Developing Social Trustworthiness of the Halal Fried Chicken MSMEs’ Value Chain in Malang

This study is made to understand the logistics management where it is one of the significantcomponents in the competitive market being the blend of business and major activities of the different business. The supply and distribution actions collectively known as logistics activities. Thevalue chain has been renowned as a tool to analyse and compare the activities within competitors orindustry role players. Two major events within the value chain are inbound logistics and outbound logistics. The objective of the research is to investigate the influence of inbound and outbound logistics on the competitiveness pump textile company it was also made to study the customers’ satisfaction towards the logistics performance in the company that may influence. The collective questionnaire from the previous finding formed the primary research tool for this study. This helpedus to make an attempt to understand the local supply chain and help to impact businesses to restrainon the indispensable parts of the logistics management. Keywords: Inbound Logistics, Outbound Logistics, Customer satisfaction, Supply chain, pump industry

The article discusses the importance of creating and developing clusters in the context of the digital economy and socio-ecological transformation. The main goal is to unite competencies and resources through common strategies and projects to increase the innovative potential of clusters and their participants. The article emphasizes the need to build and support industrial-technological partnerships worldwide as a key task for industrial clusters. The importance of developing the production sector and supporting one's own technological level for the development of the economy and ensuring national well-being, particularly in Ukraine, is also highlighted in the article.Different ways and motives are proposed for strategic partnerships between clusters, including cooperation in management training, identification of international innovations, exploration of new markets, and initiation of international scientific research projects.The need to create a professional management team of clusters was emphasized in times of digitalization, economic and socio-ecological transformation, as only clusters cover various areas of knowledge and will closely cooperate with other market participants. Moreover, increasing the innovation potential of clusters and their participants is becoming more and more important. This facilitates the pooling of competences and resources through joint strategies and joint projects.The importance of identifying structural gaps in industrial ecosystems to maximize the benefits of potential collaborations and promote innovative policies for upgrading business processes and equipment is considered. The geographical boundaries of the industrial ecosystem are determined by the interdependencies that connect organizations within its boundaries and new ties that strengthen beyond its boundaries. Industrial ecosystems are defined as multi-level production systems that include heterogeneous agents involved in value chains, as well as those who contribute to the realization of their potential and the country's productive capacity. The value chain can be divided into five main types of activities: inbound logistics, production, outbound logistics, marketing and sales, and after-sales services, and may also contain secondary or supporting activities that contribute to the effectiveness of the main activities. The article emphasizes that defining the real boundaries of industrial ecosystems is critical for governments interested in supporting them and transforming them into closed-loop innovation systems.

This study explores the value chain analysis of the ZamPen Native Chicken (ZNC) breed in the Zamboanga Peninsula, focusing on its potential for sustainable agribusiness development. Amid growing demands for organic and sustainable poultry products, the ZNC offers cultural and economic benefits but faces production and market challenges. Utilizing a descriptive quantitative approach, supplemented by surveys, FGDs, and KIIs, the study examines ZNC's current value chain across primary activities (Inbound Logistics, Operations, Outbound Logistics, Marketing, and Service) and support functions (Infrastructure, Human Resource Management, Technology, and Procurement). Findings reveal that local sourcing supports the ZNC chain yet suffers from limited high-quality breeder stocks, high feed costs, and insufficient disease control resources. Profitability analysis shows that medium-scale operations yield the best return on investment (ROI of 88.02%) and return on sales (ROS of 37.24%), highlighting this scale's potential for balancing costs and efficiency. Value chain mapping identifies that direct-to-consumer sales provide optimal profit margins, though broader distribution through traders expands market reach. The study concludes that enhancing input supply, disease control, and processing facilities can strengthen ZNC's economic impact. Policy interventions to improve infrastructure, financial access, and technology adoption are recommended for maximizing ZNC's sustainability and profitability in the regional agribusiness landscape.

Background: Management Strategy using SI/TI Strategy in operational management and logistics at Muhammadiyah Sidoarjo Hospital with the SIMRS Khanza application is one of the programs that supports active management and logistics at Muhammadiyah Sidoarjo Hospital. The primary objective is to know SIMRS Khanza's operational management and logistics performance to improve service quality.Purpose: Find the Management Strategy using IS/IT Strategy in operational and logistics management at Muhammadiyah Hospital Sidoarjo with the SIMRS Khanza application.Design/methodology/approach: This research uses a descriptive qualitative approach. According to Porter's Value Chain Model, the data collection and analysis stages used value chain analysis. The study results show that Muhammadiyah Sidoarjo Hospital needs to improve operational and logistical management by emphasising IS/IT strategic planning and developing hospital websites and medical records to support services, health services, administration, and research. Analysis of Porter's Value Chain Model explains that the Sidoarjo Muhammadiyah Hospital carried out two activities related to improving services at the Sidoarjo Muhammadiyah Hospital. Findings/Result: The main activities include Inbound logistics, Operations, Outbound Logistics, Marketing and Sales, and Service. Supporting activities include Firm Infrastructure, Human Resource Management, Technology Development, and Procurement. Muhammadiyah Hospital conducted two exercises to improve services at Muhammadiyah Sidoarjo Hospital.Conclusion: This study found that the main activities in service improvement include inbound logistics, operations, outbound logistics, marketing and sales, and service.Originality/value (State of the art): This study is original in applying Porter's Value Chain Model to analyse IS/IT strategy in operational and logistics management at Muhammadiyah Hospital Sidoarjo, primarily through implementing the SIMRS Khanza application. Keywords: IS/IT strategy, management hospital, management strategy, operational and logistics, value chain

Palm sugar is a processed product derived from the sap of palm trees, which is boiled and molded into solid sugar. This study aims to (1) identify the value chain and (2) analyze the margin and efficiency of value chain patterns in Rambah District, Rokan Hulu Regency. A purposive sampling method was employed, involving six respondents. Data analysis included value chain mapping as well as margin and efficiency calculations. The findings reveal two value chain patterns for both pure and mixed palm sugar agroindustries. The main activities in the value chain consist of inbound logistics, operations, outbound logistics, marketing and sales, and services. Supporting activities include procurement, infrastructure, human resource management, and technology development. In the pure palm sugar agroindustry, Pattern I yields a value chain margin of IDR 14,797.50 with an efficiency of 8.68%, while Pattern II yields a margin of IDR 18,959.09 with an efficiency of 8.70%. In the mixed palm sugar agroindustry, Pattern I generates a margin of IDR 6,000 with an efficiency of 12.23%, whereas Pattern II produces a margin of IDR 7,000 with an efficiency of 12.63%.

This research aimed to develop the efficiency of Aromatic Coconut farmers in Nakhon Pathom Province through effective value chain management. A mixed-methods approach was employed. The quantitative component involved 400 farmers selected through stratified random sampling, using a 73-item questionnaire with a reliability coefficient of .967. Data were analyzed using descriptive statistics, t-test, ANOVA, and multiple regression. The qualitative component involved interviews with one group leader and nine experienced farmers selected via purposive sampling, analyzed using content analysis. Results showed that opinions on value chain management were at a high level, while opinions on efficiency development were at the highest level. Four key factors influencing value chain management were identified: service, infrastructure, human resource management, and procurement. The study proposed nine integrated strategies across the value chain: inbound logistics, production, outbound logistics, marketing, service, infrastructure, human resources, technology, and procurement. These approaches aim to strengthen sustainability and add value from upstream to downstream in the Aromatic Coconut industry.

Shrimp farming in India has grown considerably and has emerged as a major commercial enterprise owing to the introduction of specific pathogen free (SPF) stocks of Penaeus vannamei. The complexity and limited transparency of the shrimp value chain, make it difficult for buyers to take action on cost optimisation. Against this background, a study on value chain analysis of farmed shrimp sector in Tamil Nadu was undertaken with the objectives of analysing different input market channels, inbound and outbound logistics, value chain management (VCM) practices being adopted in shrimp farming, key challenges and finally to suggest a cost effective value chain model for shrimp farmers. Four coastal Districts in Tamil Nadu,namely Nagapattinam, Thanjavur, Ramanathapuram and Cuddalore were selected for the study. From each District, 50 shrimp farmers registered with Coastal Aquaculture Authority (CAA) were selected randomly with a total sample size of 200. Descriptive statistics, multiple regression and factor analysis were employed for data analysis. The annual per hectre yield andincome were estimated at 7.42 t and ₹64.23 lakhs, respectively. The overall distribution of inbound logistics revealed that almost all the inputs were transported through trucks, autorickshaws and motor cycles. The channels of distribution of various inputs were also documented. The overall farm gate price was estimated at ₹433.70 kg-1. Among the VCM practices, feed and feeding management contributed the highest (42.95%). The results of regression model (performed on cost contribution of value chain processes to final price) and factor analysis (frequency of performing VCM processes) concluded that the shrimp farmers regularly perform VCM operations such as feed and feeding management, energy usage, application of probiotics, chemicals and minerals, check tray monitoring and sampling, while they poorly practise VCM processes of waste water management, disinfection protocol, disease management and water quality management. Suitable recommendations for better yield and final price are also suggested.

About ten years after PORTER proposed the value chain1 as a tool for identifying basic skills and resources to improve customer value, eBusiness evolved and the value chain "virtually" dissolved (see Figure 1). In a first gold rush companies started to partly or totally outsource primary activities, especially inbound logistics, operations and outbound logistics. With modern information and communication technologies on hand and visionary concepts like supply chain collaboration and mass customization, it seemed easy to achieve both, low costs and a differentiated position. Yet, despite all promises of the new, new economy, eBusiness integration has become the most discouraging task as companies rush to add new communication channels to their core processes. This is particularly true for supporting activities — a challenge most companies face today. With firm infrastructures based on virtual networks and strategic alliances, human resource management in search for high potentials that can manage e-processes, technology development and procurement confronted with various multimedia access channels, "eBusiness" has become a melting pot that is twirled faster and faster to keep up with the rapid technological developments and, of course, the consultants earning targets. By now business processes are redesigned on a quarter yearly basis with projects on e-CRM, e-Procurement, e-Supply Chain Management2, etc. In the near future there might be an m- in front of all acronyms — a general idea also known as "Change driven by Technology". But where is the beef, or better, the customer value?

The term supply management as key value-adding function replaces old definitions of procurement or purchasing (Helmold & Terry, 2021). This definition is in line with Porter’s description of value chains (Porter, 1996). A value chain is a set of activities that a firm operating in a specific industry performs in order to deliver a valuable product or service for the market. The concept comes from business management and was first described and popularized by Michael E. Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance in the upstream supply management or the supply side. Figure 12.1 displays the operations, the upstream supply side (supply management) and the downstream supply side (customer or demand side side). In Porter’s value chain framework (see Fig. 12.2), inbound logistics, operations, outbound logistics, marketing and sales, and service are categorized as primary activities. Secondary activities include procurement, human resource management, technological development, and infrastructure. As many companies have external value chains (purchase of goods, services) of more than 80%, supply management has here the most significant role in any enterprise. In many enterprises, functions are still working independently from each other, leading to a large amount of waste and inefficiencies. Many industries are currently faced by fierce competition. This is forcing manufacturing companies to concentrate on core competencies and to transfer the production of components, goods, and services to external suppliers (Helmold, 2021). The number of value-adding activities has decreased constantly and now lies between 10% and 30% in this industry (Dyer, 1996). The company Apple has no production and decided to outsource the manufacturing of iPads or iPhones to the company FoxConn. Such a development has had a great influence on the structure of supply chains and supplier relationships. Supply chains (the terms “supply chains” and “supply networks” are used synonymously in the literature) have become more complex and international, as pointed out by several authors Christopher and Peck see the level of complexity increasing in the upstream supply chain management of manufacturing companies in many industries, a trend which is characterized by the growing transfer of activities to suppliers and supplier networks, high numbers of supply chain layers (tiers), and the ongoing globalization of supply chains (Christopher & Peck, 2004). As a consequence, vulnerability and risk exposure have risen significantly. The rapid increase in supplier activities therefore directly affects supply management, as emphasized by Emmett and Crocker (2009). In recent years, many companies have reduced their value-adding activities and implemented efficiency-oriented cost reductions, e.g., outsourcing, single sourcing, low-cost country sourcing, platform concepts, lean management, design-to-cost approaches (Gürtler & Spinler, 2010). Supply management has become more important in core and peripheral business areas and is aimed at building resilient supply chains. Resilience is based on being able to anticipate, manage, and prevent supply chain disruptions at an early stage (Christopher & Peck, 2004). On the other hand, supply risks have risen due to increased dependency on supplier networks (Kersten et al., 2008). Figure 12.1 depicts the supply chain including the supply management phases. Resilience means the optimum levels of quality, cost, delivery, and alpha objectives (Helmold & Terry, 2021).

<p>As a region with the largest oil palm plantations in Indonesia, Pelalawan Regency is highly potential to develop a program of oil palm-cattle integration. Pelalawan has implemented the program legitimated by Regent Decree Number KPTS./524/Disnak/2012/472 regarding Zoning Regulation on the development of Oil Palm-Cattle Integration. The program of oil palm-cattle integration itself has been the basis for the Decree of the Minister of Agriculture Number 105 Year 2014 regarding the Integration of Oil Palm Plantation and Beef Cattle Farming. Moreover, the integration system of oil palm-cattle gives a lot of benefit to farmers, for example the utilization of manure as organic fertilizers could reduce farmer’s expenses for chemical fertilizers and the cattle can be an asset for them. Products made from the integrated program are solid manure, liquid organic fertilizer, fodder, biogas, and beef. To improve the competitiveness of those activities, we can analyze the value chain which includes product design, inbound logistics, operations, outbound logistics, marketing, sales, services and supporting activities. By using a value chain analysis, this study aims to provide recommendations for strengthening programs which could be implemented to improve the value-added of the products.</p><p> </p><p>Keywords: oil palm-cattle integration, value chain, value-added, industrial cluster</p>

This chapter explains managing the supply chain and distribution. It discusses a new approach to managing the supply chains and distribution in line with effective management of risk, trade-offs, and strategic relationships. Moreover, the chapter notes country and industry characteristics as factors affecting global supply chain decisions in line with international supply chain strategy. It looks at types of buyer–supplier relationships and their scope of collaboration. The chapter then explores developing market-responsive supply chain strategies such as information sharing and global sourcing. The management of an effective supply chain requires the coordination of a wide range of activities such as inbound logistics, operations, outbound logistics, marketing and sales, and customer service.

This study aims to evaluate the performance of the soybean value chain in Grobogan Regency, Central Java. Different from other studies, this study portrayed the performance of the soybean value chain as a whole through a systems approach. The method used in this research is survey. This study used observation and structured interviews to farmers, marketing institutions, and other stakeholders to obtain primary data. A total of 65 soybean farmers from 6 districts in Grobogan Regency were selected by proportional random sampling to be used as a respondent. Determination of respondents for marketing to consumers using snowball sampling. This study uses descriptive-quantitative analysis methods with Value Chain Analysis (VCA), farm income, and marketing margins. The main activities in the soybean value chain consist of inbound logistics, operations, outbound logistics, marketing, and services. The logistical aspect performance is constrained by the incompatibility of the use of inputs with the standard. The performance aspect of operations is reflected by the productivity and income of farmers, amounting to 1,822 kg/ha and Rp. 1,728,320 / ha. Outgoing logistics related to farmers' dependence on collecting traders. The performance of marketing aspects is reflected in channel margins 1, 2, and 3, namely Rp. 750 / kg, Rp. 1,350 / kg, and Rp. 1,475 / kg. The most dominant service aspect is the role of RKG. Supporting performance aspects need to be improved by improving infrastructure, adopting technology, and improving farmer card implementation.

The study analysed the value chain model that was used to analyse the sustainable competitive advantage of manufacturing businesses by Porter in 1985. The processes of the model which are both primary and secondary variables were matched and compared to the tourism destination processes. This was done in order to design a specific value chain model that can be used by a tourism destination so as to improve brand equity. The study therefore analysed Zimbabwe as a tourism destination which needs to improve its brand equity through an effective tourism value chain. The study used a sequential mixed method in order to establish data from respondents. It started with a qualitative design whereby by Zimbabwe tourism destination processes were established through in-depth interviews from various experts in the industry. The identified variables were local people, natural resources and destination marketers. Also the respondents agreed that the secondary factors for a Zimbabwe tourism destination value chain include finance, skilled human resources, infrastructure, sustainable practices and global partnerships. The relationship of Zimbabwe tourism destination variables to Porter’s primary value chain activities were identified through a quantitative design using survey questionnaires. The results of the study showed that the inbound logistics is related to local people, operations to natural resources and outbound logistics to destination marketers. The study recommended a value chain model specifically for tourism destinations that comprise of local people, natural resources and destination marketers as the primary activities. An effective mix of the tourism primary factors and secondary factors (finance, infrastructure, skilled human resources, sustainable practices and global partners) will lead to improved brand equity for the Zimbabwe tourism destination.

Inbound and outbound logistics in warehouse operation has an impact on supply chain performance. In this study, the purpose is to analyze the effects of storage policies of a warehouse on inbound and outbound logistics. We define five storage policies for the warehouse that responds to 60 SKU refrigerator products produced at the production line. The warehouse operates two docks by separating the inbound and outbound in order to carry out the inbound and outbound at the same time. We develop a discrete-event simulation model to compare the performance among storage policies. Also, we use simulation to analyze the effect of storage policy on forklift working time and truck waiting time. As a result of simulation experiments, we confirmed that the storage policies could improve the truck waiting time on inbound and outbound logistics. Future research would aim to analyze the effect of warehouse inbound and outbound logistics on the supply chain.

The term Industry 4.0 was first mentioned in 2011 in Germany as a proposal for the development of an economic policy based on high-tech strategies to boost the competitiveness of the manufacturing sector. It refers to the industrial application of technologies such as cyber-physical systems, the Internet of Things and smart robots (e.g. embedded computers and networks, communication protocols and operating systems, learning machines, mobile phones, laptops, etc.), big data, and additive manufacturing. These technologies make it possible to use a virtual representation of physical processes for their control and surveillance. Moreover, they allow the real-time exchange of data between machines, humans, and humans and machines, and end-to-end ICT-based integration of the various activities of the value chain (inbound logistics, production, maintenance, outbound logistics, marketing, service, and transport) within and across organisational boundaries (Hermann et al., 2015; Kagermann et al., 2013; Pfeiffer, 2017; Roblek et al., 2016; Valenduc and Vendramin, 2016).