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Small-scale industries play an important role in the betterment of society. Industrial cluster approach has been used by government as an alternative government policy to increase competitiveness of small-scale industries in Indonesia. An industry cluster consists of core enterprise(s) and related enterprises in which the core acts as a pulling agent for the other counterparts. Therefore, developing the core enterprises is expected to increase competitiveness of the whole cluster. This research is a strategy process research, aiming at identifying and modeling strategic behavior of a successful entrepreneur in a metal-making cluster industry at Kiara Condong Bandung, West Java. Based on the literature review, qualitative research methodology is used in this research by combining soft systems methodology (SSM) and grounded theory. The major findings of this research indicate four kinds of strategic behavior models, namely behavior model of strategy setting, behavior model of production operations, behavior model of research and development and innovation and behavior model of marketing operations. Abstract in Bahasa Indonesia: Industri kecil mempunyai peranan penting dalam meningkatkan kesejahteraan masyarakat. Pendekatan klaster industri dicanangkan oleh pemerintah sebagai alternatif kebijakan pemerintah untuk membangun keunggulan kompetitif di industri kecil. Di suatu klaster industri kecil yang terdiri dari unit usaha inti dan unit usaha penunjang, unit usaha inti merupakan gerbong penghela klaster. Oleh karena itu mengembangkan usaha inti sehingga mempunyai keunggulan kompetitif diharapkan dapat mengembangkan klaster secara keseluruhan. Penelitian ini merupakan penelitian proses strategi (strategy process research) yang meneliti perilaku strategis manajer pemilik industri kecil dalam mengelola usahanya untuk membangun keunggulan kompetitif dengan pendekatan berbasis sumber daya (Resource-Based View atau RBV) dan mengambil studi kasus pengusaha industri kecil yang berhasil di klaster Industri Kecil Tradisional ...

Awareness to consider HSSE in business operations becomes one of the approaches in sustaining the business of the integrated marine logistics sector. It is because the impact of unmanaged HSSE risk could have significant direct consequences for business in terms of financial & reputation loss. Thus, most companies believe, a proper HSSE management would drive the company's performance and sustain the business. Unfortunately, integrating HSSE into business is not an easy task. There are so many HSSE standards that need to be covered besides other standards that need to be also implemented from many disciplinary aspects. Therefore, the research conducted to identify an HSSE management system that aligns with business sustainability as an integrated management system to provide simplicity, eliminate redundancies, reduce documentation, establish consistency, reduce bureaucracy, cost reduction, streamline processes, optimize resources, consistency objectives across multiple systems, deliver a better result, and gain competitive advantage in supporting to be lean enterprise in driving company to be world-class level. The framework used is ESG by Sustainalytics, which consider three main items, e.g., corporate governance, materiality issues, and idiosyncratic issues. Corporate governance refers to the worldwide standard such as standalone management systems (ISO 14001, ISO 45001, ISM, ISPS, and ANZI Z10) and integrated management systems (PAS 99, ISRS 9, OEMS, and SUPREME). Materiality issues refer to the Sustainalytics and SASB list out. Meanwhile, the idiosyncratic refers to GISIS, IMO data of incidents in the last 5 years. In addition to that, research enriched with a causal effect model in enhancing HSSE excellence. The result of the assessment is a proposed integrated management system categorized into four pillars, i.e., People, Process, Plant, and Performance (4Ps). People consist of Leadership commitment and Training & competency assurance. Process consists of Occupational Health, Safe operation, Security for personnel & asset, Environment management, Hazard & risk management, Compliance, Emergency Management, Contractor & supplier management, Project management, Communication & promotion, and Learning from the event. Plant consists of Reliability & integrity management and Management of change. Performance consists of Result & reviews.

Low oil price environment impacted to business of Oil and Gas Company including PT. SDEC. However, PT. SDEC was able securing limited and fixed capital budget to drill well and had committed to drill certain well number to Government of Indonesia. When the initial 12 wells were completed with longer cycle time (average 9.9 days/well) than business plan (7.5 days/well) and also higher cost, the problem became more complex because company need to complete well as per commitment and in other hand no additional capital will be spent by parent company if actual expenditure exceeded the initial budget. Company assigned a team to solve the problem through Lean Six Sigma. Through strong collaboration among team, the project execution performance was improved (the Cp of drilling cycle time was improved from 0.06 to 1.08). As the result of this project save cost around $ 2.8 million.

Smart city movements are growing all over the world. The undertaking is expected to solve a plethora of problems arising from urbanization. Indonesia is one of the countries who march toward the development of sustainable smart cities. However, before the government can start a smart city project, they need to assess the readiness of each target city. Data in this article illustrate the readiness of six major cities in Indonesia, which are Semarang, Makassar, Jakarta, Samarinda, Medan, and Surabaya. They represent the four biggest islands in Indonesia. The readiness assessment was based on three main elements and six Smart City Pillars taken from Smart City Master Plan Preparation Guidance Book prepared by Ministry of Communication and Information Technology of the Republic of Indonesia. Those elements serve as a checklist to determine the readiness of the cities. Data for qualitative analysis were gathered through interviews and triangulated through secondary sources, such as publication from Statistics Indonesia and the assessment reports. The dataset contains information on the readiness assessment is presented in this article. The indices of the six region's readiness assessment are presented in percentages.

There were evidence for the inappropriateness of just three pillars of sustainability whenengineers have attempted to construct appropriate technology for underdevelopedcommunities. Engineers from developed countries have tended to conduct technologicaladaptations by treating communities as objects, rather than engaging them as subjects ofdevelopment. As objects, communities could not decide what they wanted to be and wereeven forced into systematic development that was more likely to benefit the developedcountries. However, as subjects, communities can determine their own sustainability andachieve survivability. In this study, seven pillars of survivability are outlined: technical,economic, environmental, social, cultural, judicial, and political. The first three aretangible aspects, and the last three are intangible. The social aspect is the intermediary, thebridge to emerging technological appropriateness. Tangible aspects can be measurednumerically, whereas the intangible ones cannot. The tangible and intermediate aspectsare what engineers must address, and both the intermediate and the intangible ones arewhat they must address specifically to diffuse appropriate technology into local dailyroutines. Tiers of technological appropriateness are also provided to understand theposition of a designed appropriate technology in terms of survivability levels. A holisticapproach that takes these pillars into account will empower communities to reach self-survivability beyond sustainability.