodikin