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Roemani Hospital is one of the private hospitals in the Semarang area. Roemani Hospital procurement activities carried out by the procurement unit. The procurement unit conducts procurement of goods and services to run the Roemani Hospital business process. The Roemani Hospital procurement unit works according to the Roemani Hospital organizing guidelines. However, the performance of the Roemani Hospital procurement unit is only reactive to demand. The procurement unit does not have a strategic role in running the Roemani Hospital business processes. Therefore, it is necessary to assess the procurement maturity level for the Roemani Hospital procurement unit. The assessment was carried out to formulate recommendations for improvement in the Roemani Hospital procurement unit. In this study, the model used is the Supply Management Maturity Model. The model has five assessment characteristics, namely procurement planning, organizational structure of purchasing, process organisation, human resources and leadership, and purchasing controlling. Based on these five characteristics 56 questions were formulated to conduct the assessment. The assessment results show that the Roemani Hospital procurement unit is in stage 2 or Independent. Furthermore, the formulation of recommendations for improvement for the Roemani Hospital procurement unit was carried out. [ABSTRACT FROM AUTHOR]

The creative industry (CI) is considered to promote human development while promoting the economic growth. It maintains and protects historical and cultural heritage, improve cultural capital, and foster communities as well as individual creativity. Although there is widespread classification of the CI, the Ministry of Tourism of Indonesia has classified CI into 16 sub-sectors, i.e., (1) advertising, (2) architecture, (3) interior design, (4) product design, (5) craft, (6) visual communication design, (7) fashion, (8) film, animation, and video (9) photography, (10) application and game developers, (11) music, (12) performing arts, (13) publishing, (14) fine arts (15) TV and radio (broadcasting), and (16) gastronomy/culinary. The creative industry is an industry that originates from the use of creativity, skills and individual talents to create prosperity and employment by generating and exploiting the individual's creative and creative power. Batik industry is one of Creative Industry in Indonesia which plays an important role in the economic development. However, the Batik are facing difficulties in many areas, especially in spending their scarce resources efficiently. A case study to assess the efficiency of the Batik enterprises has been conducted by applying the data envelopment analysis in Semarang, Indonesia. The results show that from ten assigned Batik enterprises, there are nine enterprises’ that are considered efficient, while the rest are regarded as inefficient. This research is expected to give some advantages to the Batik enterprises’ regarding how to use their limited resources in an efficient way. [ABSTRACT FROM AUTHOR]

Batik is a product of the creative industry which belongs to the fashion category. Since being recognized by UNESCO, the popularity of batik has increased. Most of the batik products are produced by SME, which are scattered in Indonesian cities in industrial clusters. The problem faced by the batik industrial cluster is that it is difficult to compete in facing market competition because of the low level of innovation. Innovation needs to be done so that batik SME can create products that have a competitive advantage. Some batik SMEs lack creativity in developing new motifs so that the SME products are less attractive to the market. Batik is different from other fashion products because of the uniqueness of batik, namely the motif. When buying Batik products, consumers often ask about the availability of new motifs and want an exclusive batik motif. The more limited the production of a particular batik motif, the more expensive the batik will be. This makes printed and written batik still exist even though there is a threat from printed batik from both within and outside the country, which is very cheap. On the other hand, process innovation is batik SME to develop more efficient production techniques. Most of the batik SMEs still carry out the batik production process using simple technology. The absence of work standards that regulate the work system of the batik makers has resulted in a long production process. Therefore, it is necessary to innovate more efficient production techniques to increase productivity so that production costs can be cheaper. Furthermore, batik SME needs to develop innovation in terms of marketing. Marketing carried out by SME is still offline and relies on tourists and official guests who come to visit. This has resulted in SME being unable to face the increasingly fierce competition in the fashion sector. This study uses the PLS (Partial Least Square) method to determine the factors influencing the innovation strategy in creating a competitive advantage in batik SME. The research object is the SME batik in the cities of Semarang, Solo, and Pekalongan. The final output of this research is recommendations for improvement for batik SMEs and the government in developing the batik industry cluster. [ABSTRACT FROM AUTHOR]