scholarly journals Implementation of East Ogan Komering Ulu Regent Regulation Number 17 of 2015 Regarding Technical Guidelines for Implementing Micro and Small Business Permits

2018 ◽  
Vol 1 (2) ◽  
pp. 13-24
Author(s):  
Nety Andriani ◽  
Slamet Widodo ◽  
Andy Alfatih
Keyword(s):  
Small Business ◽  
Policy Implementation ◽  
Real Time ◽  
Small And Medium Enterprises ◽  
Successful Implementation ◽  
Delivery Time ◽  
Training And Supervision ◽  
License Application ◽  
Internet Connections ◽  
Medium Enterprises

ABSTRACT The purpose of this research is to find out how the implementation of East Ogan Komering Ulu  (OKU) Regency Regulation Number 17 of 2015 regarding Technical Guidelines for Micro and Small Business Permits in three sub-districts in East OKU Regency and also to find out the factors that support and hinder the implementation of policies. The policy implementation is analyzed using three variables; the level of compliance, well-functioning routines, and the absence of problems, and the desired performance and impact of the policies implemented. The results showed that East OKU Regency Regulation No. 17 of 2015 concerning Technical Guidelines for Micro and Small Business Permits in three districts in East OKU Regency has not been implemented optimally. This is indicated by some costs that entrepreneurs must pay when they want to get a license, micro and small licensing processes that have been done in real time, reports on the implementation of micro and small licenses that have not been done by the district, and supervision from the Office of Cooperatives and Small and Medium Enterprises is not fully done. In line with that, the researchers found the factors that supported the successful implementation of the policy were efforts to take a license application from employers and the achievement of delivery time. While the factors that hinder the successful implementation of this policy are the unavailability of the budget, lack of infrastructure and working equipment, uneven network and internet connections, and lack of coordination. Therefore, improvements need to be made by meeting the resources needed, and also to maximize training and supervision of the implementation of micro and small licenses by the Office of Cooperatives and Small and Medium Enterprises.

The procurement process in the Virtual Vertical Enterprise scenario: the point of view of Large Enterprises

1999 ◽  
Vol 18 (3-4) ◽  
pp. 187-191
Author(s):  
Roberto Santoro
Keyword(s):  
Supply Chains ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Small And Medium Enterprises ◽  
Point Of View ◽  
Delivery Time ◽  
Procurement Process ◽  
Information And Communication ◽  
Medium Enterprises ◽  
Large Enterprises

The extraordinary development of the Information and Communication Technology (ICT) allows for innovative relationships among enterprises, organised in extended networks and regardless of their location. In this scenario, Large Enterprises can re-organise their traditional supply chains (generally formed by Small and Medium Enterprises) according to VIrtual Vertical Enterprise concepts and methodology, in order to obtain: (1) better control of subcontractors activities; (2) cost and delivery time reduction; (3) decrease of subcontractors number.

scholarly journals Learning from ERP Implementation: A Case Study of Issues and Challenges in Technology Management

2015 ◽  
Vol 74 (1) ◽  
Author(s):  
Norani Nordin ◽  
Ojeniyi Adegoke
Keyword(s):  
Small And Medium Enterprises ◽  
Implementation Strategies ◽  
Field Work ◽  
Successful Implementation ◽  
Erp Implementation ◽  
Observation Methods ◽  
Skilled Manpower ◽  
Critical Issues ◽  
Implementation Stages ◽  
Medium Enterprises

Purpose: ERP implementation comes with huge business competitive advantages nevertheless it also has its difficulties and challenges. This paper presents the findings of field work and interview conducted on issues and challenges of ERP implementation on small and medium enterprises (SMEs). It proposes implementation strategies at each of the implementation stages for a successful ERP implementation within SMEs. Design/methodology/approach: The study employed both personal interview and observation methods. Findings: The findings revealed that reengineering (organization and infrastructures), top management commitment, funds, skilled manpower, implementation time and data fill-in were the critical issues and challenges faced by SMEs during ERP implementation. Hence, these factors were identifies as ERP implementation successful factors to be considered by SMEs. Also the study proposed three implementation strategies stages which will enhance successful ERP implementation in the SMEs. Originality/value: This study identified funds, skilled manpower and data fill-in as part of critical factors for successful ERP implementation in SMEs. Therefore, the study was used to generate successful implementation strategies for SMEs. 

scholarly journals Small business and its place in promoting sustainable development

2021 ◽  
Vol 250 ◽  
pp. 06007
Author(s):  
Elena Korneeva ◽  
Natalia Skornichenko ◽  
Tatiana Oruch
Keyword(s):  
Climate Change ◽  
Sustainable Development ◽  
Small Business ◽  
Social Life ◽  
Small And Medium Enterprises ◽  
Global Climate ◽  
Global Changes ◽  
The Sustainable Development ◽  
Development Goals ◽  
Medium Enterprises

Sustainable development is becoming a very important issue in the 21st century. Facing global changes such as the global warming, global climate change, as well as other pressing issue, all spheres of economy and social life need to take part in mitigating them and preventing disasters from happening. Our article studies the role of the small business in the above processes and the place of the small business in promoting sustainable development through its actions, public and social awareness and responsibility. We show how even small and medium enterprises can become a decisive power in tackling the climate change and promoting green thinking and sustainable awareness. This can be achieved through enhancing social responsibility of business companies which can greatly contribute to supporting the Sustainable Development Goals (SDG) and promoting sustainable economic growth.

scholarly journals Software process improvement in SMEs: A comparative view

2009 ◽  
Vol 6 (1) ◽  
pp. 111-140 ◽  
Author(s):  
Deepti Mishra ◽  
Alok Mishra
Keyword(s):  
Process Improvement ◽  
Small And Medium Enterprises ◽  
Software Process ◽  
Software Process Improvement ◽  
Successful Implementation ◽  
Software Project ◽  
Development Organizations ◽  
Medium Enterprises ◽  
The Cost ◽  
Automation Tools

The majority of software development organizations all over the world are small and medium enterprises. These organizations have realized that it is crucial for their business to improve their processes and working methods but they are lacking the knowledge and resources to do it. Successful implementation of SPI methodologies in small and medium-sized software enterprises (SMEs) is generally not possible because such organizations are not capable of investing the cost of implementing these programs. Limited resources and strict deadlines to complete the projects make it further difficult to implement SPI programs which can also affect quality issues in software project. There are various SPI methodologies to address these issues which have been also deployed in these organizations. In this paper, recent and significant SPI methodologies (OWPL, ASPE-MSC, iFLAP, PRISMS, SPM, MESOPYME) for SMEs are compared and discussed. This will facilitate the maturity of software process improvement in SMEs, standardization and also contribute in the development of automation tools for SPIs in future.

scholarly journals External Environmental Analysis For Small And Medium Enterprises (SMEs)

2010 ◽  
Vol 8 (10) ◽  
Author(s):  
Heather C. Banham
Keyword(s):  
Assessment Tool ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Successful Implementation ◽  
Font Size ◽  
Self Assessment ◽  
Customer Expectations ◽  
Technological Advances ◽  
Potential Impact ◽  
Medium Enterprises

<p style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><strong><span style="color: black; font-size: 10pt; mso-themecolor: text1;"><span style="font-family: Times New Roman;">Small and Medium Enterprises (SMEs) face unique challenges in the business environment.<span style="mso-spacerun: yes;">&nbsp; </span>SMEs need to successfully deal with the prevalent forces for change if they are to survive and grow and meet the expectations to create investment and employment opportunities.<span style="mso-spacerun: yes;">&nbsp; </span>Successfully adapting to change from technological advances, customer expectations, supplier requirements, the regulatory environment and increasing competition requires successful implementation of organizational change. The &lsquo;Degrees of Turbulence&rsquo; Model is proposed as a self assessment tool to aid SMEs in their environmental scan and to assist in assessing the potential impact and adjusting to the impending changes in the external environment to ensure continued viability.<span style="mso-spacerun: yes;">&nbsp;&nbsp; </span></span></span></strong><strong><span style="color: black; font-size: 10pt; font-weight: normal; mso-bidi-font-weight: bold; mso-themecolor: text1;"></span></strong></p>

scholarly journals Micro, Small, and Medium Enterprises (MSME’s) IN THE MIDDLE OF THE COVID-19 PANDEMIC

2021 ◽  
Author(s):  
lady
Keyword(s):  
Small Business ◽  
Economic Activity ◽  
Small And Medium Enterprises ◽  
The Law ◽  
Business Entities ◽  
Medium Enterprises ◽  
Micro Enterprises

MSMEs (Micro, Small, and Medium Enterprises) according to Law No. 20 of 2008 is a stand-alone productive economic activity. This business is usually carried out by individuals and not business entities that have subsidiaries or branch companies. It is further explained in the Law regarding the criteria for MSMEs, which are as follows:• Micro Enterprises: maximum assets of IDR 50 million• Small Business: assets of more than IDR 50 million – IDR 500 million.• Medium Enterprises: assets of more than IDR 500 million – IDR 10 billion.

scholarly journals Optimization of material delivery time analysis by using Visual Basic for applications in Excel

2021 ◽  
Vol 2 (2) ◽  
pp. 89
Author(s):  
Muhammad Ali Khan ◽  
Muhammad Ahmed Kalwar ◽  
Abdul Karim Chaudhry
Keyword(s):  
Small And Medium Enterprises ◽  
Visual Basic ◽  
Delivery Time ◽  
Time Analysis ◽  
Monthly Basis ◽  
Visual Basic For Applications ◽  
Manual Tasks ◽  
Medium Enterprises ◽  
Automated Methods ◽  
Planning Production

<p>In small and medium enterprises, huge numbers of reports are prepared regarding the procurement, planning, production etc on daily, weekly, monthly, quarterly and yearly basis. If the interval between preparation of same report is longer then there is the greater probability that employee can forget the procedure of preparing the report; thus it is beneficial to automate these types of reports especially when there is no cost required for automation. In the same way, material delivery analysis is a kind of report which is prepared on monthly basis and as per the employees` feedback they usually forget some of the steps of report formation; therefore, there was the chance of mistake at the end of employee. Therefore, this report was automated for to minimize the chance of error and report preparation time. All the manual tasks were enlisted and were programmed for automation by the help of VBA macros. For the execution of macros, userform was designed in visual basic editor (in MS excel) consisted on four command buttons and macros were called on command buttons` click. On pressing ‘ctrl + q’ userform used to appear on the screen. Furthermore, the comparison of old and automated methods was conducted to reflect the best suitable method. The report used to take 1.55 minutes to be made manually. Comparison of time of both methods of report formation indicated that suggested method took 70.86% less time as compared to the old method of preparing material delivery time analysis report.</p>

scholarly journals PERANAN MANAJEMEN RANTAI PASOK DALAM MENINGKATKAN STRATEGI KOMPETITIF UMKM DI SAMARINDA

2018 ◽  
Vol 2 (2) ◽  
pp. 116
Author(s):  
Rina masitoh, Catur Kumala Dewi
Keyword(s):  
Supply Chain ◽  
Sampling Method ◽  
Small And Medium Enterprises ◽  
Quality Standard ◽  
Delivery Time ◽  
Supply Chain Strategy ◽  
Systematic Data ◽  
Human Power ◽  
Analysis Technique ◽  
Medium Enterprises

Small and medium trade will be displaced from the AFTA and Free Trade competition if it does not implement an effective and efficient supply chain. This is a major problem for Small and Medium Enterprises (SMEs) which indicate they have limitations in business capital, not or have not implemented technology and there is no formula for the objectives to be achieved by Micro, Small and Medium Enterprises (UMKM) and lack of resources human power in the form of expertise and skills of Micro, Small and Medium Enterprises (UMKM).The purpose of this study is to find out the model of supply chain from UMKM in Samarinda. An effective model of supply chain will provide an increase in UMKM competitiveness strategies. The effective supply chain strategy will give UMKM excellence in terms of price, quality, standard products and delivery time and customer service.The analysis technique used in this study is descriptive qualitative, namely by the stage of collecting and recording data, reducing data, presenting data, processing and drawing conclusions. This is done to describe the state of the object being examined based on the facts in the field, so that accurate and systematic data can be obtained. Data is obtained by observation, distribution of questionnaires. The population of this study is all UMKM in 25 sub-districts in Samarinda. Sampling using purposive sampling method where 9 sub-districts were taken by UMKM in Samarinda

Use of knowledge management systems: analysis of the strategies of Brazilian small and medium enterprises

2020 ◽  
Vol 24 (2) ◽  
pp. 369-394 ◽  
Author(s):  
Euro Marques Júnior ◽  
Jose Alcides Gobbo ◽  
Fernando Fukunaga ◽  
Roberto Cerchione ◽  
Piera Centobelli
Keyword(s):  
Knowledge Management ◽  
Small And Medium Enterprises ◽  
Reciprocal Relationship ◽  
The Other ◽  
Management Systems ◽  
Successful Implementation ◽  
Knowledge Management Systems ◽  
Content Type ◽  
Medium Enterprises ◽  
Use Of Knowledge

Purpose This paper aims to highlight the degree of diffusion and intensity of use of knowledge management systems (KMSs) among small and medium enterprises (SMEs) in Brazil and apply a taxonomy that synthesizes the strategies of use of KMSs by the SMEs. In addition, it seeks to better understand the processes, practices and technologies of KM by SMEs, pointing improvements in the KMS of Brazilian SMEs and contributing to obtain better results in the search for efficiency and innovation. Design/methodology/approach Based on a literature review on KMSs used by SMEs, an empirical investigation was conceived, developed and conducted through online questionnaires involving 49 selected SMEs operating in several sectors. Findings This paper reinforces the results of the previous work of Cerchione and Esposito (2017) that point to the existence of a reciprocal relationship between KM-Tools and KM-Practices: one reinforces the other and vice versa. On the other hand, it indicates a difference in the behavior of Brazilian companies in relation to the sample of Italian companies studied by Cerchione and Esposito (2017), which presented a negative correlation between the general differentiation index and the general use intensity index of SMEs, while the Brazilian ones showed a positive correlation. Research limitations/implications The study points out the need for greater dissemination of practices and tools to support knowledge management (KM), as well as greater support for the implementation and effective use of these practices and tools within the organizational context of SMEs. Practical implications This paper identifies the main practices and tools to support KM used by Brazilian SMEs, indicating the need for investments in employee training and acquisition of tools. Social implications SMEs represent an important part of the generation of jobs and income in Brazil. Initiatives that lead to the successful implementation of tools and practices to support KM can increase the efficiency and productivity of these organizations. Originality/value This paper applies in a sample of Brazilian companies the taxonomy proposed by Cerchione and Esposito (2017) combining strategies of SMEs for the use of KMSs.

Sign in / Sign up

Export Citation Format

Share Document