We approach an open dimension problem, in specific, a two-dimensional strip packing problem variation found in sheet metal laser cutting, where rectangular items must be cut from a metal sheet, aiming to increase the packing layout added value. Therefore, this research objective is to analyze the packing layout added value with raw material reuse and practical constraints found in real-life laser cutting operations. The Best Fit Decreasing Height heuristic was modified to reuse raw material and calculate the packing layout added value, being compared with three construction heuristics using a set of literature and generated instances. We show the modified best fit decreasing height heuristic obtained better results when compared to the selected heuristics, with a high sheet metal utilization by the original instance rectangles and efficient raw material reuse. Thus, for sheet metal laser cutting practical operations, the modified best fit decreasing height heuristic is suitable for generating good packing layouts, resulting in industrial benefits including cost savings, increased productivity, greater competitiveness, and sustainability. Approaching raw material reuse increased the packing layout added value in most solutions found, and should be considered in real-life laser cutting operations. However, prioritizing only raw material reuse is not ideal, since a high number of additional rectangles can cause manufacturing wastes including overproduction, stock, and extra processing.

This research aims to find out the significant difference between added value on sustainable competitive advantage and unsustainable competitive advantage of Islamic banks in Indonesia. The population in this study is Islamic banking units in Indonesia, the sampling technique used purposive sampling and the data is used from annual financial reports from 2015 to 2019. The results of this research support the resource-based theory that companies that can maintain their competitive advantage have added value and can also manage their strategic assets in the form of VRIN (Valuable, Rare, Inimitable, non-substitutable) more efficiently. The results also indicate that companies that can maintain competitive advantage are those that can provide added value for the stakeholders. The test results support the RBT hypothesis, as evidenced by the finding that it is possible to use VRIN assets to offer added value for stakeholders.