In the fourth industrial revolution dimension, digital transformation requires the creation of a "digital collaboration network" (DCN) among stakeholders. This collaborative network aims to strike a balance between competition and sharing, benefiting all parties involved. MSMEs in Indonesia, particularly in the batik business, have embraced DCN and developed a digital community and a new business model that are crisis resistant. However, there has been no report on the DCN application for coffee commodities. The research was conducted from May to November 2021 in Bandung Regency, West Java. This research aimed to understand the application of DCN technology to coffee farming in agroforestrybased coffee growing techniques. The primary goal of this program is to understand a digital community for coffee marketing based on data from the Tenjolaya Forest-Village Non-governmental Organization, consisting of three main networks: ICT, knowledge, and social networks. Coffee farmers could communicate and interact virtually, and this network was also particularly effective in raising their income during the COVID-19 pandemic. Furthermore, coffee producers can strengthen their position in the coffee supply chain by engaging in digital marketing, which allows them to connect with buyers directly.

This white paper proposes a performance management framework for third-party logistics aggregators (3PLs) that connect e-commerce companies and logistics providers. The logistics industry has grown rapidly in recent years, and with the emergence of aggregators, performance records must be updated. Using a case study of an Indonesian startup PT P, we create a framework using qualitative and quantitative interviews with the company’s C-levels. The framework is based on KPBMS, a simple and knowledge-based performance management system available in Indonesia. Traditional financial-based performance management systems have proven limited in their ability to adapt to modern organizational operating systems. A new-generation performance management system is based on the company’s strategy and values, is customer-centric, long-term, and emphasizes continuous improvement. The proposed framework includes strategic objectives, key performance indicators (KPIs), objectives, initiatives and reviews. KPIs are categorized into financial, customer, internal process, and learning and growth perspectives. Goal setting is based on broader goals, and initiatives are defined on the basis of rapid outcomes and long-term projects. The review process includes monthly, quarterly, and annual reviews focused on identifying areas for improvement. The proposed framework will help 3PL aggregators like PT P to set up a performance management system to monitor the performance of logistics providers and provide recommendations to e-commerce companies.