scholarly journals Pengembangan Model Bisnis Halal Logistik Transportasi Berbasiskan Business Model Canvass (BMC)

Competitive ◽  
2020 ◽  
Vol 15 (2) ◽  
pp. 115-128
Author(s):  
Made Irma Dwiputranti
Keyword(s):  
Supply Chain ◽  
Business Model ◽  
Business Processes ◽  
Product Distribution ◽  
Customer Relationships ◽  
Raw Material ◽  
Cost Structures ◽  
Value Propositions ◽  
The Difference ◽  
Truck Load

The basic concept of general logistics and halal logistics are actually the same, the difference is that halal logistics is carried out by ensuring that processes in the supply chain separate halal cargo from non-halal cargo. This needs to be done to avoid cross-contamination and ensure that as long as the logistics system of the product is guaranteed halal, therefore halal logistics can be expressed as the application of the halal concept throughout the supply chain activities of suppliers, manufacturing, warehousing, transportation and product distribution to ensure the halal status of a product. If this is done, it will produce halal logistic output according to the standards of the customer's wishes.                The research will be carried out through interviews and surveys, the results will be used to identify business processes and find out what business activities are carried out and who are the business actors involved, from the business process a business model is then created to develop ordinary logistics to halal logistics based on a Business Model. Canvass (BMC). The Business Model Canvass (BMC) consists of 9 elements, namely customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships and cost structures. The result of this research is to obtain a canvas-based halal logistics model that can be applied at PT Iron Bird, which is divided into 4 categories, namely: 1) Customers who have potential in halal logistics are industries engaged in fast moving, consumer goods, retail. , raw material and pharmacy 2) Value propositions, namely offers to customers regarding delivery that guarantees halal products, distribution to return goods or return, segregation for Less than Truck Load (LTL), re-packaging for contaminated goods, labels and documents halal, cleaning units according to standards, completeness of safety, transparency and trust, on time delivery, and costs in accordance with the services provided 3) Resources by managing main resources through a special team to handle contaminated goods, availability of vehicles, services provided , packaging for contaminated goods and labels and documents h alal 4) Financial through the services provided. Key Performance Indicators (KPI) in accordance with halal logistics standards which consist of: Quality, Time, Cost and Risk.

scholarly journals ANALISIS MODEL BISNIS BESI TUA DI INDONESIA (STUDI KASUS DI PT. PUTRA KEMUNING KARAWANG)

BUANA ILMU ◽  
2020 ◽  
Vol 4 (2) ◽  
pp. 113-123
Author(s):  
Eman Sulaeman ◽  
Danang Kusnanto
Keyword(s):  
Business Model ◽  
Case Study Research ◽  
Scrap Metal ◽  
Customer Relationships ◽  
Cost Structures ◽  
Business Model Canvas ◽  
Analysis Technique ◽  
Value Propositions ◽  
Revenue Streams ◽  
Key Resources

Peluang bisnis besi tua saat ini sangat menarik karena selain cara kerjanya mudah, sirkulasi uangnya juga sangat besar. Pertumbuhan bisnis ini seiring dengan tumbuhnya industri di K abupaten Karawang dimana bisnis besi tua merupakan turunan dari industri yang ada, khususnya industri metal dan otomotif. Tujuan dari penelitian ini adalah untuk mengetahui bagaimana konsep model bisnis pada bisnis besi tua PT. Putra Kemuning dengan menggunakan bisnis model kanvas yang mencakup sembilan blok yaitu value propositions, channels, customer relationships, customer segments, revenue streams, key resources, key activities, key partners, cost structure. Sembilan blok bisnis model kanvas ini juga dijadikan sebagai unit analisis dalam penelitian ini. Metode penelitian yang digunakan adalah pendekatan kualitatif deskriptif dengan jenis penelitian studi kasus. Teknik analisis yang digunakan dalam penelitian ini adalah teknik analisis domain. Hasil penelitian dapat disimpulkan bahwa model bisnis menggunakan model bisnis kanvas  telah mendukung proses operasi bisnis besi tua di PT. Putra Kemuning sesuai dengan harapan. Kata kunci:  Bisnis, Model Bisnis, Model Bisnis Kanvas, Bisnis Besi Tua Today's scrap metal business opportunity is very interesting because in addition to how it works easily, the circulation of money is also very large. The growth of this business is in line with the growth of industry in the Karawang Regency where the scrap metal business is a derivative of the existing industry, particularly the metal and automotive industries. The purpose of this study was to determine how the concept of the business model in the scrap metal business of PT. Putra Kemuning uses a canvas business model that includes nine blocks, namely value propositions, channels, customer relationships, customer segments, revenue streams, key resources, key activities, key partners, cost structures. The nine business blocks of the canvas model are also used as the unit of analysis in this study. The research method used is a descriptive qualitative approach to the type of case study research. The analysis technique used in this study is the domain analysis technique. The results of the study concluded that the business model using the canvas business model had supported the scrap metal business operations process at PT. Putra Kemuning in accordance with expectations. Keywords: Business, Business Model, Canvas Business Model, Scrap Metal Business

scholarly journals Strategi Perencanaan Model Bisnis Perusahaan Jasa Konsultan Arsitektur dan Jasa Kontraktor PT Architectaria Media Cipta

2018 ◽  
Vol 13 (1) ◽  
pp. 55
Author(s):  
Amirullah Muh Amin ◽  
Lukman M Baga ◽  
Netti Tinaprilla
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Customer Relationships ◽  
Selling Price ◽  
Cost Structures ◽  
Business Model Canvas ◽  
Innovative Products ◽  
New Business ◽  
Value Propositions ◽  
Key Resources

PT Architectaria Media Cipta is an architectural consulting and contractor company.The purpose of this research is to describe and improve the business model used by PT Architectaria Media Cipta based on Business Model Canvas (BMC) approach and SWOT analysis, and then develop a new business model prototype for PT Architectaria Media Cipta using Blue Ocean Strategy (BOS).BMC consist of customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structures. The data collected bystructured interview.There are seven unsurts that need to be improved in a major way, and the two unsurts are remedied in a minor.The new business model prototype is created with a new value proposition that makes home and office furnishings products with unique designs, fixed size, light weight that can be sold massively through webstores and marketplace. Innovative products made by utilizing waste materials with the concept of re-use and re-cycle, therefore) the selling price of the product remains affordable.

scholarly journals BRAINSTORMING BUSINESS MODEL CANVAS PADA FORMULASI STRATEGI “RABUK DIYANG” SEBAGAI PRODUK KHAS KABUPATEN INDRAGIRI HILIR

2020 ◽  
Vol 6 (1) ◽  
pp. 8-14
Author(s):  
Roberta Zulfhi Surya ◽  
Rosliana Rosliana
Keyword(s):  
Business Model ◽  
Cash Flow ◽  
Customer Relationships ◽  
Group Strategy ◽  
Cost Structures ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Key Resources

This research uses integrating brainstorming method and Business Model Canvas, model is done with brainstorming method. The Canvas Business Model covers nine blocks, Customer Relationships, Key Partners, Value Propositions, Customer Segments, and cash flow, key resources (key resources), key activities (key activities) and cost structures (cost structures). The result of the research shows strategy with Business Model Canvas can effectively and efficiently in determining Rabuk Diang Empowerment Group strategy

scholarly journals BUSINESS DEVELOPMENT STRATEGY WITH CANVAS MODEL BUSINESS APPROACH IN CV. HAKHENBIK

2020 ◽  
Vol 1 (3) ◽  
pp. 469-481
Author(s):  
Iqbal Kamaluddin
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Swot Analysis ◽  
Solid Wood ◽  
Customer Relationships ◽  
Selling Price ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Key Resources ◽  
Loyal Customers

Hakhenbik is a company engaged in the field of furniture and equipment of the school with its production material made from solid wood that has durable strength, and not easily damaged and has a high selling price. On this research author uses qualitative descriptive method that is by using the business model Business model Canvas (BMC), then evaluated using a SWOT analysis in every Business model Canvas (BMC) block on CV. Hakhenbik. The most powerful element in the Business Model Canvas is the      Key Partnership, sis the    value propositions. The elements that still lack are    Customer Relationships and the next is   Key Resources. Be  rbased on SWOT analysis, CV. Hakhenbik is advised to improve on the element of customer relationshipsThis is because the important factor in running the business is to maintain good relations with the customer, one way to maintain a good relationship with the customer is to maintain communication with customers such as increase communication through social media such as facebook, whats up group, Instagram  and others, and can be done by maintaining loyal customers by providing members cards  and discounts for loyal customers. In addition to the customer relationships elements that need to be repaired are key Resources   by conducting training and development to employees of both operational and management employees.

scholarly journals Analisis business model canvas pada perpustakaan Institut Bisnis dan Informatika Stikom Surabaya dalam meningkatkan kualitas perguruan tinggi

2018 ◽  
Vol 14 (2) ◽  
pp. 124
Author(s):  
Ayouvi Poerna Wardhanie ◽  
Deasy Kumalawati
Keyword(s):  
Business Model ◽  
Customer Relationships ◽  
Personal Assistance ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Technological Developments ◽  
Information And Communication ◽  
Qualitative Descriptive ◽  
Self Service ◽  
Key Resources

Introduction. This study aims to analyze the business model canvas by the Library of Stikom Surabaya by using nine elements. They are customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, dan cost structure.Data Collection Method. The study used qualitative descriptive perspective to examine factual information and emerging practices in the field.Results and Discussions. Students, staff and community should be able to leverage the library services. The value offered was technology-based services and visitor convenience. Channels provided were the library website, email, social media. Customer relationships were built through personal assistance and self service. The key resources were human, technology and facilities. The key activities were learning commons. The key partnerships were internal and external partners. Conclusions. The Library is committed to realising its vision as a superior information center by providing a complete and fast information and communication channel in accordance with technological developments and customer needs.

scholarly journals Optimizing the Supply Chain in a Fuel Process Industry

2021 ◽  
Vol 12 (5) ◽  
pp. 549-553
Author(s):  
Amit Agrawal
Keyword(s):  
Supply Chain ◽  
Performance Management ◽  
Inventory Management ◽  
Best Practice ◽  
Business Processes ◽  
Raw Material ◽  
Bottom Line ◽  
Supply Chain Efficiency ◽  
Value Streams ◽  
And Performance

The Supply Chain Improvement (SCO) project is being introduced by KNPC, which recognises the major business advantages of improved hydrocarbon supply chain efficiency. The objectives of this work is to strengthen, optimise, and integrate supply scheduling and processes not just at stage of enterprise, but also throughout the entire KNPC framework. This is expected to lead to an improvement in the company's bottom line and facilitate the management of business operations at the highest level of efficiency, agility and profitability. In ever changing market conditions and globally competitiveness, it is necessary that raw material supply storage and product delivery were carried out at the lowest possible time and efficiency. Otherwise export oriented refinery like KNPC cannot remain in business with profit. KNPC has therefore embarked on ambitious multi-year operational excellence programs aimed at enhancing its operations and business processes that include short / mid-term planning, scheduling, accounting for growth, inventory management, and performance management. The aim is to achieve top-quartile financial results by accessing new value streams, encapsulating business processes of best practice and motivating employees of businesses to work in a collaborative atmosphere within the global and cross-functional business cycle to make smarter, quicker and more competitive choices.

Information Management Systems in the Supply Chain

2017 ◽  
pp. 469-485
Author(s):  
Maria José Sousa ◽  
Rui Cruz ◽  
Ivo Dias ◽  
Carla Caracol
Keyword(s):  
Supply Chain ◽  
Customer Service ◽  
Value Chain ◽  
Information Exchange ◽  
Information Technologies ◽  
Business Processes ◽  
New Technologies ◽  
Integrated Approach ◽  
Raw Material ◽  
Information Management Systems

This chapter analyzes the importance of technologies as drivers for managing supply chains. The focus will be on the advantages of the use of information technologies to improve company's efficiency to be competitive and for the reduction of costs, improvement of operations, improvement of relationships with customers, suppliers and partners, shortening of delivering times, streamlining and optimization of business processes and operations. The use of new technologies contributes to improve efficiency of supply chain management: raw material suppliers, component manufacturers, finished product manufacturers, wholesalers and retailers. Technologies allow an integrated approach to planning, control and monitoring of product flows, from suppliers to end users. They aim at improve customer service at reduced overall costs, and leads to the development of important relationships with logistics providers, suppliers, and customers in order to enhance information exchange and the coordination of business activities, which are the key advantages of an integrated supply chain with the collaboration among all the participants in the value chain.

Information Management Systems in the Supply Chain

2020 ◽  
pp. 600-616
Author(s):  
Maria José Sousa ◽  
Rui Cruz ◽  
Ivo Dias ◽  
Carla Caracol
Keyword(s):  
Supply Chain ◽  
Customer Service ◽  
Value Chain ◽  
Information Exchange ◽  
Information Technologies ◽  
Business Processes ◽  
New Technologies ◽  
Integrated Approach ◽  
Raw Material ◽  
Information Management Systems

This chapter analyzes the importance of technologies as drivers for managing supply chains. The focus will be on the advantages of the use of information technologies to improve company's efficiency to be competitive and for the reduction of costs, improvement of operations, improvement of relationships with customers, suppliers and partners, shortening of delivering times, streamlining and optimization of business processes and operations. The use of new technologies contributes to improve efficiency of supply chain management: raw material suppliers, component manufacturers, finished product manufacturers, wholesalers and retailers. Technologies allow an integrated approach to planning, control and monitoring of product flows, from suppliers to end users. They aim at improve customer service at reduced overall costs, and leads to the development of important relationships with logistics providers, suppliers, and customers in order to enhance information exchange and the coordination of business activities, which are the key advantages of an integrated supply chain with the collaboration among all the participants in the value chain.

scholarly journals ANALISIS SUPPLY CHAIN MANAGEMENT DI UMKM DESA SAMBIREJO

Bina Ekonomi ◽  
2020 ◽  
Vol 22 (2) ◽  
pp. 125-144
Author(s):  
Ferrynela Purbo Laksono ◽  
Stephanus Eri Kusuma
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Qualitative Method ◽  
Business Processes ◽  
Raw Materials ◽  
Raw Material ◽  
Management Approach ◽  
Chain Management ◽  
Dual Channel ◽  
Observation Results

ABSTRACTThis study aims to examine the business processes through the MSME supply chain, specifically in the chain of raw material access, production processes to marketing processes. The objects of this research focusing on five most developed MSME in Sambirejo Village, Ngawen, Gunung Kidul namely food, processed zinc, woven cloth, tile and local gabion. The business processes analyzed by using supply chain management approach. This study conducted a qualitative method based on interview and observation. Results of the study show that the pattern of MSME supply chains in Sambirejo Village is still relatively simple. In their processes, these MSME supply raw materials from suppliers or distributors of raw materials then process them. Afterwards, they distribute them to consumers using two different distribution methods (dual channel) there are distribute it directly and through an intermediary.Keywords: business process; UMKM; supply chain management

scholarly journals Features of business models in the market of payment services

2018 ◽  
pp. 66-73
Author(s):  
S. V. Krivoruchko ◽  
V. A. Lopatin
Keyword(s):  
Business Model ◽  
Business Models ◽  
Cost Structure ◽  
Customer Relationships ◽  
Sales Channels ◽  
Value Propositions ◽  
Revenue Streams ◽  
Payment Services ◽  
Key Resources

Features of business models of participants of the market of retail payment services are considered. An approach based on the allocation of nine elements of the business model is used: consumer segments, value propositions, sales channels, customer relationships, revenue streams, key resources, key activities, key partners, cost structure

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