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PELATIHAN PEMASARAN PRODUK SECARA ONLINE MELALUI MEDIA SOSIAL BAGI PELAKU USAHA MIKRO DALAM ADAPTASI KEBIASAAN BARU DAN UPAYA KEBERLANJUTAN USAHA Sri Hartati; Nur Budi Mulyono; Kartib; Edwin Karim; Muhammad Ridwan Zaelani; Naufal Shayed Alam; Muhammad Lufhti Zulfiqor
Prosiding Seminar Nasional Pengabdian Kepada Masyarakat Vol 2 (2021): PROSIDING SEMINAR NASIONAL PENGABDIAN KEPADA MASYARAKAT - SNPPM2021
Publisher : Lembaga Penelitian dan Pengabdian kepada Masyarakat Universitas Negeri Jakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (334.877 KB)

Abstract

AbstractThe current pandemic situation has affected many businesses, including business actors in Pangandaran Regency. Most of the business actors in Pangandaran cannot produce and some even stop completely. The enactment of PSBB and PPKM has resulted in changes in consumer behavior in buying products. Most of it is done online. This community service aims to improve the understanding and skills of MSMEs in using social media as a medium that can be used for marketing. The training participants totaled 23 people who were the Head of Poklahsar (Processing and Marketing Group) in Pangandaran Regency. Each Poklahsar has 5-10 members. The process of determining participants is carried out purposively. The training is carried out offline by adhering to health protocols. The materials presented were Entrepreneurial Motivation, Packaging Techniques, Product Photo Techniques using Mobile Phones and Techniques for uploading products to social media. Based on the processing of the service results questionnaire, it shows that the training participants (80%) have used social media but have not focused on being used for marketing. The social media used by participants were Facebook (75%), WhatsApp (20%) and Instagram (5%). Participants are very enthusiastic about participating in the training and really hope that it can be carried out continuously. The results of the training are expected to increase product sales, increase income and increase family welfare and quality of life for micro-enterprise families. In the long term, it is hoped that a digitalization model can be carried out for business actors in Pangandaran. AsbtrakSituasi pandemi saat ini mengakibatkan banyak usaha yang terdampak, termasuk pelaku usaha di Kabupaten Pangandaran. Sebagian besar pelaku usaha di Pangandaran tidak bisa berproduksi bahkan ada yang berhenti total. Diberlakukannya PSBB dan PPKM diantaranya mengakibatkan terjadinya perubahan perilaku konsumen dalam membeli produk. Sebagian besar dilakukan secara online.Pengabdian masyarakat ini bertujuan untuk meningkatkan pemahaman serta keterampilan UMKM dalam penggunaan media sosial sebagai media yang dapat dimanfaatkan untuk pemasaran. Peserta pelatihan berjumlah 23 orang yang merupakan Ketua Poklahsar ( Kelompok Pengolah dan Pemasar) di Kabupaten Pangandaran. Setiap Poklahsar memiliki anggota 5-10 orang. Proses penentuan peserta dilakukan secara purposif.Pelatihan dilakukan secara offline dengan mentaati protokol kesehatan. Materi yang disampaikan yaitu Motivasi kewirausahaan, Teknik Pengemasan , Teknik Foto Produk dengan menggunakan Handphone serta Teknik mengupload produk ke media sosial. Berdasarkan pengolahan kuesioner hasil pengabdian menunjukkan bahwa peserta pelatihan (80 %) sudah mengggunakan media sosial namun belum fokus digunakan untuk pemasaran. Adapun media sosial yang digunakan oleh peserta adalah Facebook (75%), WhatsApp (20%) dan Instagram (5%). Peserta sangat antusias mengikuti pelatihan dan sangat berharap dapat dilakukan secara kontinyu. Hasil pelatihan diharapkan dapat meningkatkan penjualan produk, peningkatkan pendapatan serta peningkatan kesejahteraan keluarga dan kualitas hidup keluarga pelaku usaha mikro. Untuk jangka panjang diharapkan dapat dilakukannya model digitalisasi bagi pelaku usaha di Pangandaran.
OPERATIONAL OPTIMIZATION OF COAL HANDLING FACILITY USING THEORY OF CONSTRAINT (TOC) AND STOCK AND FLOW MODELS Azizul Amri; Nur Budi Mulyono
Journal of Economic, Bussines and Accounting (COSTING) Vol. 8 No. 2 (2025): COSTING : Journal of Economic, Bussines and Accounting
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/costing.v8i2.14375

Abstract

Coal remains one of the most cost-effective energy sources, playing a crucial role in Indonesia's national energy mix and making a significant contribution to national revenue. PT XYZ, a leading coal producer, recorded a total production of 41.94 million tons in 2023, with coal transportation reaching 32.42 million tons. For 2026, PT XYZ has set an ambitious target of producing and delivering 60 million tons. This projected increase in annual shipment volume is expected to place considerable pressure on PT XYZ's existing heavy equipment, particularly the Load Out system at the Coal Handling Facility (CHF). The current Load Out system at CHF 3, with a nominal capacity of 1,500 tons per hour (TpH) for each conveyor, is already operating near its maximum capacity. However, this capacity is projected to be insufficient to meet the 2026 target of 10 million tons, especially as demand continues to rise towards 2030 and beyond. As coal production and transportation demands increase, it is essential to assess whether the existing infrastructure can sustain this load without compromising operational efficiency or reliability. This study employs a supply chain capability analysis method, focusing on coal transportation logistics at Train Loading Station 3 (TLS103). The key findings highlight the need for strategic enhancements to the Loading system at CHF 3, particularly in increasing conveyor capacity and optimizing the operational configuration of TLS103. Through the calculation of the required tonnage per hour (TpH) needed to achieve the 2026 production target, this study identifies significant gaps in the current system that could hinder PT XYZ's ability to meet its goals. The results of this research will serve as recommendations for decision-making regarding capital investments and operational improvements.