The Proposed Dashboard Model for Measuring Performance of Small-Medium Enterprises (SME)

Abstract

To compete in regional and global markets, the SMEs should be competitive. They have at least competitive and comparative products. Consequently, the development of SMEs should head for two directions, i.e. improving the quality of SME as well as its quantity. If the development can be done, SME can serve as a mainstay in the enhancement and the development of Indonesia's economy. SME as economic pioneer in the development of the national economy in the future is a very appropriate and wise choice. Nevertheless, it must be equipped with an appropriate development strategy to avoid disharmony or discontinuity. Inaccurate and negligent provisioning toward SMEs to compete in regional, national and international markets will cause the helplessness of SMEs facing the global competition. In addition, the cause of the decreasing production is caused by the shellacking of the SME product with the flood of Chinese products in Indonesian market. These products are competitor's commodities of Indonesian SMEs such as ceramic, apparel, footwear (shoes/slippers), furniture, and craft products [1].

Limits to the Productivity in Biobased Territorial SMEs

“…These figures show that the number of economic sectors it sells to does not explain a particular productivity range. This result complements that indicated by Immawan et al (2019) who had defined market segmentation as a key indicator.…”

“…4. Immawan et al (2019) Construction of a performance indicators system for SMEs, based on perspectives and strategic objectives in the different business units.…”

“…In most cases, the owners concentrate all the strategic tasks and there is clearly a bias in the operational issues. In this regard, Immawan et al (2019) raise the importance of SMEs implementing a good performance measurement system to facilitate management. The author proposes to analyze productivity per worker, product quality, income per sale, market share, production costs, labor training, among other key factors.…”

Toward Establishing a Tourism Data Space: Innovative Geo-Dashboard Development for Tourism Research and Management

“…Data dissemination platforms have become an essential component of tourism data spaces. The creation of interactive dashboards and data visualizations allows stakeholders, ranging from tourism planners to businesses and tourists, to access relevant information easily and understandably [82][83][84][85]. These platforms not only represent data visually but also provide interactive analysis, facilitating the identification of complex patterns and emerging trends [22,86,87].…”

Manufacturing Industry Performance Appraisals: Multi-Criteria Decision-Making Model

“…MCDM has been widely used for weighting criteria [19,20]. The analytic hierarchy process (AHP) is among the most accepted methods for weighting [21]. However, in the last few studies, AHP could not complete decision-making without a hierarchy [11].…”