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Business strategy and e-business initiatives in Indonesian B-to-B manufacturing SMEs
Sudirman I.a, Govindaraju R.a, Samadhi T.M.A.A.a, Saptadi S.b
a Industrial Engineering Department, Bandung Institute of Technology, Bandung, Indonesia
b Industrial Engineering Department, Diponegoro University, Semarang, Indonesia
[vc_row][vc_column][vc_row_inner][vc_column_inner][vc_separator css=”.vc_custom_1624529070653{padding-top: 30px !important;padding-bottom: 30px !important;}”][/vc_column_inner][/vc_row_inner][vc_row_inner layout=”boxed”][vc_column_inner width=”3/4″ css=”.vc_custom_1624695412187{border-right-width: 1px !important;border-right-color: #dddddd !important;border-right-style: solid !important;border-radius: 1px !important;}”][vc_empty_space][megatron_heading title=”Abstract” size=”size-sm” text_align=”text-left”][vc_column_text]© 2015 IEEE.Transforming SMEs into e-business is one of efforts to improve the competitiveness of SMEs. However, the initiatives of e-business can not be separated from the company’s business strategy. This means that the transformation of SMEs towards e-business follows the company’s business strategy. However, SMEs often do not clearly define their business strategy, and this strategy is seen as the company’s commitment to customer demand. For manufacturing companies, manufacturing systems literature calls this commitment as competitive priorities which is a part of the manufacturing strategy and reflects the business strategy. This study describes the alignment between e-business initiatives with the competitive priorities. This study uses business process approach to find e-business initiatives. Business processes that are supported electronically by SMEs become the pivot domain for the alignment process. This study shows four types of e-business initiatives that are identified from empirical studies and explains the relationship between each initiative with competitive priorities to be fulfilled by B-to-B manufacturing SMEs.[/vc_column_text][vc_empty_space][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][vc_empty_space][megatron_heading title=”Author keywords” size=”size-sm” text_align=”text-left”][vc_column_text]Business Process,Business strategy,Competitive priorities,Customer demands,eBusiness,Empirical studies,Manufacturing companies,Manufacturing strategy[/vc_column_text][vc_empty_space][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][vc_empty_space][megatron_heading title=”Indexed keywords” size=”size-sm” text_align=”text-left”][vc_column_text]Alignment,business process approach,e-business initiatives,manufacturing commitments,manufacturing strategy[/vc_column_text][vc_empty_space][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][vc_empty_space][megatron_heading title=”Funding details” size=”size-sm” text_align=”text-left”][vc_column_text][/vc_column_text][vc_empty_space][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][vc_empty_space][megatron_heading title=”DOI” size=”size-sm” text_align=”text-left”][vc_column_text]https://doi.org/10.1109/ICEVTIMECE.2015.7496703[/vc_column_text][/vc_column_inner][vc_column_inner width=”1/4″][vc_column_text]Widget Plumx[/vc_column_text][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row][vc_column][vc_separator css=”.vc_custom_1624528584150{padding-top: 25px !important;padding-bottom: 25px !important;}”][/vc_column][/vc_row]