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Admin,+07.ninik Sri - Jurnal0201052012-2
Admin,+07.ninik Sri - Jurnal0201052012-2
Email: ni2k_uii@yahoo.com
ABSTRACT
The majority of the Manding’s leather manufacturers are small medium entreprise (SME),
with limited productive resources. The paper try to identify problems of leather’s
manufacturers and formulate strategy to enhance their competitiveness in domestic and
overseas market. Most of the SMEs have characteristic as follow : utilization of old
manufacturing processes, traditional management, low labor productivity poor intelligence and
information systems on trade and marketing, rarely work with other firms, have no
development activities, lack of technology adoption, and hardly ever bring new products on the
market which lead their product being uncompetitive in market. To attain the
competitiveness, SMEs need to consider some of the principle strategies, first, the innovation
strategy, in which SMEs try to appropriate returns from their knowledge base. Second, the
information technology strategy, which makes innovative uses of information technology in
order to reduce SME costs and increase productivity. Third, the network strategy, in which
SMEs work and co-operate with other firms, be they SMEs or large enterprises in order to
improve their ability to access and absorb innovations. Fourth, the cluster strategy, in which
SMEs locate in close proximity with competitors in order to take advantage of knowledge spill-
overs, especially in the early stages of the industrial lifecycle.
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Inovasi dan Kewirausahaan, Vol. 1, No. 2 Mei 2012
subsequent years. Suppliers of raw leather in West Java (Garut) and East Java
prefer to export their product of raw leather (Magetan). These firms differ in both size and
rather than selling to the domestic leather technological capability, with approximately
processors or manufacturers. The production 25-30% having the necessary equipment to
situation became even worse due to the fact automate all critical steps to produce finished
that the leather raw material needed by the leather (e.g., cutting, stretching, dying, buffing,
tanning industry of some 70.000 tons can only etc.). The remaining 70-75% can be
be supplied domestically at a level of less than categorized as home or “cottage Industry”
50%, e.g. around 31.000 tons, out of which, tanneries, which rely on employees to
approximately 70% of this output is being undertake the same processing steps by
exported and the balance sold to the domestic hand.
manufacturers. This condition has forced Leather production is a complex task,
many leather manufacturers of finished encompassing 23 distinct steps, starting with
leather articles to change the raw material the flaying of raw hides or skins and finishing
from raw leather to plastic or imitation leather. with embossing, which presses a chosen
One of the main challenges confronting the grain into the surface of the finished hide.
national manufacturing industry is a lack of During the past five years, domestic
domestic supply of raw materials due to an production of finished leather has significantly
undeveloped supporting industry. Because of varied. For example, from 2004 to 2006,
the shortage of domestic raw materials, leather production for footwear increased 49%
companies had no choice but to import them from 45 million square feet in 2002 to 67
so that production will not be disrupted. It is billion in 2004. However, in the past two
almost certain that the use of imported raw years, production levels have decreased by
materials has made Indonesia’s 15%, from 67 million in 2004 to 57 million
manufacturing products uncompetitive, both in square feet in 2006 (Senada,2007)
the domestic and overseas markets, because
of additional costs and more time spent on Tabel 1. Domestic Production for Footwear
importation and transport. Year Consump Produc Export Import
Domestic raw hide, despite its lack of tion tion
quality due to poor handling, is still in high 2002 60 45 18 33
2003 64 56 19 27
demand overseas because Indonesia is a
2004 68 67 24 25
country which is free from foot and mouth
2005 66 62 22 23
disease according to the International
2006 69 57 12 24
Organisation for Animal Health (OIE). This Source : Snada,2007
makes Indonesia’s raw hide attractive in
countries that adopt maximum security policy
As shown in Tabel 1, the level of domestic
with regard to the product. This is a big loss
leather produced has not been enough to
for Indonesia because have to import the
satisfy consumption. In 2006, domestic
materials after they become finished products, finished leather for footwear consumption was
which certainly cost more. estimated to be 69 million square feet, while
Domestic leather thanning’s manufacturers
domestic leather production was only 57
primarily utilizing cow, buffalo, sheep and goat
million square feet. Of the 57 million square
hides in the production process. Medium to feet produced, 12 million was exported to
large-scale tanneries are located in several foreign-owned footwear manufacturers,
areas throughout Java, including Greater
creating a deficit of 24 million square feet.
Jakarta, West Java (Cianjur and Bandung),
This deficit was overcame by imported
Central Java (Jogjakarta, Solo, Semarang and
finished leather, primarily from firms in India,
East Java (Malang, Pasuruan, Sidoarjo and Italy, Bangladesh and China.
Surabaya); while home tanneries are primarily
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Rahayu, et al.
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Inovasi dan Kewirausahaan, Vol. 1, No. 2 Mei 2012
132
Rahayu, et al.
activity. What emerges from new evolutionary accounting management software systems
theories and the empirical evidence on that enhance organisational and management
innovation as a competitive strategy, is a capabilities, while at the same time reduce the
picture of markets in motion with a lot of new high costs associated with managing SMEs.
firms entering and industry and a lot of firms Such products enable SMEs to create virtual
exiting. warehouses, where they build direct links
When SMEs engage in a strategy of between manufacturers and final customers.
innovation, they typically start at a very small But to properly take advantage of such
output scales. Empirical evidence shows that internet-based financial and accounting
the post-entry growth of surviving new systems, SMEs typically need to modify or
entrants tends to be spurred by the extent to change their organisational structure.
which there is a gap between the MES level of In the physical world, scale economy and
output and the size of the firm. However, the standardisation plays a major role. The digital
likelihood of any particular new firm surviving world enables individual product
tends to decrease as this gap increases. Only customization. The customers will directly
those SMEs offering a viable product that can interact only with the intermediary, which
be produced efficiently will grow and ultimately provides the appearance of having a huge
approach or attain the MES level of output. inventory of a wide range of products. An
The remainder will stagnate, and depending important strategy deployed by SMEs to
upon the severity of the other selection create competitiveness in global markets is to
mechanism - the extent of scale economies - use the digital echnology to develop core
may ultimately be forced to exit out of the competencies and collaborate with other
industry. Thus, in highly innovative industries, SMEs to construct innovative content tailored
there is a continuing process of the entry of to the unique taste of each consumer.
new SMEs and with low levels of individual
SME survival. Although a skewed size The Network and Flexible Production
distribution of firms can persist with Strategies. The next strategy to SMEs who
remarkable stability over long periods of time, want to remain competitive in global markets
it is not due to a constant population of SMEs. is to actively participate in networks and
Rather, by serving as agents of change, cooperate with other firms be they other
SMEs provide an essential source of new SMEs, large enterprises, or a combination of
ideas and experimentation that otherwise both. The culture of interdependence and
would remain untapped in the economy. exchange among individuals will contribute to
its superior innovative performance, especially
The Information Technology Strategy. A when compared to where firms and individuals
second strategy SMEs can use to improve are more isolated from one another. A variety
their competitiveness in global markets of regional institutions - including Universities,
involves the application and adoption of new several trade associations and local business
technologies that effectively serve to reduce organisations, market research, public
costs. A number of significant new relations and venture capital firms – provide
technologies, which include the Internet and technical, financial, and networking services
the microprocessor, help mitigate economies which the region’s enterprises often cannot
of scale and the gains traditionally associated afford individually. These networks create
with large-scale production. forums where relationships are easily formed
New web-based information technologies and maintained, technical and market
are enabling SMEs to attain global marketing information is exchanged, business contacts
capabilities at very low costs. SMEs are also are established, and new enterprises are
using electronic commerce and internet-based conceive.
access to products like financial and The Cluster Strategy. Related to the
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Inovasi dan Kewirausahaan, Vol. 1, No. 2 Mei 2012
network strategy, SMEs can opt to enhance exports. Nevertheless, this is the fact that
their competitiveness in global markets by Indonesian leather manufacturers, included in
participating in localised geographic clusters. Manding Yogyakarta, are still facing of some
In a clustering strategy, firms take advantage crucial obstacles in term of appropriate
of linkages with other enterprises afforded by product design, production method,
geographic proximity, in order to better access technology, marketing, capital and human
new ideas and knowledge. This strategy may resourse. The future of this particular
be especially important in young industries or industrial sector, however, may be looking
industries where strategic knowledge is tacit. bright especially when considering the
The importance of knowledge spill-overs in principle strategies such as innovation
spurring innovation undisputed. However, strategy, information technology strategy,
Krugman (1991) and others argue that such network and cluste strategy in their business.
knowledge externalities are so important that Additionally, what the industry needs is
there is no compelling reason for geographic supportive government regulation to protect
boundaries to block the spatial extent of the domestic supply of raw materials and at the
spillover. It may seem paradoxical to claim same time provision for improvements in
that geography matters for innovative activity various production aspects. Only by doing so
in a world of E-mail, fax machines, and will the industry be capable of competing not
cyberspace, where the cost of only in the international market but also
communications has plummeted. But there is fulfilling the potential domestic market
an important distinction to be made between demand.
knowledge and information. Information, such
as the price of gold on the Jakarta stock REFERENCES
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CONCLUSION www.indotrade.biz
The Leather industry occupies a place of Yunus, Zamroni, 2006, Indonesia as Emerging
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