This paper promotes supply chain performance, sustainability, and Industry 4.0 integration to boost competitiveness. Indonesia's textile industry's competitiveness depends on many factors. Indigenous factors, technology, vertical integration, and global supply networks drive competitiveness. This study uses descriptive data to examine 143 textile workers in Indonesia and provides important context for the sector. It demonstrates that various factors, such as native elements, technical readiness, vertical integration, and global supply chain participation, impact the competitiveness of Indonesia's textile sector. The findings suggest that policymakers and industry leaders should take strategic actions to enhance competitiveness, including encouraging collaboration, technical advancement, and local enterprise, as well as investing in technology, vertical integration, and global networking. Despite its cross-sectional approach and contextual complexity, the study is believed to enhance the competitiveness of the global textile industry. Our guidelines help stakeholders make strategic decisions that utilize regional strengths, adopt cutting-edge technologies, and integrate into global supply networks. Subsequent studies can examine industry differences and how these links change. This research helps Indonesian textile industry stakeholders make competitive decisions.

Literature indicates it is crucial to understand how SMEs could adapt to changes in their external environment to develop a competitive advantage. However, there is limited discussion on how entrepreneurs’ resilience functions as one of the dynamic capabilities required to maintain their company’s competitive advantage in the long-term. This study aimed to investigate how entrepreneurial resilience affects SMEs ability to achieve sustainable competitive advantage. It also analyzed the moderating role of local cultural values in reinforcing resilience and sustainable competitive advantage. The population consisted of 400 handicraft SME who were thought of as Bali’s sustaining tourism sector. The results demonstrated that financial capital, human capital, and social capital were factors that shaped entrepreneurial resilience, where the ownership of capital and access to capital helped entrepreneurs when encountering changes in the dynamic and challenging industrial environment, where the role of financial capital was one of the sources of resilience that had the most significant influence. Furthermore, entrepreneurial resilience also contributed significantly to the achievement of sustainable competitive advantage. Moreover, the results also indicate that local cultural values strengthen entrepreneurial resilience because entrepreneurs who adjusted to local cultural norms developed in the surrounding community tended to respond positively to their behavior. Positive environmental acceptance could reinforce entrepreneurial resilience, given the psychological support of their behavior.

The demand for global seafaring labor has also increased drastically because of a shortage of qualified seafarers. This study examined the effect of global employability competence and sensory, behavioral, and intellectual experience mediating the end-user acceptance of ship crew management. The study's sample consisted of 240 ship crew managers who employed Indonesian seafarers. The analysis was completed utilizing the Partial Least Square-Structural Equation Method. The results stated that global employability competence significantly influenced end-user acceptance, even though the sensory experience could not mediate the relationship between global employability competence and end-user acceptance. Furthermore, the behavioral and intellectual experiences bridged these links where the intellectual experience's impact was more potent than the behavioral experience to increase end-user acceptance.

The development of technology and science in the Industrial Revolution 4.0 era requires companies to increase effectiveness and efficiency to maintain a competitive advantage. Supply chain management is the integration of business processes involving end customers and key suppliers whose function is to provide value to customers and stakeholders by providing products, services, and information. Implementation of supply chain management is considered an operational function or company activity that greatly determines the effectiveness and efficiency of the supply chain. This research aims to analyze the relationship between the implementation of supply chain management and the performance of small and medium enterprises (SMEs), the relationship between supply chain management, and the relationship between competitive advantage and the performance of SMEs. The research uses a quantitative descriptive approach. The quantitative approach is data in the form of numbers which are generally arranged through structured questions. The questionnaire contains statement items designed using a Likert scale from 1 to 7. The data in this study uses cross-sectional data because the data collection was carried out in a certain period. The data was obtained from distribution of online questionnaires via social media. The unit of analysis used in this research is the owners/managers of SMEs in Indonesia. The sampling technique used in this research is a non-probability sampling technique, namely purposive sampling. The total sample for this research was 432 respondents. The data management used in this research is the Structural Equation Model (SEM) method, which is a collection of statistical testing techniques on a series of relatively complex relationships, simultaneously. The data processing tool is SmartPLS 3.0. The SEM technique is used to examine and justify different hypotheses of the survey. Hypothesis testing is carried out by comparing the p-value with a confidence level (alpha) of 5% (

Despite its potential to significantly improve the efficiency, effectiveness, transparency, and accountability of construction sector services, the implementation of digital government transformation in many countries has often failed to achieve desired results due to low user adoption. This study introduces a factor model to predict technology readiness and acceptance behavior in the implementation of digital government transformation within construction business licensing and procurement services by integrating the Technology Readiness and Technology Acceptance Models. Survey data collected from construction companies, experts, project managers, and procurement committees in Indonesia were used to test the model through Structural Equation Modelling (SMART-PLS). The findings reveal that positive technological readiness has a significant impact on perceived usefulness and users' intention to use the system. Additionally, it was discovered that a one-point increase in the intention to use led to a 0.625 increase in achievement value. This research contributes to addressing the slow adoption of digital government transformation by exploring intention-to-use behavior in the construction sector.

The goal of the study was to assess how Indonesian ICT companies that provide wholesale carrier services can manage the external business environment and improve their performance with the help of their co-creation strategy and corporate skills. Using partial quadratic structural equation modeling (PLS-SEM) to evaluate the research hypothesis, the study concentrated on 45 Indonesian ICT companies offering wholesale carrier services. The outcomes demonstrated how the company's co-creation strategy and capabilities increased its effectiveness and greatly improved its capacity to negotiate the external business climate. According to these results, enhancing organizational capacities and putting co-creation techniques into practice should be Indonesian ICT enterprises' top priorities if they want to improve performance and successfully navigate the external business environment. Involving consumers, users, or other stakeholders in the design and development of digital goods or services is known as the co-creation strategy. It can happen in a lot of different ways, such hackathons, online platforms, workshops, or prototype sessions.

Sanitary and product manufacturing companies' care in Indonesia is increasingly challenging to carry out production due to limitations caused by the lockdown during the pandemic. The conditions demanded very high and required fast distribution mobility. The company maintains product quality by established standards according to specifications, but the production process time is limited. To maintain product quality, companies must retain supply chain quality integration and innovation quality integration to support Operational Performance. The research uses manufacturing companies focusing on plastic companies with bottle and tube production related to supply packaging health protocol products. Analysis to answer the research hypothesis uses the software SmartPLS. The study results found that internal supply chain quality integration by integrated manufacturing processes positively and significantly affects supplier and customer quality integration. Supply chain integration, which consists of supplier quality integration, internal quality integration, and customer quality integration, impacts increasing product innovation and the number of new products. Supply chain quality integration and innovation quality integration directly influence operation performance. This research enlightens company managers on improving internal capabilities and establishing synergy with suppliers and customers to create innovation, aiming to increase operational performance to compete with the global market and face market fluctuations. Research makes a theoretical contribution to quality development and supply chain integration.

Intense business competition urges companies to continually enhance their marketing strategies to retain and attract customers. Therefore, a profound understanding of factors influencing customer loyalty becomes crucial. Service quality, customer satisfaction, and supply chain value are considered key factors affecting customer loyalty. However, the relationships between these variables and the role of Customer Relationship Management (CRM) as a mediator need further investigation, especially in the context of Indonesian companies. Hence, this research aims to contribute a deeper understanding of the interconnection between service quality, customer satisfaction, supply chain value, and customer loyalty, as well as to explore the role of CRM as an essential link in this dynamic. The research methodology employed is quantitative, utilizing a Likert scale questionnaire distributed online to managers and employees in the automotive sector listed on the Indonesia Stock Exchange (IDX). Out of 400 distributed questionnaires, 261 were successfully collected, with 14 incomplete responses, resulting in a final sample size of 247. Data collection took place from June to August 2023. In data analysis, the study applied the Structural Equation Modeling (SEM) approach using the SmartPLS analysis tool. The research findings indicate that service quality significantly influences CRM, while it does not have a direct significant impact on customer loyalty. Customer satisfaction significantly affects both CRM and customer loyalty. Supply chain value significantly influences CRM but does not have a direct impact on customer loyalty. Customer Relationship Management proves to mediate the relationships between service quality and customer loyalty, customer satisfaction and customer loyalty, as well as supply chain value and customer loyalty.

The aim of this study is to analyze how to improve the competitive advantage and performance of small and medium-sized enterprises (SMEs) in North Sumatra through marketing entrepreneurship and architectural innovation capabilities. The type of research is quantitative research. The study focused on UMKM in North Sumatra who offered the following categories of products: handicrafts, food and beverages, coffee shops, bakeries, fashion, clothing, and services. The research population consists of all 84,758 UMKMs in North Sumatra. As for the sample number ranging between 100 and 200, or at least 5 times the number of variable indicators, when using Structural Equation Modeling (SEM). The entire sample size for stage 1 was 102 SME samples from Medan city. To analyze the research data, the study used SmartPLS (Partial Least Squares). The findings of this study show that market orientation (MO) has a negative and insignificant impact on SME performance from data processing and hypothesis testing results. Entrepreneurship Marketing Architecture Innovation Capacity (EMAIC) has a beneficial and significant impact on Competitive Advantage (CA). The ability of Enterprise Marketing Architectures (EMAC) to innovate has a significant and beneficial impact on their success. Entrepreneurship orientation (EO) provides tangible proof of SME success through competitive advantage (CA). Corporate orientation has no direct impact on SME performance through competitiveness (CA).

Force majeure in Indonesia, especially during pandemics, causes a drastic fluctuation in the market and makes many medicine products related to the pandemic become scarce and stocked out. Major pharmaceutical companies manufactured in Indonesia need solutions for the significant change in demand level and find solutions to balance the supply and demand level. According to the existing literature, by doing internal integration, supplier integration, and customer integration, and supported with supply chain capability, companies can find solutions regarding market fluctuation and increase their competitive performance. This research uses 102 listed Indonesians chosen by the purposive sampling method. Research analysis was conducted using structural equation modeling and SmartPLS 3 software. This research finds that, in general, supply chain capability influences competitive performance. Meanwhile, internal integration by sharing activity information in departments and coordinating integrated planning can positively and significantly affect supplier integration and customer integration. Sharing inventory and information with suppliers and coordinating with suppliers about materials availability significantly influence supply chain capability. Internal integration also has a significant influence on supply chain capability. Customer integration with information sharing with customers and the company involving the customers when demands influence supply chain capability. Supply chain integration (internal, supplier, and customer) does not directly impact operational performance, so supply chain capability is a perfect intervening variable. Supply chain capability can help internal and external integration better affect competitive performance. This research also makes practical contributions to give managers input about how internal integration, supplier and customer integration, and supply chain capability can affect companies' competitive performance.