project completion reportulos (woven fabric of batak) fashion industry marketing visit to a...

JRIL

16-035

Ministry of IndustryRepublic of Indonesia

The Projecton

Small and Medium Industry (SMI) DevelopmentBased on Improved Service Delivery in Indonesia

Project Completion Report

June 2016

Japan International Cooperation Agency (JICA)

KRI International Corp.UNICO International Corporation

Ministry of IndustryRepublic of Indonesia

The Projecton

Small and Medium Industry (SMI) DevelopmentBased on Improved Service Delivery in Indonesia


June 2016

Japan International Cooperation Agency (JICA)

KRI International Corp.UNICO International Corporation

Target Regions/ Industries of the Project Region Target Industry

Samosir Regency in North Sumatra Province

Ulos (woven fabric of Batak) fashion industry

Marketing visit to a potential buyer A sample of product

Tegal Regency in Central Java Province

Metalwork (ship components) industry

Technical consultation on prototypes Certified products delivered to buyer

Palu City & surrounding regencies in Central Sulawesi Province

Cacao processing industry Rattan furniture industry

Test production of processed cacao Visit for manufacturing process audit

Pontianak City in West Kalimantan Province

Aloe processing industry

An exhibition to promote the products A workshop for aloe processing

Mojokerto City in East Java Province

Footwear industry

A workshop for footwear making A famous designer interested in product

The Project on Small and Medium Industry (SMI) Development Based on Improved Service Delivery in Indonesia


Table of Contents

Target Regions/ Industries of the Project

I. Basic Information of the Project I.1 Country 1 I.2 Title of the Project 1 I.3 Duration of the Project 1 I.4 Background 1 I.5 Overall Goal and Project Purpose 2

I.5-1 Objectives of the Project 2 I.5-2 Expected Outputs and Activities of the Project 2

I.6 Implementation Agency (Counterparts) 3 I.7 Other Project Information (phasing and target industries) 3

II. Results of the ProjectII.1 Results of the Project 4

II.1-1 Inputs by the Japanese Side 4 (1) Expert mobilization 4 (2) Local cost 5 (3) Equipment provision 5 (4) Training (comparative study) in Japan 5 (5) Other training opportunities in Japan during the Project 6

II.1-2 Inputs by the Indonesian Side 6 (1) Counterpart (C/P) 6 (2) Local cost 7 (3) Office and other facilities for the Project 8

II.1-3 The Project Activities 8 (1) Activities for Output-1 8 (2) Activities for Output-2 9 (3) Activities for Output-3 12 (4) Overall activities 14

II.2 Achievements of the Project 15 II.2-1 Outputs and Indicators 15

(1) Achievement of Output-1 15 (2) Achievement of Output-2 16 (3) Achievement of Output-3 17

II.2-2 Achievements of the Project Purpose and Indicators 18 II.3 Modification of PDM 20 II.4 Others 20

II.4-1 Results of Environmental and Social Considerations 20 II.4-2 Results of Considerations on Gender/ Peace Building/ Poverty Reduction 21

III. Results of the Joint ReviewIII.1 Results of Review based on DAC Evaluation Criteria 21

III.1-1 Relevance 21 III.1-2 Effectiveness 22 III.1-3 Efficiency 22

III.1-4 Impact 23 III.1-5 Sustainability 24

III.2 Key Factors Affecting Implementation and Outcomes 25 III.2-1 Positive Factors 25 III.2-2 Negative Factors 25

III.3 Evaluation on the Results of the Project Risk Management 26 III.4 Lessons Learnt 26

III.4-1 Lessons for Improving Facilitation Practices of SMI/ Local Industry Development 26 III.4-2 Lessons for Technical Cooperation Formulation in Indonesian SMI Sector 28

IV. For the Achievement of the Overall Goals after the Project CompletionIV.1 Prospects to Achieve the Overall Goal 28

IV.1-1 Overall Goal-1 28 IV.1-2 Overall Goal-2 29

IV.2 Recommendations for Indonesian Side to Achieve the Overall Goal 29 IV.3 Monitoring Plan from the End of the Project to Ex-post Evaluation 30

Annex-1: Record of Discussions Annex-2: Project Design Matrix (original and revised ones) Annex-3: Revised Plan of Operation (plan and actual) Annex-4: Memorandum of equipment handover Annex-5: Itinerary of comparative study to Japan and list of participants Annex-6: List of C/Ps involved in the Project Implementation Unit (PIU) and Local Working Groups

(LWGs) Annex-7: The Local Industry Action Plan (LIAP) and the initial target SMIs Annex-8: Detailed outputs/ achievements of facilitation of the Local Industry Action Plan (LIAP)

implementation by the target regions/ industries Annex-9: Letter of announcement for the extension of SMIDeP facilitation model Annex-10: List of regional government (provincial Dinas Industry & Trade) interested in participating in

the extension stage of SMIDeP facilitation model based on the guideline Annex-11: Letter of request for confirmation of commitment to application of SMIDeP facilitation model

(to those interested regional governments) Annex-12: Minutes of Meeting of Joint-coordinating Committee (first, second, third) and mid-term

monitoring Annex-13: Minutes of Meeting of Terminal Joint-coordinating Committee Annex-14: List of products (Guideline, Handbook)

Project on SMI Development based on Improved Service Delivery in Indonesia Project Completion Report

PROJECT COMPLETION REPORT

I. Basic Information of the Project

I.1 Country

The Republic of Indonesia

I.2 Title of the Project

Project on Small and Medium Industry Development Based on Improved Service Delivery in Indonesia

I.3 Duration of the Project

Planned : from April 2013 until February 2016 Actual : from April 2014 until April 2016

The duration was extended for one month since one of the Project activities, a national seminar, was held in line with the counterpart’s schedule for the national coordination meeting of the Directorate General for Small and Medium Industry of the Ministry of Industry.

I.4 Background

Indonesia has implemented the five-year “National Mid-term Development Plan” (2010-2014), based on the “National Long-term Development Plan (2005-2025)”. In response to this fundamental development policy, the Ministry of Industry (MoI) formulated the “Strategic Plan (RENSTRA, 2010-2014)” for promoting industrial cluster and local industrial development, which were endorsed by the “Presidential Regulation No.28, 2008 on the National Industry Policy” issued in May 2008 for industrial development including small and medium industry (SMI) development.

Basic policy of MoI for industrial development consisted of the following two pillars: i) the ‘Top-down Approach (sometimes called as “industry cluster development”)’, where the MoI selects prospective industries and leads the planning and implementation of the action plan; and ii) the ‘Bottom-up Approach (sometimes called as “priority industry”/ “core-competence development”)’, through which the provincial and regency/ city governments identify local resources, and formulate and implement the action plan for enhancing value addition to the resources and their commercialization.

Under the said policy and programs, JICA undertook a master plan study entitled “Strengthening of Cluster (SENTRA) of SMIs (2009-2010)” upon request from the Government of Indonesia (GoI). The study recommended, for effective SMI (cluster) development, i) establishment of SMI development system not only in the central government but also at the regional level in a proper way, ii) dissemination of the concept of cluster development, and iii) placement of practical facilitators.

Availability of support/ service for SMI development was also presented in the study; central/ regional governments and other service providers offer various supports/ services for SMIs. On the other hand, the study indicated that supports are generally planned and implemented according to considerations and procedures of the providers’ side. Further, SMIs as beneficiaries of supports do not recognize what and when they are available, resulting in inflexibility in their provision according to the needs of SMIs.

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That is to say, supports to SMIs have problems in their delivery. The demand from SMIs for supports is growing, requiring discussion, preparation and provision of the appropriate supports by the relevant providers in response to the needs of SMIs. Hence, improvement and enhancement of such ‘service delivery mechanism’ is considered urgent. In this situation, GoI requested the Government of Japan (GoJ) to provide a technical cooperation project with MoI as a main counterpart (C/P). The Record of Discussions1 (R/D) was mutually agreed in December 2012 for pursuing the objectives described below.

I.5 Overall Goal and Project Purpose

I.5-1 Objectives of the Project

The Project aims to facilitate SMI/ local industry development at target industries/ regions, through improving and strengthening the mechanism to discuss, prepare and provide supports/ services efficiently (service delivery platform). Furthermore, such a SMI/ local industry development through the platform will be established as a “work model” for other regions, based on the lessons learned from experiences in target industries and regions.

The overall objective and expected outputs of the Project are as follows:

Figure I.5.1 Objectives of the Project

I.5-2 Expected Outputs and Activities of the Project

Against each expected output of the Project, the Project activities are summarized below. Both original and revised Project Design Matrix2 (PDM) with verifiable indicators for the outputs is presented in the annex.

1 See the Annex-1 for the R/D. 2 See the Annex-2 for the original and revised PDM.

Overall GoalSMIs in target regions will increase the production andcompetitiveness and the established model for SMI development basedon the efficient service delivery platform (“the model”) will be alsopracticed in other regions.

Project PurposePreparation for expansion of the model for SMI development based onthe efficient service delivery platform is arranged in MOI.

Platform for efficient service delivery is prepared as a base of SMI development in each target region.

Output 1

Competitiveness of target SMIs in each target region are strengthened with efficient service delivery.

Output 2

The model for SMI development is established based upon experience and lessons obtained through activities performed under Output 1 & 2 to be applicable to other regions.

Output 3

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Table I.5.1 Project activities for each output No. Activity

Output-1: Platform establishment for local industry development Platform for efficient service delivery is prepared as a base of SMI development in each target region. 1-1: Set up the project implementation unit organized by DG-SMI in MoI for overall management of the Project. 1-2: In each target region, formulate Local Working Group to coordinate the activities for SMI development for overall

management of the Project. 1-3: Review and map the currently available institutions and services for SMI development by various entities and

service providers in each target region. 1-4: Establish the system to ensure efficient service delivery for SMIs. 1-5: Assign and train staff in charge at the local government who facilitate services by local/central governmental

institutions and private service providers for SMIs. 1-6: Develop a Service Directory (web-based) to introduce SMI support services by government and private institutions. 1-7: Facilitate and support activities of Local Working Group in each target region.

* Regarded same as the activity 2-4 for Output-2. 1-8: Monitor situation of service delivery in each target region. Output-2: Platform operation for local industry development Competitiveness of target SMIs in each target region is strengthened with efficient service delivery. 2-1: Conduct regular meetings of Local Working Group in each target region. 2-2: Analyze issue and needs of value chain and industrial linkage in target SMIs in each target region. 2-3: Identify the goals, tasks, and activities for the development of the target SMIs based on the result of the analysis

done above. 2-4: Implement the identified activities by using improved service delivery mechanism. 2-5: Analyze and evaluate the result of activities for development of target SMIs by Local Working Groups in each

region. Output-3: Model development for SMI development The model for SMI development is established based upon experience and lessons obtained through activities performed under Output-1 and -2 to be applicable to other regions. 3-1: Analyze and evaluate the experience which is acquired through activities under Output-1 and -2 in each region. 3-2: Identify contents and factors to constitute the model, which is adaptable to other regions. 3-3: Develop the guideline as reference materials for other regions to replicate and implement the model. 3-4: Organize workshop to socialize the model for other stakeholders. 3-5: Facilitate the necessary budgetary arrangement as well as formulate program to respond to possible requests from

other prov. governments out of target areas.

I.6 Implementing Agency (Counterparts)

The implementing agencies include the Directorate General for Small and Medium Industry (DG-SMI) of the MoI as a main counterpart at the central level, and the provincial and regency/ city governments, (especially Dinas Industry & Trade), as main counterparts (in the target regions) at regional level.

I.7 Other Project Information (phasing and target industries)

The Project falls into phase I (April 2013 - July 2014) and phase II (September 2014 - March 2016). In phase I, the Project implementation structure is formed (formulation of the Local Working Group (LWG) and placement of the facilitators to the LWGs) for the initial target regions/ industries, while the available support/ service for SMI development is surveyed. Thereby, the service delivery platform (the platform for local industry development in this Project’s context) is to be established for the phase I target industries. Further, the Expert Team supports the LWGs in carrying out diagnosis for target industries, formulating the Local Industry Action Plan (LIAP), and facilitating and monitoring the LIAP implementation through operating and utilizing the platform.

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Table I.7.1 Target regions/ industries since phase I Region/Province Industry, Regency/City Policy Position

Region I: North Sumatra

Ulos (woven fabric of Batak) fashion industry Samosir Regency

Designated as a priority industry cluster in the fashion sector (by DG-SMI of the MoI), and a regional core-competence (by Samosir Regency)

Region II: Central Java

Metalwork industry focusing on ship-parts, Tegal Regency

Designated as a regional core-competence (by Tegal Regency) * Among the various metalwork products in this regency, the MoI

and the Expert Team considered it relevant to focus on one which had a firm policy position by regional government.

Region III: Central Sulawesi

Cacao processing industry Focused on Palu City and surrounding rengencies Rattan industry, Palu City

Cacao processing: Designated as a provincial priority industry (by Central Sulawesi Province) Rattan: Designated as a regional core-competence (by Palu City), and also backed-up as a priority industry by the provincial governor’s decree

Note: Priority industries or commodities are designated as regional priority industry by provincial government and as regional core-competence by regency/ city governments. The National Industry Policy issued in May 2008 required each local government to designate them and prepare/ implement the road map for their development in a bottom-up approach.

Further in phase II, LWGs continue to operate and utilize the platform, thereby facilitating the implementation of LIAP for the target industries since phase I. In early phase II, the following target regions/ industries for the platform establishment and operation were added based on the recommendation from DG-SMI. For those newly added regions/ industries, the Project activities practiced in phase I industries were repeated.

Table I.7.2 Added target regions/ industries since phase II Region/Province Industry, District/City Policy Position

Region I: West Kalimantan

Aloe processing industry Pontianak City

Designated as a targe commodity of One-Village One-Product (OVOP) program (by DG-SMI of the MoI)

Region II: East Java

Footwear industry Mojokerto City

Designated as a regional core-competence (by Mojokerto City)

In the latter half of phase II, the result of the Project activities was evaluated. Based on the lessons learned from the evaluation, the work model and technical guideline for the facilitation of local industry development were formulated. The Expert Team then assisted the MoI in disseminating the model and guideline to other regions.

II. Results of the Project

II.1 Results of the Project

II.1-1 Inputs by the Japanese Side

(1) Expert mobilization

Total consumption of the Expert man-months amounted to 49.94 during phase I. In phase II, man-months of 51.33 was allocated to the Experts. The Experts have been mobilized flexibly in accordance with the schedule of the Project activities, as shown in the revised Plan of Operation3.

3 See the Annex-3 for the revised Plan of Operation.

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Chief Advisor and Project Coordinator supported the activities of PIU including the work model establishment and guideline preparation for local industry facilitation. In the meanwhile, the activities of LWG were facilitated and guided by three experts responsible for each region (Region I: Sumatra/ Kalimantan Islands, Region II: Java/ Bali Islands, and Region III: Eastern Indonesia region). Further, local consultants (who also assisted activities of PIU and LWGs/ facilitators) were placed in each worksite of target regions in order to further strengthen guidance to/communication with the corresponding C/Ps, which were further backed-up by the national consultant stationed in the main office.

(2) Local cost (necessary for the Project activities)

In addition to the Experts, other inputs from the Expert Team have included local operational costs for financing the facilitation activities for target industry development at site. Local operational cost during phase I borne by the Expert Team amounted to JPY 17.2 million (excluding the sub-contract study of service provider profiling survey, amounted to JPY 4.0 million).

Among the local operational costs during phase I (largely covering the costs of national/ local consultants, vehicle rental, air/ train travel), the budget support to the support activities facilitated by LWGs amounted to as little as JPY 1.7 million in total for all target industries.

Local operational cost during phase II is estimated as 26.1 million, increased from phase I due to addition of target region/ industry. Among the total, some JPY 1.8 million was spent from the support budget to support activities facilitated by LWGs.

(3) Equipment provision (necessary for the Project activities)

The following office equipment was procured according to the originally assumed plan during phase I4. No procurement of equipment was made for the entire period of phase II.

Table II.1.1 Equipment procured in the Project Name Type/brand Volume Notes

Desktop computer with Microsoft Office software

Lenovo H520-3216 2 units In good condition.

Colour laser printer Canon Laser Shot LBP9100Cdn 1 unit Ditto Multi-functioned copier Ricoh Aficio MP2000L2 1 unit Ditto Tel/fax machine Panasonic, KX-FT503CX-W 1 unit Ditto Multi-functional printer Canon MP237 1 unit In good condition (Region I) Multi-functional printer Epson L210 1 unit In good condition (Region II) Multi-functional printer Canon MG3170 1 unit In good condition (Region III)

Note: The list excludes consumables.

(4) Training (comparative study) in Japan

The Expert Team arranged the training for counterparts to learn about the policy and support programs for SMI/ local industry in Japan for two weeks from 13 to 24 January 2014. The training (comparative study) mission, led by Secretariat for DG-SMI, was comprised of 14 members5 from PIU and LWGs.

The participants visited i) Ehime Prefecture to learn about its support policy and programs for SMI/ local industry, ii) Organization for Small & Medium Enterprises and Regional Innovation (SMRJ) at the central level in Tokyo to study the national programs and roles for local industry development, and iii) studied

4 These equipments were transferred to DG-SMI at the Project completion with the Memorandum of Equipment Handover in the Annex 4. 5 See the Annex-5 for the itinerary and list of participant. The participants include two observers whose participation was funded by DG-SMI.

The two observers joined a part of the training mainly in Ehime from 14 to 18 January.

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regional/ product branding method, as seen in the itinerary below. The training in particular aimed to learn support menu/ scheme prepared by Japanese local government and SMRJ, and how they accommodate a variety of needs of SMIs/ local industries.

Table II.1.2 Training itinerary (in summary) Day Institution/place visited Stay

Day 1 JICA Head Office (courtesy visit) Tokyo Day 2 Provincial government of Ehime, Dept. of Economy & Labour

Ehime Day 3 Foundation of Ehime Local Industry Dev., Ehime Industry R&D Center, Ehime Univ. Day 4 Imabari Local Industry Development Center, Imabari Towel Industry Association,

Shipbuilding related Industries Association Day 5 Agro Product Trade Center (Fresh Park KaRaRi), Textile Craft Museum Day 6 Day-off

Tokyo Day 7 SMRJ Day 8 Lecture of product/regional branding Day 9 Antenna-shop Ehime, Shop for local specialty products Day 10 JICA Head Office (reporting), Indonesian Embassy (Industry Attaché) in Tokyo

In March 2014, the participants presented ideas which suggest more flexible/ appropriate usage of de-concentration fund scheme for the purpose of SMI/ local industry development, and strengthening of enterpreneurship support through incubation service.

(5) Other training opportunities in Japan during the Project

Since the Project commencement, JICA has provided eight (8) training opportunities in Japan on the topics related to SMI development and facilitation as listed below. DG-SMI or other Directorate Generals of MoI has nominated and dispatched their staff or staff of regional government in the target regions to attend all these opportunities.

Table II.1.3 List of JICA training opportunities attended

Course Name Period No. of participant

Training Institution

SME Development Policies Aug ~ Sep 2014 2 JICA Kansai Financial and Technical Support for SME Promotion Oct ~ Nov 2014 2 JICA Kansai SME Development and Promotion Nov 2014 14 JICA Shikoku Merchandize Branding/Marketing by Utilizing Local Resources Nov ~ Dec 2014 1 JICA Chubu Practical Corporate Management for Productivity Improvement through KAIZEN/Quality Control Methods

Jan ~ Mar 2015 1 JICA Tokyo

Strengthening of BDS for Industrial Promotion Jan ~ Feb 2015 2 JICA Chubu SME Development Policies Feb ~ Mar 2015 2 JICA Shikoku Merchandize Branding/Marketing by Utilizing Local Resources Jul ~ Aug 2015 1 JICA Okinawa

II.1-2 Inputs by the Indonesian Side

(1) Counterpart (C/P)

The Joint-coordinating Committee (JCC) of the Project consists of DG-SMI as a core member, other related directorate generals of the MoI and the related ministries, the Indonesian Chamber of Commerce and Industry (KADIN) and the Bank Indonesia (BI).

The Project Implementation Unit (PIU), largely consisting of DG-SMI’s officials, was established as the C/P at the central level by an issuance of the decision letter (SK) from Director General for SMIs in June

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2013. The Expert Team suggested that PIU consist of one team for each target region and key activities (as figured below) under the supervision of DG-SMI and Directors of each SMI region. PIU was then revised by an issuance of the decision letter (SK) from Director General for SMIs in May 2015 so that a task team for one of the Project activities (establishment of work model/ technical guideline for local industry development) was newly formulated. The structure and members of PIU is as shown below, involving 37 C/Ps during the entire period of the Project.

Figure II.1.1 Structure of the revised MoI-PIU

At the regional level, provincial and regency/ city governments (especially Dinas Industry & Trade), related industrial association, financial institution, university and other related support institutions formed an LWG for each target industry as regional C/Ps. In the Project, six (6) LWGs were formed both for target industries of Phase I and II by an issuance of SK from each head of local government. In total, 82 regional C/Ps have been engaged in the Project during the entire period of the Project.

Both LWGs for cacao processing and rattan furniture industries in Central Sulawesi were officially established as a sub-working group under the Coordination Team for Local Industry Development which was earlier formulated by Provincial Governor in 2012 (comprising of 14 officials).

The list of those C/Ps who have involved in the PIU and LWGs are shown in the Annex6.

(2) Local cost (necessary for C/P mobilization in the Project)

Except the travel costs when regional C/Ps are invited to facilitation trainings held in Jakarta, all necessary travel costs and honorarium incurred by C/P mobilization have been shouldered by the Indonesian side. It is also noted that the majority of the support activities facilitated by the LWGs for the target industries has been financed by the Indonesian side, except those supports scheduled particularly during the early stage of facilitation (shared by the funds of the Expert Team).

6 See the Annex-6 for the list of C/Ps in the PIU and LWGs.

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(3) Office and other facilities for the Project

The Project located its main office and five region offices in target regions of the Project. Main office was located in DG-SMI, which constitutes a majority of the PIU members. Each region office was set in the premise of Dinas Industry & Trade, which led the LWG.

II.1-3 The Project Activities

The C/Ps together with the Expert Team have engaged in the Project activities for Output-1: Preparation of service delivery platform (platform establishment for local industry development), Output-2: Strengthening of target SMI competitiveness through service delivery (platform operation for local industry development), and Output-3: Establishment of the model for SMI/ local industry development based on experience and lessons learned from Output-1 and -2. All of the scheduled activities for Output-1 to -3 have already been undertaken.

(1) Activities for Output-1

Implementation status by each activity for Output-1 is detailed below. In accordance with the Project purpose, the structure, step/ method and information, required for the C/Ps to establish and effectively operate the platform, have been prepared both for each target industry of phase I and II.

Table II.1.4 Implementation status of the activities for Output-1 Output-1: Platform establishment for local industry development Platform for efficient service delivery is prepared as a base of SMI development in each target region. No. Activity Progress in brief 1-1: Set up the project implementation

unit organized by DG-SMI in MoI for overall management of the Project.

A decision letter (SK) was issued concerning establishment of the PIU by DG-SMI in June 2013, which comprises of the teams of advisor, coordination, field support (Region Team for each three region), support directory, and capacity building. In May 2015, DG-SMI revised SK to i) add the Region Team members of PIU in response to the addition of target region/ industry, and ii) newly establish the Guideline Team which involves the existing PIU members and the staffs of Directorate General for Industrial Region Development (DG-IRD) in charge of planning facilitation for regional industry development plan.

1-2: In each target region, formulate Local Working Group to coordinate the activities for SMI development for overall management of the Project.

LWG was formulated for each of six target industries in five regions through the issuance of SK by the head of regional governments, having Dinas Industry & Trade in each region lead LWG, appointing facilitators and involving the concerned support institutions with target industries. The member of LWGs for ulos fashion industry in Samosir and rattan industry in Central Sulawesi was revised in order to ensure effective support to the target industry and relevance of the support institutions.

1-3: Review and map the currently available institutions and services for SMI development by various entities and service providers in each target region.

A review/ mapping work, for the current policy/ programs and support institutions related to SMI/ local industry development at central and regional levels, was conducted by a selected local consultant and completed at the beginning of Dec. 2013 covering the phase I target regions (support institutions in the provinces of North Sumatra, Central Java, Central Sulawesi). The same work for target regions of phase II was commenced in Dec. 2014 by assisting the LWG members, and was completed in Feb. 2015.

1-4: Establish the system to ensure efficient service delivery for SMIs.

The system for efficient service (support) delivery for SMIs, in other words, the platform for local industry development, was formulated for the target regions/ industries of the both phase I and II in terms of the following respects; - Formulated operating structure of the platform (in the form of LWG/

facilitators for each target industry, backed-up by PIU/ Region Team), - Learned step/ method of local industry facilitation through facilitation

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training by LWG and PIU members at the working level, - Equipped with support resource information (with the profile data of support

institutions). Platforms for local industry development for each industry have been in operation during the Project period for the better support delivery through the guidance/ advice by the Expert Team in the field.

1-5: Assign and train staff in charge at the local government who facilitate services by local/ central governmental institutions and private service providers for SMIs.

Staffs in charge were assigned as reported in the activity 1-1~1-2 including facilitators placed to each LWG for the target industries. C/Ps at the working level (staffs of Region Teams of PIU and Dinas Industry & Trade in LWG, facilitators placed to LWGs) have received practical guidance through facilitation training held during 3-5 Jul. 2013 (for phase I industries) and during 17-19 Nov. 2014 (for phase II).

1-6: Develop a Service Directory (database, web-based) to introduce SMI support services by government and private institutions.

Support institution directory (in book), covering the profile data of support institutions both at central and regional levels, were drafted once, based on the result of sub-contract survey, and distributed to Region Teams of PIU and LWG members in the target regions of phase I. DG-SMI and the Expert Team reached a consensus that those support institutions’ profiles would be data-based in view of i) knowledge-sharing among DG-SMI and regional governments, and ii) future expansion of the data/ regional coverage. The demo version of directory database was prepared and further improved in terms of usability in May 2015 with accommodating the profile data of support institutions in the newly added regions since phase II. However, since DG-SMI decided to change its website operating system which uploads the directory database, so that the programming system of the directory database was to be also altered. DG-SMI then assigned a local programmer to work for this system alternation, and completed the work in Nov. 2015, which made the database directory available.

1-7: Facilitate and support activities of Local Working Group in each target region. * Regarded same as the activity 2-4 for Output-2.

DG-SMI (each directorate) has been supportive in securing the budget for (the parts of) support activities proposed by LWGs in general, although sometimes observed support planning/ provision without prior consultation with LWGs. Among the Region Teams of PIU for each target region, that for Samosir has been deemed more active in assisting the LWG to facilitate the better support activities through providing ‘guidance/ advice’ and attending LWG meetings. This is partly because the ulos fashion industry in Samosir is designated by DG-SMI’s direct-managed program (industry cluster development). Region Teams have been expected to strengthen field guidance/ advice to LWGs in view of ensuring and accelerating the progress/ achievement of the facilitation by LWG, even though local industry development is regarded as a task which regional government is responsible for. This role has not yet been optimally exercised by the Region Teams (except the case of Samosir).

1-8: Monitor situation of service delivery in each target region.

Region Teams of PIU periodically monitored the situation of support delivery (i.e., progress of formulation/ implementation of Local Industry Action Plan) which was facilitated by LWG. So far PIU has held two joint-meetings with LWGs, and two times of JCC in order to monitor the progress/ achievement of the Action Plan and figure out issues in local industry facilitation faced by each LWG.


Implementation status by each activity for Output-2 is as detailed below. Each LWG for the target industries of phase I and II have undertaken diagnosis work of their target industries and prepared initial Local Industry Action Plans (LIAP) following the step and method learned from facilitation training. Then, the LWGs has facilitated and monitored the implementation of their LIAP in order to achieve the ‘challenge action (main goal)’ set through the consultation with target industries. The LWGs for target industries since phase I have evaluated the results of their target industry facilitation.

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The LWG for target industries of phase II has undertaken industry diagnosis and planning of the LIAP through the LWG meeting/ focus group discussion (FGD) with target industries under the guidance by the Expert Team and DG-SMI. The two LWGs then started facilitating the implementation of their LIAP: i.e., proposed support activities to target industries. Since these LWGs recognize that their LIAPs have been only half-way facilitated, the evaluation (activity 2-5) has not been made during the Project period.

Table II.1.5 Implementation status of the activities for Output-2 Output-2: Platform operation for local industry development Competitiveness of target SMIs in each target region is strengthened with efficient service delivery. No. Activity Progress in brief 2-1: Conduct regular meetings of Local

Working Group in each target region.

LWG meeting has been held once in 2 months for performing the assigned tasks (industry diagnosis, planning of the LIAP, facilitation/ monitoring of the LIAP implementation) or occasionally when special topics arise. The meeting has been mostly facilitated by the Expert Team in case of a LWG for ship-parts in Tegal and ulos fashion industry in Samosir. However, other LWGs have been holding the meetings voluntarily in order to share/ review the progress/ issues and discuss the measures, except the initial facilitation processes.

2-2: Analyze issue and needs of value chain and industrial linkage in target SMIs in each target region.

Following the facilitation training which covers industry diagnosis through supply-chain analysis to identify the issues/ constraints, each LWG conducted diagnosis through field visit to SMIs and LWG meetings, while reviewing/ confirming the result of draft diagnosis made in the said training. Diagnosis work was conducted by LWGs (assisted by the Expert Team) in early Sep. 2013 for the phase I target industries and in Dec. 2014 for the phase II industries. Based on the diagnosis, both LWGs and target industries identified issues/ constraints to be dealt with and shared the idea of what actions and supports could be proposed at the following step of the LIAP preparation.

2-3: Identify the goals, tasks, and activities for the development of the target SMIs based on the result of the analysis done above.

Each LWG prepared the initial LIAP for the target industries of phase I, following the method learned in the facilitation training and diagnosis result. The LIAP consists of challenge action (main goal), target SMIs7, own actions to be taken by target SMIs (such as new/ improved product development, marketing/ promotion) and support activities proposed by LWG members. LWG was reminded of the followings, when designing and proposing support activities; - Gather all support activities of the stakeholders, which are already budgeted,

or would be proposed based on the issues/ needs faced by SMIs through the diagnosis process.

- Screen those support activities which have reasonable connection with the challenge action.

- Identify reasonable support institutions for each proposed support activities, and make prior consultation on possibility of cooperation.

- Ensure good sequence/ timing among each proposed support activities. It was generally observed that LWGs were less attentive to the above respects (little care for budget implication and sequence of proposed supports) when preparing the initial LIAP in Sep. 2013. However, LWGs became more attentive when LWGs revised the LIAP from 2014 onwards. The LIAP had been periodically revised at the occasion of the LWG meetings in accordance to its progress/ achievement. LWGs for the phase II industries conducted FGD with SMIs and field visits to SMIs in order to review/ confirm the result of draft LIAP made in the facilitation training, and prepared the initial LIAP in Feb. 2015. Since the lessons learned in preparing the LIAP by phase I LWGs were stressed in the facilitation training to phase II LWG members, initial LIAP was deemed improved in terms of budget implication. However, phase II LWGs still had difficulty in setting ‘objectively measurable goal’. The LIAP was then revised

7 See the Annex-7 for the LIAP and the initial target SMIs.

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at the occasion of the LWG meeting held in Nov./ Dec. 2015 by reflecting the progress/ achievement so far.

2-4: Implement the identified activities by using improved service delivery mechanism.

The Expert Team provided guidance/ advice to each LWG so that the proposed support activities in the LIAP are better designed, facilitated and revised in order to ensure their expected outputs. LIAP for three (3) target industries of phase I have been run mostly as assumed, except rattan furniture industry in Palu which required lengthy process to identify the rewarding actions and supports for target SMIs in the early stage. However, every LWG has been facilitating the implementation of the proposed support activities well, at least in terms of the number of support activities delivered. Among the LWGs, those for cacao processing/ ship-parts industries have been ideally and effectively utilizing the platform for local industry development in facilitating the support activities. The LWG for ship-parts industry actively revised the usage of already- budgeted program, and approached to the central/ provincial governments which could finance additionally-required supports in order to timely support SMIs for the challenge action. This LWG was also active in approaching/ networking with the support institutions out of ‘industry office line’, and successfully facilitated support provisions from them. As for cacao processing industry, target producers have been actively sharing the needs and issues, which were changing according to the progress/ achievement of the LIAP, with the LWG through the regularly held meetings. Then, the LWG responded well to such needs/ issues filed by target producers, where LWG periodically revised the LIAP in order to propose/ budget additional support activities, and identify the support institutions which could respond to such additionally proposed supports. The LWG for ulos fashion industry actively utilized the external CSR supports for complementing the limited government budget, although still expected to strengthen its orientation to the main goal of the LIAP (market development support in particular), and communication with the target producers to discuss solutions together. Two LWGs for the phase II industries have also entered this activity: facilitation of the LIAP implementation to provide the support activities. The LWG for footwear industry in Mojokerto already facilitated many support activities by leveraging the support resources of such institutions as local university, R&D centre and production material supplier in order to realize the main goal. This is also regarded as a good case of utilizing the platform. The LWG for aloe processing industry in Pontianak on the other hand has been rather slow in facilitating the proposed support activities, and only reached the tangible progress in Nov. 2015 at which both LWG and target SMIs could review the initial LIAP and propose/ revise the support activities/ own actions by SMIs towards the achievement of the challenge action.

2-5: Analyze and evaluate the result of activities for development of target SMIs by Local Working Groups in each region.

Each LWG for the phase I industries undertook an evaluation of the achievements of the LIAP facilitation during the last 2 years in Sep. or Nov. 2015. In preparation for this evaluation, the Expert Team guided each LWG to prepare and conduct the questionnaire interview survey to the target SMIs/ producers. The questionnaire survey was designed to reveal how many target SMIs/ producers achieve the challenge action, and other notable results of facilitation in accordance to the PDM. Conclusions at the evaluation made by LWGs is briefly stated as below and further detailed in the section of Achievements of the Project. - The LWG for ship-parts/ cacao processing industries reviewd that the overall

goal of the LIAP (challenge action) has been satisfactorily attained by target SMIs/ producers, and decided to further extend their facilitation according to the revised LIAP (further increase in success cases of SMIs/ producers) with maintaiining the existing framework of facilitation, i.e., LWG.

- The LWG for rattan furniture, which admitted that the overall goal has not been necessarily attained in terms of the number of success case of SMIs,

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also decided to continue to facilitating the LIAP but to reorganize the LWG. - The LWG for ulos fashion seemed satisfied with the attainment (transaction

made with intended buyers/ sales channels) and establishment of the joint-business cooperative, although the value and scale of transaction are both still limited. Facilitation through the existing framework (i.e., LWG of inter-sector institutions) may be ceased, but Dinas Industry, Trade & Cooperative shall follow-up with the LIAP.

As for the LIAP facilitation for the phase II industries, evaluation is not undertaken since the LWGs recognize that the implementation has been only half-way facilitated.


Activities of Output-3: establishment of the model for SMI/ local industry development based on experience and lesson learned from Output-1 and -2 were commenced since May 2015. The Expert Team commenced the activities with the formation of the guideline team responsible for Output-3, which comprises of 10 C/P members of the PIU at the working level and the staffs of Directorate General for Industry Region Development (DG-IRD)8.

As one of the important outputs of the Project, the work model (which is further explicated by the technical guideline) was prepared aiming at improving the current facilitation practices of local industry development by regional governments. Then, such improved practices explicated in the guideline were explained and socialized to other regional governments through holding the seminars.

Table II.1.5 Implementation status of the activities for Output-3 Output-3: Model development for SMI development The model for SMI/ local industry development is established based upon experience and lessons obtained through activities performed under Output-1 and -2 to be applicable to other regions. No. Activity Progress in brief 3-1: Analyze and evaluate the

experience which is acquired through activities under Output-1 and -2 in each region.

Questionnaire to LWGs was prepared in view of reviewing the efficacy/ practicability of the SMIDeP approach of local industry facilitation by the guideline team and the Expert Team in May 2015. The LWGs were then asked for their review/ comment on the facilitation approach practiced during the last 2 years, in terms of i) implementation set-up, ii) planning of the LIAP, iii) facilitation/ monitoring of the LIAP. In Jun. 2015, the Expert Team and guideline team reviewed the answers to questionnaire from LWGs, which then provided the inputs for design of work model/ technical guideline (activity 3-2).

3-2: Identify contents and factors to constitute the model, which is adaptable to other regions.

The Expert Team and guideline team both discussed that the composing elements of the work model include i) implementation set-up (made up of LWG/ facilitator in region), ii) steps/ method for local industry facilitation (composed of diagnosis, planning, implementation, monitoring/ evaluation of the action plan), and iii) support resources information (including support institution directory). From the above evaluation, points for practical improvement for local industry facilitation (lessons and good practices observed during the formulation/ operation of the platform) were derived and categorized into the said three elements in order to ensure the efficacy/ practicability of the work model.

3-3: Develop the guideline as reference materials for other regions to replicate and implement the model.

Local industry facilitation by the SMIDeP approach revealed good practices, tips and lessons learned either from successful and unsuccessful cases among the target regions. Such points were then reflected in the preaparatory process of the technical guideline for local industry facilitation. In addition, the Expert Team obtained the opinion and feedback from C/Ps through i) evaluating the SMIDeP approach by LWG at target regions, ii) interviewing the PIU members, and iii) organizing a series of discussion meeting with the guideline team.

8 DG-IRD is responsible for the facilitation of regional industry development planning by the local goverments, which include regional core-competence and provincial priroty industry previously, and regional industry development master plan currently.

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The technical guideline was then compiled in accordance to the same elements of the work model, namely; i) structure for facilitation (implementation set-up), ii) facilitation for implementation (steps/ method for local industry facilitation), and iii) support resources information, and prepared as a referential document (on a voluntary basis) mainly for the officers of regional governments (also officers of DG-SMI). The guideline was firstly drafted by the Expert Team in Sep. 2015. This was then reviewed among the guideline team and revised upon their comments, in parallel to the intermittent discussions with the guideline team and the Project Director/ Manager regarding i) dissemination to regional governments ii) position/ usage in the program operation of DG-SMI, and iii) possible incentive for regional governments to use.

3-4: Organize workshop to socialize the model for other stakeholders.

This activity consisted of two sub-activities, namely; Regional seminars for dissemination of experiences/ achievement of local industry facilitation by the SMIDeP approach. Regional seminars, focused on each target industry of phase I, were organized to i) share the facilitation approach, ii) share the key factors (lessons and good practices observed during the facilitation) for success case, and iii) suggest MoI (DG-SMI and related directorates) to extend the same support models to other regions which have the similar local industries or potential for development of such industries.

Focus Invitees Date/ Venue Seminar Region I

Facilitation of ulos fashion industry in Samosir

Provincial/ Regency govs. which have the potential for fashion industry development (utilizing traditional cloth)

17 Nov. Medan

Seminar Region II

Facilitation of ship-part industry in Tegal

Provincial/ Regency govs. which have the metal-working industry, BKI, assoc. of ship-parts producers

30 Nov. Jakarta, Ministry of Industry

Seminar Region III

Facilitation of cacao processing industry in Central Sulawesi

Provincial/ Regency govs. which have the cacao processing industry or the potential for its development

17 Nov. Palu

All the regional seminars were designed and arranged by DG-SMI, where the Expert Team and a representative of each LWG explained the SMIDeP approach and success cases of facilitation respectively. The technical guideline was also introduced to the invited regional governments. National Seminar for a dissemination of the facilitation model of SMIDeP and the guideline. The Expert Team was given a presentation session to introduce the guideline in view of widely disseminating/ sharing a facilitation model of SMIDeP for local industry development and field facilitation experiences, at the national coordination meeting of DG-SMI in Feb. at Bengkulu. DG-SMI then announced to all the regional governments at the seminar that in case regional government commits to facilitating their priority industries after the facilitation guideline, DG-SMI intends to direct its support programs in a focused and intensive manner to some target regions/ industries.

3-5: Facilitate the necessary budgetary arrangement as well as formulate program to respond to possible requests from other prov. governments out of target areas.

Extension of the two successful support models Among target industries, ship-parts and cacao processing industries were regarded as success case of facilitation at the third JCC. In response to this, the MoI started to consider the necessary arrangements to replicate these support models facilitated in these target industries of the Project. As for ship-parts industry, three concerned parties (MoI, Indonesian Bureau of Classification: BKI) and association of ship-parts producers) entered the MoU for the program for acceleration of component certification throughout the nation in view of increasing the number of certified components and enhancing the local-content of ship-building. The Expert Team adviced on the facilitation process based on the technical guildeline and the contents/ budget of each provided supports, in order for the MoI to arrange the necessary preparations for such an extention program. As for cacao processing industry, the Expert Team assisted the MoI in organizing the coordination meeting between DG-SMI and Directorate General for Agro Industry (DG-IA) in order to ensure the extension of the support model experienced in Central Sulawesi to other regions, and advised on

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task-sharing among the parties and a necessity of planning support to regional governments. Extension of the facilitation model based on guideline In response to an announcement (at the national coordination meeting in Bengkulu) by DG-SMI concerning the extension of SMIDeP facilitation model to other regions, DG-SMI then issued a letter in Mar. 2016 to officialise the said announcement9, with the terms/ conditions to be met by the regional governments willing to participate in the extension stage. The Expert Team has advised DG-SMI to prepare the terms/ conditions, and recommended the necessary actions to DG-SMI including a facilitation team formulation, budgeting, incentive provision and capacity building to the focused regional governments, for the extension of facilitation model. The Expert Team has then assisted DG-SMI in conducting a consultative session to those regional governments which responded to the letter with the interest in participating in the extension stage, where the facilitation model and guideline were explained in a consultative manner together with necessary preparations to be arranged by the side of regional governments, using an occasion of the national coordination meeting in Mar. 2016 in Aceh. Following-up to the result of the consultative session, which listed candidate regional governments for the extension stage, the Expert Team has also advised DG-SMI on i) selection of regional governments to be focused, ii) estimation of the budget for guidance (including capacity building)/ monitoring by DG-SMI during the facilitation process, and iii) possibility of likely budget support for the support activities to be proposed by the selected regional governments and their placement of capable facilitator.

(4) Overall activities The Expert Team in cooperation with the C/Ps has conducted the following overall activities common to the Project. Such activities include a) Joint-coordinating Committee (JCC) and the joint-meeting between PIU and LWGs, b) reporting and PR, and c) C/P training (comparative study) in Japan.

Table II.1.6 Overall activities common to the Project Common activity Brief explanation

a) JCC and joint-meeting between PIU and LWGs

JCC Held the first at the beginning in Apr. 2013, to explain the Project activities during phase I and request C/Ps for the necessary arrangements. Held the second at the end of phase I in Jul. 2014, to explain and disucss the overall progress of the Project activity, specific progress and achievement of the LIAP by each LWG, and likely achievement of the Project outcomes, and explain the scheduled activities in phase II. Held the third at the mid of phase II in Jun. 2015, to explain and disucss the overall progress of the Project activity, specific progress and achievement of the LIAP by each LWG, and likely achievement of the Project outcomes, and explain the scheduled activities for Output-3 in the remaining period. Held the final at the end of phase II in Mar. 2016, to explain the overall achievement of the Project focusing on the continued dissemination/ extension of the facilitation model through the technical guideline for local industry facilitation, and discuss necessary actions/ initiatives by DG-SMI.

Joint-meeting between PIU and LWGs10

Held twice, in Oct. 2013 and Mar. 2014 (led by Director General for SMI or her representative), in order to share progress and discuss any improvement/ suggestion on the Project activities among the closer C/Ps.

b) Reporting and PR

Work Plan (Ver.0 &1) Submitted Ver.0 in Mar. 2013, stating the operational plan of the Project activity covering the whole phase I, then revised to Ver.1 in May 2013 after the confirmation of the target region/ industry.

Progress Report (Ver.1) Recorded all the Project activities and progress by end Mar. 2014. Work Plan (Ver.2) Submitted in Mar. 2014, recording the Project activities and progress, and

revising the Ver.1.

9 See the Annex-9 for the letter. 10 While JCC involves several other ministries and Kadin, joint-meeting focuses on C/Ps in MoI and Dinas Industry & Trade.

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Project Completion Report (Ver. 1)

Recorded all the Project activities and their progress, and examined achievement of the Project outputs as of end Jun. 2014.

Work Plan (Ver.3) Submitted in Sep. 2014, stating the operational plan of the Project activity covering the whole phase II, explaning the addition of target region/ industry.

Monitoring Sheet (Ver.0)

Submitted in Jan. 2015 upon the introduction of new monitoring system by JICA, and recorded all the Project activities, progress by end Dec. 2015 and revised PDM upon the mid-term monitoring mission.

Monitoring Sheet (Ver.1)

Submitted in Jun. 2015, recording the Project activities, progress by end Jun. 2015.

Project Completion Report (Ver. 2)

Recorded all the Project activities, achievement of the outputs/ the Project purpose, and reported the review results of the Project with lessons learnt, and prospects for the realization of the overall goal at end Feb. 2016.

PR media Issued the Project brochur, newsletter (10 issues by quarterly), and updated website of the JICA’s technical cooperation project.

c) C/P training (comparative study) in Japan

A C/P training (comparative study) was made in Ehime Prefecture/ Tokyo during 12-24 Jan. 2014 in order to have the C/Ps learn about both national and regional SME policy, support programs. In total, 14 members including two self-financed ones (Secretary for DG-SMI) parcicipated in the training.

II.2 Achievements of the Project

II.2-1 Outputs and Indicators

(1) Achievement of Output-1

Achievement of output-1: platform establishment for SMI/ local industry development in each target region/ industry is reviewed by the following verifiable indicators according to PDM (revised version), and as satisfactory since the outputs (and the platform for local industry development as a result) are formulated as assumed.

Table II.2.1 Achievement of output-1 Output-1: Platform establishment for local industry development Platform for efficient service delivery is prepared as a base of SMI development in each target region. No. Verifiable indicator Achievements 1-1: Local Working Groups are

formulated in target regions/ industries and capable facilitators are assigned for preparing the Local Industry Action Plan and facilitating its implementation.

LWG was formulated for each of the 6 target industries in 5 regions (of phase I and II) through the issuance of SK by the head of regional governments, with having Dinas Industry & Trade in each region lead LWG and involving the concerned stakeholders, and appointing facilitators, for preparing the LIAP and facilitating its implementation.

1-2: The web-based directory of services for SMIs, which can be updated periodically by DG-SMI, is developed for the use of staff of DG-SMI and Dinas.

A support institution directory was prepared and uploaded in May 2015 (at the old website of the DG-SMI) and Dec. 2015 (at the new website, as seen in the right image), covering the profile data of the support institutions (72) both in target regions (5 provinces)/ at central level, so that the directory becomes available to the staffs of DG-SMI/ regional governments. Secretariat of DG-SMI is advised to then discuss internally concerning the working rule for the continued updating/ expansion (of data/ regional coverage) of the directory after completing the restructuring of DG-SMI in Apr. 2016.

It is also noted that as a result of the activities for Output-1, the mechanism for efficient support delivery for SMI/ local industry (i.e., the platform for local industry development) is considered as formulated for target industries of the Project in the following respects;

- Formulated the implementation set-up of the platform (in the form of LWG/ facilitators for each target

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industry, backed-up by PIU/ Region Team), - Learned step/ method of local industry facilitation by LWG and PIU members at the working level, - Equipped with support resource information (profile data of regionally available support institutions).

Figure II.2.1 Structure of the platform for local industry development

The platforms for local industry development both for each region/ industry of phase I and II have been in operation during the Project period for the better support provision through the guidance/ advice by the Expert Team in the field.


Achievement of output-2: platform operation for SMI/ local industry development in each target region/ industry (Competitiveness of target SMIs in each target region is strengthened with efficient service delivery) is reviewed by the following verifiable indicators according to PDM (revised version), and as satisfactory enough since the outputs are well realized (particularly in terms of the number of support activities facilitated by LWGs, satisfaction by target SMIs/ producers with the support activities, and the results derived by the facilitations of the LWGs at least for the phase I target industries).

Table II.2.2 Achievement of Output-2 Output-2: Platform operation for local industry development Competitiveness of target SMIs in each target region is strengthened with efficient service delivery. No. Verifiable indicator Achievements 2-1: Number of the LWG meeting held. As of reporting, 66 LWG meetings were held by LWG both for the target

industries of phase I and II in order to perform the assigned tasks (industry diagnosis, planning of the LIAP, facilitation/ monitoring of the LIAP implementation) or occasionally when special topics arise. Although the meetings were mostly facilitated by the Expert Team in case of LWGs for ship-parts/ ulos fashion industries, other LWGs held meetings voluntarily in order to share/ discuss the progress, issues, and measures. See the details for each target industry in the Annex-8.

2-2: Number of support activity/ service facilitated among the proposed supports/services in the Local Industry Action Plan (LIAP).

As of reporting, 183 support activities/ services have been facilitated by LWGs and provided to the target industries (see the details for each target industry in the Annex-8). A majority of the proposed supports in the LIAP has been already conducted as far as the phase I industries are concerned, while the LIAPs for the phase II industries have been commenced in Mar. 2015 with some key support activities and facilitated satisfactorily in case of footwear industry. The Indonesian parties have largely financed most of the proposed support activities, while the Expert Team has helped financing some of them to the minor extent, which did not secure budget but needed early implementation

Action Plan fortarget local industry

Advice/Guidance

Trained for the step/ method for facilitation of local industry development

WorkingGroup

SupportFacilitation

Structure for Facilitation of Local Industry Development

Support Resources Information

Stakeholders

SupportProvision

Planning, Monitoring & Evaluation

Needs of supports & Own actions

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in the early stage. Most support activities, which assumed funding from ‘industry/ trade office line’ including MoI (DG-SMI, other related DG), and provincial or regency/ city Dinas Industry & Trade, were smoothly budgeted and facilitated for implementation. LWGs in general adequately sourced support resources such as instructor, trainer, consultant, by utilizing their own knowledge or asking provincial Dinas or DG-SMI. On the other hand, those proposed or assumed for the support institutions out of ‘industry/ trade office line’, such as Dinas Tourism (ulos fashion), Dinas Estate Crops/ agricultural R&D (cacao processing) and financial institution, have not been facilitated as expected. Some of them officially belong to LWG; however, their commitment to support provision was deemed weak. The heads of LWGs were expected to activate approaching to the ‘meeting-only’ institutions in order to facilitate such ‘awaited’ supports. See the details for each target industry in the Annex-8.

2-3: Number of SMI/ producers which have been receiving/ utilizing the support activity/ service facilitated.

As of reporting, almost 40 SMIs (of ship-parts industry), 28 producers (micro-sized business of cacao processing/ rattan furniture), and 80 producers (individual craftsperson of ulos fashion) received/ utilized support activity/ service at least once, which was facilitated by each LWG for the phase I target industries. However, target SMIs/ producers in focus, which were involved in the LIAP are limited to 12 SMIs, 21 producers, 20 producers respectively. In the phase II industries, the number of SMI receiving/ utilizing support activity/ service (at least once) has so far amounted to 21 (of aloe processing) and 30 (of footwear). They are also target SMIs in focus, which have been involved in the challenge for the main goal of the LIAP. See the details for each target industry in the Annex-8.

2-4: Satisfaction (by most target SMIs) with the support activity/ service facilitated.

See the details for each target industry in the Annex-8.

2-5: Results (positive change) of the actions taken by the target SMIs/producers on the relevant aspects including the following: - Prototype preparation or production of the new/ improved

product, and product diversification, - Improvement in comment from users/consumers, - Expansion/ diversification of the market and sales channel, and

development of new market/ buyer, - Management performance (sales, employees), and, - Other relevant achievements (on institutional, entrepreneurial,

financial assess, and other aspects)



Achievement of output-3: establishment of the model for SMI/ local industry development based on experience and lesson learned from Output-1 and -2 is reviewed by the following verifiable indicators according to PDM (revised version), and as satisfactory enough since the outputs (both the guideline for the facilitation model of local industry development, and socialization seminars for the model organized by DG-SMI) are materialized as assumed.

Table II.2.3 Achievement of Output-3 Output-3: Model development for SMI development The model for SMI/ local industry development is established based upon experience and lessons obtained through activities performed under Output-1 and -2 to be applicable to other regions. No. Verifiable indicator Achievements 3-1: The guideline as reference materials

for the newly established model to develop SMIs in the country is materialized.

The technical guideline is materialized after the work model through a series of discussion with the guideline team in DG-SMI, as explained in the previous section. The guideline has the following contents:

Chapter Section Ch. 1 1.1 Background and Rationale

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Introduction 1.2 Objective and Scope of the Guideline 1.3 Definition and Understanding

Ch. 2 Structure for Facilitation

2.1 Platform of Local Industry Development 2.2 Formulation of the Working Group 2.3 Placement of the Facilitator

Ch. 3 Facilitation for Implementation

3.1 Overall Step for Implementation of Local Industry Dev. 3.2 Industry Diagnosis 3.3 Preparation of the Action Plan 3.4 Implementation of the Action Plan 3.5 Monitoring, Evaluation and Reporting the Action Plan

Ch. 4 Support Resource Information

4.1 Support Resources for Local Industry Development 4.2 Profile Survey for Regional Support Institutions 4.3 Facilitations and Funding Scheme available to

Regional Government The guideline (with a quick reference version) was prepared as a referential document on a voluntary basis mainly for the officers of regional governments.

3-2: Socialization workshop is organized by MOI.

As explained in the previous section, in view of disseminating the work model and technical guideline for local industry facilitation to other regions as well as success cases of local industry facilitation, both regional (3 locations) and national seminars (2 times) were organized by DG-SMIs in cooperation with the Expert Team. Regional seminars: The seminar for region II highlited a success case of facililitation for ship-parts industry in Tegal, and confirmed the consensus among the participants to extend the similar facilitation to other regions under the newly formulated program for acceleration of component certification. The seminar for region III highlited a success case of cacao processing industry. This seminar, jointly held by two DGs in the MoI (SMI and agro-industry), also reached the consensus between the two DGs to applying the support model experienced in Central Sulawesi to other regions. National seminar: Two (2) times of opportunity for preparation of SMIDeP facilitation model extension to other regions were arranged by DG-SMI by using its national coordination meeting, which invited all the provincial Dinas Industry & Trade. Through these occasions, DG-SMI together with the Expert Team was able to explain SMIDeP facilitation model and advantage of following the model after the guideline by citing success cases of SMIDeP.

II.2-2 Achievements of the Project Purpose and Indicators

Achievement of the Project purpose as of the end of the Project is reviewed by the following three (3) indicators according to PDM (revised version). The Project purposes are related to i) the position and utilization of the technical guideline, ii) preparations by DG-SMI for the extension of the facilitation model for local industry development based on the guideline, and iii) the number of success case (SMIs/ producers which attained the main goal of the LIAP as a result of LWG’s facilitations) in target industries.

Table II.2.4 Achievement of the Project Purpose Project Purpose: Preparation for expansion of the model for SMI (local industry) development based on the efficient service delivery platform (for local industry facilitation) is arranged in MOI. No. Verifiable indicator Achievements 1. Official adoption of

developed guideline for SMI development by MOI.

A model of SMIDeP and the guideline for the facilitation of local industry development was adopted by DG-SMI and announced through its official letter for the extension to other regional governments (those interested in following the model/ guideline). The guideline as a referential document (on a voluntary basis) for the regional government officers was also acknowledged by Director General for SMI with her signature for the initial distribution through the national coordination meetings to all the provincial Dinas Industry & Trade. At an occasion of the coordination meeting, DG-SMI was able to list 14 candidate

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regional governments (provincial Dinas Industry & Trade), which are interested in participating in the extension stage of the facilitation model based on the guideline11. Then, DG-SMI has issued another letter12 to those interested provincial Dinas Industry & Trade in order to confirm their commitment (to preparing the facilitation structure, local budget necessary for the entire facilitation process) and their industry/ region (i.e., regency/ city in the province) to be facilitated with the reply letter from the head of each Dinas. As of the reporting, five (5) provincial Dinas Industry & Trade13 have replied to DG-SMI with the confirmation letter of commitment to participating in the extension stage of the facilitation model based on the guideline.

2. Budgetary and organizational arrangement of MOI to expand the established model to other regions.

Extension of the facilitation model based on guideline For the extension of SMIDeP facilitation model to other regions, DG-SMI is been mainly committing to the following preparatory arrangements; Firstly, DG-SMI is finalizing the list of candidate regional governments committed to the extension stage, and selection process/ method to identify the regional governments/ industries to be focused, while taking into account its capacity of staffing and budgeting. Secondly, Director General for SMI has instructed to prepare the team in DG-SMI as a focal point for the model extension, which shall assigns the staff responsible for i) overall coordination, ii) explanation of the guideline with success story of SMIDeP, and iii) guidance & monitoring to the regional governments/ industries. Thirdly, Director General for SMI has been asking the Secretariat to prepare the budget (for FY2017) for the extension stage of facilitation model, including travel/ meeting expenses for the purpose of guidance/ monitoring against several regional governments to be focused, and consider a possibility of certain volume of fund to finance likely support activities to be proposed by regional governments during the facilitation process. Extension of two successful support models Aside from the facilitation model based on the technical guideline, which shall be extendable in common regardless region/ sector, two support models (as a support package) extendable both to ship-component and cacao processing industries in other regions have been acknowledged by the MoI (in the form of MoU among the stakeholders in case of ship-parts, and the official statement of the Minister in case of cacao processing industry). For ship-parts industry, the support model is acknowledged in the form of MoU concerning the program for acceleration of component certification, where the 3 parties (MoI, BKI, association) prepare the action plan for the purpose, and MoI secures the necessary budget (not necessitating the particular organizational arrangement in the MoI). For cacao processing industry, the support model is also acknowledged in the Minister’s statement (on Nov. 2015), expecting this case to motivate other regions. In response, both DG-IA and -SMI have been discussing the task-sharing and the regions to be extended (not necessitating particular organizational arrangement in the MoI).

3. Number of success case (SMIs/ producers which realize the goal set in the Local Industry Action Plan)

As success cases of local industry facilitation in the Project at target regions, the following number of SMIs/ producers has attained the challenge actions (main goals) set in the LIAP of each target industry;

Target industry No of SMI/ producer which attained the goal

Ulos fashion industry

20 producers belonging to the newly established producers cooperative, which have entered and continued the transactions with the buyers/ sales channels in the tourist/ local markets of the handicraft products.

Ship-part industry 4 SMIs, which have received BKI certification (for 7 components) and entered the transactions with ship-building/ industries and received inquiries for transaction in the subsequent years.

Cacao processing industry

16 producers, which have entered and continued the transactions with the buyers/ sales channels in the modern segment market of chocolate products.

Rattan furniture industry

Not observed. Although 5 SMIs have become recently capable of producing according to the standard manufacturing practice which has

11 See the Annex-10 for the list of provincial Dinas, which have committed to partcipating into the extension stage. 12 See the Annex-11 for the letter. 13 Including provincial Dinas Industry & Trade of Bangka Belitung, South Sulawesi, Southeast Sulawesi, East Jawa and Papua.

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been locally set by the LWG, tangible transaction with the buyers/ users in the local modern segment has not been reported.

Note: Concerning the phase II target industries (aloe processing/ footwear), achievement of the main goal is not reviewed, since the LWGs recognize that LIAP implementation has been only half-way facilitated.

II.3 Modification of PDM

PDM of the Project was revised once at the mid-term monitoring by JICA in February 2015. Modifications in the PDM were made as follows in order to logically adjust or paraphrase the indicators of the Project purpose and outputs to the actual contents of the Project activities recognized by the C/Ps. Narrative summary of the Project purpose/ outputs and activities remained unmodified.

Table II.3.1 Modifications made in PDM No. Original Modified Verifiable indicators of the Project purpose 1. Official adoption of developed guideline for SMI

development by MOI. Same


Same

3. xx private firms utilized the development services and consultation services in supporting organizations are increased xx%.

Number of success case (SMIs/ producers which realize the goal set in the Local Industry Action Plan).

4. Satisfaction of private firms which take support service. Deleted but placed as one of the output indicators. Verifiable indicators of the output Output-1: Platform establishment for local industry development 1-1: Formulation of LWG to coordinate service providers and

SMIs among stakeholders on SMI development services in each target region.

Formulation of LWG (and placement of facilitator) in for target region/ industry.

1-2: Development of the directory (paper based and web based) of services for SMIs

Preparation and availability (to the staffs of DG-SMI) of the service provider directory (database-based).

Output-2: Platform operation for local industry development 2-1: Most of SMIs recognize improvement of service delivery. Number of LWG meetings held. 2-2: Most of SMIs which used delivered services are satisfied. Number of support activity/ service facilitated among the

proposed supports/ services in the LIAP. 2-3: 2-3 Positive changes are observed among SMIs such as

sales of products, diversification of market, linkages among/ within SMIs and etc.

Number of SMI/ producers which have been receiving/ utilizing the support activity/ service facilitated.

2-4: Satisfaction (by most target SMIs) with the support activity/ service facilitated.

2-5: Results (positive change) of the actions taken by the target SMIs/ producers on the relevant aspects.

Output-3: Model development for SMI development 3-1: The guideline as reference materials for the newly

established model to develop SMIs in the country is materialized.

Same

3-2: Socialization workshop is organized by MOI. Same

II.4 Others

II.4-1 Results of Environmental and Social Considerations

Not applicable in this Project.

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II.4-2 Results of Considerations on Gender/ Peace Building/ Poverty Reduction

No special care or approach concerning these issues has been made in this Project, although two target industries (ulos fashion industry in Samosir and cacao processing industry in Palu) out of 6 largely consist of women producers/ entrepreneurs. It is also noted that the LIAP for ulos fashion industry in Samosir has a characteristic of income-raising support for village women entrepreneurs.

III. Results of the Joint Review

III.1 Results of Review based on DAC Evaluation Criteria

The review results at the end of the Project based on DAC evaluation criteria (5 criteria consisting of: i) relevance, ii) effectiveness, iii) efficiency, iv) impact and v) sustainability) are summarized below.

III.1-1 Relevance

Relevance is deemed “high”. The “Strategic Plan (RENSTRA, 2010-2014)” for promoting industrial cluster and local industrial development in line with the “Presidential Regulation No.28, 2008 on the National Industrial Policy” has ceased its role during the Project period, and was replaced with the latest one, RENSTRA (2015-2019) which was prepared following the newly enacted Bill of Industry and the long-term national industry master plan called RIPIN (until 2035).

New RENSTRA under the RIPIN maintains the same policy direction as before in the field of SMI/ local industry development, thus expecting SMIs to play a significant role in strengthening the national industry structure (in the supply-chain of nationally strategic industries), while reaffirming the MoI’s role as genuine supporter to regional government (i.e., further swaying toward the bottom-up approach concerning SMI/ local industry development). RENSTRA sets the development targets such as institutional strengthening of industry sentra14 and Technical Service Unit, business start-up, product development, with enabling DG-SMI (based on the Bill of Industry) to provide a wider range of facilitation (support menu) in view of better accommodating a variety of issues/ needs held by SMIs/ local industries, and the proposed support activities from regional governments.

On the other hand, the presence and role of SMIs in Indonesia remain large in terms of its share in total business unit of national industries (90% as of 2013) and total workforce working in non-oil & gas industrial sector (65.4% as of 2013)15. The share of SMIs’ contribution to GDP in industrial sector amounts to 34.3% as of the end of 2013. Issues frequently faced by SMIs remains the same, such as poor or limited access to finance, skilled workers, quality raw materials, quality technical supports, markets and potential buyers. In this regard, the workable mechanism to effectively and efficiently answer the issues/ needs held by SMIs/ local industries has continuously been on the agenda both at the central and regional levels. Therefore, the Project, with the purpose of establishing the improved mechanism of service delivery (i.e., local industry facilitation) has remained relevant in the current policy and held continued significance.

14 Defined as local production center where more than five enterprises exist within a certain area. There reported to exist almost 8~9,000 with heavy concentration in Java Island.

15 According to Industry Fact & Figure 2015, the Ministry of Industry.

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III.1-2 Effectiveness

Effectiveness is deemed “high”. Firstly, the Project has achieved the outputs (-1 and -2) as assumed with realizing one of the Project purpose, success cases of local industry facilitation based on the approach demonstrated by the Project: i.e., platform formulation (output-1) and operation/ utilization (output-2) among the target regions/ industries. Further, the Project has produced a facilitation model compiled in the form of guideline (output-3) based on the experiences and lessons learnt from the activities for output-1 and -2. The facilitation model based on the guideline was adopted by DG-SMI and announced through its official letter for the extension to other regional governments (those interested in following the model/ guideline) in accordance to the Project purpose. The Project has also successfully assisted the MoI in acquiring the support models for the particular industries (supporting industry: ship-parts, and locally available resource-based industry: cacao processing), which can be extendable to other regions.

Accordingly, the Project is of the view that the outputs and necessary activities were logically designed on the whole, and has been fine-tuned (when the content or intent of the activities was deemed less comprehensible to the C/Ps). Such fine-tunings of the Project activities were made to suit the actual contexts of Indonesia’s administrative system concerning SMI/ local industry development, and to reflect discussions with both central/ regional C/Ps. An activity related to the service directory was the one of such examples16, where the content and intent were fine-tuned based on the field observation and actual conditions of support planning and delivery in SMIs/ local industry development.

III.1-3 Efficiency

Effeciency is deemed “moderate”. The Project is deemed to have been run in an efficient manner, but not thoroughly. In order to realize efficient input mobilization, the Project was expected to make the best use of: i) the support resources by Indonesian side, ii) the assets of past technical cooperation by JICA, when the C/Ps engage in the activities of the platform operation for target industry facilitation.

Mobilization of the support resources by Indonesian side: Almost all support activities for target industries were mobilized from the Indonesian support resources (such as instructors/ experts for training/ technical guidance, opportunities of exhibition/ trade fair, laboratory for tests, etc.), except a Japanese expert for technical guidance of 3S introduction. However, the funds for support activities have been shared by the Expert Team (but to a minor extent) particularly during the early stage. This is because LWGs faced a difficulty in facilitating the responsible support institutions to securing/ mobilizing the necessary budget either in a prompt or timely manner.

The Expert Team has therefore answered for such cost-sharing needs which arose during “budget preparation” period and in a rather unexpected/ unscheduled manner (upon the progress review of the facilitation activities). The government/ public support institutions do not hold a flexible means of financing for support activities unless revising the usage of already-secured budget (but still requiring the concurrence by the local assembly).

16 The service directory was to be prepared in booklet form to cover the services available to SMIs for the reference by SMIs’ side. However, field observation through the Project activities revealed that the directory is more helpful if listing the support institutions for SMI development for the particular reference by the government side, and if uploaded in the website in a database form.

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It is also noted that own actions by target SMIs/ producers (e.g., travel expenses for marketing, raw materials to prepare the prototypes for product development) can hardly be financed by the government side, thus requiring fund support from the Expert Team in many cases, although the amount was small.

Mobilization of the assets of past technical cooperation by JICA: Among such assets, the Expert Team intended to consciously mobilize SMI management consultants (shindan-shi), designer dispatch service for exportable product development that was introduced to Directorate General for National Export Development (DG-NED) in the Ministry of Trade (MoT). The designer dispatch service by DG-NED was mobilized by one of the LWGs (for rattan furniture).

The Project suggested each regional government to place SMI management consultants as facilitators to the LWG; however, 3 out of 6 LWGs in total were unable to appoint them since no SMI consultant was stationed. The Expert Team considers the SMI consultants mobilized in the Project as relatively capable and motivated as facilitators especially in ensuring the communications between LWG and SMIs/ producers. Among LWGs, the one for rattan furniture has demonstrated a recommendable way of utilizing the SMI consultants, where they have been mobilized to supervise and audit the rattan furniture producers’ compliance with the standard manufacturing practice (SOP) prescribed for locally-made furniture.

The Project has amended the contract to increase its total Project cost and extend the period when it came close to the completion, in order to better answer the C/P’s needs. The table below shows the comparison between the original and actual Project cost and period.

Table III.1.1 Comparison between the original and actual Project cost and period The Project period The Project cost (Expert Team) Remarks

Phase I Original March 2013 ~ July 2014 JPY 169 million As a result of unutilized

fund. Actual March 2013 ~ July 2014 JPY 163 million Phase II Original September 2014 ~ April 2016 JPY 174 million Amended for extending

the Experts’ mobilization Actual September 2014 ~ April 2016 JPY 180 million (est.)

Both the Project cost and period for the phase II were amended for extending the Experts’ mobilization for one of the activities for Output-3 (3-5: Facilitate the necessary budgetary arrangement as well as formulate program to respond to possible requests from other provincial governments out of target areas), for example, through participating in a consultative session (scheduled after the originally assumed Project completion period) to explain the facilitation model and guideline in further detail to the interested regional governments. This amendment was deemed significant to follow-up the Project purpose: Preparatory arrangement for extension of the facilitation model to other regions, thus to ensure the prospect for achieving the overall goal.

III.1-4 Impact

Impact is deemed “high”. The Project sets two overall goals to be achieved after the Project completion, one of which is “to increase the regions (regional governments) which opt for the established model and improve SMI development service. In this regard, DG-SMI has committed to the extension of SMIDeP facilitation model based on the guideline to other regions through all the provincial Dinas Industry & Trade, followed by an issuance of the letter to officialise the said commitment.

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Subsequently, DG-SMI organized a consultative session to those regional governments interested in the facilitation model (for further explaining the guideline for local industry facilitation in a consultative manner and necessary preparations to be arranged by the side of regional governments) at the coordination meeting in March 2016 in Aceh, in order to identify the willing regional governments (provincial Dinas Industry & Trade) to commit to participate in the extension stage of SMIDeP facilitation model by following the guideline.

DG-SMI was able to obtain the list of 14 provincial Dinas Industry & Trade which have responded to the said letter with their interest to participating in the extension stage. DG-SMI is finalizing the list of regional governments committed to the extension stage, through issuing another letter to those interested government in order to confirm their commitment (i.e., to opting for the established model for improving SMI development service) and their industry/ region (i.e., regency/ city in the province) to be facilitated with the reply letter from the head of each Dinas. As of the reporting, five (5) provincial Dinas Industry & Trade have replied to DG-SMI with confirmation letter of commitment to participating in the extension stage of the facilitation model (a few regional governments may be selected as target of the initial stage among the committed ones with the reply letter). In preparation for the extension of facilitation model to these selected regions, DG-SMI has been also discussing the selection method and necessary arrangements in organizational (staffing) and budgetary aspects.

Also, the Project has successfully demonstrated the extendable support models for the particular industries (ship-parts and cacao processing industries) that are acknowledged by MoI. As for ship-parts industry, MoI, in the MoU with the concerned parties, shall extend the similar support program (for the acceleration of ship-component certification) to other regions having metal-working industry in 2016. As for cacao processing industry, Lampung and West Sulawesi Provinces have been showing the interest in following the support model, expecting the guidance and support provision from MoI.

III.1-5 Sustainability

Sustainability as a whole is deemed “moderate for a while”, but depends on the extent of preparedness of DG-SMI for the extension of facilitation model based on guideline to other regional governments. The Project reviews its sustainability for the extension of facilitation model to other regions at the level of DG-SMI in terms of the following aspects;

Policy/ institutional aspect: is deemed high, since DG-SMI has announced its commitment to the extension of facilitation model based on guideline to other regions, through an issuance of the official letter concerning the model extension, as stated in the previous section.

Organizational aspect: is deemed moderate, but depends on the extent of preparedness for one of recommendations made for DG-SMI; a formulation of the Task Team which is assigned for the overall coordination and guidance/ monitoring during the extension stage of the facilitation model. As of the reporting, Director General for SMI has instructed to prepare the team in DG-SMI as a focal point for the model extension, which shall assigns the staff responsible for i) the overall coordination, ii) explanation of the guideline with success story of SMIDeP, and iii) guidance & monitoring to the regional governments/ industries. Such an organizational arrangement is necessary to have (some assigned) staff of DG-SMI intended to particularly allocate their time and budget for performing the above tasks.

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Technical aspect: is deemed moderate, but depends on the extent of commitment to one of recommendations made for DG-SMI; facilitation training, which is to be organized for the increased number of DG-SMI officials to have sound knowledge and skills of guidance concerning the facilitation model and guideline.

Financial aspect: is deemed moderate, since Director General for SMI has been asking the Secretariat to prepare the budget (for FY2017) for the extension stage of facilitation model, including travel/ meeting expenses for the purpose of guidance/ monitoring against several regional governments to be focused, and consider a possibility of certain volume of fund to finance likely support activities to be proposed by the regional governments during the facilitation process.

In view of ensuring the sustainability of the Project, DG-SMI is also expected to: i) proceed the extension of facilitation model to other regional governments as already committed, with strengthening its capability of guidance/ monitoring, and ii) disseminate the model together with guideline among the other regional governments through the relevant occasions, by indicating the incentives (support budget allocation in a focused/ intensive manner) for increased regional governments to follow the model according to guideline. In this regard, the Expert Team has compiled the recommended actions to DG-SMI, as explained later.

At the level of target regions (LWG, Dinas Industry & Trade in particular)

LWGs for the Project target regions (except for ulos fashion industry in Samosir) have stated that facilitation of their target industry would be continued by maintaining (or revising) the existing structure for facilitation (i.e., LWG with facilitators) and following the practices experienced in the SMIDeP in order to further increase the success case of SMIs (phase I regions) or realize the success case (phase II).

In addition, all the target industries shall remain their priority ones in each region (likely also in the Regional Industry Development Master Plan to be prepared in the coming few years), thus continuously accessible to a range of support/ service to be provided by both central and regional governments. However, the regional governments (through the LWGs/ facilitators) in the target regions are further expected to strengthen their function of monitoring/ review of the local industry facilitation. With the further attention on this aspect, the higher sustainability at the level of target regions can be ensured.

III.2 Key Factors Affecting Implementation and Outcomes

III.2-1 Positive Factors

No remarkable factors which positively affected the implementation/ outcome of the Project have been observed, except for the one outcome, the decision concerning the support model extension for ship-parts industry, which was materialized by the MoU for accelerating the component certification throughout the nation. This MoU was realized also in response to the latest government vision of “Maritime Nation”, which accelerates the domestic building of class-ships with the higher local content of components.

III.2-2 Negative Factors

None particularly observed during the Project, as explained also in the subsequent section.

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III.3 Evaluation on the Results of the Project Risk Management

The following particulars are noted in the PDM, as important risk assumptions which could affect the progress and achievement of the output/ the Project purpose. The table below states changes in the situation of each risk assumption.

Table III.3.1 Important assumptions in PDM No. Important assumptions in PDM Changes in the assumptions during the Project At the level of Output 1. Economic conditions of target

industries are not deteriorated. Remarkable deterioration has not been observed during the Project.

2. SMIs continue their economic activity in target regions.

SMIs/ producers actively involved in the Project activities have continued their economic activities during the period.

3. Strategic Plan of DG of SMI in MOI is sustained.

RENSTRA (2010-2014) was replaced by the new one (2015-2019) which follows the Bill of Industry and RIPIN (until 2035). New RENSTRA in nature has not adversely affected the Project activities during the period. Please also refer to the section of III.1-1 Relevance of the Project.

At the level of the Project Purpose 4. Government policy for promotion

of SMIs is not changed. Please refer to the above 3 and the section of III.1-1 Relevance of the Project.

As seen above, those risk assumptions have not brought about any changes which have adversely affected the progress and achievements of the output/ the Project purpose, although such risks are out of the control scope by the Experts’ management. Other particular risks which might have adversely affected the Project have not been observed nor reported during the Project.

III.4 Lessons Learnt

The following key lessons were learnt from the almost two and half years’ experience of the Project activities, which are worthy of being contemplated by the C/Ps and JICA.

III.4-1 Lessons for Improving Facilitation Practices of SMI/ Local Industry Development

Firstly, the Project has learnt the following key lessons for improving the facilitation practice of SMI/ local industry development from the field experiences at target regions. It is noted that these lessons are duly reflected in formulating the guideline for local industry facilitation.

Key Lessons Learnt Explanation Sharing the One Action Plan for One Local Industry among stakeholders

Local industry development has to be facilitated with one action plan towards one-shared goal among the related stakeholders. This is a critical point to be reminded when each regional government facilitates their priority industries.

Setting the clear, specific and measurable goal of the Action Plan

This is most important point during the formulation of the action plan for local industry development. Unless the measurable goal is clearly specified, the action plan will not be meaningful, or end-up in goalless plan for activities, which is often observed in the planning by regional government, and can hardly be reviewed for the achievement. Regional government needs to set the overall goal of the action plan through the consultation with target industry on the needs or idea of the future development direction, for example, asking “What (or Which) Product shall be developed or improved to Which Market/ Consumer Segment”. The goal shall be also defined to be Specific, Objectively Measurable, Challenging but Realistic enough.

Study tour for the better planning of the action plan

It is advisable to organize study tour during the planning process of the action plan. SMIs tend to have little idea of development direction, thus facing a difficulty in voicing the specific goal of the action plan. In this case, the study visit to the similar industry which

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advances more (comparative study) or the potential market (market study), which can exposes SMIs to innovative ideas, the latest technology and market needs/ requirements, is recommended. By doing so, SMIs could acquire the benchmarked or valuable knowledge/ information, which is beneficial input to the goal setting and support planning.

Identification of target SMIs willing to involve in the action plan

Not all the SMIs in target industry need to be involved in the action plan. The action plan shall focus on SMIs, or a group (groups) of SMIs, that show the willingness in pursuing the action plan and committing their own resources/ time to the necessary actions to achieve the goal. Further, at least one or few (potentially) leading SMI(s) need to be identified among target industry, which can lead and coordinate the others.

Early involvement of most influential stakeholders

It is advisable for regional government (Dinas Industry & Trade) to involve the most influential stakeholders (not only Dinas) from the early stage of facilitation, i.e., planning of the action plan. Such influential stakeholders may include those which provide the insight into the market, and technical institutions which provide guidance on issues of standard/ certification required for market development. Key point is that the action plan needs to be formulated in a market-oriented manner (for example, by involving market players such as buyer/ agent in the planning process, specifying the particular market/ consumer segments, or the sales channels to be developed), and comprise of any necessary support activities to fill the technical gaps faced by target industry.

Optimizing facilitator’s roles in local industry facilitation

Facilitators shall perform their roles of bridging support needs of SMIs to the working group, and facilitate the working group to discuss, formulate, implement and monitor/ review the action plan. To optimize such facilitator’s roles, regional government (Dinas Industry & Trade) can assign plural facilitators with a combination of experienced senior (for facilitation to the working group/ related support institutions) and less-experienced junior (for communication with SMIs and field monitoring), so that they can complement each other. Plural placement of facilitator can be also considered with a combination of Dinas staff and external private resource. In addition, regional government needs to arrange the enabling condition for the facilitators to activate and maintain the field observation and communication with target SMIs, for example, through assigning task of performance monitoring of target SMIs, which make the facilitators routinely visit to SMIs.

Accommodating the practice of ‘Try-&-Error’ in the action plan

The opportunity of marketing/ promotion support shall be scheduled in an intermittent manner during the action plan, so that SMIs in a challenge of product development can receive feedbacks for further improvement (or diversification) in a try-&-error manner. Such a practice can bring valuable feedbacks which continuously motivate SMIs in a trial for product development, and even bring tangible results within a short period.

Availability of flexible funds earmarked for the action plan

Most support activities proposed in the action plan presuppose the government budget for implementation, which needs application beforehand and a certain period of time for disbursement. Such a process of budgeting/ disbursement sometimes causes difficulties in timely answering the needs/ issues held by SMIs, especially those derived according to the progress of the action plan, or changes in business environment. Government can still revise the budget usage, but faces difficulties in flexible and timely revision. Therefore, introduction of the support fund (i.e., in the form of packet fund), that can be earmarked for the purpose of implementing the action plan as a whole, may be advisable.

Importance of own actions committed by target industry

The action plan cannot consist of only support activities, but also own actions to be taken by target industry, since SMIs themselves are the main actor for business development. Accordingly, SMIs’ side should also commit themselves to stating (in the action plan) and taking their own actions necessary to achieve the goal with their own expense, such as product development or promotion efforts, formulation or strengthening of their collaboration system. Such own actions can be initiated by a small number of SMIs, even if many stay at ‘wait-&-see’ stance at the beginning.

Attaching weight to periodic monitoring and review

Task of monitoring/ review needs to be given more weight, and performed in a goal-oriented and periodic manner, since the monitoring effort, for the purpose of revealing the forwarding or hindering factors to the progress, sharing the progress/ achievements among stakeholders, and reviewing the action plan contents accordingly, can affect the performance of the action plan. Besides the formal meeting, an opportunity of informal communication with SMIs can be recognized as a channel of monitoring, especially to observe the changing state of target industry and their business circumstances.

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III.4-2 Lessons for Technical Cooperation Formulation in Indonesian SMI Sector

Secondly, the Project has also learnt the following key lessons, which can be taken into account in case further technical cooperation is considered in Indonesian SMI sector.

Key Lessons Learnt Explanation Attention of the relation between central and regional governments

Initiative for SMI/ local industry development shall be taken by regional governments, which are responsible for the entire facilitation process of the regional industry development. The central government remains at the position to (partially) support such initiatives by regional governments through its support scheme and thematic programs. This relation between central and regional governments is always the case, even though the central government still has a large presence in terms of budget contribution against each regional government. In this regard, the role and function which DG-SMI shall play in regional industry development need to be clarified and confirmed when formulating the technical cooperation in SMI sector.

Identification of capacity building needs based on the roles and functions

From the Project experience, DG-SMI is advised to strengthen the following roles and functions in the future; - Collection and dissemination of success cases and good practices of SMI/ local industry

development by regional governments. - Guidance to regional governments (Dinas Industry & Trade) on the facilitation practice

covering diagnosis, and planning, monitoring and evaluation of the action plan. Such roles and functions have not been optimally exerted by DG-SMI, partly because of decrease in experienced staffs. Also, if their roles/ functions are centred to administration and logistics related to budget formulation/ management, and arrangement/ supervision of support activities (and procurement of support resources), technical cooperation may bring little value to the staffs of DG-SMI. Accordingly, unless their expected roles/ functions are clarified, their needs of capacity building can be hardly comprehended.

Advice on the aspect of budgeting/ disbursement system

Partly owing to the comparative study to Japan, where the C/Ps learned how the Japanese government (and public support institutions) tries to answer the needs of SMI/ local industry, DG-SMI prepared the menu of facilitation available to the regional governments in an effort to more widely answer the diverse needs of SMI/ local industry. In funding the support to SMI/ local industry in Indonesia, the current practice of budget formulation/ disbursement is deemed still rigid for flexibly/ timely answering the efforts of SMI/ local industry development, and issue is being shifted to the usability from the volume of budget. Accordingly, advice on SMI support funding/ budgeting, learning from Japanese experiences, may be valuable input to the technical cooperation in SMI sector.

IV. For the Achievement of Overall Goals after the Project Completion

IV.1 Prospects to Achieve the Overall Goal

Both the Expert Team and C/Ps of DG-SMI share the following prospects concerning the achievement of the overall goal of the Project at the time of its completion.

IV.1-1 Overall Goal-1: Increased turnover and market channel of SMIs in target regions

A prospect to achieve the overall goal is deemed “likely”. LWGs for the target regions have stated that facilitation of their target industries would be continued with maintaining (or revising) the existing facilitation structure (i.e., LWG with facilitators) and following the practices learned from SMIDeP in order to further increase the success case of SMIs (phase I regions) or realize the case (phase II regions).

In addition, all the target industries shall remain their priority ones in each region, thus likely to continuously accessible to a range of support/ service to be provided by both central and regional governments. Therefore, the continued growth in operational performance (increase of turnover,

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expansion of market) of SMIs/ producers in target regions is deemed likely enough, unless the regional economy faces the difficulty or slow down.

It is however noted that the Project finds it difficult to collect the quantitative data of operational performance of SMIs in target industry region, since it has been quite rare for the local governments to survey such data of turnover and market (buyers, sales channels) for their industry as a whole. Even if asking facilitated SMI individually, many SMIs in target region do not record turnover or buyers/ sales channels adequately since book-keeping/ customer management has been rarely practiced. Accordingly, it may be most likely to grasp the trend of such operational performance in qualitative manner for the facilitated SMIs.

IV.1-2 Overall Goal-2: Increase in the regions which opt for the established model and improve SMI development service

As earlier stated, DG-SMI is finalizing the list of regional governments committed to the extension stage, through issuing the letter to those 14 interested ones in order to confirm their commitment to adopting the facilitation model based on the guideline for their local industry development (i.e., to opting for the established model for improving SMI development service), and so far has received confirmation letter of commitment from five (5) provincial Dinas Industry & Trade (a few regional governments may be selected as target of the initial stage among the committed ones with the reply letter). Therefore, a prospect to achieve this overall goal is also deemed “likely”. The likelihood to achieve this overall goal can be also ensured by the policy environment of SMIs as follows;

The new Bill of Industry is deemed ‘following wind’ for dissemination (by DG-SMI) and utilization (by regional governments) of the model and guideline for local industry facilitation. This is primarily because the Bill stands at a view of increased transfer of responsibility/ accountability for SMI/ local industry development to regional governments, while reaffirming the role of central government as genuine supporter to regions (further swaying toward the “bottom-up” approach).

This may pose both concern (by DG-SMI) and unpreparedness (by regional governments) for such increased responsibility/ accountability to regions, thus requiring regional governments to improve and strengthen their capability in ensuring the result-oriented local industry facilitation, and knowledge/ accessibility of utilizing various supports/ services available both at central and regional levels. In this regard, the guideline as reference for the improved practice of local industry facilitation will be of value to the regional governments.

IV.2 Recommendations for Indonesian Side to Achieve the Overall Goal

It is recommended in summary that DG-SMI shall: i) proceed the extension of facilitation model based on guideline (to other regional governments) according to its scenario for the model extension with strengthening its capability of guidance and monitoring, and ii) disseminate the model among the other regional governments through the relevant occasions. In this regard, it will be more encouraging if the incentives for regional government to follow the facilitation model according to guideline are indicated clearly by DG-SMI.

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Recommended actions in detail to DG-SMI for ensuring the extension and dissemination of the facilitation model based on guideline in an evolving manner are compiled in the Minutes of Meeting made at the final JCC held in March 2016 (see the Annex-13).

IV.3 Monitoring Plan from the End of the Project to Ex-post Evaluation

Monitoring activity after the Project completion and ex-post evaluation shall be scheduled and conducted by JICA Indonesia Office through the consultation with JICA Headquarters Office.

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Annex-1: Record of Discussions

Annex-2: Project Design Matrix (original and revised ones)

Project Design Matrix (PDM)

Name of the Project: Project on Small and Medium Industry (SMI) Development Based on Improved Service Delivery Target Area: Central Java, Central Sulawesi, one province from Sumatra/ Kalimantan

Duration: From 2013 for three (3) years Target Group: SMIs in target regions and government officers who support those SMIs

Date: 1 November 2012 PDM ver. 01

NARRATIVE SUMMARY OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATIONS IMPORTANT ASSUMPTIONS

OVERALL GOAL SMIs in the target regions will increase the production and competitiveness and the established model for SMI development based on the efficient service delivery platform (“the model) will be also practiced in other regions.

1 Turnover and market channel of SMIs in

target regions are increased. 2 Number of regions which opt the established

model and improve SMI development service are increased.

Statistical data of Province, District/ City and KADIN(DA) Data of MOI

Local governments which adapt the model continue to support SMIs in those regions.

PROJECT PURPOSE Preparation for expansion of the model for SMI development based on the efficient service delivery platform is arranged in MOI.

1 Official adoption of developed guideline for

SMI development by MOI. 2 Budgetary and organizational arrangement of

MOI to expand the established model to other regions.

3 xx private firms utilized the development services and consultation services in supporting organizations are increased xx%.

4 Satisfaction of private firms which take support service.

Official document and statement of MOI Official document and statement of MOI

Government policy for promotion of SMIs is not changed.

OUTPUTS 1 Platform for efficient service delivery is prepared as a base of

SMI development in each target region.

2 Competitiveness of target SMIs in each target region is strengthened with efficient service delivery.

3 The model for SMI development is established based upon experience and lessons obtained through activities performed under Outputs 1 and 2 to be applicable to other regions.

1-1 Formulation of Local Working Group to

coordinate service providers and SMIs among stakeholders on SMI development services in each target region.

1-2 Development of the directory (paper based and web based) of services for SMIs

2-1 Most of SMIs recognize improvement of service delivery.

2-2 Most of SMIs which used delivered services are satisfied.

2-3 Positive changes are observed among SMIs such as sales of products, diversification of market, linkages among/ within SMIs and etc.

3-1 The guideline as reference materials for the newly established model to develop SMIs in the country is materialized.

3-2 Socialization workshop is organized by MOI.

Project documents Project documents, printed directory, website Result of questionnaire survey done by the project Result of questionnaire survey done by the Project Project documents, result of questionnaire survey done by the Project Project documents, guideline Project documents

Economic conditions of target industries are not deteriorated. SMIs continue their economic activity in target regions. Strategic Plan of DG of SMI in MOI is sustained.

ACTIVITIES [Preparation of efficient service delivery platform] 1-1 Set up the project implementation unit organized by DG of

SMI in MOI for overall management of the Project. 1-2 In each target region, formulate Local Working Group to

coordinate the activities for SMI development for overall management of the Project.

1-3 Review and map the currently available institutions and services for SMI development by various entities and service providers in each target region.

1-4 Establish the system to ensure efficient service delivery for SMIs.

1-5 Assign and train staff in charge at the local government who facilitate services by local and central governmental institutions and private service providers for SMIs (Special attention shall be paid for the SHINDAN-SHIs).

1-6 Develop a Service Directory (paper based and web based) to introduce SMI support services by government and private institutions.

1-7 Facilitate and support activities of Local Working Group in each target region.

1-8 Monitor situation of service delivery in each target region. [Strengthening of SMIs] 2-1 Conduct regular meetings of Local Working Group in each

target region 2-2 Analyze issue and needs of value chain and industrial

linkage in target SMIs in each target region (considering the target SMI’s type such as local resource-based industry and supporting industry).

2-3 Identify the goals, tasks, and activities for the development of the target SMIs based on the result of the analysis done above.

2-4 Implement the identified activities by using improved service delivery mechanism.

2-5 Analyze and evaluate the result of activities for development of target SMIs by Local Working Groups in each region.

[Establishing a model for SMI development] 3-1 Analyze and evaluate the experience which is acquired

through Activities under Outputs 1 and 2 in each region. 3-2 Identify contents and factors to constitute the model, which

is adaptable to other regions. 3-3 Develop the guideline as reference materials for other

regions to replicate and implement the model. 3-4 Organize workshop to socialize the model for other

stakeholders. 3-5 Facilitate the necessary budgetary arrangement as well as

formulate program to respond to the possible requests from other provincial governments out of target areas.

INPUTS Indonesian side: - Appropriate number of counterpart personnel in MOI - Local cost necessary for counterpart in the project activities - Office space for the Project and facilities Japanese side: - Japanese experts for required sectors - Local cost expenditure for the project activities - Training of counterpart personnel in Japan - Provision of equipment necessary for the project activities

PRECONDITIONS Provincial and District/ City governments in model regions accept the Project.

Note) SMI: Small and Medium Industry, MOI: Ministry of Industry, DG: Directorate General

Project Monitoring Sheet I (Revision of Project Design Matrix: PDM) Name of the Project: Project on Small and Medium Industry (SMI) Development Based on Improved Service Delivery Target Area: Central Java, Eastern Java, Central Sulawesi, North Sumatra and West Kalimantan

Duration: From 2013 for three (3) years Target Group: SMIs in target regions and government officers who support those SMIs

Date: End April 2016 PDM ver. 01

NARRATIVE SUMMARY OBJECTIVELY VERIFIABLE INDICATORS

MEANS OF VERIFICATIONS

IMPORTANT ASSUMPTIONS

ACHIEVEMENT REMARKS

OVERALL GOAL SMIs in the target regions will increase the production and competitiveness and the established model for SMI development based on the efficient service delivery platform (“the model) will be also practiced in other regions.

1. Turnover and market channel of SMIs in target regions are increased.

Statistical data of Province, District/ City and KADIN(DA)

Local governments which adapt the model continue to support SMIs in those regions.

To be reviewed after the Project completion.

2. Number of regions which opt the established model and improve SMI development service are increased.

Data of MOI Ditto.

PROJECT PURPOSE (REVISED) Preparation for expansion of the model for SMI development based on the efficient service delivery platform is arranged in MOI.

1. Official adoption of developed guideline for SMI development by MOI.

Official document and statement of MOI

Government policy for promotion of SMIs is not changed.

A model of SMIDeP and the guideline for the facilitation of local industry development was adopted by DG-SMI and announced through its official letter for the extension to other regional gov. (those interested in following the model/ guideline). The guideline as a referential document (on a voluntary basis) for the regional gov. officers was also acknowledged by Director General for SMI with her signature for the initial distribution through the national coordination meeting to all the provincial Dinas Industry & Trade.

DG-SMI was able to list 14 provincial Dinas, which are interested in participating in the extension stage of the facilitation model based on the guideline. 5 provincial Dinas have replied to DG-SMI with the confirmation letter of commitment.


Official document and statement of MOI

Firstly, DG-SMI is finalizing the list of candidate committed to the extension stage, and selection method to identify the regional governments/ industries to be focused, while taking into account its capacity of staffing and budgeting. Secondly, Director General for SMI has instructed to prepare the team in DG-SMI as a focal point for the model extension. Thirdly, Director General for SMI has been asking the Secretariat to prepare the budget FY2017 for the extension stage of facilitation model, including travel/ meeting expenses for the purpose of guidance/ monitoring against several regional governments to be focused, and consider a possibility of certain volume of fund to finance likely support activities to be proposed by regional governments during the facilitation process.

Aside from the facilitation model based on the technical guideline, which shall be extendable in common regardless region/ sector, two support models (as a support package) extendable both to ship-component and cacao processing industries in other regions have been acknowledged by the MoI (in the form of MoU among the stakeholders in case of ship-parts and the official statement of the Minister in case of cacao processing industry).

3. Number of success case (SMIs/ producers which realize the goal set in the Local Industry Action Plan)

Project documents The following number of SMIs/ producers has attained the challenge actions (main goals): 20 producers for Ulos fashion industry, 4 SMIs for Ship-part industry, 16 producers for Cacao processing industry and none for Rattan furniture industry.

Concerning the phase II target industries, achievement of the main goal is not reviewed, since the LWGs recognize that the LIAP implementation has been only half-way facilitated.

OUTPUTS (REVISED) 1. Platform for efficient service delivery is prepared as a base of SMI

development in each target region. 1-1 Local Working Groups are formulated

in target regions/industries and capable facilitators are assigned for preparing Local Industry Action Plan and facilitating its implementation.

Project documents Economic conditions of target industries are not deteriorated.

LWG was formulated for each of the 6 target industries in 5 regions (of phase I and II) through the issuance of SK by the head of regional governments, with having Dinas Industry & Trade in each region lead LWG, and involving the concerned stakeholders, and appointing facilitators, for preparing the LIAP and facilitating its implementation.

1-2 The web-based directory of services for SMIs, which can be updated periodically by DG-SMI, is developed for the use of staff of DG-SMI and Dinas.

Project documents and directory database (at web)

A support institution directory was prepared and uploaded in May 2015 (at the old website of the DG-SMI) and Dec. 2015 (at the new website), covering the profile data of the support institutions (72) both in target regions (5 provinces)/ at central level, so that the directory becomes available to the staffs of DG-SMI/ regional governments.

Secretariat of DG-SMI is advised to then discuss internally concerning the working rule for the continued updating/ expansion of the directory after completing the restructuring of DG-SMI in Apr. 2016.

2. Competitiveness of target SMIs in each target region is strengthened with efficient service delivery.

2-1 Number of the LWG meeting held. Project documents SMIs continue their economic activity in target regions.

66 LWG meetings were held by LWG both for the target industries of phase I and II in order to perform the assigned tasks (industry diagnosis, planning of the LIAP, facilitation/ monitoring of the LIAP implementation) or occasionally when special topics arise.

Although the meetings were mostly facilitated by the Expert Team in case of LWGs for ship-parts and ulos fashion, other LWGs held meetings voluntarily.

2-2 Number of support activity/ service facilitated among the proposed supports/ services in the Local Industry Action Plan.

Ditto. 183 support activities/ services have been facilitated by LWGs (see the details for each target industry in the Annex-8). A majority of the proposed supports in the LIAP has been already conducted for the phase I industries, while the LIAPs for the phase II industries have been commenced in Mar. 2015 with some key support activities. The Indonesian parties have largely financed most of the proposed support activities.

Support activities proposed/ assumed for the institutions out of ‘industry/ trade office line’, have not been facilitated as expected. Some of them officially belong to LWG, however, their commitment to support provision was deemed weak.

2-3 Number of SMI/ producers which have been receiving/ utilizing the support activity/ service facilitated.

Ditto. Almost 40 SMIs (of ship-parts industry), 28 producers (micro-sized business of cacao processing/ rattan furniture), and 80 producers (individual craftsperson of ulos fashion) received/ utilized support activity/ service at least once. However, target SMIs/ producers in focus, which were involved in the LIAP are limited to 12 SMIs, 21 producers, 20 producers respectively. In the

Note) SMI: Small and Medium Industry, MOI: Ministry of Industry, DG: Directorate General

phase II industries, the number of SMIs receiving/ utilizing support activity/ service (at least once) has so far amounted to 21 (of aloe processing) and 30 (of footwear). They are also target SMIs in focus, which have been involved in the LIAP.

2-4 Satisfaction (by most target SMIs) with the support activity/ service facilitated.

Project documents and result of questionnaire


2-5 Results (positive change) of the actions taken by the target SMIs/producers on the relevant aspects including the following;

Ditto. See the details for each target industry in the Annex-8.

3. The model for SMI development is established based upon experience and lessons obtained through activities performed under Outputs 1 and 2 to be applicable to other regions.

3-1 The guideline as reference materials for the newly established model to develop SMIs in the country is materialized.

Project documents and guideline

Strategic Plan of DG of SMI in MOI is sustained.

The technical guideline is materialized after the work model through a series of discussion with the guideline team in DG-SMI. The guideline (with a quick reference version) was prepared as a referential document on a voluntary basis mainly for the officers of regional governments.

3-2 Socialization workshop is organized by MOI.

Project documents The regional seminars were organized by DG-SMI in each target region of the phase I, where the Expert Team and a representative of each LWG shared the SMIDeP approach, experiences/ achievements, and good practices/ lessons learnt. Two (2) times of opportunity for national seminar were arranged by DG-SMI by using its national coordination meeting, which invited all the provincial Dinas Industry & Trade. Through these occasions, DG-SMI together with the Expert Team was able to explain SMIDeP facilitation model and advantage of following the model after the guideline by citing success cases of SMIDeP.

The seminar for ship-parts industry confirmed the consensus to extend the similar facilitation under the newly formulated program for acceleration of component certification. The seminar for cacao processing industry reached the consensus between the two DGs to applying the support model experienced in Central Sulawesi to other regions.

ACTIVITIES [Preparation of efficient service delivery platform] 1-1 Set up the project implementation unit organized by DG of SMI in MOI for overall management of the

Project. 1-2 In each target region, formulate Local Working Group to coordinate the activities for SMI development for

overall management of the Project. 1-3 Review and map the currently available institutions and services for SMI development by various entities

and service providers in each target region. 1-4 Establish the system to ensure efficient service delivery for SMIs. 1-5 Assign and train staff in charge at the local government who facilitate services by local and central

governmental institutions and private service providers for SMIs (Special attention shall be paid for the SHINDAN-SHIs).

1-6 Develop a Service Directory (paper based and web based) to introduce SMI support services by government and private institutions.

1-7 Facilitate and support activities of Local Working Group in each target region. 1-8 Monitor situation of service delivery in each target region. [Strengthening of SMIs] 2-1 Conduct regular meetings of Local Working Group in each target region 2-2 Analyze issue and needs of value chain and industrial linkage in target SMIs in each target region

(considering the target SMI’s type such as local resource-based industry and supporting industry). 2-3 Identify the goals, tasks, and activities for the development of the target SMIs based on the result of the

analysis done above. 2-4 Implement the identified activities by using improved service delivery mechanism. 2-5 Analyze/ evaluate the result of activities for development of target SMIs by Local Working Groups in each

region. [Establishing a model for SMI development] 3-1 Analyze and evaluate the experience which is acquired through Activities under Outputs 1 and 2 in each

region. 3-2 Identify contents and factors to constitute the model, which is adaptable to other regions. 3-3 Develop the guideline as reference materials for other regions to replicate and implement the model. 3-4 Organize workshop to socialize the model for other stakeholders. 3-5 Facilitate the necessary budgetary arrangement as well as formulate program to respond to the possible

requests from other provincial governments out of target areas.

INPUTS Indonesian side: - Appropriate number of

counterpart personnel in MOI

- Local cost necessary for counterpart in the project activities

Office space for the Project and facilities Japanese side: - Japanese experts for

required sectors - Local cost expenditure for

the project activities - Training of counterpart

personnel in Japan - Provision of equipment

necessary for the project activities

PRECONDITIONS Provincial and District/ City governments in model regions accept the Project.

<Issues and countermeasures>

- Prototype preparation or production of the new/ improved product, and product diversification, - Improvement in comments from users/ consumers, - Strengthening linkages among SMIs/ external stakeholders, - Expansion/diversification of the market and sales channel, and development of new market/

buyer, - Management performance (sales, employees), and, - Other relevant achievements (on institutional, entrepreneurial, financial assess, and other aspects)

Annex-3: Revised Plan of Operation (plan and actual)

PM Form3-3　Monitoring Sheet

Version 2Dated April 2016

Project Title: Project on Small and Medium Industry Development Based on Improved Service Delivery in Indonesia

Equipment

Training in Japan

ActivitiesSub-Activities GoI JICA

: Initial plan : Actual implementation : Plan for the future

None N/AActual

NewsletterPlan

None N/AActual

Public Relations

Website (JICA technical cooperation project website)Plan

Project Completion ReportPlan

None N/AActual

None N/AActual

Progress Report/ Monitoring SheetPlan Monitoring Sheets are to be prepared

as Progress Report. None N/AActual

Reports/Documents

Work PlanPlan Ver.4 has been cancelled at the time

of the contract for Phase II.

Post Monitoring Plan

To be scheduled. None N/AActual

Joint Monitoring Plan

None N/AActual

Monitoring Mission from JapanPlan Has been done in the mid of January

2015. None N/AActual

Submission of Monitoring Sheet Plan Introduced the monitoring system since

the mission below, thus submitting theperiodic monitoring sheet.

None N/AActual

Set-up the Detailed Plan of OperationPlan

None N/AActual

Joint Coordination Committee/ PIU-LWG Joint MeetingPlan PIU-LWG Joint Meeting is added to

reinforce progress sharing betweencentral and regional gov.

None N/AActual

MonitoringⅣ Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ

2014 2015 2016Remarks

ⅡIssue Solution

Ⅱ Ⅲ Ⅳ Ⅰ

Duration / Phasing Plan Actual

Monitoring PlanPlan 2013

Actual Ⅰ Ⅱ Ⅲ

3.5Facilitate the necessary budgetary arrangement as well asformulate program to respond to the possible requests fromother provincial governments out of target areas

Plan

GoI/ JICA

DG-SMI has issued a letter to officialise the announcement at thenational meeting at Bengkulu concerning the extension of a facilitationmodel of the SMIDeP based on the guidelline to other regions, withthe terms/ conditions to be met by the regional governments willing toparticipate in the extension stage. The Expert Team has then assistedDG-SMI in conducting a consultative session to those regional gov.which responded to the letter, using an occasion of the nationalmeeting in Mar. 2016.

N/A

Actual

3.4Organize workshop to socialize the model for otherstakeholders

Plan GoI/ JICA

Seminars for dissemination of local industry facilitation by SMIDePapproach were conducted both at reginal level (the target 3 provincesfor the Phase I) and national level with the participants from allprovincial Dinas industry & Trade.

N/AActual

3.3Develop the guideline as reference materials for otherregions to replicate and implement the model

Plan GoI/ JICA

The guideline was firstly drafted by the Expert Team in Sep. 2015.This was then reviewed among the guideline team, and revised upontheir comments, in parallel to the intermittent discussion on theposition/ usage of the guideline with the guideline team.

N/AActual

The guideline team and the Expert Team reviewed the efficacy/practicability of SMIDeP approach thru the questionnaire to LWGs,and analysed the answers to the questionnaire in order to provide theinputs for design of work model/ technical guideline.

N/AActual

3.2Identify contents and factors to constitute the model, whichis adaptable to other regions

Plan GoI/ JICA

The Expert Team and the guideline team both discussed that thecomposing elements of the work model include i) implementation set-up, ii) steps/ method for local industry facilitation, and iii) supportresources information.

N/AActual

3.1Analyze and evaluate the experience which is acquiredthrough Activities under Outputs 1 and 2 in each region

Plan GoI/ JICA

Output 3: Establishment of model for SMI development based on experience/ lessons learned through activities under Outputs

2.5Analyze and evaluate the result of activities fordevelopment of target SMIs by LWG in each region

Plan GoI/ JICA

The evaluation meetings for the Phase I industries were conducted,reviewing the achivements and results of the questionnaire interviewsurvey to the target SMIs conducted by each LWG beforehand.

N/AActual

2.4Implement the identified activities by using improvedservice delivery mechanism

Plan GoI/ JICA

A majority of the proposed supports/ services in the LIAP has beenalready conducted for the Phase I industries, and LWGs for thePhase II industries have been also facilitating the support activitiessince March 2015. LWGs for cacao/ ship-parts have been ideally andeffectively utilizing the platform, in terms of the achievements.

N/A

Actual

2.3Identify the goals, tasks, and activities for the developmentof the target SMIs based on the result of the analysis doneabove

Plan GoI/ JICA

Already prepared the LIAP both for the Phase I and II industries,consisting of challenge action, target SMIs and support activitiesproposed by LWG, and revised according to the progress/ necessity(for the Phase I industries).

N/AActual

Has been held once in 2 months for performing the assigned tasks(industry diagnosis, planning of the LIAP, facilitation/ monitoring of theLIAP implementation) or occasionally when special topics arise.

N/AActual

2.2Analyze issue and needs of value chain and industriallinkage in target SMIs in each target region

Plan GoI/ JICA

Already conducted thru field visit/ LWG meeting both for the Phase Iand II industries, bringing the idea of what actions/ supports to beproposed at the next step of the Local Industry Action Plan (LIAP).

N/AActual

2.1 Conduct regular LWG meetings in each target regionPlan

GoI/ JICA

Output 2: Strengthening of competitiveness of target SMIs with efficient service delivery

1.8 Monitor situation of service delivery in each target regionPlan

GoI/ JICARegion Teams of PIU periodically monitor the situation of supportdelivery (progress of Local Industry Action Plan) by LWGs throughthe JCC/ joint-meeting with LWG in order to figure out achivementand issues of facilitation of LWGs.

N/AActual

1.7 Facilitate and support LWG activities in each target regionPlan

GoI/ JICAAmong the Region Teams, that for Samosir has been deemed moreactive in assisting LWG to facilitate the better support activitiesthrough providing the guidance/advice and attending LWG meetings.

N/AActual

1.6Develop a Service Directory (paper based and web based)to introduce SMI support services by government andprivate institutions

Plan GoI/ JICA

Uploaded at the new website of the DG-SMI in Nov. 2015,accommodating the profile data of support institutions in every targetregion (5 province) and central level.

N/AActual

1.5Assign and train staff in charge at the local governmentwho facilitate services by local/ central governmentalinstitutions and private service providers for SMIs

Plan GoI/ JICA

Already assigned the staffs in charge including facilitators, andtrained C\Ps at the working level through facilitation training for bothPhase I and II.

N/AActual

1.4Establish the system to ensure efficient service delivery forSMIs

Plan GoI/ JICA Formulated the system for efficient service delivery (platform for local

industry development) for the target industries of both Phase I and II. N/AActual

N/AActual

1.3Review and map the currently available institutions andservices for SMI development by various entities andservice providers in each target region

Plan GoI/ JICA

Already reviewed and profiled the service providers/ supportinstitutions in the target regions of both Phase I and II together withthose at central level.

N/AActual

Ⅰ Ⅱ

Already established PIU with a decision letter (SK) of DG-SMI,comprising of the teams of advisor, coordination, region (for fieldsupport), support directory and capacity building. Revised SK to i)add the region team members, and ii) newly establish the guidelineteam.

N/A

Actual

1.2In each target region, formulate LWG to coordinate theactivities for SMI development for overall management ofthe Project

Plan GoI/ JICA

Already formulated each of 6 target industries in 5 regions, havingDinas Industry & Trade in each region lead LWG, appointingfacilitators and involving the concerned support institutions.

1.1Set up PIU by DG-SMI in MoI for overall management ofthe Project

Plan GoI/ JICA

Output 1: Preparation of platform for efficient service delivery for SMI developmentⅢ Ⅳ Ⅰ Ⅱ

Issue & Countermeasures2016 Responsible Organization

AchievementsActual Ⅰ Ⅱ Ⅲ Ⅳ Ⅰ Ⅱ Ⅲ Ⅳ

Plan 2013 2014 2015

Counterpart Training on SMI Support Policy and MeasuresPlan 12 participants completed the

training while 2 MoI officialsparticipated as observers.Actual

Laser printerPlan

None N/AActual

N/AActual

PhotocopierPlan

None N/AActual

ComputerPlan

None

Izumi Ogawa (Project Coordinator/ SMI DevelopmentAssistant)

Plan None N/A

Actual

Yoichi Yamazaki (SMI Service Delivery (1))Plan

None N/AActual

Ahmad Subagyo (Financial Access)Plan

None N/AActual

Yoko Tanaka (Region III (Local Industry Development))Plan

None N/AActual

Hiromichi Hara (Region II (Supporting IndustryDevelopment) (2)/ SMI Service Delivery (2))

Plan None N/A

Actual

ActualTakuya Okada (SMI Development (2)/ Region II(Supporting Industry Development) (1))

Plan None N/A

Actual

None N/AActual

ⅡⅣ

Keisuke Sugiyama (Deputy Chief Advisor/ Region I (LocalIndustry Development))

Plan None N/A

Ⅲ

Expert

Taro Tsubogo (Chief Advisor/ SMI Development (1))Plan

Ⅰ ⅡⅠ Ⅱ Ⅲ Ⅳ Ⅱ Ⅳ

Project Monitoring Sheet II (Revision of Plan of Operation)

Monitoring

Remarks Issue SolutionInputs Ⅲ Ⅰ

2016Actual

Plan 2013 2014 2015

N/ANone

Ⅰ

Annex-4: Memorandum of equipment handover

Annex-5: Itinerary of comparative study to Japan and list of participants

Annex/ Lampiran-5

Course Name : Counterpart Training for the Project on Small and Medium Industry Development Based on Improved Service Delivery in Indonesia

Participants : 14 persons (Indonesian nationals only) Country : Indonesia Training Period : Sunday, 12 January 2014 – Friday, 24 January 2014

Training Itinerary Date Activities Purposes Place of stay

12 Jan. (Sun)

Late night: Departure from Jakarta International Airport

JL726 On the plane

13 Jan. (Mon: holiday)

Morning: Arrival at Narita, and moving to hotel in Tokyo

Check-in at Hotel Sunroute Plaza Shinjuku Sunroute Plaza Shinjuku Tokyo

14 Jan. (Tue)

9:00-12:00: TIC Lunch 14:00-15:00: Private Sector Development Div. 1, Industrial Dev. and Public Policy Dept., JICA Evening: Moving from Haneda Airport to Matsuyama Airport

- Briefing by JICA briefing staff - Courtesy call and a report on the project activities JL1469: 17:30-18:55 Check in at Hotel Tokyu-Inn Matsuyama

Tokyu-Inn Matsuyama

15 Jan. (Wed)

10:00-10:30: International Affairs Div., Economic and Labor Dept., Ehime Prefectural Govt. 10:30-12:00: Industrial Policy Div., Economic and Labor Dept. Lunch (in the office or nearby) 13:00-15:00: Management Support Div./ Industry Creation Div., Economic and Labor Dept. 15:30-17:00: Marketing Bureau/ Tourism and Local Products Div., Economic and Labor Dept.

- Courtesy call - To learn about prefectural policies on economic/ industrial development, especially important programs on support to local industries/ SMIs, and a one-stop support system (a support desk and a supporter system) - To learn about support activities for the existing local industries/ SMIs (on product development, market development, and finance) including the followings, support for the creation of new industries, and cooperation with the central government for these support activities * Program for enhancing utilization of local resources, fund support for agriculture-commerce-industry collaboration. - Learn about basic policy for local specialty product promotion and programs, including branding, promotion facility development, and making supporter system, and their implementation

Ditto

16 Jan. (Thu)

9:00-11:00: Ehime Industrial Promotion Foundation Lunch (at the Techno Plaza Ehime) 12:30-14:30: Ehime Institute of Industrial Technology (Food Industry Technology Center) 17:00~: Ehime University

- To learn about overview of the foundation’s activities, support activities including the followings and their success cases * Ehime Regional Business Creation Fund/ SME Challenge Fund (a subsidy scheme to create new business and explore new markets) and business matching service - To learn about overview of the institute’s activities (especially the Food Technology Center), facilities and equipment, contents of R&D support including the followings, and development and dissemination of general-purpose technology * R&D support through industry-academia-government collaboration, technical consultation, seeds/ needs matching service - Reception party with Indonesian students

Ditto

17 Jan. (Fri)

09:00-10:00: Imabari Local Industrial Promotion Center 10:20-12:00: Shikoku Towel Industry Association and a facility tour of the

- To learn about overview of the center’s activities, support activities to local industries (ship parts and towels/ textiles), and its outcomes and issues - To learn about overview of the association’s activities, background of the establishment, contents of joint activities,

Imabari International Hotel Imabari

Annex/ Lampiran-5

Texport Imabari Lunch (nearby) 13:00-14:00: Visit to an association member company 15:00-16:00: Onishi Shipbuilding-related Industry Cooperative 16:30-17:00: Visit to the cooperative member company (one or two)

efforts for branding, coordination with the government support, etc. - To visit and interview SMI of towel manufacturer - To learn about overview of the cooperative’s activities, background of the establishment, contents of joint activities, efforts for market development, coordination with the government support, etc. - To visit and interview SMI of ship components

18 Jan. (Sat)

09:30-12:30: Uchiko Fresh Park KaRaRi (Direct promotion facility of agricultural processed products) 14:00-15:30: Iyo Textile (Pattern Folk) Craft Museum Afternoon: Moving from Matsuyama to Haneda Airport

- To learn about the direct promotion facility of agricultural processed products, its management system, and efforts of product development and quality improvement through market/ customer tests at the shop - To learn about measures to promote traditional textile crafts (artifacts) and cases of product development utilizing traditional textile JL1472: 17:05-18:35 Re-check in at Hotel Sunroute Plaza Shinjuku

Sunroute Plaza Shinjuku Tokyo

19 Jan. (Sun)

Holiday Ditto

20 Jan. (Mon)

Morning: Self-study 13:30-15:30: Organization for Small and Medium Enterprises and Regional Innovation (SMRJ)

- To review learning and check its outcomes - To learn about overview of national programs and support measures on local economic and industrial development, including program for enhancing utilization of local resources, fund support for agriculture-commerce-industry collaboration, overview and outcomes of support for market development and fund schemes (SME Challenge Fund, etc.), and cooperation with local governments, etc.

Ditto

21 Jan. (Tue)

10:00-16:00: Hitonomori Co. Ltd. at KRI International Corp.

- To learn about product and regional branding strategy and cases study of regional branding in Japan

Ditto

22 Jan. (Wed)

10:00-12:00: Antenna shop of Ehime, Setouchi-Shunsaikan 13:30-14:30: KITTE, Marunouchi, Tokyo Station 15:30-: KRI International Corp.

- To visit an antenna shop and learn about its management system, cooperation with the local government and product suppliers, selection of products to be displayed, and outcomes - To visit a facility for promotion of local specialty products and learn about its facility layout - To discuss and share the results of training

Ditto

23 Jan. (Thu)

10:00-11:00 Training evaluation (at JICA) 14:00-15:30 Embassy of Indonesia in Tokyo

- To present the training results and feedbacks to the project activity - To report the training results

Ditto

24 Jan. (Fri)

Morning: Moving from Shinjuku to Narita Airport Arrival at Jakarta International Airport

JL725 Return to Indonesia

Annex/ Lampiran-5

List of Participants for the Comparative Study to Japan

No. Classification Name Position

1

Central Government The Ministry of Industry

Bayu Fajar Nugroho Head of Cooperation Sub-division, Legal & Cooperation Division, Secretariat General of DG-SMI

2 Lismaniar Siagian Head of Sub-directorate of Metal, Transportation Equipment, Creative & Tele-communication Industries, Directorate for SMI Region I of DG-SMI

3 Satrio Pratomo Staff, Textile Industry Section, Sub-directorate of Craft & Textile Industries, Directorate for SMI Region I of DG-SMI

4 Eripson Mangasi H. Sinaga

Head of Metal Industry Section, Sub-directorate of Metal, Transportation Equipment, Creative & Tele-communication Industries, Directorate SMI Region II of DG-SMI

5 Manosetta Satria Srigama Staff, Metal Industry Section, Sub-directorate of Metal, Transportation Equipment, Creative & Tele-communication Industries, Directorate SMI Region II of DG-SMI

6 Dwi Yogo Pamudji Head of Chemical & Building Material Industries, Sub-directorate of Food, Chemical, & Building Material Industries, Directorate SMI Region III of DG-SMI

7 Flori Indrasanti Staff, Evaluation & Reporting Section, Sub-directorate of Program, Evaluation & Reporting, Directorate SMI Region III of DG-SMI

8

Local Working Group

Region-I

Sumitro M. Simbolon Head of Industry Division, Dinas Cooperative, Industry & Trade of Samosir Regency

9 Local Working

Group Region-II

Abdul Honi Head of Dinas Industry & Trade of Tegal Regency

10 Amin Thoyib Mustofa Functional staff, Dinas Industry & Trade of Tegal Regency

11 Local Working

Group Region-III

Bambang Andry Mustanto

Head of Agro, Fishery and Chemical Industries Section, Industry Division, Dinas Cooperatives, SMEs, Industry & Trade of Central Sulawesi Province

12 Evyana Marwati Bangkel Head of Forestry, Building Material and Craft Industry Section, Industry Division, Dinas Cooperatives, SMEs, Industry & Trade of Central Sulawesi Province

Observers (self-financed participants)

13 Central Government The Ministry of Industry

Busharmaidi Secretary to DG-SMI

14 Dodi Widodo Head of Program, Evaluation & Reporting Division, Secretariat of DG-SMI

Annex-6: List of C/Ps involved in the Project Implementation Unit (PIU)

and Local Working Groups (LWGs)

Annex-6

The List of C/Ps involved in the PIU and LWGs Project Implementation Unit (PIU)

Members of Supervising Team Position Name Institution

Advisor Euis Saedah Director General for SMI Head Busharmaidi Secretary for DG-SMI Member Reisend Emil Panjaitan Director of SMI Region I Roy Sianipar Director of SMI Region II Endang Suwartini Director of SMI Region III Riris Marhadi Secretary for Directorate General of International Industry Cooperation

(DG-IIC) Mujiyono Head of Industry Training Institute (Pusdiklat)

Members of Coordination Team Position Name Institution

Lead Janu Suryanto Head of Legal & Cooperation Division, Secretariat of DG-SMI Member Kastoro Head of Foreign Aid Division, Secretariat of DG-IIC Bayu Fajar Nugroho Head of Cooperation Section, Secretariat of DG-SMI Eko Agus Nugroho Head of Technical Assistance Administration Section, Secretariat of DG-IIC Indra Akbar Dilana Staff of Secretariat of DG-SMI

Members of Region I Team Position Name Institution

Lead Lismaniar Siagian Sub-director of Craft and Textile Industry, Directorate of SMI Region I Member Nurhayanti Gobel Sub-director of Food, Chemical and Building Material Industry, Directorate of

SMI Region I Kris Sasono Ngudi

Wibowo Head of Program Section, Directorate of SMI Region I

Multizamiati Nizam Head of Textile Industry Section, Directorate of SMI Region I Bhakti Widyasari Ikaningtyas Head of Food Industry Section, Directorate of SMI Region I Satrio Pratomo Staff of Craft Industry Section, Directorate of SMI Region I

Members of Region II Team Position Name Institution

Lead Darmanto Sub-director of Metal Product, Transportation, Creative and Telematics Industry, Directorate of SMI Region II

Member Ismodian Sub-director of Craft and Textile Industry, Directorate of SMI Region II Asrin Naholo Sub-director of Offshore Structure and Components Industry, Directorate of

Maritime, Aerospace and Defence Equipment Industry Budi Hartono Head of Program Section, Directorate of SMI Region II Eripson Mangasi H. Sinaga Head of Metal Product and Transportation Industry Section, Directorate of SMI

Region II Ciska Farida Ariany Section of Textile Industry, Directorate of SMI Region II Manosetta Satri Srigama Staff of Metal Product and Transportation Industry Section, Directorate of SMI

Region II

Members of Region III Team Position Name Institution

Lead Musnidar Sub-director of Food Industry, Directorate of SMI Region III Member Edi Suhendera Head of Program Section, Directorate of SMI Region III Sunandar Head of Food Industry Section, Directorate of SMI Region III Dwiyogo Pamudji Head of Chemical and Building Material Industry, Directorate of SMI Region

III Sukma Paramita Dewi Staff of Food Industry Section, Directorate of SMI Region III

Members of Service Directory Team Position Name Institution

Lead Dody Widodo Head of Program, Evaluation & Report Division, Secretariat of DG-SMI Member Tri Harsono Head of Data and Information Section, Secretariat of DG-SMI Parentina Meinawaty Staff of Data and Information

Annex-6

Members of Technical Guideline Team Position Name Institution

Lead Janu Suryanto Head of Legal & Cooperation Division, Secretariat of DG-SMI Member Bayu Fajar Nugroho Head of Cooperation Section, Secretariat of DG-SMI Eripson Mangasi H. Sinaga Head of Metal Product and Transportation Industry Section, Directorate of SMI

Region II Heru Kustanto Head of Program, Evaluation and Reporting, Secretariat of Directorate General

of Regional Development Sri Yunianti Sub-director of Regency/City Core Competence Industry, Directorate of

Industrial Facilitation Development Region II Indra Akbar Dilana Staff of Secretariat of DG-SMI Angga Walesa Yudha Staff of Secretariat of DG-SMI Satrio Pratomo Staff of Craft Industry Section, Directorate of SMI Region I Manosetta Satri Srigama Staff of Metal Product and Transportation Industry Section, Directorate of SMI

Region II Sukma Paramita Dewi Staff of Food Industry Section, Directorate of SMI Region III Siti Nurkomariah Staff of Chemical and Building Material Industry Section, Directorate of SMI

Region III

Members of Capacity Building Team Position Name Institution

Lead Mayerfin Head of Training Standard Sub-division, Pusdiklat Member Setia Diarta Head of Vocational Training Sub-division, Pusdiklat Ni Wayan Yuni Widayanti Head of Extension Officer Section, Pusdiklat

Local Working Groups (LWGs)

Members of LWG for Ulos fashion industry in Samosir Regency: Position Name Institution

Chair Hotraja Sitanggang The head of Diskoperindag Samosir Deputy-chair Ombang Siboro The head of Dinas Tourism, Art & Culture (Disparsenibut), Samosir Secretary Sumitro Mardi Simbolon The head of Industry Division, Diskoperindag Samosir Member Yani Pane The head of Industry Division, Disperindag North Sumatra Marudut Tua Sitinjak Regional Development Planning Board (Bappeda), Samosir R Arthe M Simbolon Regional Handicraft Council (Dekranasda), Samosir Herdon Simbolon Hotel and Restaurant Industry Association (PHRI), Samosir

(Facilitator) Grecy M. Simbolon Field extension officer, Diskoperindag Samosir Mangasi Situmorang CU (Credit Union) Dame Samosir Rolika Manik Ulos producer group Tigor Siahaan Lauputi Vocational School, Toba Samosir Sihol Simbolon Bank of North Sumatra Lince Nainggolan NGO Consultant

Members of LWG for metalwork (ship-parts) industry in Tegal Regency: Position Name Institution

Chair Abdul Honi Head of Disperindag Tegal Secretary Arifin, SE Head of Industry Division, Disperindag Tegal Deputy-secretary Edy Suharno, ST Head of Metalwork & Machinery Section, Industry Div., Disperindag Tegal Member Mukti Sarjono Head of Industry Div., Disperindag Central Java Abdullah AN Member of Kadinda Sutardi Head of Tegal Branch, BI Munadi, S. Sos Bappeda Tegal (Facilitator) Amin Totib, ST Staff, UPL, Disperindag Tegal Syaeful Bahri, ST SMI Diagnosis Consultant, Disperindag Tegal

Members of LWG for cacao processing industry in Central Sulawesi Province Position Name Institution

Chair Bambang Musthofa Head, Agricultural, Marine & Chemical Product Industry Section, Industry Division, Diskumperindag Central Sulawesi

Secretary/facilitator Yiska Elvis L SMI Diagnosis Consultant, Diskumperindag Central Sulawesi

Annex-6 Member Muslimin Tadulako University Yuslam Head of Small Industry Division, Disperindagkop Palu Toni Sawolino Head, Estate Dev. Division, Dinas Agriculture Central Sulawesi Toni Mangitung Indonesian Cacao Traders’ Association (ASKINDO)

Members of LWG for rattan furniture industry in Central Sulawesi Province Position Name Institution

Chair Evyana Marwati B Head of Forestry Product & Handicraft Industry Section, Industry Division, Diskumperindag Central Sulawesi

Secretary/facilitator Syarifudin SMI Diagnosis Consultant, Disperindagkop Palu Member Jeremia Tapusa Head of Industry Division, Disperindagkop Palu Alfred Lamandasa Field Extension Officer, Diskumperindag Central Sulawesi Mahmud Laga Center for Utilization Monitoring of Forest Product Region XIV Suaza Arsal ASMINDO

Members of LWG for aloevera processing industry in Pontianak City: Position Name Institution

Chair Specified job position Head of Disperindag West KalimantanDeputy-chair Ditto Secretary of Disperindag West KalimantanSecretary Ditto Head of Chemical, Agro & Forestry Product Industries Division, Disperindag

West Kalimantan Member Ditto Head of Agricultural Product Processing & Marketing Division, Dinas Food

Crop Agriculture & Horticulture West Kalimantan Ditto Head of Empowerment of MSMEs & Cooperatives Division, Dinas MSEMs &

Cooperatives West Kalimantan Ditto Head of Training Unit-SMI, Disperindag West Kalimantan Ditto Head of Industry Division, Dinas Industry, Trade, SMEs & Cooperatives

Pontianak Ditto Head of Agriculture & Forestry Division, Dinas Agriculture, Fishery &

Forestry Pontianak Ditto Head of Technical Service Development Section, Baristand Pontianak Ditto Head of Development, Monitoring, Prevention of Industrial Pollution Section,

Dinas Industry, Trade, SMEs & Cooperatives Pontianak Ditto Head of Production Development Section, Chemical, Agro & Forestry Product

Industries Division, Disperindag West Kalimantan Ditto Head of Industrial Facility Section, Chemical, Agro & Forestry Product

Industries Division, Disperindag West Kalimantan Ditto Head of Business Development Section, Chemical, Agro & Forestry Product

Industries Division, Disperindag West Kalimantan (Facilitator) Erni Sulissiawati Head of Admin. Section, Training Unit-SMI, Disperindag West Kalimantan Sumarna Functional Staff, Disperindag West Kalimantan Parningotan Functional Staff, Disperindag West Kalimantan

Members of LWG for footwear industry in Mojokerto City Position Name Institution

Chair Specified job position Secretary to Diskoperindag MojokertoSecretary Ditto Head of Industry Div., Diskoperindag Mojokerto Member Ditto Head of Disperindag East Jawa Ditto Head of Indonesian Footwear Industry Development Center, MoI Ditto Head of City Development Planning Board Mojokerto Ditto Head of Dinas Labor & Transmigration Mojokerto Ditto Head of Economic Affairs Division, Mayor’s Office Mojokerto Ditto Head of Development Affairs Division, Mayor’s Office Mojokerto Ditto Head of Prajuitkulon District, Mojokerto(Facilitator) Ditto Head of Industrial Technology Dev. Section, Diskoperindag Mojokerto(Facilitator) Ditto Head of Business Dev. Section, Diskoperindag Mojokerto Ditto Head of Business Development Section, Chemical, Agro & Forestry Product

Industries Division, Disperindag West Kalimantan Ditto (3 persons) Head of 3 Sub-districts, Prajuitkulon District, Mojokerto Observer Ali Mashud Secretary to Indonesian Footwear Association (APRISINDO) East Java David S. Kodrat Faculty of Economics, Ciputra University Surabaya

Annex-7: The Local Industry Action Plan (LIAP) and the initial target SMIs

* List of the target SMIs in detail (including contact information) was provided to JICA

RENCANA AKSI untuk Industri Fasyen Ulos di Kabupaten Samosir (Local Industry Action Plan for Ulos Fashion Industry, Samosir)Tantangan Aksi:

Sasaran: 20 pengarajin gedokan, 10 pengrajin ATBM, 1 unit assosiasi IKM (KUB Harungguan)

Durasi: November 2013-December 2015 Des 2014_Ver.03

No Kegiatan Penjelasan Output Indikator Sasaran PIC Pihak yang terlibat Periode

I Bahan Baku/ Input Supply

1 Dukungan APBD untuk supplybenang

Input supply untuk pengadaan benang bisa diakses dari belanjaAPBD. Diskoperindag mengupayakan bisa mengalokasikanpengadaan benang dan menyesuaikannya dengan kebutuhanpengrajin dan orderan yang ada.

Ada 2-3 boom benang yang bisadidatangkan dari Majalaya

2-3 boom benang terpakai olehpengrajin

10 pengrajin Diskoperindag Samosir (AdaAnggaran)

Diskoperindag Samosir Agust-Sep 2014

2 Dukungan Kementrian DijjenIKM untuk supply benang

Akses kemungkinan bantuan benang dari Kemenperi sehinggakebutuhan dapat teratasi

Ada 2-3 boom bantuan dariKemenperi


10 pengrajin Kemenperi (Diharapkan adaanggaran dari Kemenperi)

Kemenperi,Diskoperindag Samosir

Jan-Des 2015

3 Dukungan Bidang Koperasiuntuk supply benang

Bidang koperasi menyediakan dana Bansos untuk bisa diakseskoperasi yang telah berdiri. Sentra pengrajin IKM Fashion akandidirikan dalam satu wadah koperasi sehingga memudahkanprogram pengembangan IKM fashion tenun ulos

Ada benang yang dapat dipakaiuntuk penghanian ke dalam boom


10 pengrajin Diskoperindag Samosir (AdaAnggaran)

Bidang Koperasi Jun-July 2015

4 Dukungan CSR Bank SumutUntuk supply benang

Dengan adanya Bank Sumut sebagai lembaga permodalan dalamPokja ini akan memudahkan koperasi IKM Fashion Tenunmengakses dana CSR untuk pengadaan benang

Ada benang yang dapat dipakaiuntuk penghanian ke dalam boom


10 pengrajin Bank Sumut (Diharapkan adaanggaran dari Bank Sumut)

Diskoperindag, BankSumut

Jun-July 2014

5 Linkages bisnis dengansupplier benang (bahanbaku) untuk tenun ATBM

Selama ini kebutuhan bahan baku khusus tenun ATBMberasal dari Majalaya Kab. Bandung yang jumlah(kuantitasnya) terbatas serta pemesanan yang relatif lama.Hanya ada satu pedagang benang (supplier lokal) yangmengusahakannya.

Ada MOU antara pengrajin(kelompok pengrajin) dan Suplierbenang dari Majalaya KabupatenBandung. Ada MOU denganbeberapa suplier benang lainnyaselain dari kabupaten Majalaya.

Terjadinya transaksipermintaan benang danpengiriman benang darimajalaya ke kelompokpengrajin ATBM

10 KelompokPengrajin ATBM danSupplier Majalaya

Dinas Koperindag Samosir(Ada Anggaran)

Pokja, Diskoperindagsamosir, BappedaSamosir, Kemenperin

Maret-April 2015

6 Akses pinjaman kredit Diskusi anggota KUB pada Bulan Desember menymipulkan bahwaanggota tidak punya modal untuk membeli bahan baku dan materiallainya untuk membuat produk diversifikasi.

Ada akses dana untuk mendukungdana awal KUB dan pengrajin lainnya

Ada kredit pinjaman bagi KUBdan pengrajin lainnya

KUB Harungguan Diskoperindag Samosir Bank Sumut, CU Dame Maret-April 2015

II Proses Produksi

1 Pelatihan Produk Kerajinan Pengrajin mampu membuat produk kerajinan berbahan kain tenunulos sehingga ada alternative produk selain kain tenun untukdipasarkan. Hal ini juga akan menambah nilai tambah produk

Ada produk-produk kerajinanberbahan kain tenun

Muncul nya produk produkkerajinan dan terjualnya dipasar lokal

10 pengrajin, 10kelompok penjahit, 2anggota PKK dariDeskranasda

JICA (Ada Anggaran) Diskoperindag Samosir,Dinas Sosial dan tenagakerja dan Deskranasda

Maret 2014

2 Lomba Protype hasil pelatihanProduk Kerajinan

Setelah diadakan pelatihan produk kerajinan selama 4 haridiharapkan akan ada kegiatan untuk memperlombakan hasilpelatihan. Peserta yang terpilih 3-5 orang peserta akandiikutsertakan dalam kegiatan berikutnya yaitu TOT

Ada 3-5 orang pengrajin yang terpilihuntuk mengikuti kegiatan TOT

Peserta yang terpilih mampumembuat produk kerajinanyang unik dan menarik sertapunya harga jual

10 pengrajin, 10kelompok penjahit, 2anggota PKK dariDeskranasda

JICA (Ada Anggaran) Diskoperindag Maret 2014

3 Pelatihan pengembangandesign

Setelah muncul kandidat designer lokal yang potensial perludiperkuat kapasitasnya sehingga mampu untuk menciptakan design-design tenun motif ulos yang inovatif bagi pengrajin. Diharapkankedepannya secara berkelanjutan terjadi mekanisme bisnis dariproses tersebut antara designer dan pengrajin. Ada 3 tahapanpelatihan selain TOT, yaitu Tahap 1 : Pengembangan pola pikirkreatif dan ketrampilan teknis, Tahap 2 : Pengembangan design danstandarnisasi product, Tahap 3 : Desain sesuai trend global dansegmentasi pasar.

Adanya pengembangan design barubaik dalam fashion maupun productlainnya

Munculnya beberapa designbaru dalam fashion danaplikasinya dalam aksesorislainnya seperti sepatu dan tas

3 desainer baru dan 10pengrajin ATBM serta 20pengrajin gedokan

Ditjen IKM, DisperindagPropinsi, JICA (AnggaranDiharapkan dari Ditjen IKMdan JICA)

DisKoperindag Samosir,Designer dari jakarta(Dina Mediani) dan darimedan

April-May 2014

4 Fasilitasi ATBM baru bagipengrajin

Dalam rangka pengembangan perluasan area sentra baru dan akanturunnya bantuan ATBM 2 unit dan 1 unit alat hanni dalam waktudekat.

Adanya rumah produksi yang baru disekitar sentra lama di desa LumbanSuhi-suhi

2 unit ATBM yang baru dan 1unit hanni dalam sentra yangbaru

3 pengrajin ATBM Kemenperin (Ada Anggaran) Dekranasda Sep-Des 2013

1. Meningkatkan penjualan produk fashion berbahan kain motif ulos yang modis di pasar high-end dimana proses desainnya bekerja sama dengan desainer dari Jakarta.

2. Meningkatkan penjualan suvenir (aksesoris, kerajinan, dll) berbahan kain motif ulos dikalangan wisatawan dimana proses desainnya bekerja sama dengan desiner lokal dan juga dengan industri pariwisata dalam hali

5 Magang pengrajin tenun ulosATBM baru ke sentra tenun diJepara, Jawa Tengah

Dibutuhkan magang bagi pengrajin selama 2 minggu munculnya pengrajin yang siapuntuk kegiatan untuk pembuatan protype dan diversifikasi produk

pengrajin mampu melakukantenun ikat motif harongguanuntuk diversifikasi produk

2 pengrajin JICA (Ada Anggaran) Diskoperindag Samosirdan lembaga yangmenerima pengrajin

Nov-Des 2013

6 Pembuatan prototype productfashion menjadi tas, dompet,sepatu sendal, dasi, scarf danpelatihan pembuatan product

Sebagai lanjutan pelatihan produk kerajinan Diskoperindag akanmengadakan pelatihan lanjutan Prototype sebagai contoh bagipelaku untuk di pasarkan sebagai produck yang siap pakai untukpasar high-end dan pariwisata sebagai produk oleh-oleh

ada beberapa sampel pro typevariant product

beberapa variant product lakudi pasarkan

22 peserta yang telahmendapatkan pelatihanproduk kerajinan

Diskoperindag Samosir (AdaAnggaran dan DiharapkanAnggaran dari DisperindagPropinsi)

Juni 2014

7 Dukungan Deskranasdakepada dua ornag pengrajinyang magang dari Jeparauntuk intensive penghanianbenang ke boom ATBM danpewarnaan

2 orang pengrajin intensive untuk melakukan pengbooman sendiridengan mesin hanni yang tersedia serta melakukan pewarnaan.Selama melakukan pengebooman pengrajin akan dibiayai darianggaran Deskranasda sehingga 2 orang pengrajin yang telahmengikuti magang di Jepara mampu melakukan pengebooman danpewarnaan sendiri. Hal ini juga bertujuan untuk memulai pembuatantenun ikat Harongguan

2 orang pengrajin mampu melakukanpengebooman dan pewarnaansehingga tidak perlu mendatangkanboom benang dari Majalaya

3 boom benang mampu terisidengan jangka waktu kuranglebih 2 bulan. 2-3 lembar kaintenun ikat dapat terselesaikan

2 pengrajin yang telahmengikuti magang diJepara (Natalia danSondang)

Deskranasda danDiskoperindag Samosir (AdaAnggaran)

Diskoperindag Samosir Jun-July 2015

8 Training penghanian danpewarnaan bagi 8 pengrajinlainnya yang dilatih oleh 2orang pengrajin yang magangdari Jepara

Setelah Natalia dan Sondang telah mampu melakukanpengebooman sendri akan diadakan pelatihan penghanian boomkepada pengrajin lainnya. Sehingga ada transfer ilmu bagi pengrajinlainnya.

8 orang pengrajin lainnya mampumelakukan penghanian ke boomdemikian juga pewarnaan

masing-masing pengrajinmampu mengisi 1 boom

8 pengrajin Deskranasda danDiskoperindag Samosir (AdaAnggaran)

Dekranasda danDiskoperindag Samosir

Nov-Dec 2015

9 Bimbingan teknis dan magangke pembuatan zat warna alam

Perlunya alternative pewarnaan alami sebagai salah satu kegiatanyang berkaitan dengan eco friendly product. Selain itu pewarnaanalami diharapkan mampu memperkecil biaya produksi tenunsamosir.

Terjadinya kegiatan pewarnaan alamidi Samosir dengan tersedianyatanaman-tanaman lokal sebagaibahan pewarna benang untuk tenunATBM serta gedokan

Beberapa pengrajin ATBM dangedokan sudah mampumelakukan pewarnaan alami

10 Pengrajin ATBM, 20pengrajin gedokan dan 3designer lokal

Dinas Koperindag Samosir,Dinas Pertanian Samosir(Anggaran diharapkan dariDinas Koperindag Samosir)

Intruktur dari Majalaya May-June 2015

10 Pengembangan sentra baru Melihat kebutuhan kain tenun ATBM semakin meningkat perlunyapengembangan sentra tenun ATBM di beberapa kecamatan diSamosir

Munculnya beberapa sentra baru dibeberapa kecamatan di KabupatenSamsir

Ada sentra baru di KecamatanSianjur Mula mula, Palipi danNainggolan

Pengrajian tenun dikecamatan Sianjur Mulamula, Palipi danNainggolan

Diskoperindag Samosir Diskoperindag Samosir,bank Sumut, Ditjen IKM,CSR

Agustas 2015

11 Pelatihan ATBM bagipengrajin baru

Perlunya penambahan pengrajin pengrajin yang mahirbertenun di ATBM untuk memenuhi permintaan kain tenunATBM

Munculnya 20 orang pengrajinbaru yang mewakili beberapakecamatan

Ada 20 orang pengrajinyang baru dari kecamatanSinajur Mula mula, Palipidan Nainggolan

20 pengrajin tenun Diskoperindag Samosir Instruktur dariPengrajin Samosir

Agust-Nov 2015

12 Fasilitasi ATBM baru bagipengrajin untukpengembangan sentra baru

Terkait pengembangan sentra baru di beberapa kecamatan,Diksoperindag membutuhkan dukungan ATBM yang baruuntuk di letakkan di sentra yang baru

Ada ATBM baru di sentra SianjurMula mula, Nainggolan, dan Palipi

Ada tambahan ATBMsehingga bisa menambahjumlah produksi

Pengrajin ATBM Diskoperindag Samosir,Ditjen IKM, CSR BankSumut dan Inalum

Agust-Ok 2015

III Pemasaran dan Promosi

1 Pembuatan media promosi Masih belum dikenalnya sentra produksi lumban suhi-suhi olehmasyarakat dan wisatawan dan industri wisata (hotel dan homestay).Selain itu profil pengrajin IKM tenun ulos ATBM dan gedokan perludibuat sehingga masyarakat, pembeli dan lainnya mengenal.

Tersedia leaflet/flyer (media promositentang tenun dan sejarah tenun daridesa Lumban Suhi-suhi samosir(Pengrajin Gedokan dan ATBM)

Leaflet tersebar di outletwisata, toko-toko aksesoris,maupun hotel dan villa

PengrajinATBM/gedokan, KUBHarungguan

Dinas Parsenibud Samosir,Bidang Perdagangan Samosir,PUPUK, JICA (Anggarandiharapkan dari masing-masing pihak PIC)

Parsenibud, Bappeda June-July 2014

2 Antena Shop di Jakarta Salah satu usaha Diskoperindag adalah memasarkan produk produkkain tenun dan produk kerajinan Samosir ke Ibu Negara Indonesia,yaitu Jakarta. Hal ini melihat beberapa provinsi sudah memulai danDiskoperindag mengupayakan membuka antena shop di Jakartasehingga proses pemasaran lebih cepat

Ada wadah/toko DiskoperindagSamosir yang di Jakarta sebagaimedai promosi

Produk-produk dari Samosirsemakin terkenal danmeningkatnya jumlah produksi

Industri di KabupatenSamosir

Dinas Koperindag Samosir(Dana diharapkan dari DinasKoperindag Samosir)

Bappeda May-June 2015

3 Temu bisnis antar pengusahatenun dengan BUMN, swastadan industri pariwisata

Temu bisnis bertujuan untuk membuka peluang pasar tenun samosir.Temu bisnis ini bentuknya dapat sebagai lokakarya atau seminardengan mencari tema tema yang berhubungan dengan pangsapasar tenun dan dikaitkan dengan pelestarian budaya

Ada nya permintaan dan transaksidengan BUMN, PHRI, dan instansilainnya

Terjadi permintaan kain tenunminimal 1 BUMN 2-3 kalipermintaan dalam setahun

Pengrajin ATBM, KUBHarunnguan

Bappeda (Dana diharapkandai Bappeda)

Diskoperindag Samosir Ags-Okt 2014

4 Kegiatan pemasaran promosilangsung

Kegiatan ini bertujuan untuk melihat peluang pemasaran produktenun dan produk kerajinan lainnya di pasar lokal, seperti hotel-hotel, oulet maupun tempat strategis lainnya yang bisa menampungproduk kain tenun untuk dipasarkan

Ada tempat-tempat yang strategisuntuk memasarkan produksi kaintenun maupun produk kerajinanlainnya

Produksi kain tenun KUB IKMFashion dapat terjual

Pengrajin ATBM, KUBHarunnguan

Diskoperindag Samosir(Anggaran diharapkan dariJICA)

Pengajin Jan-Dec 2015

5 Pengadaan etalase/display Melihat kebutuhan yang berkembang di sentra tenun, perlunya adawadah untuk melatakkan display pajangan hasil tenun dan produkpengrajin. Hal ini juga akan memudahkan untuk promosi.

Ada beberapa display untukdipajangkan di beberapa tempat

Display terpasang di beberapatempat seperti hotel danrestaurant amupun di sentra

PengrajinATBM/gedokan, KUBHarunnguan

Diskoperindag Samosir(Anggaran diharapkan dariAPBD)

Deskranasda, Bappeda April 2015

6 Pemunculan dan pendaftaranmerk tenun motif ulos samosir (Branding dan Packging )

Perlunya menjaga identitas lokal sehingga perlunya memunculkanmerk dan mendaftarkannya dan juga untuk memudahkan promosiproduct. KUB harungguan memerlukan dukungan pembuatanbranding karena selama ini produk yang telah dipasarkan belumpunya branding. Demikian halnya juga packaging. KUB belummampu membuat packaging yang menarik, murah dan efective

Adanya merk dan terdaftarnya merkdari kelompok pengrajin

Terdaftarnya satu merk darikelompok pengrajin ATBM


Kemenperin (Anggarandiharapkan dari Kemenperi)

Diskoperindag Samosir Jun-July 2015

7 Branding Lumban Suhi-Suhidan pengembangan DesaWisata

Lumban suhi-suhi adalah desa tertua di kabupaten samosir dimanatenun ulos berasal dari desa ini. Untuk pengembangan desa sangattepat menjadikan desa lumban suhi-suhi sebagai tujuan wisata.

Ada nya branding lumban suhi-suhiSamosir sebagai asal muasal tenundi Samosir dan salah satu desatertua di samosir.

Terdaftarnya satu merk darikelompok pengrajin tenungedokan di Desa Lumban Suhisuhi

Desainer lokal, pengrajinATBM/gedokan, KUBHarunnguan, pengrajinkreatif lainnya

Dinas Parsenibud Samosir,Ditjen IKM (Anggarandiharapkan dari DinasParsenibud Samosir)

Diskoperindag Samosir,JICA, Designer dariJakarta dan Medan

May-June 2015

8 Pameran dan Fashion Show Perlunya kegiatan sebagai media promosi dan pengenalan brandingpengrajin ATBM dan gedokan serta diversifikasi product lainnya.Melalui pameran ini juga diharapkan ada input dan pembelajaranproduct dari berbagai aspek yang melihat atau membeli producttenun samosir beserta divesifikasi lainnya.

Diharapkan akan terjadi pamerandan fashion show tenun kain motifulos samosir dan diversifikasiproduk-produk ulos sebanyak satukali selama rencana dukungan

Beberapa kali pameran danfashion show dan terjadinyatransaksi bisnis serta orderan.Selain itu ada input danpembelajaran dari berbagaipihak untuk perbaikan product

PengrajinATBM/gedokan, KUBHarunnguan, designerlokal

Kemenperi, Dinas KoperindagSamosir ,Dinas PerindagSumut, Dinas ParsenibudSamosir dan JICA (Anggarandiharapakan masing-masingPIC berkontribusi terhadappameran dan fashion show)

Kemenperi, DinasKoperindag Samosir,Dinas Perindag Sumut,Dinas ParsenibudSamosir dan JICA

2014&2015: February(Indonesia FashionWeek), April(INNACRAFT), Juli(ICCRA), Juli (PRJ),Nov (INDOCRAFT),PRSU, FDT

9 Promosi Pasar Produk KUB Agar produk KUB Harungguan dikenal di pasar luas maka perlumedia promosi untuk menjelaskan produk kerajinan ulos

Ada leatflet atau brosur yangmenjelaskan produk KUB

Leaflet tersebar di outletwisata, toko-toko aksesoris,maupun hotel dan villa

KUB Harungguan JICA, KUB Harungguan Diskoperindag Samosir,Dinas PariwisataSamosir

February-March 2015

IV Faktor Dukungan

1 Pendirian KUB IKM TenunFashion

Ada nya wadah organisasi pengrajin dimana ada AD/ ART yangmengikat pengrajin untuk lebih serius mengembangkan tenun.

Berdirinya satu koperasi usahabersama sentra tenun motif ulossamosir binaan Diskoperindag

KUB mampu meningkatkanjumlah produksi kain tenun danproduk kerajinan lainnya

Pengrajin tenun ATBM,penjahit

Diskoperindag Samosir (AdaAnggaran)

Diskoperindag Samosir Jun 2014-Mar 2015

2 Penguatan kelompok IKMtenun tentang Manajemenbisnis

Perlunya penguatan kapasitas pengrajin sebagai organisasiKUB yang baru berdiri dalam melakukan manajemen bisnissehingga skill dan pengetahuan bertambah di pengrajindemikian juga pedagang

Ketua kelompok mampu berperanmenjadi manager bisnis bagikelompok

Terjadinya seminar ataulokakarya manajemenbisnis kepada 10 orangpengrajin ATBM dan 20orang gedokan

KUB Harunnguan Diskoperindag Samosir,PUPUK, Ditjen IKM, JICA,CU Dame (Ada Anggaran)

Shindanshi dariDisperindag propinsi,TPL dariDiskoperindagSamosir

Nov 2014- Dec 2015

3 Penumbuhan komunitasindustri kreatif Samosir

Berkaitan dengan desa wisata dan peningkatan wisata di daerahsamosir, perlu meningkatkan kegiatan industri kreatif tenun dandiversifikasi tenun ulos di desa Lumban Suhi suhi sebagai sentradan asal muasal tenun di samosir

Adanya Kegiatan-kegiatan lain yangberhubungan dengan penumbuhanindustri kreatif selain tenun sepertipembuatan scarf, tas, aksesorislainnya yang berasal dari tenungedokan

Kegiatan industri kreatifberjalan dinamis danmenghasilkan sumberpendapatan bagi masyarakatDesa Lumban Suhi suhi

Pengrajin, pedagang Dinas Parsenibud Samosir(Anggaran diharapkan dariDinas Parsenibud Samosir)

Dinas KoperindagSamosir

Jun-Okt 2015

4 Penetapan regulasi tentangpengadaan bahan dan jasapemerintah untuk penggunaantenun motif ulos sebagaiatribute pemkab samosir

Memulai pengenalan sosialisasi pengganti batik dengan memakaiproduct tenun lokal sebagai media promosi di kalangan PNS kabsamosir

Regulasi (perbup, surat edaran, dll)yang dibuat oleh Pemkab mengenaipenggunaan pakaian motif tenun ulos

Perbup diterima baik olehpegawai negeri sipil Samosirdimulainya dari ES 2 untukpenggunaan seragam PNS


Bupati Samosir Pemda Samosir Jan-Feb 2015

Tantangan Aksi Sertifikasi produk komponen untuk kapal klas BKI untuk 10 produk IKM logam Komponen Kapal untuk pasar galangan Kapal IndonesiaIKM Sasaran 30 IKM Komponen Kapal (Koperasi Mandiri Sejahtera) Kabupaten TegalPeriode Juli 2013 sampai dengan Oktober 2015

Judul Isi Sasaran Dukungan

Bahan Baku Pengembangan danstandardisasi bahanbaku

Penelitian bahan dasarscrap menjadi bahanstandar

Penelitian pengembangan bahan baku scrap IKM yang menggunakanbahan baku non ferro

Disperindag Tegal Disperindag Tegal Jul. - Sep. 20142015 (dilanjut)

Produksi Fasilitasi mesin produksi Fasilitasi mesin produksi (mesin lahe 6m) Koperasi Mandiri Sejahtera Disperindag Tegal Ditjen PPI 2015

Bimbingan teknispenerapan 3S

Perbaikan lingkungan kerja untukpeningkatan produktivitas IKM melaluibimbingan penerapan 3S

12 IKM Disperindag Tegal Disperindag Tegal,SMIDeP

Okt. 2013 - Apr. 2015

a. Penyusunan dokumen sistem mutu(proses produksi komponen kapal sasaran)

30 IKM Disperindag PropinsiJawa Tengah

BKI, Ditjen IUBTT, DitjenIKM dan DisperindagPropinsi Jawa Tengah

Mar. - Apr. 2014

b. Workshop drawing dan pendampingandrawing komponen kapal untuk sertiifikasiBKI

30 IKM Disperindag Tegal,Ditjen IUBTT

Ditjen IUBTT April 20142015 (dilanjut)

c. Pengisian dokumen sistem mutu danpendampingan pembuatan dokumentersebut

IKM-IKM yang membuatkomponen prototipe

Disperindag PropinsiJawa Tengah

BKI, Ditjen IUBTT, DitjenIKM dan DisperindagPropinsi Jawa Tengah

Mei 20142015 (dilanjut)

c. Pembuatan prototipe komponen kapaluntuk sertifikasi


Disperindag Tegal,Ditjen IUBTT, SMIDeP

Ditjen IUBTT, BKI,SMIDeP

Mei - Sep 20142015 (dilanjut)

d. Pengujian kinerja dan materi komponentkapal sasaran (10 produk for sertifikasi BKI).


Disperindag Tegal,Dinperindag ProvinsiDitjen IUBTT, JICA

Dinperindag Prov, DitjenIUBTT, BKI

Mei - Okt. 20142015 (dilanjut)

Peningkatan saranaproduksi

Fasilitasi dapur pengecoran dan termocopel Koperasi Mandiri Sejahtera Disperindag Tegal Disperindag Tegal 2015

Pemasaran Studi-banding ke BKIdan galangan kapal

Studi-banding ke BKI dan 3 galangan kapaldi Jakarta

Koperasi Mandiri Sejahtera,Koperasi RRT

Disperindag Tegal Dinperindag Provinsi,JICA

Okt. 20132015

Studi-banding dan temubisnis ke galangan kapal

Studi-banding dan temu bisnis ke galangankapal/ asosiasi galangan kapal


Disperindag Tegal Disperindag Tegal 2015

RENCANA AKSI Pengembangan IKM Komponen Kapal di Kabupaten Tegal (Local Industry Action Plan for Ship-part Industry, Tegal )

Aspek Tujuan UmumKegiatan Dukungan

Penanggung Jawab Sumber Dana(skema/ program)

Periode(bulan/ tahun)

Pengembangan aksespasar

Peningkatan produksi,dan pencapaiansertifikasi BKI untukbebelapa komponenkapal

Dukungan sertifikasi BKIuntuk bebelapakomponen kapal

Judul Isi Sasaran DukunganAspek Tujuan Umum

Kegiatan DukunganPenanggung Jawab Sumber Dana

(skema/ program)Periode

(bulan/ tahun)

Kelembagaan

Sumber DayaManusia (SDM)

Pelatihan teknologipengecoran (2 kali)

Pelatihan pengecoran non ferro 20 IKM komponen logam Dinperindag Provinsi Dinperindag Provinsi Sep. 2013, Dec 2013

Pelatihan teknologipengelasan

Pelatihan pengelasan non ferro 20 IKM komponen logam Ditjen IUBTT Ditjen IUBTT Sep. 2013

Pelatihan die&mould Pelatihan die&mould IKM komponen logam Disperindag Tegal Disperindag Tegal Okt. - Des. 20142015 (dilanjut)

Keuangan Temu bisnis tentangproduk/ layanankeuangan KospinJasa

Pengenalan produk/ layanan keuanganKospinJasa, dan konsultasi langsung ttg.masalah keuangan

IKM komponen logam Disperindag Tegal, BITegal, KospinJasa, JICA

Disperindag Tegal,KospinJasa, JICA

Des. 2013

Pelatihan manajemenkeuangan

Pelatihan pembukuan dan manajemen kas(cash-flow) usaha

IKM komponen logam Disperindag Tegal,YDBA-LPB, JICA,KospinJasa

Disperindag Tegal,YDBA-LPB, JICA

Apr. 2014

Infrastruktur Fasilitasi asessmenakreditasi KAN

Asessmen akreditasi komite akrdeitasinasional

UPTD Labo DisperindagTegal

Disperindag Tegal Disperindag Tegal Jan. - Mar. 2014

Fasilitasi alat lab ujimaterial/ komposisi(Al=Mg)

Bantuan alat pengujian komposisi Al-Mg UPTD Labo DisperindagTegal

Ditjen IKM (Wilayah II) Ditjen IKM (Wilayah II) Sep. 2014Apr.- Jun. 2015

Penguatan akseskeuangan danmanajemen

Penguatan UPTDlaboratorium pengujianmateri

Pengembangan SDMketerampilan pengrajinlogam

Faktor Dukungan

Tujuan Utama Jangka Pendek 1.

2.

Jangka PanjangSasaran 1. Pabrik pengolahan biji kakao Dinas Perindag Prov. Sulteng (Rumah Cokelat)

2. 12 IKM anggota APECC (Asosiasi Pengusaha Cokelat Celebes)Periode Agustur 2013 sampai dengan Desember 2015

Judul Isi Tujuan SasaranDukungan

II III IV I II III IV I II III IVBahan Baku Membina petani biji kakao mengenai teknis

budidaya/ fermentasi atas kerjasamaanggota POKJA (dosen pertanian UNTAD,Dinas Perkebunan Prov.)

Tersedianya biji kakao fermentasisecara kontinu yang berkualitas sesuaidengan standar Rumah Cokelat

Petani biji kakaosasaran

Disperindag Prov.UNTADDinas PerkebunanProv.

Disperindag Prov.

Promosi danPemasaran

Memperkenalkan Cokelat Sulteng dan pabrikpengolahan biji kakao

Meningkatnya pemahaman CokelatSulteng di pasar sasaran, khususnyaIKM cokelat

Rumah Cokelat Disperindag Prov.JICA

Disperindag Prov.JICA

Melaksanakan kunjungan promosi langsungkepada swalayan, supermarket, toko oleh-oleh, hotel, restoran, kafe untuk

Teridentifikasi kebutuhan/ selera calonpembeli dan dapat feedback padapengembangan produk, dan

APECCRumah Cokelat

APECCDisperindag Prov.BI

APECCDisperindag Prov.JICA

IKM cokelat sasaran dapat meningkat produksi dan pemasaran olahan Cokelat Sulteng dan jumlah IKM yang menggunakan Cokelat Sulteng meningkat

Kegiatan DukunganBimbingan teknis/ dukunganmengenai budidaya/ fermentasikepada petani kakao

Sosialisasi Cokelat Sultengkepada pasar sasaran

Kunjungan promosi kepadacalon pembeli di Kota Palu

AspekKegiatan Dukungan Lembaga

Penanggung Jawab&

Pendukung lain

Sumber Dana(skema/ program)

Jadwal Pelaksanaan

2013 2014 2015

RENCANA AKSI Industri Pengolahan Kakao di Prov. Sulawesi Tengah (Local Industry Action Plan for Cacao Processing Industry, Central Sulawesi )Disusun pada Mei 2014 Versi ke-2

Pabrik pengolahan biji kakao Dinas Perindag Prov. Sulteng (Rumah Cokelat) dapat memproduksi cokelat batangan liquor & couverture (Cokelat Sulteng) secara kontinu, yangterbuat dari biji kakao fermentasi di perkebunan Prov. Sulteng, dan memasarkan ke pasar lokal (IKM cokelat, toko kue/ roti, hotel/ restoran/ kafe, supermarket)IKM cokelat sasaran di Kota Palu (dan sekitarnya) dapat memproduksi dan memasarkan olahan cokelat secara kontinu, yang menggunakan cokelat batangan & liquor couverture(Cokelat Sulteng) dari Rumah Cokelat, ke pasar lokal (swalayan, supermarket, toko oleh-oleh, hotel, restoran/ kafe)

mendapatkan informasi peluang penjualandan mempromosi produk Cokelat Sulteng

meningkatnya penjualan produk IKM

Membuat brosur/ katalog tentang CokelatSulteng/ produk olahan IKM untuk kunjunganpromosi, pameran dll.

Terciptanya brosur/ katalog produkCokelat Sulteng dan digunakan padasaat kunjungan promosi dan pameran

APECCRumah Cokelat

JICAAPECCDisperindag Prov.

JICADisperindag Prov.

Membuat baliho Cokelat Sulteng di beberapatempat strategis di Kota Palu

Meningkatnya minat masyarakatterhadap produk Cokelat Sulteng

Rumah CokelatAPECC

Disperindag Prov. -

Promosi melalui pameran di Kota Palu danJakarta1. Hari Nusantara (Des)2. Sulteng Ekspo (Apr)3. Hari Kakao (Sep)4. Palu Ekspo (Sep)5. Pameran lokal lainnya

Meningkatnya minat masyarakatterhadap produk Cokelat Sulteng, danjuga mendapatkan masukankonsumen melalui kuesioner untukpengembangan produk

Rumah CokelatAPECC

Disperindag Prov.DinasPerindagkop &UKM KotaJICADitjen IKM, DitjenIA

Disperindag Prov.Dinas Perindagkop& UKM KotaKementerianPerindustrianBIJICA

Pengadaan motor sebagai sarana mobilepromotion

Tersedianya media promosi APECC Disperindag Prov. Disperindag Prov.

Fasilitasi outlet bandara dan Rumah Cokelatsebagai tempat pemasaran produk olahanCokelat Sulteng

Tersedianya pusat pemasaran danmeningkatnya penjualan produk IKM

APECCRumah Cokelat



Memperkenalan produk Cokelat Sulteng disekolah dan mengadakan Cacao Tour(kunjungan siswa sekolah ke RumahCokelat/ IKM cokelat)

Meningkatnya pemahaman generasimuda tentang Cokelat Sulteng

Rumah CokelatAPECC

APECCDisperindag Prov.Dinas PendidikanProv./ Kota


Bantuan peralatan dan fasilitas

Demonstrasi (pengenalan)produk Cokelat Sulteng kepadagenerasi muda di Kota Palu

Penyusunan media promosiproduk Cokelat Sulteng

Promosi produk danmendapatkan masukankonsumen melalui pameran/even

Judul Isi Tujuan SasaranDukungan


Penanggung Jawab&

Pendukung lain


Jadwal Pelaksanaan

2013 2014 2015Produksi Menentukan standar cokelat batangan liquor

& couverture di pabrik pengolahan biji kakaoDitentukan standar produk di pabrik(cokelat batangan liquor & couverture)

Rumah Cokelat Disperindag Prov.PerusahaanmesinUNTAD

Disperindag Prov.KementerianPerindustrian

Mengadakan pelatihan/ dukungan teknispengolahan operator mesin di pabrik (sesuaidengan kebutuhan)

Operator pabrik dilatih keterampilanuntuk mengoperasi alat dan dapatmenghasilkan produk sesuai denganstandar ditentukan

Rumah Cokelat Disperindag Prov.PerusahaanmesinKementerian

Disperindag Prov.KementerianPerindustrian

Mengadakan pelatihan sesuai dengankebutuhan IKM (pembuatan kue cokelat/minuman cokelat, teknis tempering, GMP,AMT, CEFE dll)

Terlatihnya IKM mengolah cokelatbatangan couverture, dan membuatberagam olahan cokelat moderan, danmeningkatnya pengetahuan terkaitusaha IKM

APECC Disperindag Prov.Ditjen IKMDitjen IADinasPerindagkop &

Disperindag Prov.Dinas Perindagkop& UKM KotaKementerianPerindustrian

Menciptakan nama/ logo/ kemasan yangmenarik untuk produk Cokelat Sulteng

Meningkatnya daya tarik CokelatSulteng melalui penciptaan kemasanberciri-khas Sulteng

APECCRumah Cokelat

APECCDisperindag Prov.

JICA

Pengadaan mesin bubuk, lemak kakao Mendiversifikasi produk CokelatSulteng

Rumah CokelatAPECC

Disperindag Prov.Ditjen IADitjen IUBTT

Ditjen IADitjen IUBTT

Kelembagaan Pertemuan koordinasi antara POKJA danAPECC untuk distribusi informasi, kemajuandan koordinasi kegiatan

Terjadi koordinasi, distribusi informasidan feedback ke kegiatan melaluipertemuan rutin

APECC Disperindag Prov.DinasPerindagkop &UKM Kota

-

Pelatihan untuk pengurus APECC mengenaiaspek manajemen kelembagaan (koperasi)

Meningkatnya pengetahuan danketerampilan IKM dalam pengolahanmanajemen kelembagaan (koperasi)

PengurusAPECC

BIPINBUKJICA

BIPINBUK

C hi Kli ik t t t t IKM l k k t t k APECC BI BI

Bantuan mesin Rumah Cokelat

Penguatan kelembagaandukungan APECC

Penguatan kelembagaanAPECC

Standarisasi cokelat batanganliquor & couverture di pabrikpengolahan biji kakao

Pelatihan/ dukungan teknisuntuk operator pabrik

Pelatihan keterampilanpembuatan olahan cokelat danpengetahuan usaha untuk IKMcokelat (termasuk tekniktempering)Pembuatan merek CokelatSulteng

Coaching Klinik tentang pencatatankeuangan APECC

IKM malakukan catatan keuangan(produksi, penjualan dll)

APECC BIDisperindag Prov.JICA

BI

Peraturan Laporan Kegiatan perkembangan kegiatandan koordinasi demi kelancaran kegiatan

POKJA Disperindag Prov.JICA

-

Menyusun surat himbauan Gubernur demimeningkatkan penggunaan Cokelat Sultengdi Kota Palu

APECCRumah Cokelat


-

Produksi/ ProsesProduksi

Pengembangan produk baru Diversifikasi ragam produk olahan cokelatdan pengembangan kemasan moderan

Meningkatnya daya tarik produkcokelat IKM dan saluran penjualan

- APECC APECCDisperindag Prov.Ditjen IKM, Ditjen IAJICA

Pemasaran/Promosi

Promosi kunjungan Melaksanakan kunjungan promosi langsungkepada swalayan, supermarket, toko oleh-oleh, hotel, restoran, kafe untukmendapatkan informasi peluang penjualandan mempromosi produk Cokelat Sulteng

Teridentifikasi kebutuhan/ selera calonpembeli dan dapat feedback padapengembangan produk, danmeningkatnya penjualan produk IKM

- APECC APECCDisperindag Prov.JICA

Operasional outlet bandara Melaksanakan manajemen usaha bersamadi outlet bandara

Terjalinnya saluran penjualanmenetap, dan meningkatnya penjualanolahan cokelat

- APECC Disperindag Prov.JICAAPECC

Kelembagaan Penguatan kelembagaanAPECC

Pertemuan koordinasi internal APECC danantara POKJA dan APECC untuk distribusiinformasi, kemajuan dan koordinasi kegiatan

Terjadi koordinasi, distribusi informasidan feedback ke kegiatan melaluipertemuan rutin

- APECC -

Meningkatnya penggunaan CokelatSulteng di lingkup pemerintah (snak dirapat dll) maupun di pihak swasta(supermarket, hotel, restoran dll)

Usaha Sendiri oleh IKM Sasaran

Audiensi antara POKJA denganGubernur

Secara kontinu

Tantangan Aksi

Sasaran

Kegiatan IsiII III IV I II III IV I II III IV

IKM

IKM

IKM

IKM

IKM

IKM

IKM Dinas Perindagkop danUKM KotaDiskumperindag Prov.PIRNaS

JICA

Pemasaran

Promosi melalui acara TV Mengadakan promosi di TVRISulteng (dalam bentuk talkshow)secara kontinu

Tersebarnya informasiproduk rotan secara massadan kuntinu* XXX kali di tahun 2014

Diskumperindag Prov.

Dinas Perindagkop danUKM KotaDiskumperindag ProvKementerian PerindustrianJICA

Penyusunan media promosi produkrotan

Membuat brosur/ katalog untukkunjungan promosi, pameran dll.

Terciptanya brosur/ katalogproduk rotan dandigunakan pada saatkunjungan promosi danpameran

JICAKementerianPerindustrian

Dinas Perindagkopdan UKM Kota

JICAKementerian Perindustrian

Membuat baliho promosi produkrotan untuk dipasang di beberapatempat strategis (bandara, jalanraya dll)

Terciptanya baliho produkrotan (foto denganpejabat) demimeningkatkan minatmasyarakat Kota Paluterhadap produk rotan

Dinas Perindagkop danUKM Kota

PIRNaSDiskumperindagProv

Dinas Perindagkop danUKM KotaJICA

Pelaksanaan pameran/ evenpromosi

Promosi melalui pameran di KotaPalu. "Hari Nusantara (Des)","Sulteng Expo (Apr)", "Palu Ekspo(Sep)" dan Pameran lainnya ditempat keramaian

Meningkatnya minatmasyarakat Kota Paluterhadap produk rotan, danmendapat feedback melaluikuisioner

Diskumperindag Prov.JICA

JICA

Dinas Perindagkopdan UKM KotaJICA

Membagi hasil survei pasar lokalkepada IKM dan memfasilitasi IKMmenyusun kegiatan promosiselanjutnya

Tersusunnya rencanakegiatan promosi IKM

Diskumperindag Prov.Dinas Perindagkop danUKM Kota

PIRNaS

RENCANA AKSI Pengembangan IKM Rotan di Prov. Sulawesi Tengah (Local Industry Action Plan for Rattan Furniture Industry, Central Sulawesi )

IKM rotan di Kota Palu dapat memproduksi mebel dan/ atau kerajinan rotan sesuai dengan standar mutu yang ditentukan, dan memasarkan ke pasar modern (hotel, restoran/ café, perumahan baru, RSdan kantoran) di Kota Palu.

SasaranDukungan


Jadwal PelaksanaanIndikator/ Output Penanggung jawab Pendukung lain 2013 2014 2015

IKM rotan di Kota Palu: sekitar 20 IKM

JICAPIRNaS

JICA

Kunjungan Promosi kepada kantorpemerintah dan swasta di KotaPalu

Melaksanakan kunjungan promosilangsung kapada SKPD, Hotel,Restoran dll untuk mendapatkaninformasi peluang penjualan danmempromosi produk rotan

Seminar hasil survei pasar lokal

Survei kebutuhan produk rotan dipasar moderan

Mengadakan survei pasar lokaluntuk mengetahui potensi/kebutuhan produk rotan

Tersedianya informasipotensi/ kebutuhan pasarmoderan berpotensimenjadi pembeli

Dinas Perindagkop danUKM KotaDiskumperindag Prov.

JICA

Tersedianya informasipotensi/ kebutuhan calonpembeli di Kota Palu, danmeningkatnya jumlahpenjualan produk rotan

IKMDinas Perindagkop danUKM KotaDiskumperindag Prov.

PIRNaSJICA

IKM

IKM

IKM

Kelembagaa

n

IKM

IKM

IKM

IKM

Peraturan

Audiensi antara POKJA denganGubernur/ Walikota

Laporan perkembangan kegiatandan koordinasi demi kelancarankegiatan

Mendapat dukungan/fasilitasi untuk meperlancarkegiatan

Diskumperindag Prov.Dinas perindagkop danUKM Kota -

Penyusunan surat Walikota kepadaSKPD tentang anggaran tahundepan untuk pengadaan produkrotan di kantor pemerintah

Sebagai tindaklanjut dari hasilkunjungan promosi oleh IKM,keluarkan surat Walikota yangmeminta SKPD menganggarkandana pembelian produk rotan diTA 2015

Terbitnya surat Walikotademi meningkatkanpenggunaan produk rotandi lingkup pemerintah KotaPalu

Dinas perindagkop danUKM Kota

- -

PIRNaSJICA

-

Sebagai tindaklanjut dari surathimbauan Gubernur/ Walikota thn2011, menyebarkan kembali surattentang penggunaan produk rotandi kantor pemerintah dan swastasprt hotel dan restoran

Penyusunan surat himbauanGubernur/ Walikota tentangpenggunaan produk rotan dilingkup pemerintah dan swasta

Terbitnya surat Gubernur/Walikota demi mendukungkegiatan promosikunjungan oleh IKM

Diskumperindag Prov.Dinas perindagkop danUKM Kota

-

-

JICA (untuk kebutuhan2014)

Pelaksanaan pengendalian mutuproduk rotan mulai dari bahanbaku sampai produk jadi ataskerjasama IKM dan Tim QC.

Produk IKM dapat sertifikatmelalui pelaksanaan QC,dan bisa menjamin mutuproduk bagi pembeli

Tim QC Dinas Perindagkopdan UKM Kota

JICA (untuk kebutuhan2014)

PIRNaSDiskumperindagProv.

Penguatan kelembagaan dukunganIKM Rotan

Pertemuan koordinasi antaraPOKJA dan IKM untuk distribusiinformasi, kemajuan dankoordinasi kegiatan

Terjadi koordinasi/distribusi informasi danfeedback ke kegiatan/rencana aksi, melaluipertemuan rutin/ sesuaidengan kebutuhan

Diskumperindag Prov.Dinas perindagkop danUKM Kota

PIRNaSJICA

PIRNaSDiskumperindagProv.KementerianPerindustrian

Dinas Perindagkop danUKM KotaDiskumperindag Prov.Kementerian Perindustrian

Produksi

Penetapan standar dan tahap QCmulai dari bahan baku sampaiproduk jadi

Penyusunan check list untukpengendalian mutu produk rotan,dan membentuk Tim QC.

Check list QC dan tahap QCdisepakati antara POKJAdan IKM

Dinas Perindagkop danUKM Kota

Pelatihan keterampilan tenagakerja di IKM

Mengadakan pelatihanketerampilan (finishing, desain,anyaman dll) untuk tenaga kerjaIKM

Pelaksanaan pelatihanketerampilan sesuaidengan kebutuhan IKM danjuga untuk memenuhistandar mutu produk

Dinas perindagkop danUKM Kota

RENCANA AKSI Pengembangan IKM Pengolahan Aloevera di Kota Pontianak (Local Industry Action Plan for Aloe Processing Industry, Pontianak )

Tantangan Aksi IKM Sasaran 21 IKMPeriode January 2015~2 tahun

Ver. 1_18/5/2015

Judul Isi Tujuan SasaranBahan Baku/ Pasokan Bahan BakuDukungan tenagapenyuluh lapangan bagipetani

Pendampingan parapetani aloevera

Petani aloevera Dinas Pertanian, Perikanandan Kehutanan PemerintahKota Pontianak

APBD Dinas Pertanian,Perikanan dan KehutananPemerintah Kota PontianakKota Pontianak

2015

Sosialisasi Budidayaaloevera

Pemberian materi terkaitdengan cara melakukanpenanaman yang baik,seperti: GAP

Kelompok petani aloevera Dinas Koperasi dan UMKMProv. Kalbar

APBN Dinas Koperasi dan UKMProv. Kalbar

2015

Sekolah lapang aloevera Pemberian materi terkaitdengan cara melakukanpenanaman yang baik

1 kelompok petani (15-20orang petani)

Dinas Pertanian TanamanPangan dan HoltikulturaProvinsi Kalbar

APBD Dispan Prov. Kalbar 2015

Pembinaan PetaniAloevera

Pengembangan lahanaloevera di lahan binaan

Optimalisasi lahanterhadap peningkatankapasitas produksi denganpenggunaan teknologi tepatguna

IKM binaan yang memilikilahan pribadi

Dinas Koperasi dan UKMProv. Kalbar

APBN Dinas Koperasi dan UKMProv. Kalbar

2015

Pelatihan managemenproduksi dalampengembangan aloevera

Pemberian materi terkaitdengan alur managamenproduksi yang baik

Agar dapat meningkatkanpengetahuan sertapemahaman mengenaimanagemen produksi yangbaik

Kelompok petani aloevera Dinas Koperasi & UKMProv. Kalbar

APBN Dinas Koperasi & UKMProv. Kalbar

2015

Proses ProduksiFasilitasi pertemuanantara pihak IKM denganPoliteknik NegeriPontianak

Pertemuan antara pihakIKM denganPoliteknik/SMTIPontianak

1. Untuk mendapatkanteknologipendukung/kemasan

2015

2. Untuk mendapatkanteknologi pendukung terkaitdengan air bersih

Kunjungan lapangan kelokasi usaha IKM OlahanAloevera

Kunjungan lapanganoleh tim POKJA

Untuk mengetahui kondisilayout produksi IKMminuman aloevera sertamelakukan pengambilansampel terkait denganpengujian kualitas produk

5 IKM aloevera produk minum POKJA Tidak menggunakan anggaran Apr. 2015

IKM aloevera dapat memproduksi produk olahan Aloevera yang berdaya saing di pasar modern dengan fokus produk minuman

Kegiatan Penanggung Jawab Sumber Dana(skema/ program) Periode

Menumbuhkan perubahan-perubahan dalam diripetani yang mencakuptingkat pengetahuan,kecakapan, kemampuan,sikap, dan motivasi petaniterhadap kegiatan usahatani yang dilakukan

Asosiasi IKM aloeveraDisperindagkop & UKMKota Pontianak /Disperindag Prov. Kalbar

Tidak menggunakan anggaran

Pengujian KualitasProduk MinumanAloevera

Uji produk, air dankualitas produk (UjiLaboratorium)

Untuk mengetahui kualitasproduk IKM, dandiharapkan dengan adanyapengujian tersebutkedepannya pelaku IKMdapat meningkatkankualitas

5 Kandidat IKM Aloeveraproduk minuman

Baristan dan Tim SMIDePJICA Dana Tim SMIDEP JICA Apr. 2015

Pelatihan home packing

Pemberian materi yangberkaitan denganpengemasan produk,label, dan bahankemasan

Untuk memberikanpemahaman tentangbagaimana membuatkemasan yang baik, gunameningkatkan mutu produk

IKM Pengolahan Aloevera Disperindagkop & UKMKota Pontianak

Disperindagkop & UKM KotaPontianak (APBD) Mei 2015

Pelayanan Klinik DesignMerek Kemasan danHAKI

Fasilitasi kepada IKMyang terkait dengandesain label/kemasanmaupun konsultasitentang HAKI

Meningkatkan kualitaskemasan produk IKM IKM Pengolahan Aloevera Disperindagkop & UKM

Kota PontianakDisperindagkop & UKM KotaPontianak (APBD) Agustus 2015

Pelatihan penerapan GM Sosialisasi penerapanGMP

Meningkatkan pengetahuanIKM Aloevera mengenaistandar proses produksisesuai dengan aspek-aspek GMP

IKM Pengolahan AloeveraDinas Pertanian TanamanPangan dan HoltikulturaProvinsi Kalbar


Mei 2015(Minggu keIII)

Bimbingan penerapanGMP

Melakukan bimbinganpenerapan GMP yangdilakukan oleh tenagaahli langsung diworkshop IKM

IKM menerapkan GMPpada workshopnya.

3 IKM aloevera produkminuman yang terpilih

Ditjen IKM Wil. ITim SMIDePLembaga sertifikasiGMP/Lembaga terkait

APBN Ditjen-IKM/ DekonDana Tim SMIDeP

Apr.-Sep.2015

Penerapan dan sertifikasiGMP

Fasilitasi sertifikasi GMP Memperoleh sertifikasiGMP yang dikeluarkan olehlembaga terakreditasi


Ditjen IKM Wil. ITim SMIDePLembaga sertifikasiGMP/Lembaga terkait

APBN Ditjen-IKM/ DekonDana Tim SMIDeP

Okt.-Des.2015

Pelatihan teknologi tepatguna dalam prosesproduksi

Pelatihan penggunaanteknologi pendukungproduksi yang tepat guna

Untuk meningkatkanpengetahuan terkaitdengan alternatif teknologiyang dapat mendukungkegiatan produksi

IKM aloevera Dinas Koperasi dan UKMProv. Kalbar


2015

Mentoring bisnis Mediasi antara pihakusaha besar kepadaAsosiasi IKM Aloeveradengan (Bimbingan)bisnis olehINACO/SumberKeong/AloeveraIndonesia

Meningkatkan pemahamanserta untuk mendapatkanmasukan langsung daripelaku usaha yang sudahbesar

Asosiasi IKM aloevera Disperindagkop & UKMKota Pontianak/Disperindag Prov. Kalbar

Tidak menggunakan anggaran Apr. 2015

Bantuan PeralatanPackaging dan kemasan

Memberikan dukunganbantuan peralatanpackaging serta bantuankemasan

Memberikan dukunganuntuk IKM melakukanperubahan kemasan yanglebih baik


Disperindag Prov. Kalbar Disperindag Prov. Kalbar(APBD)

2016

Pemasaran/ PromosiKunjungan langsung dantemu bisnis ke pasar/ keagen, distributor,dll

Belajar kebutuhan danpersyaratan dari pembelipontesial pada calonpasar sasaran baru (keWilayah Jawa, Bogoratau Malang)

Feedback/ komen daripembeli pontensial padacalon pasar sasaran baru,termasuk kebutuhan,perluan, persyaratan terkaitdengan isi/ kemasanproduk.

Kerang lebih 5 IKM yangpaham konsep kegiatan danmau mumuju bisnis.

Tim SMIDeP, Dana Tim SMIDeP/APBD Disperindag Prov.Kalbar

Feb./ Mar.2015

Promosi produk aloeverauntuk uji konsumen/pasar melalui pameran

Dartar parmeranterlampir

Meningkatkan brandawareness konsumenterhadap produk, danmendapatkan masukanlangsung dari konsumen/visitor

Seluruh IKM (termasuk IKMaloevera)

POKJA Masing-masing anggota POKJA 2015-2016

Fasilitasi kerjasamapelaku IKM denganperusahaan besar

Perpanjangan kontrakkerjasama dengan pihakGaruda Indonesia

Memperluas jaringanpemasaran produk olahanaloevera

2 IKM aloevera Dinas Pertanian, Perikanandan Kehutanan PemerintahKota Pontianak

Biaya ditanggung oleh IKM(Misalnya biaya yangdikeluarkan untuk pengirimanbarang ke Kantor Garuda)

Jun. 2015


APBD Dispertan Prov. Kalbar

Disperindag Prov. Kalbar APBD Disperindag Prov. Kalbar

Sumber Daya ManusiaBimbingan TeknisManajemen Usaha

Melakukan pelatihanmengenai dasar-dasarmanajemen usaha,pelatihan pembuatanproposal , pemasarandan kemasan

Untuk meningkatkanpengetahuan danmeningkatkan jiwakewirausahaan pelaku IKM

3 IKM aloevera Dinas Koperasi dan UKMProv. Kalbar/Disperindagkop & UKMKota Pontianak


2015

Aspek KelembagaanPembentukkan asosiasiIKM pengolahan aloevera

Pembentukan danpendampingan asosiasi

Perkuatan akses informasi,komunikasi dan penguatanorganisasi IKM

IKM aloevera Disperindagkop & UKMKota Pontianak

APBD Disperindagkop & UKMKota Pontianak

2014- 2015

Pelatihan tentangperijinan

Fasilitasi pembuatanperijinan untuk IKM yangbelummendaftarkan/memilikiijin-ijin terkait dengankegiatan IKM, seperti;PIRT.

IKM mengerti dan sadartentang kewajiban perijinan


Disperindagkop & UKMKota Pontianak

APBD Disperindagkop & UKMKota Pontianak

2015

Peraturan terkait dengan industri iniDukungan PemerintahKota dalam penggunaanproduk lokal di IndustriPerhotelan KotaPontianak

Surat Himbauan dariWalikota/Gubernurtentang pengunaanproduk IKM/Lokal ,termasuk produkAloevera

Perluasan /peningkatankonsumsi produk lokalterutama produk olahanaloevera di Hotel-hotelPontianak

IKM Aloevera Disperindag Kota Tidak menggunakan anggaran 2015

Fasilitasi produk secaraonline

pembuatan websiteuntuk produk

Memperluas Jaringanpemasaran melalui mediasosial


Jun. 2015

RENCANA AKSI Pengembangan IKM Sepatu/ Alas Kaki di Kota Mojokerto (Local Industry Action Plan for Footwear Industry, Mojokerto )Tantangan Aksi Meningkatkan kualitas produk IKM alas kaki yang mampu menembus pasar domestik guna mendukung ikon Mojokerto sebagai Kota Alas Kaki

2. Branding kota Mojokerto sebagai Kota IKM Alas Kaki untuk memperluas pasar produk alas kaki kota MojokertoIKM Sasaran Akan diseleksi melalui FGD (target; 5 - 20 IKM sebagai pilot project/ percontohan)Periode Desember 2014~2 tahun

KegiatanJudul Isi Tujuan Sasaran

Bahan Baku/ Pasokan Bahan BakuUnit bisnis/lembagapenyedia bahan baku

Menjamin ketersediaan bahan baku berkualitas denganharga bersaing bagi industri alas kaki kota Mojokerto

IKM alas kaki kotaMojokerto

Diskoperindag Provinsi(perlu konfirmasi)Ditjen IKM

Ditjen IKM 2016

Proses ProduksiPendampingan olehprodusen lem untukpeningkatan kualitaspengeleman

Identifikasi produsen lem yang akan diajakberkolaborasi (dengan melakukan survei IKM)

Mengidentifikasi produsen lem berkualitas baik denganharga bersaing untuk memperbaiki kualitas pengelemanproduk alas kaki Mojokerto

IKM yang ditunjukProdusen lem dgnkualitas baik

APRISINDOBPIPIDiskoperindag Kota

APRISINDOBPIPI

Triwulan I/2015

Bimbingan teknis pada pengeleman oleh teknisi/ tenagaahli lem

Memperbaiki cara pengeleman untuk meningkatkankualitas dengan harga bersaing pada segmen pasar ygdituju

IKM yang ditunjuk APRISINDOBPIPI (perlu konfirmasi)Diskoperindag Kota

Produsen lemBPIPI (perlu konfirmasi)

Triwulan I/2015

Melakukan uji laboratorium terhadap hasil prosespengeleman pada produk

Monitoring dan evaluasi daya rekat produk alas kakiyang dihasilkan untuk menjamin peningkatan kualitaspengeleman

IKM yang ditunjuk BPIPIIKM yg ditunjukTim SMIDeP

BPIPIIKM yg ditunjukDana Tim SMIDeP

2015~2016

Peningkatan kualitasproduk melaluistandarisasi produk alaskaki

Sosialisasi standarisasi produk alas kaki (SNI dan ISO9001)

Pengenalan standar mutu SNI (wajib dan belum wajib)untuk produk alas kaki dan ISO 9001

IKM alas kaki(5 KUB, 30 IKM)

Diskoperindag KotaSDPI DisperindagProvinsi

APBD kota Triwulan II/ 2015

Pendampingan SNI alas kaki dan ISO 9001 Penerapan SNI alas kaki/ISO 9001 di IKM yang ditunjukuntuk memperoleh sertifikasi SNI alas kaki tertentu/ISO9001 (sistem manajemen mutu)

IKM alas kaki yglolos verifikasikelayakanSNI/ISO 9001

SDPI DisperindagProvinsiDiskoperindag Kota

APBD Provinsi Semester II /2015

Pelatihan teknologi IKM alas kaki Meningkatkan kualitas dan kapasitas produksi alas kakidengan menggunakan peralatan yang lebih maju

IKM yg ditunjuk Diskoperindag Kota APBD Kota Triwulan II/ 2015

Pelatihan grading alas kaki ? IKM yg ditunjuk BPIPIDiskoperindag Kota

BPIPI-APBN 2-13 Feb 2015

Pengembangan produk Pelatihan desain alas kaki Meningkatkan kemampuan dan pengembangan desainproduk alas kaki

IKM yg ditunjuk Diskoperindag Kota APBD Kota 2015

Pelatihan desain alas kaki - 3 seri Meningkatkan kemampuan dan pengembangan desainproduk alas kaki

IKM yg ditunjuk BPIPIDiskoperindag Kota

BPIPI-APBN 23 Feb-6 Mar 20159-20 Mar 20154-15 Mei 2015

Sosialisasi HaKI Mensosialisasi HAKI kepada IKM sehingga IKMmendapat perlindungan/manfaat dari pendaftaran HAKI

IKM yg ditunjuk Disperindag KotaBPIPI

APBD KotaAPBN Ditjen-IKM/ BPIPI

2015 or 2016

Fasilitasi HaKI Penerapan HaKI di IKM alas kaki (registrasi merek,barcode, dll)

IKM yg ditunjuk Disperindag Provinsi APBD Provinsi 2015

Sosialisasi dan Bimtek tentang 3K/3S kepada IKM alaskaki

IKM dapat menerapkan 3K/3S untuk manajemen prosesproduksi yang baik dan memperbaik effisiensi produksi

IKM yg ditunjuk Tim SMIDePDiskoperindag Kota

Dana Tim SMIDeP Mar 2015/Apr 2015

Studi banding ke sentra industri alas kaki Memperluas wawasan IKM dan dinas terkait mengenaipengembangan sentra alas kaki yang baik (peningkatanmutu, perluasan pasar, perbaikan sistem, kebijakan,lembaga dukungan, dll)

IKM yg ditunjukDiskoperindagKota

Diskoperindag KotaTim SMIDeP

Dana SMIDePAPBD Kota

2015

1. Pengembangan model IKM untuk meningkatkan mutu dan daya saing produk alas kaki Mojokerto melalui praktek proses produksi yang baik serta pengembangan desain

Penanggung Jawab Sumber Dana(skema/ program) Periode



Promosi/ PemasaranPromosi "Alas KakiKuat" Mojokerto

Pelatihan branding IKM ? IKM yg ditunjuk BPIPIDiskoperindag Kota

BPIPI-APBN 4-15 Mei 2015

Display produk alas kaki unggulan di KPD Jatim Promosi produk alas kaki unggulan yg diminati jejaringpasar KPD

IKM yg ditunjuk Disperindag ProvinsiBag. PerdaganganDiskoperindag Kota

APBD Prov. 2015 ~ 2016

Temu bisnis rutin melalui Kantor Perwakilan Daerah(KPD) dengan calon pembeli

Temu bisnis dengan mitra potensial melalui jaringanpasar KPDRencana temu bisnis 2015 (Bidang PerdaganganDiskoperindag Kota):1. Sorong2. Banjarmasin3. Kupang

IKM yg ditunjuk Disperindag Prov.Bag. Perdagangan -Diskoperindag Kota

APBD Prov.APBD Kota

2015 (Triwulan) ~2016

Temu bisnis antara IKM alas kaki dan calon pembeli Mempromosikan produk alas kaki Mojokerto bermutubaik serta kerja sama antara IKM dengan buyer,supplier, dan eksportir

IKM yg ditunjuk APRISINDODiskoperindag Kota

APBD Kota 2015

Fasilitasi kerjasama kemitraan diantara IKM dan pihakswasta (siapa??)

Memperluas segmentasi pasar IKM alas kaki Mojokerto IKM yg ditunjuk Diskoperindag KotaAPRISINDO

APBD Kota 2015

Promosi melalui website/ media sosial (blog, FB) Pembuatan facebook fanpage dan twitter untukmempromosikan produk alas kaki unggulan kota

IKM yg ditunjuk Univ. CiputraAPRISINDO

Univ. CiputraAPRISINDO

2015~2016

Partisipasi pada/ promosi melalui pameran/ trade Fair Promosi produk alas kaki melalui acara pameran sbgberikut;- Pameran Sepatu, Kulit dan Fashion (stand drAPRISINDO, Juni 2015, JCC Jakarta)- Pameran Alas Kaki (Stand dr APRISINDO, Okt 2015,Plaza Kemenperin, Jkt)-

IKM yg ditunjuk Diskoperindag KotaDisperindag Prov.Ditjen-IKM/ BPIPIAPRISINDO

APBD KotaAPBD Prov.APBN Ditjen-IKM/ DekonAPRISINDO

Triwulan I, II, IVTahun???

Penguatan kampung sepatu Mojokerto Pengembangan kampung sepatu Mojokerto sebagaidestinasi bisnis dan wisata

IKM alas kakiMojokerto

Pemkot Mojokerto- Diskoperindag Kota- Dinas Pariwisata

APBD Kota 2016

Materi pemasaran & promosi sepatu Membuat materi promosi sepatu "Mojokerto"(brosur/leaflet, katalog produk, brand identity, producttag)

IKM yg ditunjuk Univ. CiputraIKM yg ditunjukDiskoperindag KotaJICA SMIDeP

JICA SMIDeP 2015

Pendirian Pusat Informasi/ Promosi (atau Pusat Grosir/Outlet) Alas Kaki Mojokerto (GMCC?)

Memberikan layanan informasi (database IKM, petasentra, katalog produk, leaflet) kepada pembeli danpengunjung ke sentra Mojokerto

IKM yg ditunjuk PemkotDisperindag KotaTim SMIDeP (utk alat promosi)

APBD KotaDana Tim SMIDeP

???

Branding Kota sebagaikota alas kaki

Sosialisasi Mojokerto sebagai kota alas kaki kepadaIKM dan masyarakat

Mempromosikan "Alas Kaki Kuat" Mojokerto IKM alas kaki danmasyarakat terkait

POKJA APBD Kota Semester II /2015

Launching "Alas Kaki Kuat" Kota Mojokerto ? Dito PemkotPOKJA (DiskoperidagKota)Ditjen IKMTim SMIDeP

APBD KotaDitjen IKMTim SMIDeP

Jul./ Agu. 2015

Pendirian tugu sepatu/ alas kaki di Kota Mojokerto Memperkuat branding kota Mojokerto sebagai kota alaskaki

Dito POKJA APBD Kota Triwulan III 2015



Faktor DukunganAspek KelembagaanPersiapan pembentukankoperasi alas kakiMojokerto

Mempersiapkan pembentukan Koperasi untukpemasaran produk alas kaki

Membentuk koperasi khusus pemasaran IKM yang ditunjuk Diskoperindag Kota APBD Kota Jan.~Feb. 2015??

Melengkapi databaseIKM

Mengumpulkan data IKM alas kaki melalui berbagaimetode FGD, observasi dan wawancara

Menbuat database IKM alas kaki yang bisa diakseskanoleh pembeli dan pengunjung ke sentra

IKM alas kaki Diskoperindag Kota APBD Kota Des-Jan 2014

Akses Keuangan/ Manajemen UsahaOptimalisasi KUB sentraalas kaki

Pelatihan manajemen dan kewirausahaan Memperkuat kelembagaan dan kewirausahaan KUB yang ditunjuk Diskoperindag KotaTim SMIDeP

APBD Kota 2015

Pelatihan manajemen IKM alas kaki - 2 seri ? IKM yang ditunjuk BPIPIDiskoperindag Kota

BPIPI 6-17 Apr 201518-29 Mei 2015

Permodalan pada IKMalas kaki

Bantuan modal bergulir pada IKM alas kaki Mempermudah akses permodalan dalam upayameningkatkan pengembangan usaha IKM alas kaki

IKM alas kaki Diskoperindag Kota APBD Kota 2015

Sumber Daya ManusiaTenaga kerja terampiluntuk industri alas kaki

Pelatihan keterampilan khusus untuk industri alas kaki,seperti jahit upper, sol

Memenuhi kebutuhan tenaga kerja terampil di IKM alaskaki Mojokerto serta mengurangi jumlah penganguran

Masyarakat usiaproduktif yangtidak memilikipekerjaan

Disnaker KotaDisperindag Kota

APBD Kota (Disnaker) 2015

Pelatihan teknologi acuan alas kaki ? IKM / pengrajin ygditunjuk ataukandidat yangsesuai

BPIPIDiskoperindag KotaMojokerto

BPIPI 3 - 14 Juni 2014

Peraturan terkait dengan industri iniRegulasi penggunaansepatu Mojokerto olehPemkot (PeraturanWalikota, Surat Edaran,dll)

Penetapan regulasi tentang pengadaan barang dan jasapemerintah untuk penggunaan sepatu Mojokerto dilingkungkan instansi pemerintahan dan sekolah kotaMojokerto

Mensosialisasikan pemakaian sepatu Mojokerto dilembaga pemerintahan dan sekolah sebagai mediapromosi

Instansipemerintah dansekolah di kotaMojokerto

POKJA (DiskoperindagKota)Pemkot Mojokerto

APBD Kota Semester II /2015

Surat PenetapanMojokerto sebagai KotaAlas Kaki

Penetapan Mojokerto sebagai Kota Alas Kaki olehWalikotaSurat pemberitahuan kepada Gubernur (Jatim) danKementerian terkait (Kemenperin, Kemendag,KemenKop&UMKM)

Mensosialisasikan kota Mojokerto sebagai kota alaskaki kepada instansi pemerintahan terkait

Instansipemerintah terkait

POKJA (DiskoperindagKota)Pemkot Mojokerto

APBD Kota Semester II /2015

Head of Cooperative Ms. Merry Suryani Tel: 0821-6881-8288Address of Cooperative Jl. Lektol Sugiopranoto, Desa Pardomuan 1, Kec. Pangururan, Kab. Samosir

The exsiting members from the former Joint-Business Group (KUB)No Name Position Address Sex Job

1 Yuti Pasaribu Simbolon F TPL2 Palipi Naibaho Huta Namora M Penjahit3 Mangabing Simbolon Huta Namora M Penjahit4 Melwandi Manullang Huta Namora M Penjahit5 Wiwi Simbolon Pangururan F Penjahit6 Jalebar Sitanggang Pangururan M Honor Diskoperindag7 Rosalin Manullang Pintu Sona F Penjahit8 Rumania Malau Pangururan F Penjahit9 Merry Suryani Kepala (head) Pangururan F Pengusaha

10 Lince Veronika Pangururan F Konsultan 0821-6834-579811 Winda Simbolon Pangururan F Penjahit12 Lawessani Limbong Pangururan F Pengrajin13 Benget Sianturi Lumban Suhisuhi M Penjahit14 Frenky Sihombing Lumban Suhisuhi M Pengrajin15 Wantimer Simbolon Lumban Suhisuhi F Pengrajin tenun16 Dewi Sagala Lumban Suhisuhi F Pengrajin tenun17 Hotmaida Silalahi Pangururan F Pengrajin18 Denny Simbolon Pangururan F Pengrajin19 Fransiska Tamba Pangururan F Penjahit20 Surya Nengsi (Jovito) Pangururan F Penjahit

Newly joined members after Cooperative (KSU)No Name Position Address Sex Job21 Supriadi Sihombing Parbaba M Penjahit22 Julina Sitinjak Pangururan F Penjahit23 Junita Sibarani Pangururan F Penjahit24 H.Situngkir Situngkir M Penjahit25 Krimson Malau Pangururan M Penjahit26 Resti Sidebang Pangururan F Penjahit27 Murni Sitinjak Pangururan F Penjahit28 Sariani Hasugian Parbaba F Penjahit29 Martha Simalango Pangururan F TPL30 Putri Tamba Pangururan F TPL31 Deliana Malau Pangururan F Penjahit32 Lampita Sinaga Situngkir F Penjahit33 Olga Silalahi Secretariat Situngkir F Staf Diskoperindag34 Anna Sitanggang Secretariat Parbaba F Honor Diskoperindag

Member List of KSU HARUNGGUAN (Cooperative) for Ulos Fashion Products

No Nama Perusahaan Nama Pemilik Investasi Nilai Produksi Produk Tenaga Kerja Pasar(Rp.000) (Rp.000)

1 Setia Kawan 100,000 1,020,000 Jendela Kotak 10 After MarketJendela Bulat Industri Galangan KapalJendela Mati Jendela HidupPintu Kedap AirHandel PintuSoket

2 Rizky Saputra 100,000 1,140,000 Pompa Keong 80 8 After MarketPompa Keong STA 3000

3 Utama Rajin Teknik 75,000 540,000 Baut Kupu kupu 5 After MarketHandel PintuAnoda Zink

4 Karya Utama Logam 100,000 1,080,000 Baut Kupu Kupu 7 After MarketNepel

5 Iqro Logam 100,000 720,000 Baling baling kapal 6 After MarketKili kiliBaut kupu kupu

6 Rojiki 50,000 300,000 Kipas Pompa PC 5 After MarketIndustri Galangan Kapal

7 Karya Manunggal 65,000 420,000 Jendela Kapal Bulat 5 After MarketJendela Kapal Kotak

8 Karya Mulya 30,000 180,000 Stir Kapal 5 After Market

9 Anugrah Teknik 65,000 540,000 Baling baling Kapal 5 After MarketBushing KokerBaut kupu kupu

10 Putra Teknik 100,000 912,000 Dudukan Stir kapal 8 After MarketPullerKerekan

11 Bintang Rejeki 70,000 180,000 Pompa Keong PC 5 After MarketPompa Keong STAJangkar Kapak

12 Risna Jaya 100,000 720,000 Kopel Mesin kapal 8 After MarketPully

14 Langgan Menatari Jaya 150,000 600,000 Pompa Keong PC 8 After MarketPompa keong STA

15 Rizky Baru 70,000 300,000 AS Pompa PCAs Pompa STA 5 After MarketPully

16 Logam Cor 95,000 780,000 Pompa Keong STA 6 After MarketPompa keong PC

17 Incor 85,000 780,000 as Pompa PC 7 After MarketBushing Koker Industri Galangan KapalBaling baling kapal

18 H.Ony 20,000 240,000 Pompa Keong PC 6 After MarketBaling Baling Kapal Industri Galangan KapalPancing

19 Kamali 30,000 240,000 as Pompa PC 7 After MarketBushing Koker Industri Galangan KapalAs Kapal Pompa

20 Hasil Karya Putra 100,000 900,000 Jendela kapal 6 After MarketHandel Pintu Industri Galangan KapalTempat lampu

21 Sani 100,000 840,000 Jendela kapal 6 After MarketBushing Koker Industri Galangan KapalTambatan

22 Nadin 90,000 540,000 Jendela kapal Kotak 6 After MarketJendela kapal Bulat Industri Galangan KapalTempat Lampu

23 Ali Langgen 100,000 1,020,000 Jendela Kapal Bulat 7 After MarketJendela Kapal Kotak Industri Galangan Kapal

24 Lulu Putra Mandiri 45,000 240,000 Jendela kapal 5 After MarketHandel Pintu Industri Galangan KapalTempat LamuBushing Koker

25 Haira 95,000 480,000 Jendela kapal 6 After MarketPelendes Industri Galangan KapalDudukan Lampu Kapal

26 Logam Bahari 50,000 360,000 Baling baling kapal 5 After MarketKili kili Industri Galangan Kapal

27 Utama Jaya 50,000 240,000 Baling Baling kapal 5 After MarketPelendes

28 Husni 50,000 240,000 Baling baling Kapal 4 After MarketKili kili

29 Putra Eka Jaya 50,000 300,000 Baling Baling Kapal 5 After MarketPompa Keong PC

Daftar IKM Komponen Kapal Kabupaten Tegal (List of the initial target SMIs for Ship-part Industry )

No Nama Uｓａｈａ Merek Produk Pemilik Alamat Thn mulaiusaha Jenis Produk Olahan Tempat Penjualan Penjualan per Bulan

( Rata Rata ) PIRT Halal

1 Sa'adah Banua Cokelat Kota Palu 2010 4

Tenaga kerja tetap 2,pemilik dan suaminya

cokelat bar, cokelat candy, cokelat praline,cokelat paket dll.

1. Outlet milik sendiri2. Toko oleh oleh "Sri Rejeki"3. Toko oleh oleh "Garuda Jaya"4. Toko oleh oleh "Raja Bawang"5. Toko oleh oleh "Mbok Sri"6. Toko Oleh Oleh " Sumber Rezeki "7. Toko Oleh Oleh " Salhan "8. Toko Oleh Oleh "Diverso"9. Toko Oleh Oleh " Zahra"10. Toko Oleh Oleh "Sofie"11. Toko Oleh Oleh "CLP"12. Swissbell Hotel (café) *sdh tdk lagi13. Jualan di pantai *sdh tidak lagi14 Pameran

rp. 7.2 juta

○ ○

2 Rapoviaka Simple Rapoviaka Simple Kota Palu 2010 4

Tenaga kerja tetap 2, 1orang dipanggil sesuaikebutuhan dan pemilik

praline, semprong cokelat, cokelat bar 1. Penjualan Langsung2. Toko oleh oleh "Salhan"3. Toko oleh oleh "Diana"4. Toko Oleh Oleh "Rhema"5. Toko Oleh Oleh "Diverso"6. Toko Oleh Oleh "Sri Rejeki"7. Toko Oleh Oleh "Sibayak" Balikpapan8. Pameran

rp. 5.6 juta

○ ○

3 Maryam's Family Tadulako Cokelat Kota Palu 2012 3

Tenaga kerja tetap 2 danpemilik

cokelat bar, cokelat candy, cokelat praline,cokelat kurma, brownies

1. Penjualan Langsung2. Toko oleh oleh "Salhan"3. Toko oleh oleh "Diana"4. Toko Oleh Oleh "Rhema"5. Toko Oleh Oleh "Diverso"6. Toko Oleh Oleh "Sri Rejeki"7. Toko Oleh Oleh "Sibayak" Balikpapan8. Sumber Rejeki9 Pameran

rp. 2 juta

○ ○

4 Moon's Chocolate Moon's Chocolate Kota Palu 2012 2

1 orang dipanggil sesuaikebutuhan dan pemilik

selai cokelat, cokelat bar, cokelat praline,cokelat lolypop, cokelat edible

1. Penjualan langsung2. Toko Oleh Oleh "Salhan"3. Toko Oleh Oleh "Sibayak" Balikpapan4. Pameran

rp. 1.1 juta

○ ○

5 Sakulati Cokelat Sakulati Cokelat Kab. Sigi 2012 2

Tenaga kerja tetap 1 danpemilik

brownies, cokelat bar, cokelat praline,cokelat lolypop, cokelat sagu, cokelat crispy,cokelat kurma, cokelat marbel, minumancokelat

1. Kios/ Kedai (4)2. SD (1)3. Swalayan "Galeri Sigi"4. Toko Oleh Oleh "Raja Bawang"5. Toko Oleh Oleh "Rhema"6. Penjulan langsung7. Pameran

rp. 1.8 juta

○ ○

6 Wanita Mandiri Aisyah Cokelat Kota Palu 2012 2Tenaga kerja tetap 1 danpemilik

lolypop, cokelat candy 1. SD2. TK3. Kios

rp. 4 juta○ ○

7 Al Ikhsan Cokelat Halwa Kota Palu 2013 1Pemilik brownies, cokelat bar, cokelat praline,

cokelat lolypop, kukiw cokelat, cokelatmarbel, cokelat kurma

1. SD, SMK2. Penjualan langsung3. Pameran

rp. 1.4 juta○ ○

8 Rumah roti dan kueMangunsarkoro Mangun Cokelat Kota Palu 2013 1

Pemilik (memakai tenagakerja pada usaha rotisesuai kebutuhan dantenaga dari Sa'adah)

Roti cokelat, cokelat bar, cokelat praline,cokelat lolypop, minuman cokelat jahe, kuekering

1.Pameran2. SMP3. Swalayan (Gorontalo)4. Koperasi5. Penjualan langsung

rp. 2.9 juta ( diluarpenjualan roti )

○ ○

9 Chocolate craft Chocolate craft Kota Palu 2013 1

Pemilik brownies, puding cokelat, cokelat praline,lolypop

1. Toko Oleh Oleh "Rhema"2. Toko Oleh Oleh "Diverso"3. Sekolah4. Pameran5. Penjualan langsung

rp. 600 rb

○ ○

10 Choco-Pal Choco-Pal Kota Palu 2013 1 Pemilik cokelat praline n/a n/a○ ○

11 Kaili Cokelat Kaili Cokelat Kota Palu 2014 1. Outlet Banua Cokelat n/a

12 Merpati Cokelat Merpati Cokelat Kota Palu 2014 n/a n/a

Daftar Anggota APECC (Member list of Association for Chocolate Producers)Tenaga Kerja

Daftar Produsen Meubel Rotan di Kota Palu (Target Producers for Rattan Furniture Industry )

No Nama IKM PemimpinTahunBerdiri

Jenis ProdukPenjualan 2014

(Natal 2013, Lebaran 2014)Asal Pembeli Kelompok Pembeli Perubahan yang terjadi Telepon

Sumber BahanBaku

1CV. BoneLayana Indah

2004kursi meja tamu, kursi meja makan,kursi meja teras, kursi santai, sketsel,piring, tutup saji, dll

6 orang tenaga kerja tetap termasuk pemilikBulan biasa: 5 jt/ blnLebaran: 50 jt

Palu, Morowali,Parigi, Poso,Makassar

Pribadi, Instansi Pemda(Perkebunan Prov.,Pendidikan/ Kebudayaan Kota)

Penjualan tahun 2014 menurun, tenaga kerjatetap berproduksi sehingga ada tumpukan stokyang siap untuk finishing.

085341367728 Pantai Timur Jaya

2Istana SeniRupa


1 orang(diri

sendiri)Panggil tenaga jika ada orderan

Bulan biasa : Rp 6 juta / bulan (5 setkursi@Rp 1.200.000 ‐ 1,500.000)Lebaran : Rp 37.600.000 (8 [email protected] dan 7 set [email protected])

Palu dan sekitarnya,Makassar

Pribadi, Instansi / lembaga (PIRNAS)

Penurunan penjualan, disebabkan tingkatkesibukan pemilik sangat tinggi (pemilik memilikiprofesi sebagai guru)


3 Bamba Rotan 2007kursi meja tamu, kursi meja makan,kursi meja teras, kursi santai

1 orang(diri

sendiri)Panggil tenaga jika ada orderan

Bulan biasa : Rp 5 juta/ bln (2 ‐ 5set@Rp 1.200.000 ‐ 1,500.000),

Palu, PalopoPribadi, Instansi Pemda(Pariwisata), Bandara

Penurunan penjualan, disebabkan tingkatkesibukan pemilik sangat tinggi (pemilik memilikikesibukan sebagai staff di PIRNAS)


4Sumber RotanTohti


9 orang tenaga kerja tetap termasuk pemilikBulan biasa: 5‐10 jt/ blnNatal 2013: 135 jt (30 [email protected] jt)Lebaran: 180 jt (40 [email protected] jt)

Palu dansekitarnya, TanahToraja

Pribadi, Dinas, Hotel, cafe Penjualan tahun 2014 sangat meningkat. 081245186613Pantai Timur Jaya?@Tawaeli

5Tora ToraRotan


10 orang

4 orang tenaga kerja tetap, 6 orangtidak tetap(tidak termasuk pemilik/ pemilik tidakterlibat dalam proses produksi)

Bulan biasa: 5‐10 jt/ blnNatal 2013: 40 jtLebaran: 60 jt

Palu dan sekitarnya Pribadi

Penjualan tahun 2014 dalam kondisi stabil,kecuali orderan natal tahun ini menurun,kemungkinan disebabkan oleh kenaikan BBM(menurut IKM).

082187696831Pantai Timur JayaCV Budi Mulia

6Indra JayaRotan

2008kursi meja tamu, kursi meja makan,kursi meja teras, kursi santai

4 orang

tenaga kerja tetap termasuk pemilik(namun sekarang bulan desember2014 tenaga kerja selain pemilikbekerja di sentra ujuna)

Bulan biasa: 12 jt/ blnLebaran: 60 jt (50 set)

Palu dan sekitarnya PribadiPenurunan penjualan, disebabkan tingkatkesibukan pemilik sangat tinggi (memilikiaktifitas di luar kota)

082193778583

7 Meubel Rizki 1990kursi meja makan, , kursi meja tamu,kursi meja teras, meubel kayu

5 orang tenaga kerja tetap termasuk pemilikBulan biasa: 10 jt/ blnLebaran: 30 jt

Palu, Tanah Toraja,Mamuju

Pribadi, Instansi/ lembaga (PIRNAS)

Penjualan khususnya produk rotan cukupmeningkat (pemilik memiliki usaha mebel kayujuga), disebabkan keaktifan IKM dalammengikuti pameran lokal.

085241398029PT VerkoUD Fajar Baru

Daftar Produsen Meubel Rotan di Kota Palu (Non‐target Producers )


Jenis Produk Penjualan Asal Pembeli Kelompok Pembali Keterangan TELEPON / HPSumber Bahan

Baku

1 Kaili Jaya 1979kursi meja tamu, kursi meja makan,kursi meja teras, kursi santai, sketsel,piring, tutup saji

3 orang

tenaga kerja tetap

Bulan biasa: 2‐5 jt/ blnLebaran: 20 jt

Palu dan sekitarnya Pribadi 085394353549 Pantai Timur Jaya

2Subur Rotan1&2


12 orang

tenaga kerja tetap

Bulan biasa: 20 jt/ blnLebaran: 200 jt (100 set)


3Irma JayaRotan


2 orang

tenaga kerja tetap

Bulan biasa: 2‐5 jt/ blnLebaran: 15 jt


4 Palunesia 2007kursi meja tamu, kursi meja makan,kursi meja teras, kursi santai, sketsel,piring, tutup saji, dll

4 orangPalu, Manado,Poso, Toli Toli,Ampana, Morowali

Pribadi 081354582708 Pantai Timur Jaya

5 Eka Bintang 2 1987kurungan ayam, ayunan bayi, meubel(jika ada orderan)

2 orangtenaga kerja tetap

5‐6 jt/ bln Palu dan sekitarnya Pribadi UD Fajar Baru

6BinaSampesuvu

2000 Kerajinan Parsel Buah 5 orang tenaga kerja tidak tetap 400 rb/ bln Palu Pribadi 085241051848

Jumlah Tenaga Kerja

Jumlah Tenaga Kerja


Jenis ProdukPenjualan 2014

(Natal 2013, Lebaran 2014)Asal Pembeli Kelompok Pembeli Perubahan yang terjadi Telepon

Sumber BahanBaku

Jumlah Tenaga Kerja

8 Kriya Rotan 2008 tempat sampah dan piring rotan 1 orang 085228923263

9 Prima Rotan 2004Kerajinan (piring, lampu, tudung saji,dll)

1 orang 300 rb / bln Palu Pribadi Guru SMK 5 085241355223 Pantai Timur Jaya

10Meubel RotanFatikh

Keranjang Buah 1 orang 1,5 jt/ bln Palu, Poso Pribadi (penjual buah) 081354529344

13 Taipa Rotan 1 2013 kursi meja tamu, kursi meja teras 4 orang

11Meubel RotanVery

2009Untuk sementara, produksi kurang aktif (perlukonfirmasi).

085298730704

12 Astri Lauro 2006kursi meja tamu, kursi meja makan,kursi meja teras, kursi santai

1 orangSekarang menjadi tenaga di IKM Palunesia,kurang aktif melakukan produksi di tempatsendiri.

081341460513

14 Bunga TaliseProduksi di tempat sendiri kurang aktif, IKMmemiliki bekerja bersama dgn IKM BambaRattan.

085241362147

15Hasta RoviegaRotan

2010 kursi meja tamu, Kursi meja Teras 1 orangProduksi kurang aktif, pelaku IKM memilikipekarjaan lain.

081944593568

16 Taipa Rotan 2Sudah tutup. Pelaku IKM bekerja pada IKM lainsebagai tenaga kerja.

17 Eka Bintang 2 Sekarang tinggal meubel kayu. 085341299177

18UPT Batik &Rotan

Sekarang fokus pada industri batik. 081354276658

19 Kopinkra Untuk sementara belum menjual produk. 081341216787

20 Rotan Baiya Sekarang tidak ada produksi/ tenaga kerja.

21Meubel RotanJagat

2012 kerajinan 1 orangProduksi belum rutin dilakukan, hasil produksijuga belum dapat dipasarkan.

081341442000

Daftar IKM Pengolahan Aloevera Pontianak (List of the initial target SMIs for Aloe Processing Industry )

Pasar

Lokal Domestik Mancanegara1 Barokah PIRT, Halal, Layak

Sehat0852-5046-3078 Dodol, Manisan, Kerupuk Terminal Agrobisnis, PSP, Mitra-anda, HM, CS,

KaisarSurabaya, Semarang 7 30~40 kg

2 I Sun Vera Haki, PIRT, Halal 0813-5208-2882 Dodol, Manisan, Kerupuk,Jelly, Tea, Minuman, Pilus,Cokelat, Stick, Bakso, Nasi,Sabun

PSP, Mitramart, Mitra-anda Jakarta (Smesco),Lottemart

Korea (lwt online),Singapura (minuman),Brunei (tea/sabun),Malaysia (sabun)

35 2 ton

3 Kemuning PIRT, Halal 0813-4543-1775 Dodol PSP, Gajahmada, Sisinga Maharaja, Le GitaCake

6 60 kg

4 Nusa Indah PIRT, Halal 0561-88-4056 Manisan PSP 21 75~80 kg

5 Mitra SumberAloe Vera

PIRT, Halal 0812-560-7554 Manisan, Tea, Minuman PSP, Mitra-anda Jakarta 8 1 ton

6 Mavera PIRT, Halal 0812-5675-0677 Minuman PSP, Minimarket Serasan, Rindu Alam,Freshmarket, Hotels, Kantoran

Jakarta, Surabaya(café lga bakar)

3 tenagakerja

2~2.5 ton

7 Rotiku Hidup Haki, PIRT, Halal 0561-73-91890813-4592-5189

Minuman, Jelly, Tea,Kerupuk, Cokelat, Dodol

PSP, Incubator BI Jakarta, Semarang 7 1~2 ton

8 Saviera PIRT, Halal 0852-2244-7355 Minuman Minimarket Garuda, Mitra-anda, Mitramart, HarumManis, Citraniaga, Asoka

2 40 dus

9 Kimken PIRT, Halal Minuman Pontianak, Kab. Sintang, Kab. Ketapang 4 50 dos

10 Kope AloeveraJuwara

PIRT, Haki 0812-5763-6555 Kopi Aloevera Kafe Jirey Bali, Jakarta 2 10 kg

11 Tripple PIRT, Halal, IMB? 0852-5233-5812 Minuman PSP Jakarta 30 500 dus

13 Artika Vera PIRT, Halal 0852-4594-2178 Manisan Minimarket Kota Madya, Kota Baru, Sangai Jawi,Toko buah, Mempawah, Sungai Penyu, Anjungan,Sungai Duri

7 30~50 kg

14 AmplangPontianak

PIRT, Halal, B-Pom 0852-49-6472 Amplang Perhotelan (Orchad, Kini, Kapuas Darma,Merpati), Mitramart, Mitraanda

3 10 kg

15 Jetskin PIRT, Halal 0813-4505-5219 Minuman, Manisan, Cokelat,Tea

PSP, Carefour, Hypermart Carefour, Hypermart,Superindo

15 1,000 dus

16 Ulira Food PIRT 0852-4964-7298 Rempeyek, Stik tulang ikan,Stik keju

Happymart, Le gita Cake, Jutali, Sengti 2 16 kg

17 Aloevera SegarRasa

PIRT, Halal 0852-4724-2980 Minuman Toko 56, Cita Rasa, Ahui 2 60 dos

18 My Beauty PIRT 0852-5221-0990 Cokelat Hypermart, Mitramart, Mega Mitra, Harum Manis,Balas Tara, Banks, Hotel Santika

Mempawa, Sintang 2 30 kg: batangan30 kg: kiloan

19 Hidayah PIRT 0812-5671-7776 Dodol PSP, Lego, Harum Manis, Citra Santan, Kaisar 7 30 kg

20 Kaliovera PIRT 0812-560-1679 Minuman Gajahmada, PSP, Mitramart, Legita Cake, Citraniaga, KoperasiAlas Kusuma, Amplang Pelai, Familymart, Freshmart, MMAlamin, Purnamamart, Indah Selera, Happymart, Sabar Subur,Mitra Lestari, Sangat Manis, Saricha Cake, Mamamart,Kingmart, Bunda Rasa Cake

3 50 kg

21 O-Degree PIRT 0812-572-1721 Kosmetik Apotik Sungai Landak, Resto, Ditributors, SalonElqeuu/ Sandra tj. Hulu

Jakarta, Palembang,Jogjyakarta

Kuching, Kuala Lumpur 15-kontrak4-tetap

1600 botol/produksi

Jenis Produk TenagaKerja Produksi (harian)No Nama Merek Alamat Pemilik Izin Usaha No.Telepon

Data IKM Alas Kaki Sasaran di Kota Mojokerto (List of the initial target SMIs for Footwear Industry )Jumlah

Domestik Ekspor Ada Tidak Pengrajin

1 UD. Cipta Karya Sepatu/ Sandal Kulit 08123156085 √ √ 22 Kurang motivasi2 Victor Sepatu/ Slop 081335715023 √ √ 25 Kurang motivasi3 Nurah Sepatu 0321391388 √ √ 6 Perlu diobservasi4 Vandiaz Sepatu/ Sandal 085648877718 √ √ 20 Model Product5 UD. Perdana Sepatu/ Slop 0321395826 √ √ 8 Perlu diobservasi6 Abbro Sepatu/ Slop 321323493 √ √ 6 Perlu diobservasi7 Zanlo Sepatu/ Slop 08542635858 √ Satria Maja √ 12 Model Product8 Sandal Zainul Sandal 0321320722 √ √ 7 Perlu diobservasi9 Shandy Suryawijaya Sepatu/ Sandal Imitasi 081330352879 √ √ 60 Kurang motivasi

10 Wenders Sepatu/ Sandal Wanita 0321395887 √ √ 10 Model Product11 Wardhana Sepatu Boot 0321325446 √ Kompak √ 25 Model Product, SOP Coaching (SDPI)

12 Alas Kaki Sai'Un Sepatu 085645590596 √ √ 22 Perlu diobservasi13 Al Atthyah Sandal 081235726636 √ Satria Maja √ 15 Pendampingan SNI (BSN/ PUPUK)14 Karya Abadi Sepatu/ Sandal 085649153007 √ Java Dwipa √ 20 Model Product, SOP Coaching (SDPI)15 Fandy Anger Prayugo Sandal/ Sepatu 0857497780 √ √ 14 Perlu diobservasi16 UD. Alimda Sepatu/ Sandal 0321325268 √ Satria Maja √ 20 Model Product17 UD. Orlando Jaya Safety Shoes 0321390968 √ Satria Maja √ 5 SNI Coaching (SDPI)18 The Hero Sepatu Kulit 085732924550 √ √ 6 Model Product19 UD. Mitra Kerja Sepatu Sport Anak 082234982877 √ √ 30 Pendampingan SNI (BSN/ PUPUK)20 Handeye Sepatu/ Sandal 03217220630 √ Java Dwipa √ 7 Model Product21 UD. Priti Sepatu wanita 0321 391918 √ √ 32 Model Product/ Pendampingan SNI (BSN/ PUPUK)

22 Dani Irawan Sandal 0321390384 √ Java Dwipa √ 12 Model Product23 Makruf Sandal 087856528999 √ √ 12 Perlu diobservasi24 Jaya Mulya Sepatu Kulit 0321390731 √ √ 6 SNI Coaching (SDPI)25 Fadil Jaya Abadi Sandal 081330512390 √ √ 6 Perlu diobservasi26 D & R Sepatu 0817584125 √ √ 8 Model Product27 Indra Jaya Sepatu/ Sandal 082140010090 √ √ 12 Pendampingan SNI (BSN/ PUPUK)28 Putra Jaya Sandal 08133001600 √ √ 15 Perlu diobservasi

29 Puspa Utama Sepatu/ Sandal √ √ 8 Perlu diobservasi30 TBG Sepatu/ Sandal 085648834674 √ Java Dwipa √ 4 Model Product31 Magersari Safety Shoes √ √ SNI Coaching (SDPI)

Kelurahan Miji

Kelurahan Surodinawan

Kelurahan Prajuritkulon

Kelurahan Blooto

KeteranganLegalitas Usaha

KUBNo. Nama Alamat Produk Kontak TelPasar

Annex-8: Detailed outputs/ achievements of facilitation

of the Local Industry Action Plan (LIAP) implementation by the target regions/ industries

PM Form 4 Project Completion Report Annex-8

1

Achievement of Output

Output-2: Platform operation for local industry development = Strengthening of the competitiveness of target SMIs with efficient service delivery

2-1 Number of the LWG meeting held

Number of the LWG meeting held for each target industry Industry Number of meeting held and explanation

Ulos fashion industry - Has held 8 LWG meetings including terminal evaluation. Voluntary initiative of LWG for holding those meetings LWG was generally weak. LWG prepared agenda/ materials for such voluntary meetings.

Ship-part industry - Has held 13 LWG meetings including terminal evaluation and several times of small gathering among key LWG members. Small gatherings have been held voluntarily in order to share the progress/ issues of the LIAP implementation.

Cacao processing industry - Has held 14 LWG meetings including terminal evaluation and attended the periodic meetings of the target producers where the LWG members/ facilitator monitor the progress of the actions taken by them, and hear their needs/ requests for additional supports. The LWG meeting has become voluntarily held in the recent months.

Rattan furniture industry - Has Held 17 LWG meetings including terminal evaluation, which were held upon the Expert Team’s facilitation previously, but has become voluntarily held in the recent months.

Aloe processing industry - Has held 6 LWG meetings for the purpose of industry diagnosis, planning of the initial LIAP including FGDs with target industries, preparation of key support activities, and review of the progress/ achievement of the LIAP.

Footwear industry - Has held 6 LWG meeting for the purpose of industry diagnosis, planning of the initial LIAP including FGDs with target industries, preparation of key support activities, and review of the progress/ achievement of the LIAP.

2-2 Number of support activity/ service facilitated among the proposed supports/ services in the Local Industry Action Plan (LIAP)

The support activities/ services (183 in total) facilitated so far by each LWG for target industries (as of the reporting);

Number of the support activities/ services facilitated by each LWG for target industries Industry Times of support activity provided

Ulos fashion industry Total: 43 times, including; - on raw material/ equipment: 12 times - on production/ technical improvement: 16 times - on market development: 12 times - on business management / financial access: 2 times - on industrial infrastructure/ institutional development: 1 time

Ship-part industry Total: 21 times, including; - on raw material/ equipment: 1 time - on production/ technical improvement: 11 times - on market development: 6 times - on business management/ financial access: 2 times - on industrial infrastructure/ institutional development: 1 time

Cacao processing industry Total: 43 times, including; - on raw material/ equipment: 3 times - on production/ technical improvement: 12 times


2

- on market development: 24 times - on business management/ financial access: 3 times - on industrial infrastructure/ institutional development: 1 time

Rattan furniture industry Total: 29 times, including; - on raw material/ equipment: 0 time - on production/ technical improvement: 8 times - on market development: 19 times - on business management/ financial access: 2 times

Aloe processing industry Total: 25 times, including; - on raw material/ equipment: 0 time - on production/ technical improvement: 6 times - on market development: 18 times - on business management/ financial access: 0 time - on industrial infrastructure/ institutional development: 1 time

Footwear industry Total: 22 times, including; - on raw material/ equipment: 0 time - on production/ technical improvement: 13 times - on market development: 5 times - on business management/ financial access: 2 time - on industrial infrastructure/ institutional development: 2 times

The below summarizes the support activities/ services which have been facilitated by each LWG for target industries, and the actions taken by target SMIs (as of the reporting);

Summary of the support activities/ services facilitated and the actions taken by target SMIs

Region/ Industry

Support activities/ services Actions taken by target SMIs

Samosir, North Sumatra Ulos Fashion industry

Support activities/ services facilitated: - Training/ technical guidance of handicraft product (using Ulos) development/ diversification

(5 times) - Training of design and process skills development for Ulos-applied apparels/ handicrafts (5

times) - Training/ technical guidance of quality improvement of fabric/ skills of motif work (2 times) - Apprenticeship in advanced ATBM weavers and training of ATBM operation (3 times) - Training of entrepreneurship/ financial management of KUB (2 times) - Provision of equipment (weaving/ sawing machines/ raw materials) (12 times) - Promotion through event/ exhibitions (11 times) - Development of promotion tools and branding - Facilitation/ technical guidance of the producers’ cooperative establishment Actions taken by target SMIs: - Establishment of the joint-business group) and then the producers’ cooperative - Ulos-applied handicraft product development/ diversification - Marketing visits to potential buyers/ sales channels (local/ tourist markets)

Tegal, Central Java Metalwork (ship-parts) industry

Support activities/ services facilitated: - Technical guidance of good production practice/ workshop improvement through 3S

introduction (pilot and extension phases) - Technical guidance and related supports for ship component certification by BKI, including;

* Training of production process documentation * Workshop of drawing preparation for target components * Technical guidance of prototype/ production process documentation for target components * Quality/ performance test of prototype components * Research on standardization of scrap-based casting materials


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- Study/ marketing visit to BKI/ ship-building industry in Jakarta - Business matching with ship-builder/ owner in Tegal - Participation in maritime industry exhibitions and workshop (3 times) - Matching seminar on financial service by a local non-bank - Training of financial management (bookkeeping/ cash flow management) Actions taken by target SMIs: - 3S introduction at the workshop - Prototype-making, production process documentation in preparation for BKI certification - Marketing and promotion to the existing/ potential buyers

Central Sulawesi Cacao processing industry

Support activities/ services facilitated: - Comparative study to the advanced chocolate industry - Technical guidance/ technical consultation of production skills/ machine operation to the

operators in the processing factory (2 times) - Technical guidance of chocolate product processing for local chocolate producers/ training of

product diversification (7 times) - Training of Good Manufacturing Practice - Technical guidance of product packaging - Equipment/ machinery provision (3 times) - Promotion/ market test through events/ exhibitions (16 times) - Business matching with national chain stores/ local hotel industry (3 times) - Marketing mission to regional market (2 times) - Facilitation of an outlet establishment at the local airport - PR through local radio/ PR tool installation (2 times) - Guidance seminar on establishment/ management of micro-finance institution - Training of entrepreneurship (2 times) Actions taken by target SMIs: - Establishment of the association of local chocolate producers - Cacao-based/ chocolate product development/ diversification - Marketing visits to the potential buyers in local modern segment - Establishment of the association’s own chocolate shop (at the local airport)

Rattan industry

Support activities/ services facilitated: - Survey of local modern market in Palu/ seminar of the market survey for rattan furniture - Issuance of support letters for marketing action/ regulatory improvement (2 times) - Preparation of product catalogue - Promotion through events/ exhibitions (12 times) - Billboard advertisement/ RP through local television (2 times) - Training of product design/ finishing skills (6 times) - Establishment of standard manufacturing practice and process audit system (2 times) - Training of entrepreneurship (2 times) Actions taken by target SMIs: - Marketing visits to potential buyers/ users in local modern market

Pontianak West Kalimantan Aloe processing industry

Support activities/ services facilitated: - Business meeting with the polytechnic - Quality test of products (beverage) - Technical guidance for GMP certification (preparation) - Comparative study tour to Jakarta and Bandung on packaging/ GMP - Training of packaging design - Promotion through event/ exhibition (18 times) - Facilitation of establishment/ strengthening of the industry association Actions taken by target SMIs:


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- Establishment of an association of local aloe processing SMIs - Establishment of a packaging design service

Mojokerto East Java Footwear industry

Support activities/ services facilitated: - Training of entrepreneurship/ business management (2 times) - Training of advanced design - Training of size standardization - Training of branding - Training of shoelast making - Training of upper sole stitching/ out sole production (2 times) - Training of product/ design development (3 times) including market research - Testing of prototype product performance - Training/ clinic service of gluing practice - Socialization/ technical guidance (coaching) of Indonesian National Standard/ standard

manufacturing practice (SOP) - Socialization/ technical guidance of workshop improvement though 3S introduction - Trade mission to/ business matching with potential foreign/ domestic buyers - Promotion/ market test through events/ exhibitions (3 times) - Training/ guidance of strengthening the joint-business group (KUB) - Comparative study to advanced footwear industry center Actions taken by target SMIs - 3S introduction at the workshop - Prototype-making, production process documentation in preparation for SOP application - Marketing and promotion to the existing/ potential buyers

Collaboration with supporting stakeholders in supply-chain (except supporting institutions)

Each LWG has been facilitating the networking and collaboration with other supporting stakeholders, especially buyers/ merchandisers, and accreditation institution in the supply-chain of the target industries as show below, as a means to develop the marketable products and expand the sales channels. Networking and collaboration with raw material suppliers has been limited to a case of cacao processing industry.

Industry Networked/ collaborated stakeholders Objective

Ulos fashion industry

3 handicraft merchandisers in Medan, namely, Kriya Ulos, I Love Medan, Langgam Souvenir (all in North Sumatra) Assoc. of Indonesian Fashion Designers

Technical guidance, product development, sales channel development

Ship-part industry Biro Klasfikasi Indonesia (BKI), ship class/ component accreditation body KospinJasa, the largest local non-bank

Technical guidance, ship component certification Strengthening financial access

Cacao processing industry

2 farmers groups (guided on good farming practice)

Stable supply of quality fermented beans


PT. Aloevera Indonesia (a large aloe processing company) Indonesian Packaging Federation, and packaging distributors/ makers

Technical guidance of product improvement Packaging design support/ material supply, technical assistance

Footwear industry Ciputra University (students)/ Indonesian Footwear Industry Association (Aprisindo) PT. Geleco (supplier of gluing agents)

Product design/ development/ marketing Product quality improvement


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2-3 Number of SMIs/ producers which have been receiving/ utilizing the support/ service facilitated

Number of SMIs/ producers which have been receiving/ utilizing the support/ service Industry Initial target SMIs/ producers Actual target SMIs/ producers

Ulos fashion 40 producers (30 weavers, 10 tailors)

Those which receive/ utilize the support/ service: 80 producers (30 weavers, 20 tailors, 30 newcomers) Target producers currently in focus: 20 producers (the members of newly established cooperative)

Ship-parts 30 SMIs of ship-part industry cooperative members

Those which receive/ utilize the support/ service: Around 40 SMIs (inc. non-cooperative members) Target SMIs currently in focus: 12 SMIs (inc. non-cooperative members)

Cacao processing 20 chocolate producers Those which receive/ utilize the support/ service: 18 producers (additional 95 persons received the chocolate business start-up training recently) Target producers currently in focus: 16 producers (10 joins the producers’ association)

Rattan furniture Around 20 producers Those which receive/ utilize the support/ service: 10 producers (inc. non-group members) Target producers currently in focus: 5 producers


21 SMIs (formed an industrial association)

Those which receive/ utilize the support/ service: 21 SMIs Target SMIs currently in focus: Same as above

Footwear industry Around 40 SMIs Those which receive/ utilize the support/ service: 30 SMIs Target SMIs currently in focus: 25 SMIs

2-4 Satisfaction (by most target SMIs) with the support activity/ service facilitated

Degree of satisfaction by target SMIs which have been receiving/ utilizing the support/ service Industry Degree of satisfaction Note

Ulos fashion Among 20 target producers in focus, 19 producers are very satisfied or satisfied, while one assesses so so.

Ship-parts Among 12 target SMIs in focus, 7 SMIs are satisfied/ satisfied very much, while 4 SMIs so so, and 1 SMIs not satisfied.

One SMIs answers ‘not satisfied’, because of no direct effect on the volume of order.

Cacao processing Among 10 target producers in focus, 7 producers are very satisfied or satisfied, while 2 producers are not sure, and one is less satisfied.

One producer answers ‘less satisfied’, because of the lesser participation during the latter stage of the Action Plan.

Rattan furniture Five (5) target producers in focus are not sure of their satisfaction.

They reply ‘not sure’, because they do not see tangible effects for their business.

The degree of satisfaction by target SMIs was surveyed for the target industries since the Phase I.


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2-5 Results (positive changes) of the LWG facilitation to target SMIs/ producers on the relevant aspects

Achievement review of the LWG facilitation over the LIAP is compiled as below according to the following aspects (those which are the case with the overall goal of each LIAP), while addressing how many SMIs/ producers are involved in success cases;

- Prototype preparation or development of the new/ improved product, and product diversification, - Improvement in comments from users/ consumers, - Linkage strengthening among SMIs/ with external stakeholders, - Expansion/ diversification of the market and sales channel, and development of new market/ buyer, - Management performance (sales, employees), and, - Other relevant achievements (on institutional, entrepreneurial, financial access, and other aspects)

Phase I target industries

Ulos fashion industry in Samosir Regency of North Sumatra Province

Facilitation of support activities by LWG/ actions by target SMIs

Among 30 Ulos weavers and 10 tailors originally targeted in the LIAP, 10 weavers/ tailors were selected as the primary target for support activities considering the level of their skills and willingness. Prototype handicrafts using Ulos fabric, including bag, accessory, etc., have been developed through the step-wised training/ technical guidance of handicraft product development/ diversification and design/ processing skills, where the external handicraft merchandisers have been mobilized as instructors. Then, LWG facilitated the target producers to conducting/ continuing marketing visits, amounting to 28 tourist hotels/ souvenir shops visited in Samosir, in addition to facilitating the opportunities of exhibitions. Those primary target producers (7 weavers/ tailors) then formed the joint-business group (KUB), in order that they could share the roles of production and marketing. Then, the training of product development/ diversification has been further extended to additional weavers/ tailors, so that the capacity of the handicraft production would be raised in accordance to the increase of hotels/ shops which show the interest in placing the handicraft products. Provision of initial working capital (in the form of raw material) and equipment (sawing machine) to the KUB has been facilitated by DG-SMI and through approaching to CSR providers in the province. The KUB members, facilitated by Diskoperindag Samosir, have decided to transform into a producers’ cooperative (KSU) in order to legitimize and strengthen its entity (in view of enabling direct access to the financial/ grant supports from the government/ CSR). As of Oct. 2015, the cooperative consists of 22 producers, steadily enhancing its production/ management capacity.

Achievement of the goal of the Action Plan To increase sales of Ulos-applied products (accessory/ handicraft) in local & tourist markets, in cooperation both with local designer(s) for the design development and

Given virtually no sales of Ulos-applied handicrafts made in Samosir before the Action Plan implementation began, the overall goal is deemed as achieved, while the achievement level admits of further advancement as follows; The producers’ cooperative (KSU) has realized the consignment transaction cases of Ulos-applied handicraft products with 11 buyers/ sales channels in the local/ tourist markets, although the sales have not reached a significant amount. Although other buyers have also showed their interests in placing their handicrafts, the cooperative has not yet been able to satisfy all due to limited production capacity. Of these consigned products, the sales have been valued as Rp. 3.6 million in total (93 items out of 350 placed). In addition, the cooperative has recorded the sales of


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with the tourism industry for the promotion.

Rp. 5 million so far through 9 exhibitions. Among the cooperative members, there have been also 12 members who have started their own handicraft business at their own premises, while placing their products at several local hotels and souvenir shops. The total sales by such 12 producers have reached Rp. 52.8 million as of the reporting.

Other noticeable results (positive changes) of the facilitation to target SMIs

Prototype preparation and development of the new product - Various kinds of handicrafts products utilizing Ulos motif fabrics including bags,

wallets, rings, earrings, hairdressing items, clothes, ties, and hats (93 items in total, if counting a variety of specification of each product type).

Linkage strengthening among SMIs/ with external stakeholders - LWG has facilitated collaboration with the Association of Fashion Designers and

Entrepreneurs in Indonesia for skills development and new product development of the target producers.

Development of new market/ buyer/ sales channel - The producers’ cooperative has developed the markets and sales channels of

Ulos-applied handicrafts, including 5 tourist hotels, 5 souvenir shops in Samosir and 1 handicraft merchandiser in Medan on a consignment basis.

- Among the cooperative members, there have been 12 members who have started their own handicraft business at their own premises, while placing their products at several local hotels and souvenir shops.

Management performance (sales, employees) - As stated above, the number of producers engaging in Ulos-applied handicraft

business and their sales has fairly increased compared to the initial condition, considering virtually no production and sales before the facilitation.

Other aspects: Improvement of the joint-action performance - As stated above, the target producers jointly constituted KUB and later

transformed it into the producers’ cooperative (KSU) currently consisting of 22 members. The cooperative members assessed the improvements in the following joint-action performance, compared to the initial conditions;

Raw material procurement 16: Improved 4: Not changed

Production capacity 11: Improved 8: Not changed 1: Not clear

Productivity (required production time and costs) 14: Improved 5: Not changed 1: Not clear

Product diversification 17: Improved 3: Not changed

Marketing and promotion 18: Improved 2: Not changed

Financial management 19: Improved 1: Not changed

Fulfillment of responsibility by each member 13: Improved 4: Not changed 3: Not clear

Negotiation/ communication with government 12: Improved 7: Not changed 1: Not clear


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Ship-parts industry in Tegal Regency of Central Java Province


Towards a certification of ship components by BKI, support activities have been provided on the aspects of i) production/ quality control (technical guidance of 3S introduction, direct support in preparation for BKI certification), ii) financial access. Five (5) components (in the name of the cooperative) were initially targeted for BKI certification in FY2014, and LWG has facilitated the technical guidance of documentation of product quality manual, drawing, and prototype preparation in a stepwise manner. The prototype of target components, prepared by SMIs based on approved drawings, has been tested on a try & error basis at laboratory of Dinas in preparation for audit by BKI. Since this challenge is the first case for local industry in Indonesia, LWG had experienced difficulty in assuming and preparing the necessary supports in a scheduled manner. Accordingly, LWG actively facilitated to adjusting the use of already-budgeted program and approaching to the central/ provincial government which could finance additionally required supports, in order to timely service SMIs for the challenge action. In response to the forecasted growth of ship-building in the coming years, the LWG decided to extend the technical guidance/ marketing support for several additional components in FY2016 onwards while maintaining the existing facilitation set-up. Necessary budget for this purpose (such as audit fee) has been also secured by the MoI (Ditjen-IKM) to increase the number of certified domestic components.

Achievement of the goal of the Action Plan To enable ship-parts SMIs to manufacture BKI-class ship-parts and supply them to ship-building industries.

As a result of facilitation, 7 components have been certified or will be certified very soon. Among 7 components, 3 (ship-door, window, two types of nozzle) have been already certified by BKI, where 3 SMIs in the name of the cooperative has received official issuance of BKI certificate. Currently other 4 components (different types of ship-windows, air rent, and gate valve which entails certification of iron-casting process also), the prototypes of which have been prepared through the collaboration of the said 3 SMIs and 1 additional one, are under the process of final audit by BKI. Owing to the marketing support for those certified components, there reported a number of the existing ship-builders/ dockyards which have already intensified the order/ transaction of such components, and a few new buyers which have already ordered the certified components (the value of order from the new buyers amounted to Rp. 400 million), while observing an increased inquiries or soundings from the existing/ new buyers as follows; - The Ministry of Transportation, scheduled to build 193 ships, - An oil/gas companies, scheduled to build 12 ships - A dockyard, scheduled to build 609 ships - The Ministry of Fishery/ Marine Affairs, scheduled to build 3,540 fishery boats It is also notable that the 3 concerned parties (the MoI, BKI and association of ship-parts industry) have entered the MoU for the acceleration of ship-component certification throughout Indonesia in view of increasing the number of certified components and enhancing the local-content of ship-building. The MoU is a derivative from the successful case of technical guidance in Tegal.


Prototype preparation and production of the improved product - As mentioned above, 7 ship-components have been improved according to the

standard set by the authority (BKI) through the frequently repeated preparation of prototypes and testing.

Linkage strengthening among SMIs/ with external stakeholders - Target SMIs in focus admitted that the communication/ cooperation among them

have been largely enhanced through sharing the process of BKI certification.


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- The LWG admitted that the partnership with BKI has been newly developed and still maintained, where BKI continuously provides the guidance/ advices to the LWG/ SMIs concerning the choice of marketable components to be certified, for example.

Management performance (sales, employees) - Among 12 target SMIs in focus, 5 SMIs reported an increase in sales compared

to the before facilitation, while 3 with no change and 4 with decrease (because of ship-owners’ passiveness in preparation for the slower economic growth).

- Among 12 target SMIs in focus, 5 SMIs reported an increase in employee compared to the before facilitation, while 3 with no change and 4 with decrease.

Other aspect: improvement of productivity/ production management - Target SMIs (12) in focus admitted the improvement as follows, owing to the 3S

introductions and related guidance during the facilitation. Reduction of production time until delivery 5: largely improved

7: a little improved Reduction of production cost/ input 4: largely improved

7: a little improved 1: not improved

Reduction of defective products 4: largely improved 7: a little improved 1: not improved

Necessary time for the owner to supervise the workshop/ employees

5: largely improved 7: a little improved

Employees’ awareness over the productivity/ quality control

5: largely improved 7: a little improved

Cacao processing industry in Central Sulawesi Province (Palu City and surrounding)


Government-run processing factory of couverture (processed cacao ready for use by chocolate producers) continued trial production, achieving well-acceptable level of quality (according to consumer tests conducted through a series of market development supports). The scale of production by this cacao processing factory has been steadily increasing and the range of processed cacao product has also been expanded to cacao liquor, couverture (milk & dark chocolate), powder and cacao butter. The processed cacao products have been supplied to local chocolate producers. In August 2015, provincial Dinas Industry & Trade decided to legalize the cacao processing factory as its business unit in the form of UPT. This makes the factory more solid in continuing/ expanding the scale of processed cacao products according to a variety of needs of the users in a commercial-oriented manner and more proactive in rendering supports to the start-up producers as a core technical service unit of the industry. In parallel to the above effort, the LWG has been facilitating local chocolate producers (micro-scale/ start-up business, which utilizes the above processed cacao products for chocolate product development/ marketing) to improving, diversifying and promoting their chocolate products through the marketing visits to potential buyers/ users in modern segment and frequently allocated opportunities of exhibition, with largely improved product package. Active chocolate producers have remained 10 on average during the initial the facilitation stage. Those active producers then formed a producers’ association to compile their support needs to LWG and to activate joint-actions (such as joint-promotion/ marketing). They have conducted marketing visit to the potential buyers/ users in local modern segments in order to explore and establish the stable


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sales channels. Having admitted the signs of success case of chocolate producers, the LWG decided to increase the number of local producers in the latter stage of facilitation. So far the LWG has succeeded in encouraging 6 entrepreneurs to start chocolate business in 2015. Provincial Dinas further provided the training opportunity for 15 persons in Palu to learn the processing of cacao product.

Achievement of the goal of the Action Plan To produce chocolate/ confectionary products, continuously by utilizing couverture processed from locally available beans, and enter the local modern segment market.

The overall goal is deemed as achieved with the sufficient number of transaction case of local cacao beans processed chocolate products in the local modern segment market. Transaction cases of 28 in total with those buyers/ sales channels in local modern segment have been reported with the monthly average sales figure of Rp. 36 million (65 million at the highest) by 13 producers in total (10 association members and 3 new entrants). One producer has got a deal with a major supermarket chain, Carrefour at Palu City. As a result, the 13 producers have achieved the annual sales of Rp. 300 million in 2014, and Rp. 300 million during Jan. to Sep. 2015 against the sales target of Rp. 450 million in the same year.


Prototype preparation and development of the new product - Among 10 association members, 9 producers reported an increase in variety of

products such as chocolate bar, praline, brownie and spread, compared to the before facilitation.

Improvement in comments from users/ consumers - Consumer questionnaires made at the several exhibitions deemed the product

package as satisfactory enough and acceptable in the domestic market. Linkage strengthening among SMIs/ with external stakeholders - Target producers which join the association affirm that the communication

among the producers has been largely enhanced through the joint-action for promotion/ marketing activities, and been inspiring each other in further challenging product/ market development.

Development of new market/ buyer/ sales channel - The association members (and a few entrant producers) have so far developed 28

buyers/ sales channels in the modern segment market, including 3 supermarkets, 24 groceries/ souvenir shops, 1 hotel.

- The association has also opened the outlet of their chocolate products at the local airport since May 2015 where 11 producers have average monthly sales of Rp. 8 million so far.

- So far 3 SMIs have successfully developed the sales channels outside Palu City such as other major cities in Sulawesi Island (such as Gorontalo, Kendari and Toli-toli) and Jakarta.

Management performance (sales, employees) - Among the 10 target producers in the association, 7 SMIs reported an increase in

average monthly sales compared to the before facilitation, while the remaining 3 with decrease.

- Among the same 10 producers, 4 SMIs reported an increase in employee compared to the before facilitation, while the remaining 5 with no change and 1 with decrease.

Other aspects: Institutional development - In the early stage of the facilitation, 12 persons decided to establish the

association of local chocolate producers. The association has been active in marketing and promotion by their own initiative and working together closely in improving a quality of products.


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- 10 producers in the association assessed the improvement in the following aspects compared to the initial conditions;

Employees’ knowledge & technique over the productivity/ quality control

6: Moderately improved 2: Very improved 2: Extremely improved

Capability/ confidence in promotion activity 5: Very improved 5: Extremely improved

Awareness over financial management 5: Moderately improved 4: Very improved 1: Extremely improved

Rattan furniture industry in Palu City of Central Sulawesi Province


Facilitation of the Action Plan implementation for this industry was rather sluggish compared to others, since the Action Plan was not deemed as ‘rewarding or cogent enough’ by target producers by themselves at the beginning. Accordingly, the LWG revised the Action Plan and decided to start with the survey of local modern market, assuming that the survey result could make local producers adequately perceive the demands but problems to be tackled. After the market survey result was disseminated to local producers, several willing producers to join the marketing and product improvement efforts were identified. However, the effort of marketing visit to the modern segment users (as hotel, restaurant, government office, public facilities) has been apparently stagnant. The LWG also facilitated an issuance of support letter by the governor/ mayor concerning the recommended usage of locally made rattan furniture in the local modern users. In parallel, in order to dispel negative image over the local rattan products (revealed by the said market survey), LWG modified the Action Plan and started the quality assurance initiative, and prepared the standard manufacturing practices (SOP) of rattan furniture. In accordance to the SOP, LWG has been continuously conducting the manufacturing process audit to the priority 5 producers since Feb. 2015 in view of ensuring the quality-assured practice by the local producers which have orientation to the modern segments. Such an initiative for product quality assurance has been supported by SMI management consultants who belong to both provincial and city Dinas Industry & Trade, through their periodic field supervision over the compliance with the SOP. LWG has been also extending the promotion supports in view of changing the unfavourable perception among the consumers against the locally-made rattan furniture, including the local exhibitions to display the sample products made along the SOP, PR of such sample products through TV media. Inspired by this activity, provincial Dinas decided to apply the SOP preparation and associated production process audit as a tool for quality improvement support to other industries starting from the next year.

Achievement of the goal of the Action Plan To develop local modern segment market for rattan furniture and/ or handicrafts manufactured by local producers in Palu City, in accordance to the standard manufacturing

A questionnaire survey to the 10 producers, which have received the support activities at least more than once during the Action Plan facilitation, reveals that 8 producers recognized ‘significant or slight increase’ (compared to the before the facilitation) in the number of order from the local modern segment users, while 2 admitted ‘no change’, and also indicates that 5 producers recognized ‘significant or slight increase’ (also compared to the before the facilitation) in the sales amount connected to the local modern segment users, while the remaining admitted ‘no change or slight decrease’. One of them admitted a more than fourfold sales growth compared to the before facilitation. However, both LWG do not dare to admit that the Action Plan facilitation by the


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practice. LWG has achieved such increases of transaction with/ order from local modern segment as questionnaire reveals. This is because; - Only a few producers have been actively/ consistently involved in the Action

Plan, and support activities facilitated (particularly during the initial stage of facilitation) have not been well aligned to the direction of the overall goal,

- Marketing effort to the modern segment users by the producers was deemed stagnant during the facilitation period,

- All producers have not recorded the sales by order, accordingly their answers are not deemed reliable enough.

This LWG has facilitated a number of/ a various support activity, while periodically revising the Action Plan/ proposing additional supports in view of encouraging the local producers to involve in the Action Plan. However, only a few of them have been involved in the Action Plan, resulting in the intermittent and limited communication with target producers during the entire facilitation period.


Management performance (sales, employees) - Among the 10 producers which have received the support activities at least more

than once, 5 producers recognized ‘significant or slight increase’ (compared to the before facilitation) in the sales amount as whole, while the remaining admitted ‘no change or slight decrease’.

- Among the same 10 producers, 4 SMIs reported an increase in employee compared to the before facilitation, while 2 with no change and 4 with decrease.

Other aspects: improvement in production and marketing - Those 10 producers which have received the support activities at least more than

once recognized the degree of improvement in the following aspects; Employees’ knowledge & technique over the productivity/ quality control

2: Slightly improved 3: Moderately improved 5: Very improved

Capability/ confidence in promotion activity 2: Slightly improved 3: Moderately improved 5: Very improved

Phase II target industries

Aloe processing industry in Pontianak City of West Kalimantan Province


The LIAP composes of two major programs, i) production process standardization, and ii) packaging improvement. For these programs, LWG suggested a series of support activities, including quality test of the products, technical guidance for Good Manufacturing Practice (GMP) certification, business-matching with packaging industry, training/ equipment provision for packaging improvement, and business mentoring by large companies. As for the program i), 3 target SMIs have been receiving technical guidance of GMP certification since Jul. 2015 and the auditing is expected to finish in Jan. 2016. In addition, a product quality test for two target SMIs was conducted by R&D center (Baristan), revealing points for improvement, while the test result shall be further examined in order to discuss and set the local product standard to be followed by target SMIs. As for the program ii), the LWG has facilitated a study tour to Jakarta/ Bandung for the purpose of learning about packaging improvement. The association of aloe processing industry visited a medium-scale beverage manufacturer and packaging distributors/ makers, while having a meeting with the Indonesian Packaging


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Federation and Packaging Clinic in the MoI. Following the study tour, packaging design training has been organized for the association members. Taking advantage of experience from the study tour, the association has established a packaging design service for its members and other food/ beverage industries in Pontianak. In addition, LWG has been facilitating the association to opening an outlet for aloe-processed products at the Pontianak airport. The LWG has also facilitated target SMIs to participate in as many as 18 exhibitions so far for the market development of their products.

Achievement of the goal of the Action Plan To gain adequate ability to produce the aloe processed products, focusing on beverage products, which are competitive in the modern market segments.

Achievement of the goal is not reviewed yet since the LWG recognizes that the Action Plan implementation has been half-way facilitated. Although a pace of the Action Plan implementation was deemed rather slow at the initial stage, LWG has been gradually accelerating its facilitation of the major support activities that would directly contribute to the achievement of the overall goal, and communicating closely with target SMIs in order to catch their updated needs and identify the necessity of improving/ reviewing the Action Plan.

Noticeable results (positive changes) of the facilitation to target SMIs

Strengthening linkages among SMIs/ with external stakeholders - LWG has commenced to facilitate a large-scale aloe processor (PT. Aloevera

Indonesia) to rendering its mentorship service to target SMIs, although the concrete action has not been materialized yet.

- The association members have begun to seek for business deals with the packaging distributors/ makers (visited through the study tour), which can offer the tailored service for SMIs such as delivery by small order and lower-cost materials, and answer for the consultation needs by SMIs concerning the package design/ material choice.

Other aspects: institutional development - Almost all the aloe processing SMIs in Pontianak take part in the newly-formed

association. The association has been reinforcing the communication with the LWG, thus establishing the channel to convey the interests of the industry to the local governments.

- The association has been also functioning as a window to receive the support opportunities from government, thus being able to assign the most relevant SMIs to each support activities (previously, the beneficiaries of support activities were directly appointed by the government without consultation).

- The association has also established a packaging design service for its members. Footwear industry in Mojokerto City of East Java Province


The challenge action has been supported by two major support programs, i) SOP coaching to the selected SMIs with technical guidance of 3S, and ii) model shoes development in collaboration with the university students in Surabaya. The LWG has conducted technical guidance of 3S in preparation for SOP coaching, which is then being conducted by Indonesian Footwear Industry Development Center (BPIPI) in order to help those selected SMIs follow the standard production process and well control the product quality. In addition, product development support has been continuously facilitated in cooperation with the students of Ciputra University/ Indonesian Footwear Industry Association (APRISINDO), so far completing market research, segment targeting, training of design (basic and advanced) and product design. Around 20 product designs were screened by Ciputra University/ APRISINDO to identify potentially


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marketable ones for subsequent prototype works. Then, initial prototype work has been done to prepare the model products for the following market tests. The LWG is currently facilitating the provision of market test opportunities where target SMIs obtain the feedbacks for further product improvement. During the course of market tests, an issue of gluing (poorly finished bonding between shoe upper and sole) was identified. LWG, in response to this, requested BPIPI to help testing concerning adhesive strength against the prototypes. The test result revealed that those products from Mojokerto did not satisfy the standard of adhesion, making target SMIs recognize their poorly finished bonding by figure. LWG, in further response to this test result, organized a training of gluing where the adhesive supplier (PT. Greco) introduced quality adhesives and adequate bonding practice to SMIs. This issue has been further followed-up by periodic clinic service on gluing by PT. Greco, and the training of out-sole production by BPIPI.

Achievement of the goal of the Action Plan To make model SMIs, which can adopt good processing practice according to the SOP and develop the new market segments through the adequate product development.

Achievement of the goal is not reviewed yet since the LWG recognizes that the Action Plan implementation has been half-way facilitated, although the progress of the facilitation of proposed support activities has been regarded as satisfactory. Although facing the rather rigid budget/ disbursement system, the Expert Team recognizes that LWG has been well managing to revise the Action Plan and facilitate the target industry in a flexible and timely manner according to the needs/ issues held by target industry.

Noticeable results (positive changes) of the facilitation to target SMIs

Prototype preparation and development of the new product - So far 7 SMIs have developed 14 new (model) products which focus on the

segments of college students/ young workers. Linkage strengthening among SMIs/ with external stakeholders - The model product development program has enhanced the new form of

collaboration among SMIs such as joint-sourcing of raw materials and joint-marketing, since they have been challenging the product development which requires new materials and market segments.

- The LWG has been actively utilizing the Ciputra University (college students) and Aprisindo in order to facilitate SMIs to developing the marketable products to their newly targeted segment, where the Ciputra/ Aprisindo have advised/ guided SMIs on market study, product concept/ design, and market test.

- The LWG has also developed the mutually benefited linkage between the adhesive supplier (PT. Greco) and SMIs, where PT. Greco conducted the training of gluing skills, and has then established the bi-weekly clinic service on gluing. This enables SMIs to obtain the adequate adhesives easily.

Development/ diversification of the market/ sales channel - Although still limited in number, 6 out 7 SMIs involved in the model product

development program have so far realized the transaction value of Rp. 713.7 million and received the inquiry amounting to Rp. 465.5 million, for their new products under trial development/ marketing through the exhibitions/ own sales promotion effort as of the end of 2015.

- Those 4 out of the above 7 SMIs have already identified the new buyers/ sales channels for their new products.

Management performance (sales, employees) - Among 25 target SMIs in focus (responded by 22 SMIs), 12 SMIs has increased


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their sales amount as a whole in 2015 compared to 2014 (before facilitation), while the remaining admitted ‘no change or decrease’. Total sales amount of the responded SMIs has shown the growth by 2.2% in 2015, compared to 2014 (before facilitation).

- Among 25 target SMIs in focus (responded by 22 SMIs), 6 SMIs has increased their number of employee in 2015 compared to 2014 (before facilitation), while a majority of the remaining SMIs admitted ‘no change’.

Other aspect: improvement of productivity/ production management - Target SMIs (10) which received the technical guidance of 3S introduction

admitted the improvement as follows; Reduction of production time until delivery 3: largely improved

6: a little improved 1: not improved

Reduction of production cost/ input 4: largely improved 5: a little improved 1: not improved

Reduction of defective products 5: largely improved 5: a little improved

Necessary time for the owner to supervise the workshop/ employees

4: largely improved 4: a little improved 2: not improved

Employees’ awareness over the productivity/ quality control

5: largely improved 4: a little improved 1: not improved

Annex-9: Letter of announcement for the extension of SMIDeP facilitation model

Annex-10: List of regional government (provincial Dinas Industry & Trade)

Interested in participating in the extension stage of SMIDeP facilitation model based on the guideline

List of Provincial Dinas Industry & Trade which is interested in application of SMIDeP Facilitation Model based on the Guideline as of the end of April 2016

No. Dinas Contact person Position Regency/ City, Industry Status of Reply (to DG-SMI) Note

1 Bangka Belitung

Hj. Jamilah, SH Secretary West Bangka Regency Pewter handiraft

Officially committed to the model application with reply to DG-SMI.

Expected facilitation training to facilitators/ WG members. Requested technical guidance by the experts of productivity/ material matters).

2 Southeast Sulawesi

Monasman Head of Industry Div. Bau-Bau City Pearl processing


3 Bali I Gde Wayan Suamba

Head of Varisous Industries

Karangasem Regency Webbing or Grinsing weaving

Decided not to participate, since unable to prepare for the conditions (of facilitation model of SMIDeP).

4 West Kalimantan

Bulyadi S., Yenny Susilawati

Head of Industry Div. (IKAHH & ILMEA)

Sintang/ Kapuas Hulu Regency Ikat weaving

To be further checked by DG-SMI.

5 South Sumatera

Peri Rizal Head of Non-agro Industry

OKI & Ogan Ilir Regency Songket-based fashion

Decided not to participate.

6 West Sulawesi Idrus Head of Industry Div. Mamuju Regency Cacao processing


7 South Sulawesi

Meyke N.S. Head of Industri Div. (IKAHH)

Makassar City Gold/ silver handicraft


Has already held the first FGD, by inviting local staff of SMIDeP Team.

8 Jambi Rosnifa Head of Small Handicraft Industry

Jambi City Batik based fashion

Decided not to participate, since unable to see the merit (from facilitation mdoel of SMIDeP).

9 West Papua M.M. Quillo Head of Industry Div. Fak Fak Regency Pala

Decided not to participate, since unable to obtain approval of the head in time.

10 East Jawa Yannedi Head of Industri Div. (IATT)

Lamongan Regency Ship-component


Desrired to follow the support model of ship component industry in Tegal Regency.

11 Papua Elsje Pekade Head of Industry Div. Not yet confirmed for region. Food processing (coffee, cacao, fruit)


12 North Sulawesi

Alwy Pontoh Head of SME Div. Not yet indicated. Decided not to participate, since unable to obtain approval of the head in time.

13 Bengkulu Hermadewi Head of Industry Div. Coconat tree furniture Decided not to participate, since unable to prepare for the conditions (of facilitation model of SMIDeP).

14 Aceh Murni Head of Industry Div. Leather processing To be further checked by DG-SMI.

Annex-11: Letter of request for confirmation of commitment

to application of SMIDeP facilitation model (to those interested regional governments)

Annex-12: Minutes of Meeting of Joint-coordinating Committee

(first, second, third) and mid-term monitoring

Annex-13: Minutes of Meeting of Terminal Joint-coordinating Committee

Annex-14: List of products (Guideline, Handbook)

The List of Products prepared by the Project

Name of Product Date of Preparation Note

Technical Guideline for Local Industry Facilitation March 2016 Attached

Guidebook for 3S Introduction October 2014 Attached

Brochure of the SMIDeP Project April 2013 Attached

Newsletter (Bulletin) of the SMIDeP Project (10 editions) Every three month Not attached

Topic article to the Project website of JICA Periodically Not attached

Daftar Produk yang disusun dalam Proyek

Nama Produk Tanggal Penyusunan Catatan

Petunjuk Teknis Fasilitasi Pengembangan Industri Lokal Maret 2016 Terlampir

Buku Panduan Pengenalan 3K Oktober 2014 Terlampir

Brosur Proyek SMIDeP April 2013 Terlampir

Newsletter (Buletin) Proyek SMIDeP (10 edisi) Setiap tiga bulan Tidak terlampir

Topik artikel dalam situs Proyek JICA Secara periodik Tidak terlampir

Technical Guideline Facilitation of Local Industry Development

Directorate General for Small and Medium Industry Ministry of Industry

2016

In cooperation with

JICA Technical Cooperation Project SMI Development based on Improved Service Delivery

SMIDeP

Technical Guideline Facilitation of Local Industry Development

Directorate General for Small and Medium Industry Ministry of Industry

2016

In cooperation with

JICA Technical Cooperation Project

SMI Development based on Improved Service Delivery

SMIDeP

Technical Guideline for

Facilitation of Local Industry Development

Table of Contents

Preface CHAPTER I INTRODUCTION

1.1 Background and Rationale 1 1.2 Objective and Scope of the Guideline 1 1.3 Definition and Understanding 2

CHAPTER II STRUCTURE FOR FACILITATION

2.1 Platform for Local Industry Development 3 2.2 Formulation of the Working Group 3

2.2.1 Chair and Membership 3 2.2.2 Authorization of the Membership 4 2.2.3 Roles and Tasks 5

2.3 Placement of the Facilitator 5 2.3.1 Candidates for Facilitator 5 2.3.2 Authorization of the Placement 6 2.3.3 Roles and Tasks 6

CHAPTER III FACILITATION FOR LOCAL INDUSTRY DEVELOPMENT 3.1 Overall Step for Facilitation of Local Industry Development 7 3.2 Industry Diagnosis 7

3.2.1 Objective and Scope 7 3.2.2 Method, Format and Ouput 7

(1) Stakeholder analysis 8 (2) Supply-chain analysis 9

3.3 Preparation of the Action Plan 10 3.3.1 Objective and Scope 10 3.3.2 Method, Format and Ouput 10

(1) Overall goal 11 (2) Target SMIs 12 (3) Support activities 13 (4) Own actions by target SMIs 14

3.4 Implementation of the Action Plan 15 3.4.1 Objective and Scope 15 3.4.2 Method and Ouput 15

(1) Approach to the responsible institutions for the proposed supports 15 (2) Cooperation with the ‘non-industry & trade line’ of institutions 16 (3) Consideration of linkage of the support activities 17

3.5 Monitoring, Evaluation and Reporting of the Action Plan 17 3.5.1 Objective and Scope 18 3.5.2 Method, Format and Ouput 18

(1) Monitoring/ review 18 (2) Revision of the Action Plan 19 (3) Evaluation 20 (4) Reporting of the monitoring/ review and evaluation 20

CHAPTER IV SUPPORT RESOURCE INFORMATION

4.1 Support Resources for Local Industry Development 21 4.2 Profile Survey for Support Institutions 21

4.2.1 Objective and Scope 21 4.2.2 Method, Format and Ouput 21

4.3 Support Facility and Funding Scheme available to Regional Government 22 4.3.1 DG-SMI in the Ministry of Industry 22 4.3.2 Related DGs in the Ministry of Industry 23 4.3.3 Related Ministries (Trade, Cooperative) 23 4.3.4 Facilitations and Funding Scheme by Non-government 24

CLOSING: ~ Key points during the facilitation of local industry development Annex 1 Sample of Decision Letter on the Working Group Formulation Annex 2 Sample of Stakeholders’ Map Annex 3 Sample of Supply-chain Analysis Annex 4 Sample of Local Industry Action Plan Annex 5 Format of Monitoring/ Review Report Annex 6 Format and Sample of Profile Survey for Support Institutions

PREFACE

The Small and Medium Industries (SMIs) have an important position in the national economy, and provide significant contributions to the growth of economy and employment. The Bill of Industry No.3, 2014 mandates that government shall be engaged in empowering SMIs in order to realize theircompetitiveness, which plays a significant role in strengthening the national industrial structure, reducing poverty, and producing exportable goods and services.

Such obligations of the government are endorsed by the Government Regulation No.14, 2015 concerning the National Industry Development Masterplan (RIPIN) 2015-2035 which provides guidance and reference both for the government and industry sector for the planning and development of industry. The execution of the above mentioned bill and regulation mandates the regional government to formulate the Regional Regulation concerning the Provincial Industry Development Masterplan (RPIP) and the Regency/ City Industry Development Masterplan (RPIK). Such a mandate is in line with the direction of regional autonomy, in which regional government is responsible forlocal industry development utilizing the supports from all the stakeholders and central government.

As a one of the responses to such regional mandate, the Directorate General of SMI in the Ministry of Industry, has conducted a technical cooperation with Japan International Cooperation Agency (JICA) for ‘Project on SMI Development through Improved Service Delivery (SMIDeP)’. SMIDeP has facilitated local industry development in pilot regions through formulation and utilization of platformfor local industry development under the concept of ‘collaboration among all the stakeholders under the One Plan for One Local Industry.

So far, the SMIDeP approach has facilitated five pilot regions covering a various sectors of industry/ types of commodity, and achieved success cases of SMIs including: ship component industry in Tegal Regency, Central Java Province and cacao processing industry in Palu City, Central Sulawesi Province.These cases are deemed as a ‘facilitation model’ that can be applicable to other provinces or regencies/ cities. Such SMIDeP experiences are compiled into The Guideline for Facilitation of Local Industry Development, based on the lessons and good practices experienced during through the field facilitation activities for the pilot regions/ industries in SMIDeP. This guideline is intended forreference by regional government (i.e., Dinas Industry and Trade) for the better planning, implementation, monitoring and evaluation of the local industry development.

Accordingly, we officially publish and deliver this Guideline for our colleagues in the region. With this Guideline, we hope that the supports for our SMIs/ local industries will be facilitated in a more effective and goal-oriented manner.

Jakarta, 2016Director General for Small and Medium IndustryThe Ministry of Industry

signed in Indonesian version

EUIS SAEDAH

Guideline for Facilitation of Local Industry Development

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CHAPTER I INTRODUCTION

1.1 Background of the Guideline The Technical Cooperation Project on Small and Medium Industries (SMIs) based on Improved Service Delivery in Indonesia (SMIDeP) between JICA and the Ministry of Industry (MoI)/ Directorate General for SMI (DG-SMI) has been conducted since April 2013 for three (3) years. The SMIDeP aims toformulate the work model and the Guideline for the better facilitation of local industry development,which is compiled based on the field experiences of facilitation activities in target regions/ industries.

Target industries of SMIDeP are ‘collective of SMIs/ producers of the same kind’ in region, which cover SMIs/ producers both in industry sentra and at business start-up stage, and a variety of sectors/ commodities including food (cacao)/ beverage (aloe), furniture (rattan), handicraft/ fashion (traditional fabric), leather (footwear), metal-working (ship-component). In facilitating the target industries, the SMIDeP has mobilized both regional and central government counterparts, and utilized regionally available support resources.

1.2 Objective and Scope of the Guideline This Guideline aims to introduce desirable practices for facilitation of local industry development, as a referential document to the regional governments (Dinas Industry & Trade in particular) both at regency/ municipal and provincial levels. The Guideline is intended to enable the regional governments to performthe better facilitation for the development of priority industries in a more goal-oriented manner.

The Guideline largely covers the three (3) aspects of local industry development: i) formulation of the implementation set-up for facilitation, ii) steps and method of each facilitation process (diagnosis,planning, implementation, and monitoring and evaluation of the Action Plan), and iii) support resources information (support facility and funding scheme related to SMI development).

It is sometimes observed that the action plan for local industry development does not entail a dialogue process with SMIs in the target industry, or monitoring and review of the progress/ achievement. Thismay result in poor alignment to the needs of SMIs and to the goals of the action plan, and thus require the government’s side to perform adequate bottom-up planning for local industry development. Hence, thisGuideline, which guides the desirable practices for local industry facilitation, is of value.

1.3 Definition and Understanding Key terms used in this Guideline are defined and/ or understood as follows:

SMI(s) : Business unit which utilizes any form of processing technology for manufacturing products, ranging from medium, small and micro scales. This also refers to producers or a group of producer depending on the context.

SMIDeP : The Technical Cooperation Project on Small and Medium Industries (SMIs)based on Improved Service Delivery between JICA and MoI, with the aim to improve the practice and capacity of the central/ regional governments in facilitating local industry development at target regions/ industries.

Platform (for local industry development)

: Implementing structure for the facilitation of local industry development, established for each target industry, where all the concerned parties formulate,implement, and monitor and evaluate the Action Plan in a coordinated manner for the purpose of achieving the shared goal of the development.

Working Group : Specially tasked team to manage the entire facilitation process of local industry development for each target industry.

Facilitator : Specially assigned person(s) to engage in the facilitation process of local industry development for the purpose of assisting the Working Group.


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Industry diagnosis : Task to identify and analyze the concerned stakeholders of target industry (stakeholders analysis), and issues/ constraints and needs of the target industry (supply-chain analysis), the result of which is subsequently elaborated for formulation of the Action Plan.

Stakeholder : Any entity that has a substantial stake and role in the development of target industry such as raw material supplier, market player, supporting/ related industry, and support institution (including government institution such as ministry, Dinas and their sub-organization).

Support resource : Any resource that can be utilized for the development of target industry, and be in any form such as human resource, goods/ service, technology/ skill, fund, information, support program/ scheme, etc.

Support institution : Any organization which can provide the support activities serving for the development of SMIs/ industry, ranging from public (including government institution such as ministry, Dinas and their sub-organization), private to academic ones.

Action Plan for local industry development

: Single planning document for each local industry development, which indicates the direction, way and course of development to be shared and pursued by all the players concerned, covering the overall goal, target SMIs in local industry, support activities, and own actions by target SMIs.

Overall goal : Specific and measurable objective translated from the needs or idea of the future development direction of local industry, shared among all the players concerned, set for the two stages: firstly for the short term (initial 2 years) and secondly for the mid-term (5 years).

Target (local) industry : A collective of SMIs/ producers of the same kind to be facilitated, which can be referred to as core-industry.

Target SMIs : SMIs identified from target (local) industry, which show willingness to involve in the Action Plan, and can be a group (or groups) of SMIs formingcooperative, association or joint-business group (KUB).

Support activity : Any supports deemed necessary for target SMIs to achieve the goal of the Action Plan, and for the government to intervene in the business cycle faced by target industry, and proposed for each aspect of supply-chain and business support factor.

Own action (by target SMIs)

Any actions (or initiatives) to be taken by target SMIs’ own effort/ resource, which serve for the attainment of the goal of the Action Plan.

Facilitation of local industry development(the Action Plan)

: Task to carry the Action Plan for local industry development into effect (i.e.,facilitating each responsible institution to providing the proposed support activities and facilitating target SMIs to taking own actions) for realizing the overall goal of the Action Plan.

Institution of non-industry & trade line

: Any government institution such as ministries, Dinas and their sub-organization which belong to sectors outside of industry and trade.

Monitoring/ review, and evaluation

: Tasks to periodically observe, confirm, discuss and report the progress and achievement of the Action Plan in order to identify any factors accountable for the performance, and any points for improvement in the Action Plan and the structure for facilitation.


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CHAPTER II STRUCTURE FOR FACILITATION

2.1 Platform for Local Industry Development First of all, the regional government, Dinas Industry & Trade responsible for the development of target local industry, shall formulate the structure for the facilitation of local industry development, in other words, the platform for the local industry development. Through this platform, the concerned stakeholders shall discuss, plan, implement, and monitor/ review the Action Plan to better serve the needs of target industry in a coordinated and evolving manner for the purpose of attaining the one-shared goal of development.

Figure 2.1.1 Structure (platform) for facilitation of local industry development

The structure for facilitation of local industry development is composed of several elements: namely, i) Working Group as a specially tasked team to manage the entire facilitation process of the target industry development, ii) facilitator(s) as specially assigned person(s) to engage in the facilitation process of local industry development for the purpose of assisting the Working Group, iii) information of support resources (support institutions and their supports related to the target industry) available to the Working Group. The platform shall be a basis for the mutual communication and collaboration between the ‘supporters’ represented by the working group and the ‘beneficiaries’ of the target industry.

2.2 Formulation of the Working Group The Working Group shall be always formulated as a specially tasked team for the planning and implementation of the Action Plan for the development of each local industry. The Working Group shall manage the entire process of facilitation of target industry development, i.e., identify the issues and needs of target industry, set the overall goal to be achieved, propose the support activities to realize the goal, facilitate the implementation of the Action Plan, and monitor/ review the progress and achievement, in a consultative manner with target industry.

2.2.1 Chair and Membership

The Working Group shall be comprised of the most concerned stakeholders to target local industry, and be formed with a strong leadership by Dinas Industry & Trade.

It is advisable that the Working Group shall involve the relevant divisions of Dinas Industry & Trade (and Cooperative), related sector Dinas (to raw material issues in particular), closely related support institutions, influential stakeholders, and desirably representing SMIs in local industry (possibly in the form of cooperative, association, etc.). Other stakeholders (for example, financial and academic


4

institutions, and key market players, supporting industries) can be approached as the support needsbecome clearly identified. The below lists the possible members of the Working Group for local industry development.

Table 2.2.1 Possible members of the Working GroupThe leadinggov. (Prov. or Regency/ City)

The supportinggov.

Other support institutionPrivate sector

- Dinas Industry & Tradeincluding the head of Dinas, the head/ staffs of industrial division (responsible for targetindustry) and trade division, related UPTD, Direct Assistance Unit: UPL)

- Dinas in sectors related to raw materials, cooperative/ fund provision)- BAPPEDA (if necessary)- Dinas Industry and Trade: same as above- Dinas in sectors related: same as above- BAPPEDA (if necessary)- Technical support institutions on research/ testing/ standardization/ quality assurance- Local universities (if necessary)- Representing SMIs in local industry (possibly in the form of cooperative, association, etc.)- Association of large scale industry in the same sector (if necessary)- Private support institution (BDS) active in target local industry (if necessary)- Financial institutions (such as banks) (if necessary)

This Guideline recommends that the Working Group start with a smaller number of members which can proactively involve in the facilitation process. However, an early involvement of key stakeholders that can play a significant role in planning the Action Plan and provide significant support resources is veryvaluable. This is particularly the case for those who can provide insight/ knowledge on market development and marketing.

Box 2.2.1 Early involvement of resource stakeholders in the Working Group

The Working Group in principle shall be chaired by Dinas Industry & Trade, i.e., the head of Dinas Industry & Trade. It is advisable that the secretariat role in the Working Group be performed by the head of industrial division which is in practice responsible for the target local industry.

Which Dinas at provincial or regency/ municipality level shall lead the Working Group depends on the policy position of target industry, namely, whether the target industry is recognized as priority industry atprovince or regency/ municipality. In case the target industry is recognized as priority of regency/ municipality government, regency/ municipality Dinas Industry & Trade shall chair the Working Groupby having a secretariat role, while involving provincial Dinas as a member.

2.2.2 Authorization of the Membership

Official authorization of the Working Group membership is a fundamental task in Indonesian administration in order to align the members from differing institutions into the shared roles and tasks.Official authorization is also significant since the execution of its roles and tasks entails arrangement of operating budget including remuneration, meeting and travel expenses for the members.

In this regard, the authorization of members shall entail the issuance of a decision letter (SK) by the regional government head, which will become the basis for communication and cooperation among such differing member institutions. It may be more effective if the decision letter describes common obligations to the members and individual obligations specific to each member (e.g., expected scope andcontent of support). A sample of the decision letter is in Annex 1.

The Working Group for footwear industry invited the association of large-scale footwear industries and the incubation business center of the local university (as resource stakeholders on marketing aspect) in the Working Group from the planning process of the Action Plan. Involvement of such institutions helped the Working Group with designing/ fine-tuning the support activities in a market-oriented manner and accelerating the progress of the Action Plan from the beginning.


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2.2.3 Roles and Tasks

The Working Group shall perform the following roles and tasks during the entire facilitation process for target local industry development, with the mobilization of facilitator(s):

- Industry diagnosis on target local industry,

- Formulation of the Action Plan for target local industry development,

- Facilitation for the implementation of the Action Plan (proposed support activities),

- Identification of the potential support institutions for the proposed support activities,

- Facilitation to the responsible support institutions for preparing, budgeting and conducting the proposed support activities,

- Monitoring/ review of the Action Plan in a periodic manner,

- Evaluation of the Action Plan at the end,

- Reporting of the results of the monitoring/ review and evaluation of the Action Plan.

In order to perform the above roles and tasks, and share the results from the above facilitation process among the members, the Working Group shall organize a series of meeting and/or Focus Group Discussion (with target industry for the purpose of industry diagnosis and the Action Plan formulation).

2.3 Placement of the Facilitator The Working Group shall place the facilitator(s), who engage in the facilitation process of target local industry development. Facilitator(s) shall assist the Working Group to perform its roles and tasks ranging from diagnosis, formulation and facilitation of the Action Plan, to monitoring and evaluation.

2.3.1 Candidates for Facilitator

At least one facilitator shall be placed to the Working Group for each target local industry as one of its members. The Working Group may have more than two (2) facilitators according to the needs of the Working Group and budget availability, by dividing the roles and tasks to the facilitators. The following candidates can be considered for the facilitator(s) for the local industry development:

- Industry Extension Functional Staff (PFPP) in Dinas Industry & Trade

- SMI Management Consultants (Shindan-shi) in Dinas Industry & Trade

- Structural staff with relevant knowledge/ experience in Dinas Industry & Trade

- Lecturers, consultants or the like from local university/ academic institution

- Consultants or the like from private organizations or individuals, etc.

In general, the structural staff of Dinas Industry & Trade may not afford to spend their time in conductingfrequent work visits to the field. Thus, the functional staff (and/or SMI Management Consultants) may have more relevance as facilitator who needs to do frequent field visits in order to ensure continued communication with SMIs and observe the progress of the Action Plan.

Further, functional staff tends to update their knowledge of target industry, ranging from technical and management aspects to market conditions, since they are closer to SMIs. Accordingly, the mobilization of such functional staff can have more advantage in facilitating each process of diagnosis, and formulation, implementation and monitoring/ review of the Action Plan in a consultative manner with SMIs. It is more advantageous if they are SMI Management Consultants (Shindan-shi).

The Working Group may also consider mobilizing the facilitator (additionally) from external resources such as local university or private organization. Facilitator(s) mobilized form these external resources can have stronger orientation to ensure the progress/ achievement of the Action Plan, and process management during the course of facilitation. However, they may have less familiarity with the administrative process of planning/ budgeting of support activities, and available support resources/schemes, compared to the facilitator mobilized from Dinas Industry & Trade.


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Box 2.3.1 Needs for plural placement of the facilitator

In any case, facilitator(s) should be sociable enough to foster relationships with SMIs, diligent in performing roles and tasks in the field, and be a good listener to SMIs. Building a trusting relation with SMIs is one of the keys for success of the Action Plan.

2.3.2 Authorization of the Placement

The Working Group shall authorize the placement of facilitator(s) to have the appointed personnelofficially recognize its roles and tasks. Official authorization of the facilitator(s) is also important, since the execution of its tasks and duties entails arrangement of operating budget. The facilitator(s) shall be appointed as one of the Working Group members in the same decision letter (SK) concerning the Working Group formulation by the regional government head. It may be more effective if the decision letter describes the specific obligations to the facilitator(s).

2.3.3 Roles and Tasks

The facilitator(s) shall engage in the facilitation process of target local industry development for the purpose of assisting the Working Group to perform its roles and tasks, and play the role of bridging or interfacing among the Working Group, target industry and stakeholders. Given such roles, the facilitator(s) shall perform the following tasks:- Moderation of the Working Group meeting, FGD and other opportunity for discussion, and reporting

of these results,- Facilitation of the Action Plan implementation through identification of and advice to the responsible

support institutions for the proposed support activities.- Periodic observation of the support activities and the progress/ achievement of the Action Plan through

field visit to target SMIs.- Periodic hearing of the issues and needs of target SMIs through field visit to target SMIs.- Reporting of the visits to support institutions and target SMIs, to the Working Group.- Suggestion of any necessary review of the Action Plan to the Working Group.

The head of the Working Group shall arrange an enabling working environment for the facilitator(s) byunderstanding its expected position in the Working Group, and arranging the necessary budget for its expected scope of tasks.

Box 2.3.2 Ways of ensuring facilitator’s periodic visit to SMIs

SMIDeP urged each facilitator to periodically make field visit to observe target SMIs and support activities during the course of the Action Plan facilitation; however, it was observed that it is not easy for them to repeat such field visits due to a lack of institutional arrangement (or job instruction) by their boss and shortage of travel budget. In this regard, a few Working Groups arranged the enabling conditions for the facilitators to perform field observation and communication with target SMIs. For example:The Working Group for cacao processing industry had set monthly sales monitoring of target SMIs in its Action Plan as one of the facilitator’s tasks, which accordingly obliged the facilitator assigned to routinely visit and interview those SMIs. The facilitator for rattan furniture industry had little time in making periodic walk-around monitoring to all target SMIs because of being a structural officer in his Dinas. Accordingly, the Working Group decided to additionally involve several functional staff (Shindan-shi) in Dinas Industry & Trade, in order to strengthen progress monitoring of the key support activities at target SMIs.

The SMIDeP observed a few cases, where the junior staff in Dinas Industry & Trade were appointed as a facilitator rather than experienced senior ones, who, being structural staff, had to spend a majority of time in the office. Younger facilitators tend to hesitate to facilitate discussion and to deliver their own views voluntarily at formal occasions like the Working Group meeting, even if they have the familiarity with conditions of SMIs and realistic ideas on support to SMIs. Accordingly, they could not optimally perform the roles of bridging support needs of SMIs to the Working Group or directing the Working Group discussion in a constructive manner at the same time.The heads of the Working Group in particular are advised to be attentive to this matter. One of the measures can be the placement of plural facilitators combining an experienced senior and less-experienced junior so that they can complement each other to optimize the facilitator’s functions. Plural placement of facilitator can be also considered by combined mobilization of Dinas staff and external private consultant.


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CHAPTER III FACILITATION FOR LOCAL INDUSTRT DEVELOPMENT

3.1 Overall Step for Facilitation of Local Industry DevelopmentOnce the structure for the facilitation of local industry development is formulated, the facilitation processcan commence. The facilitation steps begin with i) industry diagnosis through stakeholder and supply-chain analysis, ii) preparation of the Action Plan for target industry, and then enter into iii) implementation stage of the Action Plan while iv) monitoring/ review and evaluation of the Action Plan. During the course of facilitation, the Working Group meeting (and FGD with target SMIs in local industry) shall be organized to forward the above processes.

The subsequent sections explain how to facilitate the process of local industry development by making the better use of the structure (the platform, guided in the previous chapter). In addition, the sections below provide guidance on how the following facilitation steps are better conducted by the Working Group/ facilitator(s).1) Industry diagnosis (by stakeholder and supply-chain analysis)2) Preparation of the Action Plan3) Facilitation of the Action Plan implementation4) Monitoring/ review and evaluation of the Action Plan implementation5) Working Group meeting

Figure 3.1.1 Overall steps and outputs for facilitation of local industry development

3.2 Industry Diagnosis

3.2.1 Objective and Scope

Industry diagnosis aims to identify: i) stakeholders that can have a substantial stake and role to the development of the target industry, and ii) issues/ constraints and needs of the target industry. The diagnosis results shall be subsequently elaborated to obtain the overall direction and support needs/ requests in formulating the Action Plan.

3.2.2 Method, Format and Output

The Working Group shall conduct the industry diagnosis consisting of i) stakeholder analysis and ii) supply-chain analysis through the Working Group meeting, FGD with SMIs in the target industry or

StepOutcome from analysis (issues, problems, constraints and stakeholders along supply chain/for business supporting factors)Needs of target industry

Output

Action plan composed of overall goal (short/ medium term), target SMIs, proposed support activities, own actions taken by target SMIs

Progress of action plan implementation(support activities/ own actions taken by target SMIs)Activity flow of action plan

Monitoring report on progress/ achievement of action planRevised action plan

through


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direct interview visits to them in order to comprehend the current and actual conditions of the target industry. Discussion and analysis in the meeting/ FGD shall be aided by the facilitator(s).

(1) Stakeholder analysis

Stakeholder analysis shall entail drawing a stakeholders’ map that categorizes key stakeholders concerned with target industry to the following four (4) groups:

Table 3.2.1 Category groups of stakeholdersGroup Examples

Input supplier Suppliers/ farmers of raw materials, suppliers of input materials, etc.Market player Buyers, agents/ distributors, sales/ distribution channels, and events (which

can procure the products of target industry), etc.Supporting/ related industry

Suppliers of machine/ equipment, providers of design/ packaging/ testing service, forwarders, primary-processing industry (of raw materials), large-sized industries with the same business, vocational schools (which holdthe courses intended for the industry), financial intermediaries, etc.

Support institutions Public institutions of R&D, testing laboratories, quality/ standard accrediting institutions, common service facilities, academic institutions, other private BDS providers, etc.

The image of stakeholders’ map is illustrated below, and a sample is in Annex 2.

Figure 3.2.1 Concept of stakeholders’ map

The Working Group shall specify the name of the mapped stakeholders and their stake/ role to the development of the target industry. It is then advisable for the Working Group to assess the significance of their contribution to target industry development, and to mark those with the higher significance as key stakeholders. Those with the higher significance shall be invited to the subsequent step of the supply-chain analysis and the Action Plan formulation as resource stakeholders.

The Working Group shall then compile the above information of the mapped stakeholders into the stakeholders’ list for target industry, as shown below.

Stakeholder Map

Core industry

Supporting/ related

industries

S

Input suppliers

Market actors

Support institutions

Core industryInput suppliersMarket actors

Supporting/ related industriesSupport institutions

xx

xx

xx

xx

xx

xx

xx

xx

xx

xx xx xx xx xx

xx

xx

xx

xx

xx xx

xx xx xx


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Table 3.2.2 Format of stakeholders’ list (sample)Group Stakeholder Stake/ role Significance

Input supplier

Raw material suppliers

Collection/ primary processing/ supply of raw material in ready-to-use form with payable in arrears.

Very high

Raw material farmers Small-holder planting of raw material. High

Accessory/ parts traders

Supply of accessories/ parts of metal in a ready-made manner.

Not high

Market player

Supermarkets Marketing channel to the medium/ higher income class with large lot of order/ consignment system.

Not high

Distributors Distribution channel covering Surabaya/ its surroundings with large lot of order/ sales system.

Very high

Grocery shops Marketing channel to the medium/ low income class with small lot of order/ consignment system.

High

Supporting/ related industry

Machinery suppliers Manufacturing/ supply/ maintenance of processing equipment

High

Packaging material maker/ printers

Printing/ supply of packaging material (cardboard) with design service

Very high

Commercial banks Mostly using for cash deposit, currently limited as the source of working capital borrowing.

Not high

Support institutions

Provincial Baristand Testing service on quality (in accordance with Indonesian Standard)/ material composition, and currently researching new product development.

High

Badan-POM/ Dinas Kesehatan

Licensing service on food/ beverage products, and consultation service on GMP/ hygiene, etc.

High

LSM local university Able to dispatch knowledgeable lectures on food processing

Not high

Among the stakeholders, the Working Group shall stress identification of ‘those in supporting/ related industry’. Particularly outside of the Java/ Bali region, the availability of such supporting/ related industries is usually limited, so that the core (i.e., target) industries often face difficulty in accessing to the products/ services of the supporting/ related industry at affordable terms of transaction. Such industriesmay include design/ packaging industry, raw material processor/ arranger, suppliers of parts/ machinery/ equipment. If not identifiable in the locality, it is advisable that the Working Group search potential ones in outside regions.

Box 3.2.1 Importance of prior identification of the supporting/ related industries

(2) Supply-chain analysis

Supply-chain analysis shall identify the issues/ constraints and needs of target industry according to aspects of supply-chain ranging from raw material procurement, production/ processing and to marketing, as well as support factors influencing their business covering infrastructure, regulatory/ institutional environment, human resources and access, to finance.

The Working Group shall identify the issues/ constraints, which are deemed factual and important, and analyze each of them in order to understand their root-causes, so that the subsequent Action Plan can propose support activities which adequately deal with such causes. Then the Working Group shall specify the factual and important issues/ constraints for the target industry by using the matrix form below. A sample of supply-chain analysis is in Annex 3.

Almost all Working Group in SMIDeP recognized the necessity of technical contribution or input from supporting/ related industries, such as packaging industry (in case of aloe processing industry), raw materialprocessor/ arranger (rattan furniture, ulos fashion, cacao processing), machinery supplier (cacao processing) and designer/ skilled workers in sewing (ulos fashion). The SMIDeP experience indicated that those Working Groups that identified and involved them at earlier stage of planning of the Action Plan have shown the better progress and achievement of the Action Plan.


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Supply-chain Existing condition Issue/ constraint Needs/ request

Raw materials

Material distribution

Production process

Marketing

Support factors- Human Resources Dev.- Financial access- Institutional aspect- Regulatory aspect- Infrastructure

Figure 3.2.2 Matrix format of supply-chain analysis

Before preparing the above matrix, the Working Group may also draw a supply-chain map for target industry, which illustrates the flow (of final products, semi-processed products, raw materials), in order to share an accurate picture of the industry’s supply-chain. A sample of the map is also in Annex 3.

It is advisable for the Working Group to organize its meeting to perform the preliminary analysis among the members at first, the results of which shall then be further discussed and verified through FGD and direct interview with SMIs and key stakeholders.

The Working Group is also recommended to visit several representative SMIs for the purpose ofacquiring their individual-specific information, such as their market segments, buyers, sales terms,suppliers, procurement terms of raw material, scale of turnover and employee/ worker, market segment, idea of product/ market development, etc. Such information from individual SMIs will help to ensure the validity of the analysis, and grasp the support needs.

3.3 Preparation of the Action Plan


Based on i) key stakeholders and ii) issues/ constraints and needs which are identified through the above analysis, the Working Group shall formulate the Action Plan for the development of the target industry. The Action Plan shall be regarded as the single and sole planning document for each target industry,which indicates the direction and path of development to be shared and pursued by all the partiesconcerned including the Working Group, DG-SMI, target industry and stakeholders.


Planning of the Action Plan for local industry development shall at least cover the following contents, both for the short-term (2 years) and mid-term (5 years in accordance with the standard planning period in Indonesia).

Table 3.3.1 Standard contents of the Action Plan for local industry development1. Current conditions of the target local industry2. Overall goal to be achieved (both for short- and mid-term)3. Target SMIs (in local industry) which are involved in the Action Plan4. Necessary support activities (for the target SMIs to achieve the goal)5. Own actions to be taken by target SMIs

The Working Group shall formulate the Action Plan for the target industry by: i) setting the overall goal(with expected outcomes) which shall be achieved by target industry, ii) identifying the target SMIs in


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industry to pursue the Action Plan, iii) proposing the support activities for the target industry to achieve the overall goal, and iv) indicating own actions (or initiatives) to be taken by target SMIs.

In formulating the Action Plan, the Working Group shall organize its meeting and/or FGD with the target industry in order to obtain the Action Plan based on the consultation with target industry. Such Working Group meeting and FGD can be organized a few times until the Action Plan is acceptable to both sides of the Working Group and target industry. Planning and discussion shall be aided by the facilitator(s). The section below guides how the viable Action Plan is formulated.

(1) Overall goal

This is most essential part of the Action Plan. Unless a measurable goal is clearly specified, the Action Plan will not be meaningful or evaluated. First of all, the Working Group shall set the overall goal (with expected outcomes) in the Action Plan through consultation with the target industry.

The Working Group shall discuss with the target industry on its needs or ideas of the future development direction, asking “What (or Which) Product shall be developed or improved for Which Market/Consumer Segment, and How to achieve”. The overall goal of the Action Plan shall be set in two stages: firstly for the short-term (initial 2 years) and secondly for the mid-term (5 years).

The goal in the Action Plan shall be defined to be Specific, Objectively (quantitatively, if possible)Measurable, Challenging but Realistic enough (for the short term in particular), whereas the mid-term goal may be broader and hope-oriented. The short-term goal shall be defined as a milestone to reach the mid-term goal.

Box 3.3.1 Examples of the overall goal of the Action Plan

It is strongly advisable for the Working Group to avoid setting the goal, which is not phrased in a specific and objectively measurable manner. Such unclearly phrased objectives as competitiveness-raising, industrial innovation, product quality improvement, or market expansion to national level, are frequently found in the planning document for local industry development. In such cases, the support activitiesproposed in the action plan have rather weak consistency/ contribution to the objective.

In order for the target industry to reveal its aspirations/ needs of development, the Working Group shall organize its meeting and/or FGD inviting a good number of SMIs (or representing ones from each association/ cooperative) in industry. Facilitator(s) shall assist the discussion in this occasion to obtainsuch aspirations/ needs from the participant SMIs.

It is also suggested that the facilitator(s) visit and interview the invited SMIs individually before the meeting/ FGD, and obtain a preliminary idea of development direction beforehand, since the meeting/ FGD itself may not allow each participant to voice their opinions due to the limited availability of time. Insome cases such meeting/ FGD may be too official for SMIs to proactively speak their opinions.

It is observed that SMIs prefer (or are preoccupied) to maintain the status quo rather than take some newchallenges which entail risk-taking actions, for example, new product development, market expansion, etc.SMIs tend to have little idea of development direction, unless they are exposed to the outside, (potential) rivals and markets. In this case, the Working Group can organize a study visit to similar industry which is more advanced, support institution, or potential market, in order to give SMIs exposure to the latest technology and consumers/ buyers’ trend. By doing so, SMIs can acquire benchmarked knowledge/information, beneficial for their discussion of the Action Plan.

The table below presents examples of the overall goal (short-term ones from the target industries of SMIDeP).

Ulos fashion industryin Samosir Regency, North Sumatra

To increase sales of Ulos-applied products (accessory/ handicraft) in local & tourist markets, in cooperation both with local designer(s) for the design development and with the tourism industry for the promotion.

Ship-component industryin Tegal Regency, Central Java

To enable ship-parts SMIs to manufacture BKI-class ship-parts and supply them to ship-building industries.

Cacao processing industryin Central Sulawesi Province

To produce chocolate/ confectionary products, continuously by utilizing couverture processed from locally available beans, and enter the local modern segmented market.


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Box 3.3.2 Prior visit to the potential market/ technical support institution

If the target industry is at the early stage of business development (i.e., start-up stage), it may not be easyfor such SMIs to have the idea of development direction, since they tend to prioritize ensuring business running smoothly or acquiring necessary skills/ inputs for sustained operation first. In this case, a side of the Working Group may suggest the development goal to challenge to the target industry (for the shortterm in particular) with a scenario of development path.

(2) Target SMIs

Secondly, the Working Group shall identify target SMIs from the target industry, which show the willingness to share and challenge the goal of the Action Plan. Although any SMI to commit to the Action Plan can be welcomed as targets, the Working Group also may screen those SMIs by observing theirdegree of involvement in and contribution to the process of diagnosis and the Action Plan formulation.

Target SMIs of the Action Plan can be a group (or groups) of SMIs which form a cooperative, associationor joint-business group (KUB), as long as the group(s) is deemed eager to achieve the overall goal. In any case, at least one or a few (potentially) leading SMIs (opinion leaders) shall be identified among SMIs/ group(s), who can lead and coordinate the others, and demonstrate the actions (or initiatives) to others.

Box 3.3.3 Target SMIs of each target industry in SMIDeP

SMIDeP experience reveals that total number of target SMIs for each Action Plan ranges from 20 to 30 SMIs (or producers). In any case, it is advisable for the Working Group to start the facilitation process with the communicable number of SMIs.

The table below explains how target SMIs were identified and further focused during the course of the Action Plan in SMIDeP.

Industry Target SMIsUlos fashion Initially identified 30 producers from a few ulos weavers’ group by Disperindag, and

added 10 local tailors to secure potentially skillful craft-persons. Then, those 20 willing producers formed a joint-business group to run handicraft business together.

Ship-parts Initially targeted 25 member SMIs of the ship-component industry cooperative, and added other willing SMIs from non-cooperative members. Then, 12 SMIs became actively involved in the Action Plan.

Cacao processing

Initially identified all 20 SMIs which had participated in the entrepreneurship program before. Then, 12 SMIs formed an association for joint-action, and became activelyinvolved in the Action Plan.

Rattan furniture

Initially identified all active 20 SMIs in the target region, but only 5 ones responded positively to the Action Plan.

Aloe processing

Targeted 21 willing SMIs to involve in the Action Plan, except for a few ones showing little interest. Then, they formed an association for joint-action.

Footwear Selected 40 SMIs (out of 100 in the target region) which represented the most active business groups (according to the field observation by Disperindag). Then, around 25 SMIs became actively involved in the Action Plan.

The Working Group for ship component industry faced difficulty in itemizing the necessary support activitiesfor the overall goal of the Action Plan which was “To enable SMIs to manufacture BKI-class ship-parts for the ship-building industries” although the goal was agreed among target SMIs. Accordingly, the Working Group decided to conduct a study visit to the accrediting body for the ship component certification, Indonesian Bureau of Classification (BKI) and ship-builders in order to understand the procedures and arrangements for the certification, and identify market opportunity for certain types of components during the formulation of the Action Plan. Almost 20 SMIs and the Working Group members joined the visit. This study visit enabled the Working Group to not only acquire the necessary inputs for elaborating the Action Plan, but also enter the Memorandum with BKI for cooperation until successful certification of target components. In addition, this study visit provided an opportunity, where the stakeholders could share the details of the Action Plan.


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(3) Support activities

Thirdly, the Working Group shall propose and list the necessary support activities for the target SMIs to achieve the goal of the Action Plan, and for the government to intervene in the stagnant business cycle faced by the target industry. Support activities shall be proposed for: i) each aspect of supply-chain comprising raw material, production/ processing, and marketing/ promotion, and ii) each business support factor such as human resources development (HRD), financial access, regulatory/ institutional development (or improvement) and infrastructure development. A variety of likely supports is listedbelow.

Figure 3.3.1 Likely support menu

Each of the proposed supports shall then address at least: title, content, objective, target, responsible institution(s), implementation period, budget source(s). In summary, the proposed support activities shall be incorporated in the Action Plan and compiled in the matrix form shown below.

Supply-chainActivity Responsible

institutionPeriod

Title Content Objective Target

Raw materials


Production process

Marketing


Figure 3.3.2 Matrix format of proposed support activities

The Working Group shall translate the needs and requests observed during the previous meeting/ FGD with the target industry. Then the Working Group shall organize its meeting by inviting key stakeholders (those identified in industry diagnosis) for the purpose of proposing the support activities necessary for target SMIs to achieve the overall goal of the Action Plan. Facilitator(s) shall assist discussions by the Working Group during this proposing process.


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In parallel, the Working Group can collect information on those support activities related to the target industry, which are already scheduled (or budgeted for the coming fiscal year) by the stakeholders. If the content of such scheduled supports by the stakeholders has consistency with the overall goal (and/or the needs of target SMIs), these can be incorporated into the Action Plan.

Box 3.3.4 Recommended support package for the challenge of certification

(4) Own actions by target SMIs

It should be mentioned that mere provision of support activities will not bring SMIs to the overall goal of the Action Plan. Own actions by target SMIs’ are essential in achieving the goal. At the time of formulation of the Action Plan, it is highly advisable for target SMIs to consider their own actions (orinitiatives) which serve for the attainment of the goal, and to commit to such actions. Own actions (or initiatives) by target SMIs may cover a variety of content such as the following:

- Procurement of quality raw material required for improved or standard products- Development of the new product or diversification of the product (prototype)- Improvement or standardization of the existing product (prototype)- Application and effort for certification of product and manufacturing/ management practice- Participation in exhibition/ trade fair- Promotional visit to buyer/ sales channel- Preparation of marketing/ promotion tools and media- Opening and operation of outlet/ showroom- Establishment and operation, or functional improvement of sentra institutions (such as cooperative,

joint-business group, or other business support unit)

The case of ship component industry in SMIDeP showed that one of the challenges for local supporting industries in entering the tier of genuine component suppliers is to ensure standardized production according to the standard prescribed by the manufactures and to acquire the certification by the authorized accrediting body. From SMIDeP experience in ship component industry, the following package of support activity can be recommended for the similar supporting industry to challenge the certification;

Socialization of standards Organized by the authorized accrediting body to introduce the standards, process and requirements of certification.

Training/ workshop of technical drawing and production process (quality manual) documentation

Organized for SMIs to be able to prepare technical drawing and production process document for the components according to the standards, which shall be approved by the accrediting body before the subsequent prototype work and testing activity.

Technical guidance of prototype-making/ material specimen preparation

Technical experts, who can provide hands-on advice/ consultation shall be dispatched for a certain period in order for SMIs to continuously challenge the prototype-making according to the drawing/ standard.

Laboratory test of the prototypes/ materials

Facility for laboratory test for prototypes/ materials as requested by the accrediting body shall be prepared with affordable service charge (or free of charge, if anticipating revision of the prototypes).

Audit/ consultation by authorized accrediting body

Auditing usually covers the production process document (quality manual),and results of laboratory tests on prototype product (performance/ size) and materials (composition). This requires a fee per product for certification.

Marketing mission for the certified components

Organized for SMIs to approach to the potential users (manufactures) of the certified components as business matching opportunity.


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Box 3.3.5 Own actions committed by target industry (cacao processing)

The Working Group shall facilitate the target SMIs to identify what actions (or initiatives) will be essential to achieve the overall goal of the Action Plan, and incorporate those actions in the matrix format of the Action Plan, as shown below. A sample of the Action Plan for local industry development is inAnnex 4.

Overall goal (expected results)

Target SMIs

Supply-chainActivity Responsible

institutionPeriod

Title Content Objective Target

Raw materials


Production process

Marketing


Own action by target SMIs

Figure 3.3.3 Matrix Format of the Action Plan

3.4 Implementation of the Action Plan


Following the preparation of the Action Plan (as initial version), the Working Group shall commence and continue the facilitation of the Action Plan implementation by assisting each responsible institution to conduct the proposed support activities, and encouraging the target SMIs to take own actions (or initiatives), in order to realize the overall goals both for short- and mid-terms.

3.4.2 Method and Output

(1) Approach to the responsible institutions for the proposed supports

The Working Group shall check whether the proposed support activities have identified the relevant responsible institution(s) (i.e., support institutions, which can undertake the proposed supports), and

Target SMIs in cacao processing industry were actively involved since the planning stage of the Action Plan, and have periodically held meetings with the Working Group in order to share the progress of and need (or request) for the Action Plan. First of all, they agreed to form an association in order to jointly promote their chocolate products. The association suggested and carried out various promotional efforts at their own expenseor by sourcing the funds from third parties. Promotional efforts included marketing visit to potential buyers/ users (supermarket, hotel, cafe, etc.), participation in trade fairs, preparation of PR media, etc. Also, they proposed the establishment of their own outlet. The outlet was successfully realized at the local airport. Such active involvement in the Action Plan was led by the few leading SMIs, which desired to advance the industry.


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entailed the budgetary grounds. Status of the proposed support activities varies according to degree of preparedness such as:

i) Identified the responsible institution and assured the necessary budget,

ii) Identified the responsible institution, and will propose or request the necessary budget,

iii) Not identified the responsible institution, but assured the necessary budget,

iv) Not identified the responsible institution, nor assured the necessary budget.

In response to the proposed supports of i) and ii), the Working Group/ facilitator(s) shall approach theidentified responsible institutions in order to assist them to design or fine-tune the method, objective, content, target and timing of such supports in accordance to the Action Plan, and/or in preparing for implementation (or proposing the necessary budget).

For the supports with status of iii), the Working Group/ facilitator(s) shall identify and approach the candidate institutions first, and then assist them to design and undertake those supports in accordance tothe Action Plan.

Box 3.4.1 A good example of facilitation to the support institution for cooperation

In response to the supports with status of iv), the Working Group/ facilitator(s) shall identify and approach the candidate institutions to ask the collaboration, and then assist them to assure the budget necessary for the implementation.

(2) Cooperation with the ‘non-industry & trade line’ of institutions

It may be challenging for the Working Group (Dinas Industry & Trade, which leads the Working Group)to derive collaboration and contribution from ‘non-industry & trade line’ of ministries, Dinas and institutions (related to the matters of agriculture, plantation, forestry, tourism, etc.).

It is often the case that some important support activities which assume cooperation from suchstakeholders of ‘non-industry & trade lines’ remain unimplemented. Even though budgeted or conducted, it is important issue also to align the aim, target and timing of their supports as assumed in the Action Plan. Unless this issue is appropriately dealt with, it may cause stagnant realization of the overall goal of the Action Plan.

In order to facilitate cooperation with such stakeholders of ‘non-industry & trade lines’, it may be recommended for the Working Group to make the following arrangements:

i) To have the head of the Working Group (the Head of Dinas Industry and Trade) to approach the head of the concerned institution in order to ask the cooperation and/or arrangement of the necessary budget.

ii) To prepare a Memorandum of Understanding between Dinas Industry & Trade (or the head of the Working Group) and the concerned institutions in order to ensure their close cooperation during the course of the Action Plan.

iii) To specify assumed role/ responsibility of the concerned institutions in the decision letter (SK) by the regional government head on the Working Group formulation.

The Working Group for footwear industry proposed the product development support program in the Action Plan, addressing for the needs of diversification of sales channel/ market segment voiced by the target industry,and then asked technical cooperation with Ciputra University and Aprisindo (Indonesian footwear industry association) as the most relevant stakeholders in this field. Initially, the Working Group (municipal Dinas Industry, Trade & Cooperative) was afraid of repeating the previous support for product development which ended-up with no tangible output, and intended to identify the support institutions which can help this product development/ promotion support in a result-oriented manner.The Working Group then discussed the concept and expected outputs of the proposed support program, and approached Ciputra University and Aprisindo to ask for cooperation and feedback to the proposal. Owing to such a prior consultation, the support program for product development successfully brought about tangible outputs such as inquiry for transaction with a famous fashion designer’s brand, and development of new sales channels/ market segment.


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Box 3.4.2 Facilitation of the support activities proposed for non-industry & trade line institutions

(3) Consideration of linkage among support activities

In order to manage the implementation of the Action Plan and realize the overall goal in a controlled manner, the Working Group shall consider the following matters, at for example biannual interval:

i) Which proposed support activities to start with,

ii) Which support activities to then follow,

iii) Time-span and sequence which can accommodate the trial-&-error approach.

Concerning the above i), the Working Group shall start with the support activities of the relative highimportance and urgency in terms of the contribution to the overall goal of the Action Plan. The Working Group may also prioritize facilitating the support activities which can have ‘demonstrative/ pump-priming effect’ to target SMIs and stakeholders, in order to maintain their willingness to involve in the Action Plan and create the success case as earlier as possible.

Then, the Working Group shall consider which support activities shall follow so that the output of the previous supports can be adequately reflected and/or utilized to the subsequent ones. This is important in order to avoid support provision in ad-hoc manner without considering correlation among the supports.

Lastly, the Working Group may employ the ‘trial-&-error’ approach during the course of the Action Plan (in case the Action Plan entails the challenge of product or new market development), where the product development (in the form of prototype) and market development (in the form of market test) are repeated in a cycle (comments of buyers/ users are feed-back to further improve the product/ prototype). In this regard, it is advisable for the Working Group to provide a series of market test opportunity such as exhibition, business matching, marketing visits to buyers, other PR events in an intermittent manner.

Box 3.4.3 Accommodating ‘Trial-&-Error’ approach in the Action Plan

3.5 Monitoring, Evaluation and Reporting of the Action PlanDuring the facilitation of the Action Plan implementation, the Working Group shall conduct the monitoring, evaluation and reporting of the progress and achievement of the Action Plan.

Both Action Plans for cacao processing and ulos fashion industries targeted SMIs/ producers at business start-up stage, which had just learned production skills. They had not practiced the business in a commercial manner, nor had the channels for sales. Usually, only limited number of exhibitions are prepared as promotion opportunity for such start-up businesses, while paying less attention to the importance for start-up SMIs/ producers to receive feedback to the products under trial and to develop their stable markets/ buyers.Accordingly, the Working Groups to develop these start-up businesses arranged the intermittent opportunities of marketing/ promotion so that such SMIs/ producers could receive feedbacks and see the potential markets/ buyers whenever their products were ready, in parallel to facilitating technical supports for their productimprovement. Such a trial-&-error approach was deemed significant, so that SMIs/ producers were motivated to improve their products and able to find the sales channels within a relatively short period.

Both Working Group of cacao processing and ulos fashion industries proposed support activities which require close cooperation with non-industry & trade line of Dinas: namely, network development with cacao-farmers’groups for ensuring quality bean supply, and ulos village development for luring tourists’ attention to ulos. Network development with cacao-farmers’ groups assumed a responsibility of the provincial Dinas Estate Crops (one of the Working Group members). However, this has not been practiced by this Dinas, who did notattend the Working Group meeting except in the initial stage.Ulos village development was not addressed during the course of the Action Plan by regency Dinas Tourism,even though the local hotel association stressed needs of development of such a tourist attraction. These are not rare case, but often observed also in SMIDeP. One of the likely ways for the Working Group to facilitate the institutions of non-industry & trade lines can be strong involvement of the head of Working Group (Dinas Industry & Trade), who can directly consult with the head of such institutions and ask the intervention by the head of regional government.


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The monitoring, evaluation and reporting of the Action Plan are important duties of the Working Group. How the Working Group performs the monitoring and evaluation will significantly influence the outcomes of the Action Plan. The Working Group shall conduct i) monitoring of the progress and achievement of the Action Plan periodically and review for the revision of the Action Plan, ii) evaluation of the achievement at the end of the Action Plan, and iii) reporting the result of monitoring/ review and evaluation to the parties concerned.

Monitoring/ review in particular are not only to understand the outcomes of the Action Plan, but also to improve the contents of the Action Plan. It is also noted that issues and needs of target industry may change as the Action Plan progresses, thus necessitating continuous or timely revision of the Action Plan.Another objective for the Working Group is to fulfil accountability to the parties concerned about the progress and achievement of the Action Plan.


Monitoring/ review includes: i) collection of the information/ data required for the monitoring, ii) review of those compiled information/ data, and to iii) revision of the Action Plan based upon review results, and shall be repeated periodically. Then, evaluation of the achievement shall follow at the end of the Action Plan (two times for short- and medium-terms). Such monitoring/ review and evaluation shall entail the reporting of the results.

(1) Monitoring/ review

Monitoring/ review shall be started three (3) months later after the initial version of the Action Plan is formulated. At first, the facilitator(s) together with the members of the Working Group shall collect and compile the necessary information/ data for the monitoring of the progress and achievement of the Action Plan. The below suggests a list of such information/ data to be collected for the monitoring.

Table 3.5.1 Information/ data to be collected for monitoring (suggested)Category Information/ data Means of collection

Progress indicators: to be monitored at each meeting

Support activities

- Completed support activities with output, necessary follow-up- Support activities to be facilitated soon- Support activities with major delay plus reason for delay- Progress of other activities: institutional/ facility development,

and regulatory improvement, proposed in the Action Plan

- Each activity report prepared by the responsible support institutions

- Report prepared by the facilitator(s)

Own actions by target SMIs

- Actions taken and being taken with output- Actions to be taken


Target SMIs - No. of SMIs which receive the support activities- No. of target SMI continuously involved in the Action Plan- Additional SMIs interested in involving in the Action Plan


Others - Latest issues and needs on supports of target SMIs (if any)- Substantial changes in business environment


Achievement indicators: to be monitored biannually or annually

Overall goal - The degree of achievement of the overall goal of the Action Plan (indicators depend on the contents of the overall goal)

- Number of success cases (target SMIs which achieve the overall goal of the Action Plan)


- Questionnaire/ interview to target SMIs

Derivative impact

- Any positively observed impacts on the whole industry, such as growth of SMI’s number, employee, sales, production volume

- Performance and utilization of the institutions, facilities and regulations which are developed or improved


- Questionnaire/ interview to target SMIs


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The Working Group then shall organize its meeting, inviting target SMIs for the purpose of i) sharing and conforming the information/ data for monitoring, and ii) discussing for review of the Action Plan. The facilitator(s) shall report the information/ data for monitoring to the Working Group, and facilitate discussion for review in terms of the following matters:

- Overall progress and achievement of the Action Plan implementation,- Latest issues and needs for supports of target SMIs (if any), and changes in business environment,- Any factors hampering the progress of provision of support activities,- Any factors hampering the progress of own actions (or initiatives) by target SMIs,- Performance of the facilitator(s),- Any necessary improvements of the platform (such as the members of the Working Group).

The monitoring/ review meeting shall be organized at least quarterly, and may be done whenever special topics for discussion arise.

(2) Revision of the Action Plan

In case the Working Group recognizes the necessity of revising the Action Plan or improving the platformas a result of the review, the following points shall be paid attention in particular:

Table 3.5.2 Points to be paid attention in case of the Action Plan revisionRevision of the Action Plan

- Necessity of revising (or rephrasing) the overall goal (if the latest issues/ needs of target SMIs are largely diverted from the beginning),

- Necessity of additionally proposed support activities,- Necessity of revising the support activities (those already proposed),- Necessity of altering and/ or adding target SMIs,- Necessity of disseminating the outcomes of the Action Plan (in order to extend the success

case to other SMIs in the same industry).

Improvement of the platform

- Necessity of adding and/or replacing the Working Group members,- Necessity of adding and/or replacing the facilitator(s),- Necessity of identifying and approaching the additional stakeholders (support institutions)

for their cooperation/ contribution.

The Working Group may flexibly revise the Action Plan when any necessity arises, but shall revise the Action Plan at least annually, and report such revisions to the parties concerned.

Box 3.5.1 Monitoring/ review according to the SMIDeP experience

Although the monitoring/ review is deemed important, this is not periodically performed in a goal-oriented manner. The below introduce SMIDeP cases which show why the monitoring/ review is significant.Central needs can be shifted as the Action Plan progresses: Needs of cacao processing industry were weighted more on stable supply of quality material at the initial planning, but the central needs were gradually shifted to marketing/ promotion support of their products. The Working Group held its meeting with target SMIs to review the interim achievement of the Action Plan, and thereby decided to revise the plan to beweighted more on marketing/ PR supports. Such a shift in central needs for supports also took place in case of the Action Plans for ulos fashion and ship-parts industries.Rattan furniture industry showed a reverse case to the above. The Working Group initially assumed more weight on the marketing/ promotion support in its Action Plan. However, as the marketing supports proceeded,important technical issues to be tackled were additionally found. Accordingly, the Working Group decided to revise the Action Plan, weight to the production aspect, focusing on guidance of adequate production process.Gathering among SMIs can be an alternative opportunity to observe the changing issues/ needs: Besides the formal Working Group meeting, an opportunity for informal communication with target SMIs is quite essential to observe the changing state of target SMIs and their business circumstances. A facilitator for cacao processing industry closely communicated with an association of the target SMIs by attending the association’s regular gatherings, where the association compiled the shifting issues/ needs to the facilitator. In response to such issues/ needs, the Working Group adequately added and adjusted the support activities.Such a communication opportunity between facilitator(s) and SMIs may be intentionally designed in any form. The Working Group for cacao processing industry designed a monthly sales monitoring of target SMIs in its Action Plan, which mandated the facilitators to routinely visit and interview those SMIs.


20

(3) Evaluation

The Working Group shall evaluate the overall accomplishment of the Action Plan at the end: i.e., two times for at the each end of short-(2 years) and mid-(5 years) terms. Final evaluation shall analyze the degree of achievement of the overall goals (and the number of success cases of target SMIs which attainthe goal) and derivative impacts. Achievement indicators shall be agreed upon at the early stage. However, the Working Group may still add or revise such indicators according to the change of the content of the Action Plan.

The Working Group shall organize its meeting for the purpose of evaluation by inviting target SMIs and stakeholders concerned with the Action Plan. The facilitator(s) together with the members of the Working Group shall collect the necessary information/ data for the evaluation, so that the Working Group can analyze and confirm the degree of the achievement, and discuss the influential factors to such results.

It is also advisable that the Action Plan may be wholly revised based upon the evaluation at the end of the short-term, when the Working Group recognizes the necessity to adjust the mid-term Action Plan to the actual progress and achievement made during the short-term.

Box 3.5.2 Evaluation according to experience of SMIDeP

(4) Reporting of the monitoring/ review and evaluation

Upon each monitoring/ review meeting and final evaluation, the Working Group shall report the results in order to fulfill accountability to the parties concerned on the progress and achievement of the Action Plan.The standard format of the monitoring/ review report is in Annex 5. In case the monitoring/ review entail the revision of the Action Plan, the Working Group shall attach the revised Action Plan to the monitoring report.

Also, it is advisable for the Working Group to make periodic reporting of the progress/ achievement of the Action Plan to the regional head (Governor, Regent or Mayor) in order to facilitate inter-institutional cooperation.

Without comprehending what is accomplished by the action plan, no one can decide whether to continue the plan, to scale-up the scope of the plan, or raise the level of challenge. The ship-parts industry is a good case which shows the importance of evaluation. Based on the evaluation results of the Action Plan for short-term, which confirmed the acceptable degree of achievement of the overall goal (transactions of successfully certified components with ship-building industry), the Working Group decided to extend the Action Plan by increasing the target components to be certified for the subsequent term of the Action Plan.


21

CHAPTER IV SUPPORT RESOURCE INFORMATION

4.1 Support Resources for Local Industry DevelopmentFacilitation of local industry development entails cooperation and involvement of the concerned support institutions (both government, academic and private institutions which provide supports/ services to SMIs) in a well coordinated manner, so that any necessary contributions/ inputs from the relevant institutions are effectively mobilized to provide the support activities proposed in the Action Plan.

The facilitation also entails utilization of facilities/ schemes of SMI support which are prepared by the central governments for the regional governments, so that the limited regional budget is optimallysupplemented to answer many support needs proposed in the Action Plan.

4.2 Profile Survey for Support Institutions


Regional governments shall be equipped with the knowledge of regionally available support institutions (including their scope of service, procedure of access to the service, contact information and sector/ field of their expertise) in order to identify and mobilize their contributions/ inputs required for the provision of supports proposed in the Action Plan.

In this regard, each provincial Dinas Industry & Trade, on behalf of regency/ municipal governments, is advised to conduct a profile survey of the support institutions which are available in the province with the expertise related to the priority industries.

Provincial Dinas Industry & Trade, through the profile survey, shall identify major regionally available support institutions both from public (higher-academic institutions, government corporations and institutions) and private (associations, foundations, NPOs/ NGOs, other private service providers)institutions according to the following categories.

1) Business management and financial access

2) Production and technical, further categorized by;- Certification/ test/ R&D including licensing- Intellectual property right (IPR) related- Production process- Design/ packaging

3) Human resources development

4) Marketing and promotion

Profiled institutions should be active enough, and have specific services/ resources relevant to SMI development.

4.2.2 Method, Format and Ouput

Profile survey of the regionally available support institutions shall cover the following information/ data, and be conducted by the provincial Dinas Industry & Trade through the combination of questionnaire distribution or direct interview to the identified support institutions. The format of the profile survey sheet is shown in Annex 6, together with a sample of the survey result.


22

Table 4.2.2 Information/ data to be profiled for the support institutions1. Name of the institution2. Address of the institution3. No. of telephone4. No. of facsimile5. Website address6. E-mail address (contact)7. Status of the institution8. Year of establishment9. Name of the representative/ head10. Summary profile of the institution11. Vision and mission of the institution12. Available support programs/ services13. Conditions/ procedure for the support programs/ services14. Funding sources of the support programs/ services15. Fee/ charge to users16. Province17. Fields of expertise18. Specialized industry sectors19. Success story(s) by the institution20. Key staff in the institution (instructor/ lecturer for training, guidance, consultation service)

4.3 Support Facility and Funding Schemes available to Regional GovernmentWith limited regional budget (APBD) for regional governments, the Working Group (Dinas Industry and Trade) shall actively identify and utilize the support facility and funding scheme available at the central governments/ institutions in order to realize as many support activities as possible in the Action Plan.

In order to assist the local industry development by the regional governments, the central governmentprepares a variety of support facilities and funding schemes that are available to the utilization by the regional governments. The below introduces the major support facility and funding scheme available at the central governments, DG-SMI of the MoI in particular.

4.3.1 DG-SMI in the Ministry of IndustryDG-SMI is responsible for SMI/ local industry development, through policy formulation, institutional capacity development and support facility provision to any sectors of SMIs. In the Strategic Plan (RENSTRA, 2015-2019) of the MoI, DG-SMI formulates six (6) key programs, namely;

a. Industri sentra institutional development (physical support for industry infrastructure throughSpecial Allocation Budget (DAK) scheme),

b. Product development (non-physical support),c. Entrepreneur development (for start-up business),d. Machinery and equipment provision,e. UPT (common service facility) revitalization,f. Support of market information, promotion and exhibition.

In order to forward the above programs, DG-SMI may deliver the support facility in the following ten (10) menus;

a. Improvement of human resources competence and related certification provision,b. Technical support and guidance,c. Raw and supporting material support,d. Machinery and equipment support,e. Product development support,f. Environmental pollution prevention support,


23

g. Market information, marketing and promotion support,h. Financial access support, including initial capital provision to entrepreneurs,i. Industrial estate arrangement for SMIs (that potentially pollute the environment),j. Networking support for development/ strengthening of linkage and partnership with large-sized

industries and other economic partners.

The Working Group (Dinas Industry & Trade) can access and utilize the above ten (10) facilitation menusin order to realize the support activities proposed in the Action Plan by requesting DG-SMI according to the official process. DG-SMI regularly holds the coordination meetings, where proposals of support from regional Dinas Industry & Trade are delivered to DG-SMI, and filed upon screening by DG-SMI for the budget preparation in the subsequent year. Proposals can be also delivered in the letter of request to DG-SMI (secretariat, and sectoral Directorates).

DG-SMI also commences the scheme of developing/ revitalizing the industrial infrastructures (physical support in the form of building, machinery/ equipment) in the industry sentra by utilizing DAK sinceFY2016. The Working Group, through the head of Dinas Industry & Trade can utilize this scheme in order to answer the needs of strengthening of industrial infrastructure attached to the industry sentra.

In addition, DG-SMI prepares the machinery/ equipment replacement scheme in order to accelerate the replacement of aging machinery/ equipment of SMIs by providing a subsidy up to the certain portion of the capital value to the SMIs facing a lack of investment capital. Requirements, criteria, and procedures of this scheme application can be referred to the technical guideline of this scheme.

4.3.2 Other Directorate Generals in the Ministry of IndustryThe Working Group (Dinas Industry & Trade) can communicate and coordinate with other directorategenerals in order to facilitate the Action Plan. The proposals of support shall be delivered by the head of Dinas Industry & Trade or even through the head of regional government to other related directorategenerals. The Working Group can also ask for facilitation of cooperation with large-sized industries.

Box 4.3.1 Cooperation Facilitation with Other Directorate Generals in the Action Plan

4.3.3 Other Ministries (Trade, Cooperatives)The Working Group can also mobilize the support facilities and funding schemes available from other related ministries for local industry development including the Ministry of Trade and State Ministry of Cooperatives and SMEs. Mobilization of such support resources from non-industry lines of institution will be one of the challenges for the Working Group. In this regard, the Working Group is recommendedto involve other divisions (i.e., trade and cooperative divisions) in Dinas Industry & Trade as members of the Working Group and share a single Action Plan, in order to realize proposed support activities particularly related to trade, promotion, finance and cooperative matters.

(1) Ministry of Cooperatives and SMEsThe Working Group can access and utilize the support facilities and funding schemes (based on RPJMN 2015-2019) available at the Ministry of Cooperatives and SMEs. The following is the example of support facility available at this ministry:

a. Facilitation for skills/ knowledge improvement of SME and cooperatives,

b. Facilitation of financial access by SME and cooperatives through strengthening of Micro Credit Institution (LKM), revolving fund through Revolving Fund Management Institution (LPDB), and

The Working Group for ship-parts industry requested Directorate General for Metal, Machinery, Transportation Equipment and Electronic Industries (DG-ILMATE) to facilitate a study visit to Indonesian Bureau of Classification (BKI) and ship-building industry, with the expectation for DG-ILMATE to commence the technical guidance on ship-component certification by BKI.The Working Group for aloe processing industry also requested Directorate General for Agro Industry (DG-IA) to introduce a few medium-sized beverage industries which have well performed factory management based on Good Manufacturing Practice (GMP), in order to let the local SMIs learn about the actual practices of GMP and ensure the success of the GMP coaching program for this industry.


24

loan facilities for SME,

c. Facilitation of superior product development with utilizing locally available resources,

d. Facilitation of market access improvement through the promotion for domestic/ overseas markets,

e. Marketing support by SMEsCO (trading house and showroom for SME and cooperative products),

f. Business consultation and mentorship through Integrated Business Service Center (PLUT).

Also, the ministry provides funding scheme through De-concentration Budget (Dana Dekon) in responseto the regional needs of cooperative/ SME development of regional governments. The Working Group can utilize this Dana Dekon to finance such support activities as establishment/ strengthening of the cooperative or joint-business group.

(2) Ministry of TradeThe Working Group can access and utilize the support facilities and funding schemes (based on RPJMN 2015-2019) available at the Ministry of Trade. The following is the example of support facility available at this ministry:

a. Program for increased usage of locally-made products,

b. Export facilitation through product development (such as designer dispatch service),

c. Export facilitation through human resource development (such as training for exporters and prospective exporters),

c. Market development facilitation (exhibition, trade mission, business matching, etc.) and provision of overseas market information,

d. Services of product quality test, calibration, and standard certification, etc.

The Ministry of Trade also provides a funding scheme through Dana Dekon in response to the needs of trade/ export development of regional governments. The Working Group can utilize this Dana Dekon tofinance support activities such as market development and trade facilitation (both international and regional) of local industry’s products in particular.

4.3.4 Facilitation and Funding Resource from Non-GovernmentSupport facility and funding resource of the non-government institutions can be also utilized as source of funding the support activities proposed in the Action Plan in order to complement the lack of budget in the government. Funding resource, such as Corporate Social Responsibility (CSR) from large-sizedcompanies, partnership program (PKBL) from state-owned enterprises and non-government organizations,and other grants can also be included in this category.

There is a great opportunity to utilize CSR or PKBL funds in each region. Therefore, the Working Group is advised to identify and approach the potential providers of such funds in each region from the early stage of facilitation, according to necessity.


25

CLOSING ~ Key points during the facilitation of local industry development

As earlier stated, this Guideline aims to introduce the desirable approach and practices for facilitation of local industry development based on the lessons and good practices experienced by SMIDeP. The Guideline assumes the reference by regional governments, i.e., Dinas Industry & Trade both at regency/ municipal and provincial levels, so that they could plan, implement, and monitor and evaluate the development of their target industry in more goal-oriented manner. The below summarizes key points during the course of the facilitation of local industry development.

- Consultative diagnosis and the Action Plan: The Guideline emphasizes the facilitation process in a consultative manner with target industry, particularly during the early stage of facilitation: i.e., industry diagnosis and formulation of the Action Plan. Unless the Working Group confirms the actual issues, constraints and needs of the target industry through the consultation, and reflects them into the Action Plan, it will face difficulties later in ensuring the proactive involvement and collaboration of target industry in the Action Plan.

- Setting a clear goal: The Guideline underlines the critical importance of setting a Specific, Objectively Measurable, Challenging but Realistic Overall Goal in the Action Plan, by asking “What Product shall be developed or improved to Which Market/ Consumer Segment, and How to achieve.Unless a measurable goal is clearly specified, the Action Plan will end-up in goalless plan for only listing support activities, and will not bring tangible outcomes to the parties concerned.

- Continued monitoring and review: The Guideline states that monitoring and review of the Action Plan implementation is the tasks, on which the Working Group should place high value, since this is the means to reveal and share the outcomes of the Action Plan, then improve the Action Plan, and even enhance further involvement of target industry and stakeholders. Facilitation of local industry development is a learning process, where an action brings out lessons for subsequent actions.Accordingly, the Working Group needs to avoid losing such a valuable opportunity of learning for evolving the Action Plan, by adequately pursuing monitoring and review.

The Guideline is expected to contribute, to the utmost extent, to enabling the officers of the regional governments to practice the better facilitation activity towards the intended direction of local industry development.

BUPATI TEGAL

KEPUTUSAN BUPATI TEGAL NOMOR : 050/ / 2013

T E N T A N G

PEMBENTUKAN KELOMPOK KERJA (POKJA) DAERAH PENGEMBANGAN INDUSTRI KECIL DAN MENENGAH

KABUPATEN TEGAL

BUPATI TEGAL,

Menimbang : Bahwa untuk meningkatkan kesejahteraan masyarakat,

menciptakan lapangan kerja, meningkatkan daya saing Industri lokal di Kabupaten Tegal, mendukung pencapaian Visi Misi Daerah serta untuk mendorong dan melancarkan pelaksanaan Program Percepatan Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal, perlu dilaksanakan Pembinaan dan Pendampingan Industri Kecil yang memiliki keunggulan di Kabupaten Tegal dengan membentuk Kelompok Kerja (POKJA) Daerah Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal dalam Keputusan Bupati Tegal ;

Mengingat : 1. Undang – undang No.13 Tahun 1950 tentang Pembentukan Daerah-daerah Kabupaten Dalam Lingkungan Profinsi Djawa Tengah;

2. Undang – undang Nomor 5 Tahun 1984 tentang perindustrian (Lembaran Negara Republik Indonesia Tahun 1984 Nomor 22, Tambahan Lembaran Republik Indonesia Nomor 3274 );

3.Undang – undang Nomor 32 Tahun 2004 tentang Pemerintah Daerah ( Lembaga Negara Republik Indonesia Tahun 2004 Nomor 125, Tambahan

Lampiran 1: Sample Surat Keputusan tentang Pembentukan Kelompok Kerja Industri Komponen Kapal di Kabupaten Tegal, Pronvinsi Jawa Tengah

Lembaran Negara Republik Indonesia Nomor 4437 ) sebagaimana telah diubah terakhir dengan Undang–undang Nomor 12 Tahun 2008 tentang Perubahan Kedua atas Undang – undang Nomor 32 Tahun 2004 tentang Pemerintah Daerah Lembaran Negara Republik Indonesia Tahun 2008 Nomor 59, Tambahan Lembaran Negara Republik Indonesia Nomor 4844 );

4. Undang–undang Nomor 33 Tahun 2004 tentang Perimbangan Keuangan antara pemerintah Pusat dan Pemerintah Daerah (Lembaga Negara Republik Indonesia Tahun 2004 Nomor 126, Tambahan Lembaran Negara Republik Indonesia Nomor 4438);

5. Undang–undang Nomor 17 Tahun 2007 tentang Rencana Pengembangan Jangka Panjang Nasional Tahun 2005 – 2025 (Lembaran Negara Republik Indonesia Tahun 2007 Nomor 33, Tambahan Lembaran Negara Republik Indonesia Nomor 4700);

6. Undang – undangoNomor 26 Tahun 2007 tentang penataan Ruang (Lembaran Negara Republik Indonesia Tahun 2007 Nomor 68, Tambahan Lembaran Negara Republik Indonesia Nomor 7425);

7. Peraturan Pemerintah Nomor 38 Tahun 2007 tentang Pembagian Urusan Pemerintah Antara Pemerintah, Pemerintah Daerah Provinsi dan Pemerintah Daerah Kabupaten/ Kota (Lembaran Negara Republik Indonesia Tahun 2007 Nomor 82, Tambahan Lembaran Negara Republik Indonesia Nomor 4737);

8. Peraturan Presiden Republik Indonesia Indonesia Nomor 28 Tahun 2008 tentang Kebijakan Industri Nasional;

9.Peraturan Daerah Kabupaten Tegal Nomor 2 tentang Urusan Pemerintah yang menjadi Kewenangan Pemerintah Kabupaten Tegal;

10. Peraturan Daerah Kabupaten Tegal Nomor 6 Tahun 2008 tentang Pola Organisasi Pemerintah Daerah;

11.Peraturan Daerah Kabupaten Tegal Nomor 8 Tahun 2008 tentang Pembentukan Organisasi Dinas – Dinas Daerah;

12. Peraturan Daerah Kabupaten Tegal Nomor 9 Tahun 2009 tentang Perubahan atas Peraturan Daerah Kabupaten Tegal Nomor Tahun 2008 tentang Pola Organisasi Pemerintah Daerah;

13. Peraturan Daerah Kabupaten Tegal No. 17 Tahun 2009 tentang RPJMD Kabupaten Tegal Tahun 2009 – 2014

14.Peraturan Daearah Kabupaten Tegal No. 2 Tahun 2009 tentang RPJP Kabupaten Tegal Tahun 2005 - 2015;

Memperhatikan : 1. Peraturan Menteri Perindustrian Republik Indonesia

Nomor : 135/M-IND/PER/12/2011 tentang Peta Panduan (Road Map) Pengembangan Kompetensi Inti Industri Kabupaten Tegal.

MEMUTUSKAN : Menetapkan : KESATU : Membentuk Kelompok Kerja (POKJA) Daerah

Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal dengan susunan keanggotaan sebagaimana tersebut dalam lampiran.

KEDUA : Menugaskan Tim Koordinasi sebagaimana dimaksud Diktum KESATU, adalah sebagai berikut : a. Melakukan koordinasi, konsultasi, integrasi dan

sinkronisasi dengan instansi dan pihak terkait, pusat dan daerah serta tim proyek Japan International Cooperatioan Agency (JICA) dalam pelaksanaan Program Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal;

b. Merumuskan kebijakan dan langkah - langkah yang diperlukan dalam pelaksanaan Program Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal dengan mengatasi permasalahan hambatan dan kendala yang timbul;

c. Memberikan dukungan penuh terhadap pelaksanaan kegiatan yang dilakukan oleh tim Kementerian Perindustrian Republik Indonesia dan Tim Proyek JICA dalam melakukan Pembinaan, Pendampingan Industri Kecil dan Menengah.

d. Merumuskan dan melaksanakan pembinaan pada para pelaku usaha Industri Kecil dan Menengah yang ditetapkan sebagai Kompetensi Industri Inti;

e. Bersama pihak terkait dalam hal ini Kementerian Perindustrian Republik Indonesia dan tim Proyek JICA melakukan pembinaan, pendampingan serta memonitor dan mengevaluasi pelaksanaan Program

Pengembangan Industri Kecil dan Menengah di Kabupaten Tegal;dan

f. Melaporkan hasil pelaksanaan tugasnya kepada Bupati Tegal.

KETIGA : Membebankan biaya pelaksanaan tugas tim koordinasi sebagaimana dimaksud Diktum KEDUA pada Anggaran Pendapatan dan Belanja Daerah Kabupaten Tegal selama 3 (tiga) tahun pada Dinas Perindustrian dan Perdagangan Kabupaten Tegal.

KEEMPAT : Keputusan ini mulai berlaku pada tanggal ditetapkan.

Ditetapkan di

S L A W I

pada tanggal

Plt. BUPATI TEGAL

SEKRETARIS DAERAH,

HARON BAGAS PRAKOSA

Lampiran I : Keputusan Bupati Tegal

Nomor :

Tanggal : Juni 2013

SUSUNAN KEANGGOTAAN

KELOMPOK KERJA (POKJA) DAERAH PENGEMBANGAN INDUSTRI KECIL DAN MENENGAH

KABUPATEN TEGAL I. Ketua : Kepala Dinas Perindustrian dan Perdagangan

Kabupaten Tegal

II. Sekretaris : Kepala Bidang Industri Dinas Perindustrian dan

Perdagangan Kabupaten Tegal

III. Wakil Sekretaris : Kepala Seksi Industri Logam, Mesin dan Aneka

Dinas Perindustrian dan Perdagangan

IV. Anggota : 1. Drs. Mukti Sarjono, Msi

2. Abdullah An

3. Sutardi

4. Munadi, S.Sos

5. Saeful Bachri Arif, ST

6. Amin Toyib Mustofa, ST

Ditetapkan di

S L A W I

pada tanggal

Plt. BUPATI TEGAL

SEKRETARIS DAERAH,

HARON BAGAS PRAKOSA

Industri Pengolahan Aloe di Kota PontianakProvinsi Kalimantan Barat

Lampiran : Contoh Peta Stakeholders

Industri Komponen Kapal di Kabupaten Tegal, Provinsi Jawa Tengah

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Lampiran

: Contoh A

nalisis Lantai Pasokan

Industri Pengolahan A

loe di Kota P

ontianak, Provinsi Kalim

antan Barat

Rantai pasokan Kondisi selama ini Isu/ kendala Kebutuhan

Bahan baku/Distribusi bahan

Variety of Pontianak-grown aloe plant is superior and itsmidrib overweighs other varieties’.Land conditions in Pontianak are conducive to aloe planting.Farmers are altering their land-usage to pineapple cultivationand commercial properties.Some IKMs own aloe-farm land with the contracted farmers.Land in Pontianak is predominantly peaty.No private water-processing company operates in Pontianak.Rainwater is used for the production.

Supply of aloe plant is not sufficient.Price of aloe plant is fluctuated and ofteninfluenced by the companies procuring thelarge amount.Availability of clean water is limited.

Sufficient supply of quality aloe plantSufficient supply of clean water

Produksi Production process and quality is not standardized.Production site of some SMIs are not hygienic enough forfood/ beverage production.Packaging companies are scarce in Pontianak.Aloe processing companies in Pontianak do not possessdecent skills in package-designing.

Product quality remains low and varied.The product safety is not reliable.Packaging cost is high.Packaging design is not attractive.

Production process standardization and safetyimprovement through obtainment of therelevant certifications including GMP, MD,and PIRTProvision of packaging machinesEasy access to the packaging facilitySkill development in packaging-designing

Pemasaran Product quality does not meet market standards.Some IKMs have not obtained necessary certificates to provesafety of their products.Aloe product demand in Pontianak is relatively stable.Certain and long-term business relationship has not beenestablished in the outside markets.

Consumers’ confidence against the productquality and safety is not high enough.Sales channels to distribute the productsoutside Pontianak are still limited.Logistical cost of product distribution ishigh.

Enhancement of consumers’ confidenceagainst the product quality and safetyEstablishment of firm relationship with thedistributorsExpansion and diversification of the saleschannels (especially outside Pontianak)

Faktor dukungSDMAkses keuanganKelembagaanPeraturanInfrastruktur

Structured training system is not existent.There is a special credit scheme from Bank of WestKalimantan.There is no local association or cooperative for thealoe-processing industry.There is no collaboration with the large companies.Aloe products are designated as a priority product by the localgovernment.

Collaboration and joint actions among SMIsare not existent.There is no learning opportunity from thelarge companies.Electric supply is unstable.

Establishment and strengthening of theassociation/ cooperativeBusiness mentoring from the large companiesRegulatory support from the local governmentStable electric supply

Lampiran

: Contoh P

eta Lantai Pasokan

Industri Pengolahan Aloe di Kota P

ontianaka, Provinsi Kalimantan Barat

Lampiran 3: C

ontoh Peta R

antai Pasokan



antan Barat

Rantai pasokan Kondisi selama ini Isu/ kendala Kebutuhan

Bahan baku/ Distribusi bahan

Berbagai aloevera yang tumbuh di Pontianak adalah budidaya unggul dan pelepahnya lebih berat dibandingkan dengan varietas lain. Kondisi tanah Pontianak cocok untuk penanaman aloevera. Petani mengubah lahan penggunaan tanah untuk budidaya nanas dan properti komersial. Beberapa IKM memiliki pertanian aloevera dengan petani kontrak. Tanah di Pontianak didominasi dengan tanah bergambut. Tidak ada perusahaan pengolahan air swasta yang beroperasi di Pontianak. Air hujan digunakan dalam proses produksi.

Pasokan aloevera tidak mencukupi. Harga aloevera berfluktuasi dan sering kali dipengaruhi oleh perusahaan yang membeli dalam jumlah besar. Ketersediaan air bersih yang terbatas.

Pasokan aloevera berkualitas yang mencukupi. Pasokan air bersih yang mencukupi.

Produksi Proses dan kualitas produksi belum distandardisasi Lokasi produksi beberapa IKM masih belum cukup higenis untuk produksi makanan/ minuman. Perusahaan kemasan jarang ada di Pontianak. Perusahaan pengolahan aloevera di Pontianak tidak memiliki keterampilan yang cukup dalam mendesain kemasan.

Kualitas produk rendah dan bervariasi. Keamanan produk tidak terpercaya. Biaya pengemasan tinggi. Desain kemasan tidak menarik.

Standardisasi proses produksi dan peningkatan keamanan pangan melalui didapatkannya sertifikat yang relevan, seperti GMP, MD, dan PIRT. Pengadaan mesin pengemasan. Kemudahan akses pada fasilitas pengemasan. Pengembangan kemampuan desain pengemasan.

Pemasaran Kualitas produk tidak sesuai dengan standar pasar. Beberapa IKM belum memiliki sertifikasi yang dibutuhkan untuk membuktikan keamanan produknya. Permintaan produk aloevera di Pontianak relatif stabil. Hubungan bisnis pasti dan jangka panjang yang belum ditetapkan di pasar luar.

Kepercayaan konsumen terhadap kualitas dan keamanan produk tidak cukup kuat. Saluran penjualan untuk mendistribusikan produk ke luar Pontianak masih terbatas. Biaya logistik untuk distribusi produk tinggi.

Peningkatan kepercayaan konsumen terhadap kualitas dan keamanan produk. Pembentukan hubungan kuat dengan distributor. Perluasan dan diversifikasi saluran penjualan (terutama yang diluar Pontianak)

Faktor dukung SDM Akses keuangan Kelembagaan Peraturan Infrastruktur

Tidak adanya sistem pelatihan terstruktur. Adanya skema peminjaman khusus dari Bank Kalbar. Tidak ada asosiasi atau koperasi lokal untuk industri pengolahan aloevera. Tidak ada kolaborasi dengan perusahaan besar. Produk aloevera ditetapkan sebagai produk prioritas oleh pemerintah daerah.

Tidak adanya kolaborasi dan aksi bersama diantara IKM Tidak ada kesempatan belajar dari perusahaan besar. Pasokan listrik tidak stabil.

Pembentukan dan penguatan asosiasi/ koperasi. Mentoring bisnis dari perusahaan besar. Dukungan peraturan dari pemerintah daerah. Pasokan listrik yang stabil.

Lampiran 3: C

ontoh Peta R

antai Pasokan



antan Barat

Disusun pada Juli Versi Pertama

Tujuan Utama Jangka Pendek

Jangka PanjangIKM Sasaran 30 IKM Komponen Kapal (Koperasi Mandiri Sejahtera) di Kabupaten TegalPeriode Juli 2013 sampai dengan Oktober 2015

Judul Isi Tujuan Sasaran Dukungan

Bahan Baku Penelitian bahan dasarscrap menjadi bahanstandar

Penelitian pengembangan bahan baku scrap Pengembangan danstandardisasi bahanbaku

IKM yang menggunakanbahan baku non ferro

Disperindag Tegal Disperindag Tegal Juli - September 2014


Bimbingan teknis padapenerapan 3S

Perbaikan lingkungan kerja untukpeningkatan produktivitas IKM sesuai denganprinsipil 3S

12 IKM Disperindag Tegal Disperindag Tegal, JICA Oktober 2013 - April2014

a. Pendampingan pada penyusunandokumen sistem mutu (proses produksikomponen kapal)

30 IKM Disperindag Propinsi BKI, Ditjen IUBTT, DitjenIKM dan DisperindagPropinsi

Maret - April 2014Dilanjut pada 2015

b. Workshop dan penyusunan drawingkomponen kapal untuk sertiifikasi BKI

30 IKM Disperindag Tegal,Ditjen IUBTT

Ditjen IUBTT April 2014Dilanjut pada 2015

c. Penyediaan bahan baku untuk pembuatanprototipe komponen kapal untuk seritikasi BKI


Disperindag Tegal,Ditjen IUBTT

Ditjen IUBTT, JICA Mei 2014Dilanjut pada 2015

d. Bimbingan teknik selama pembuatanprototipe komponen kapal untuk sertifikasiBKI


Disperindag Tegal,Ditjen IUBTT

Ditjen IUBTT, BKI, JICA Mei - September 2014Dilanjut pada 2015

d. Pengujian kinerja dan materi komponentkapal untuk sertifikasi BKI


Disperindag Tegal,Dinperindag Provinsi

Dinperindag Prov, DitjenIUBTT, BKI

Mei - Oktober 2014Dilanjut pada 2015

Peningkatan saranaproduksi

Fasilitasi dapur pengecoran dan termocopel Koperasi MandiriSejahtera

Disperindag Tegal Disperindag Tegal Oktober - Desember2014

Fasilitasi mesin produksi (mesin lathe 6m) Koperasi MandiriSejahtera

Disperindag Tegal Ditjen PPI 2015

Pemasaran/Promosi

Studi-banding ke BKI dangalangan kapal

Studi-banding ke BKI dan 3 galangan kapal diJakarta

Koperasi MandiriSejahtera, Koperasi RRT

Disperindag Tegal Dinperindag Provinsi,JICA

Okt. 2013

Studi-banding dan temubisnis ke galangan kapal

Studi-banding dan temu bisnis ke galangankapal/ asosiasi galangan kapal


Disperindag Tegal Disperindag Tegal Setelah sertifikasikomponen sasaran

Pameran terkait denganindustri galangan/maritime

Partisipasi dalam pameran-pameran terkaitdengan industri galangan/ maritim denganproduk komponen yang (akan) tersertifikasi.


Ditjen IUBTT Ditjen IUBTT Selama dan setelausaha sertifikasi BKI

RENCANA AKSI Industri (Sentra IKM) Komponen Perkapalan di Kabupaten Tegal


Penanggung JawabSumber Dana

(skema/ program)Periode

(bulan/ tahun)

IKM-IKM komponen kapal mampu membuat komponen kapal BKI-class (10 produk komponen Kapal yang sertifikasi oleh BKI) dan menyuplainya ke industri/pasar galangan kapal Indonesia.

Pengembangan aksespasar, dan realisasitransaksi lansungdengan industrigalangan

Pencapaian sertifikasiBKI untuk bebelapakomponen kapal

Peningkatanproduksi danperbaikan effisiensiproduksi

Kegiatan Dukungan

Pendampingan prosessertifikasi BKI untuk 10komponen kapal

Lampiran 4: C

ontoh Rencana A

ksi Pengem

bangan Industri Lokal

Judul Isi Tujuan Sasaran DukunganAspek

Kegiatan Dukungan LembagaPenanggung Jawab


Periode(bulan/ tahun)

Faktor DukunganKelembagaan

Fasilitasi alat lab ujimaterial ke UPTD Labo.

Bantuan alat pengujian komposis materiproduk (Al=Mg) ke UPTD Laboratorium

Penguatan fungsipengujian (materi) dariUPTD tsb.

IKM komponen logam,khususnya yang membuatkomponen prototipe

Ditjen IKM (Wilayah II) Ditjen IKM (Wilayah II) September 2014April - Juni 2015

Fasilitasi akreditasi KANke UPTD Labo.

Bantuan teknis untuk asessmen akreditasioleh Komite Akrdeitasi Nasional pada layananpengujian dari UPTD Laboratorium

Disperindag Tegal Disperindag Tegal Januari - Maret 2014

Sumber DayaManusia (SDM)

Pelatihan teknologipengecoran (2 kali)

Pelatihan pada keterampilan pengecorannon-ferro

20 IKM komponen logam Dinperindag Provinsi Dinperindag Provinsi September/Desember 2013,Dilanjut setiap tahun

Pelatihan teknologipengelasan

Pelatihan pada keterampilan pengelasan non-ferro

20 IKM komponen logam Ditjen IUBTT Ditjen IUBTT September 2013,Dilanjut setiap tahun

Pelatihan die&mould Pelatihan pada keterampilan die & mould IKM komponen logam Disperindag Tegal Disperindag Tegal Oktober - Desember2014Dilanjut pada 2015

Akses Keuangan Temu bisnis tentangproduk/ layanankeuangan KospinJasa

Pengenalan produk/ layanan keuanganKospinJasa, dan konsultasi langsung ttg.masalah keuangan

IKM komponen logam Disperindag Tegal,KospinJasa

Disperindag Tegal,KospinJasa, JICA, BankIndonesia Tegal

Desember 2013

Pelatihan manajemenkeuangan

Pelatihan pembukuan dan manajemen kas(cash-flow) usaha

IKM komponen logam Disperindag Tegal,YDBA-LPB, KospinJasa

Disperindag Tegal,YDBA-LPB, JICA

Apr. 2014

Infrastruktur


Pembuatan prototipekomponen kapal untuksertifikasi BKI

a. Penyusunan dokumen sistem mutu/drawing pada komponen kapal sasaran darisertifikasi BKI

Pencapaian sertifikasiBKI untuk bebelapakomponen kapal

- IKM-IKM yangmembuat komponenprototipe


Maret - April 2014Dilanjut pada 2015

b. Pembuatan prototipe komponen kapalsasaran dari sertifikasi BKI, termasukpengaturan bahan baku yang dibutuhkan

IKM-IKM yang membuatkomponen prototipe,Ditjen IUBTT, JICA

Mei - September 2014Dilanjut pada 2015

Penerapan 3S Perbaikan lingkungan kerja untukpeningkatan produktivitas IKM sesuai denganprinsipil 3S


Oktober 2013 - April2014

Pemasaran/Promosi

Pemasaran komponentersetifikasi

Perkenalan lansung komponen tersetifikasikepada industri galangan (lewat telepon,kunjungan pembeli, dll.)

Realisasi transaksilansung denganindustri galangan

- IKM-IKM yangmembuat komponenprototipe, Koperasi

IKM-IKM yang membuatkomponen prototipe,Koperasi

Selama dan setelausaha sertifikasi BKI

Kelembagaan Perkuatan kelembagaansentra komponen kapal

Perbaikan fungsi dan pengembangan aksibersama dari koperasi industri komponenkapal yang ada di sentra

Perkuatan manajemendan layanan lembagakoperasi dalam sentra

- Koperasi MandiriSejahtera

Koperasi MandiriSejahtera

2014 - 2015


Penguatan akseskeuangan danmanajemen

Peningkatan pengrajinmuda yang terampil dibidang logam

Tujuan Utama Jangka Pendek 1.

2.

Jangka PanjangSasaran 1. Pabrik pengolahan biji kakao Dinas Perindag Prov. Sulteng (Rumah Cokelat)

2. 12 IKM anggota APECC (Asosiasi Pengusaha Cokelat Celebes)Periode Agustur 2013 sampai dengan Desember 2015


II III IV I II III IV I II III IVBahan Baku Membina petani biji kakao mengenai teknis

budidaya/ fermentasi atas kerjasama anggota POKJA (dosen pertanian UNTAD, Dinas Perkebunan Prov.)

Tersedianya biji kakao fermentasi secara kontinu yang berkualitas sesuai dengan standar Rumah Cokelat

Petani biji kakao sasaran

Disperindag Prov.UNTADDinas Perkebunan Prov.

Disperindag Prov.

Promosi dan Pemasaran

Memperkenalkan Cokelat Sulteng dan pabrik pengolahan biji kakao

Meningkatnya pemahaman Cokelat Sulteng di pasar sasaran, khususnya IKM cokelat

Rumah Cokelat Disperindag Prov.JICA


Melaksanakan kunjungan promosi langsung kepada swalayan, supermarket, toko oleh-oleh, hotel, restoran, kafe untuk mendapatkan informasi peluang penjualan dan mempromosi produk Cokelat Sulteng

Teridentifikasi kebutuhan/ selera calon pembeli dan dapat feedback pada pengembangan produk, dan meningkatnya penjualan produk IKM

APECCRumah Cokelat

APECCDisperindag Prov.BI

APECCDisperindag Prov.JICA

Membuat brosur/ katalog tentang Cokelat Sulteng/ produk olahan IKM untuk kunjungan promosi, pameran dll.

Terciptanya brosur/ katalog produk Cokelat Sulteng dan digunakan pada saat kunjungan promosi dan pameran

APECCRumah Cokelat

JICAAPECCDisperindag Prov.

JICADisperindag Prov.

Membuat baliho Cokelat Sulteng di beberapa tempat strategis di Kota Palu

Meningkatnya minat masyarakat terhadap produk Cokelat Sulteng

Rumah CokelatAPECC

Disperindag Prov. -

Promosi melalui pameran di Kota Palu dan Jakarta1. Hari Nusantara (Des)2. Sulteng Ekspo (Apr)3. Hari Kakao (Sep)4. Palu Ekspo (Sep)5. Pameran lokal lainnya

Meningkatnya minat masyarakat terhadap produk Cokelat Sulteng, dan juga mendapatkan masukan konsumen melalui kuesioner untuk pengembangan produk

Rumah CokelatAPECC

Disperindag Prov.Dinas Perindagkop & UKM KotaJICADitjen IKM, Ditjen IABI

Disperindag Prov.Dinas Perindagkop & UKM KotaKementerian PerindustrianBIJICA

Pengadaan motor sebagai sarana mobile promotion

Tersedianya media promosi APECC Disperindag Prov. Disperindag Prov.

Fasilitasi outlet bandara dan Rumah Cokelat sebagai tempat pemasaran produk olahan Cokelat Sulteng

Tersedianya pusat pemasaran dan meningkatnya penjualan produk IKM

APECCRumah Cokelat



Memperkenalan produk Cokelat Sulteng di sekolah dan mengadakan Cacao Tour (kunjungan siswa sekolah ke Rumah Cokelat/ IKM cokelat)

Meningkatnya pemahaman generasi muda tentang Cokelat Sulteng

Rumah CokelatAPECC

APECCDisperindag Prov.Dinas Pendidikan Prov./ Kota


RENCANA AKSI Industri Pengolahan Kakao di Prov. Sulawesi TengahDisusun pada Mei 2014 Versi ke-2

Pabrik pengolahan biji kakao Dinas Perindag Prov. Sulteng (Rumah Cokelat) dapat memproduksi cokelat batangan liquor & couverture (Cokelat Sulteng) secara kontinu, yang terbuat dari biji kakao fermentasi di perkebunan Prov. Sulteng, dan memasarkan ke pasar lokal (IKM cokelat, toko kue/ roti, hotel/ restoran/ kafe, supermarket)IKM cokelat sasaran di Kota Palu (dan sekitarnya) dapat memproduksi dan memasarkan olahan cokelat secara kontinu, yang menggunakan cokelat batangan & liquor couverture (Cokelat Sulteng) dari Rumah Cokelat, ke pasar lokal (swalayan, supermarket, toko oleh-oleh, hotel, restoran/ kafe)


Penanggung Jawab&

Pendukung lain

Sumber Dana (skema/ program)

Jadwal Pelaksanaan

2013 2014 2015

Bimbingan teknis/ dukungan mengenai budidaya/ fermentasi kepada petani kakao

Sosialisasi Cokelat Sulteng kepada pasar sasaran

Kunjungan promosi kepada calon pembeli di Kota Palu

Penyusunan media promosi produk Cokelat Sulteng

Promosi produk dan mendapatkan masukan konsumen melalui pameran/ even

IKM cokelat sasaran dapat meningkat produksi dan pemasaran olahan Cokelat Sulteng dan jumlah IKM yang menggunakan Cokelat Sulteng meningkat

Bantuan peralatan dan fasilitas

Demonstrasi (pengenalan) produk Cokelat Sulteng kepada generasi muda di Kota Palu

Kegiatan Dukungan



Penanggung Jawab&

Pendukung lain

Sumber Dana (skema/ program)

Jadwal Pelaksanaan

2013 2014 2015Produksi Menentukan standar cokelat batangan liquor &

couverture di pabrik pengolahan biji kakaoDitentukan standar produk di pabrik (cokelat batangan liquor & couverture)

Rumah Cokelat Disperindag Prov.Perusahaan mesinUNTADDitjen IA

Disperindag Prov.Kementerian Perindustrian

Mengadakan pelatihan/ dukungan teknis pengolahan operator mesin di pabrik (sesuai dengan kebutuhan)

Operator pabrik dilatih keterampilan untuk mengoperasi alat dan dapat menghasilkan produk sesuai dengan standar ditentukan

Rumah Cokelat Disperindag Prov.Perusahaan mesinKementerian Perindustrian

Disperindag Prov.Kementerian Perindustrian

Mengadakan pelatihan sesuai dengan kebutuhan IKM (pembuatan kue cokelat/ minuman cokelat, teknis tempering, GMP, AMT, CEFE dll)

Terlatihnya IKM mengolah cokelat batangan couverture, dan membuat beragam olahan cokelat moderan, dan meningkatnya pengetahuan terkait usaha IKM

APECC Disperindag Prov.Ditjen IKMDitjen IADinas Perindagkop & UKM Kota

Disperindag Prov.Dinas Perindagkop & UKM KotaKementerian Perindustrian

Menciptakan nama/ logo/ kemasan yang menarik untuk produk Cokelat Sulteng

Meningkatnya daya tarik Cokelat Sulteng melalui penciptaan kemasan berciri-khas Sulteng

APECCRumah Cokelat

APECCDisperindag Prov.

JICA

Pengadaan mesin bubuk, lemak kakao Mendiversifikasi produk Cokelat Sulteng Rumah CokelatAPECC

Disperindag Prov.Ditjen IADitjen IUBTT

Ditjen IADitjen IUBTT

Kelembagaan Pertemuan koordinasi antara POKJA dan APECC untuk distribusi informasi, kemajuan dan koordinasi kegiatan

Terjadi koordinasi, distribusi informasi dan feedback ke kegiatan melalui pertemuan rutin

APECC Disperindag Prov.Dinas Perindagkop & UKM KotaJICA

-

Pelatihan untuk pengurus APECC mengenai aspek manajemen kelembagaan (koperasi)

Meningkatnya pengetahuan dan keterampilan IKM dalam pengolahan manajemen kelembagaan (koperasi)

Pengurus APECC

BIPINBUKJICA

BIPINBUK

Coaching Klinik tentang pencatatan keuangan APECC

IKM malakukan catatan keuangan (produksi, penjualan dll)

APECC BIDisperindag Prov.JICA

BI

Peraturan Laporan Kegiatan perkembangan kegiatan dan koordinasi demi kelancaran kegiatan

POKJA Disperindag Prov.JICA

-

Menyusun surat himbauan Gubernur demi meningkatkan penggunaan Cokelat Sulteng di Kota Palu

APECCRumah Cokelat


-

Produksi/ Proses Produksi

Pengembangan produk baru Diversifikasi ragam produk olahan cokelat dan pengembangan kemasan moderan

Meningkatnya daya tarik produk cokelat IKM dan saluran penjualan

- APECC APECCDisperindag Prov.Ditjen IKM, Ditjen IAJICA

Pemasaran/ Promosi

Promosi kunjungan Melaksanakan kunjungan promosi langsung kepada swalayan, supermarket, toko oleh-oleh, hotel, restoran, kafe untuk mendapatkan informasi peluang penjualan dan mempromosi produk Cokelat Sulteng

Teridentifikasi kebutuhan/ selera calon pembeli dan dapat feedback pada pengembangan produk, dan meningkatnya penjualan produk IKM

- APECC APECCDisperindag Prov.JICA

Operasional outlet bandara Melaksanakan manajemen usaha bersama di outlet bandara

Terjalinnya saluran penjualan menetap, dan meningkatnya penjualan olahan cokelat

- APECC Disperindag Prov.JICAAPECC

Kelembagaan Penguatan kelembagaan APECC

Pertemuan koordinasi internal APECC dan antara POKJA dan APECC untuk distribusi informasi, kemajuan dan koordinasi kegiatan

Terjadi koordinasi, distribusi informasi dan feedback ke kegiatan melalui pertemuan rutin

- APECC -

Meningkatnya penggunaan Cokelat Sulteng di lingkup pemerintah (snak di rapat dll) maupun di pihak swasta (supermarket, hotel, restoran dll)


Bantuan mesin Rumah Cokelat

Penguatan kelembagaan dukungan APECC

Penguatan kelembagaan APECC

Audiensi antara POKJA dengan Gubernur

Standarisasi cokelat batangan liquor & couverture di pabrik pengolahan biji kakao

Pelatihan/ dukungan teknis untuk operator pabrik

Pelatihan keterampilan pembuatan olahan cokelat dan pengetahuan usaha untuk IKM cokelat (termasuk teknik tempering)

Pembuatan merek Cokelat Sulteng

Secara kontinu

1

Lampiran 5: Format Laporan Monitoring dan Review

Lembar Monitoring/ Review untuk Program Pengembangan Industri Lokal

Nama industri sentra sasaran :

Disusun oleh :

Diakui oleh :

Tanggal persiapan :

No. versi dari monitoring :

A. Monitoring Rencana Aksi 1. Kemajuan Rencana Aksi (yang akan dimonitor pada setiap rapat Pokja)

Kategori Indikator (Informasi/ data yang akan

dilaporkan) Penjelasan

Usulan kegiatan dukungan di Rencana Aksi

- Kegiatan dukungan yang telah dilaksanakan

Dijelaskan dengan garis besar, output dan tindak lanjut yang dibutuhkan.

- Kegiatan dukungan yang akan difasilitasi segera

Dijelaskan dengan garis besar dan output.

- Kegiatan dukungan dengan keterlabatan besar

Dijelaskan dengan alasan.

- Kemajuan dari pengembangan kelembagaan dan fasilitas, serta perbaikan peraturan (yang diusulkan dalam Rencana Aksi)

‘Pengembangan kelembagaan’ termasuk penguatan koperasi, pendirian unit usaha untuk bahan baku, dan pengembangan fasilitas termasuk revitalisasi UPT.

Tindakan oleh IKM sasaran

- Tindakan yang sudah dilakukan Dijelaskan dengan garis besar, output, dan tindak lanjut yang dibutuhkan.

- Tindakan yang akan dilakukan Dijelaskan dengan garsi besar dan output.

IKM sasaran - Jumlah IKM yang menerima fasilitasi kegiatan dukungan

- Jumlah IKM yang terlibat secara terus menerus dalam Rencana Aksi

Dijelaskan dengan tingkat keaktifan.

- IKM tambahan yang tertarik untuk terlibat dalam Rencana Aksi

Lainnya - Masalah dan kebutuhan terbaru dari IKM sasaran

Dijelaskan, jika ada.

- Perubahan mendasar dalam lingkungan usaha

Dijelaskan, jika ada.

2

2. Pencapaian Rencana Aksi (untuk dimonitor dua kali setahun)

Kategori Indikator (Informasi/ data yang dilaporkan) Keterangan

Tujuan keseluruhan

- Tingkat pencapaian dari Tujuan Umum Rencana Aksi

Tergantung pada isi tujuan keseluruhan, seperti, transaksi dengan segmen pasar/ pembeli, penerbitan sertifikasi, produk yang baru dikembangkan dan diversifikasi produk dengan penawaran transaksi, pertumbuhan pendapatan, bergantung pada isi tujuan.

- Jumlah kasus sukses Seperti, IKM sasaran yang berhasil mencapai tujuan keseluruhan Rencana Aksi.

Dampak turunan - Segala dampak positif yang diamati pada keseluruhan industri

Seperti pertumbuhan jumlah IKM, pekerja, penjualan, volume produksi, dsb.

- Kinerja dan pemanfaatan lembaga, fasilitas dan peraturan yang dikembangkan atau diperbaiki.

3

B. Review Rencana Aksi (untuk dimonitor pada setiap Rapat Pokja) Hal yang di review Hasil review atau segala tindakan yang akan dilakukan

Kemajuan dan pencapaian keseluruhan pada pelaksanaan Rencana Aksi

Faktor-faktor penghambat kemajuan penyediaan kegiatan dukungan dan tindakan oleh IKM sasaran

Revisi Rencana Aksi

Perbaikan yang diperlukan dari platform Terkait dengan struktur fasilitasi Rencana Aksi, termasuk perubahan anggota Pokja, fasilitator.

Lampiran: - Rencana Aksi untuk Pengembangan Industri XXXXXX di XXXXXX (versi XX) - Surat Keputusan tentang Pembentukan Pokja (dan Penempatan Fasilitator) (jika direvisi)

Lampiran : Format Survei Profil untuk Lembaga Dukungan

1 Nama Lembaga/ Instansi 2 Alamat 3 Nomer Telepon Kantor 4 Nomer Facsimile 5 Alamat Situs Web 6 Alamat e-mail 7 Status Lembaga/ Hukum 8 Tahun Berdiri 9 Nama Pimpinan/ Penanggung Jawab 10 Profil Singkat

11 Visi, Misi

12 Program/ Layanan

13 Persyaratan/ Prosedur untuk Program/ Layanan

14 Sumber Pendanaan untuk Program/ Layanan

15 Biaya yang Dikenakan kepada Pengguna

16 Provinsi (atau Lembaga Nasional) 17 Bidang Lembaga 18 Sektor Industri Dimana Lembaga Tersebut

Terspesialisasi

19 Sukses Story dari Lembaga Tersebut

20 Nama dan Kontak Staf yang Terkemuka dari Lembaga Tersebut untuk Instruktur, Ahli, Konsultan

Contoh Profil Lembaga Dukungan (badan pemerintah) 1 Nama Lembaga/ Instansi Pusat Pelatihan dan Promosi Ekspor Daerah

(P3ED), Disperindag Jatim 2 Alamat Jalan Kedungdoro 86 - 90, Surabaya 3 Nomer Telepon Kantor 031-5343807 4 Nomer Facsimile 031-5345650 5 Alamat Situs Web http://p3esurabaya.com 6 Alamat e-mail [email protected]

[email protected] 7 Status lembaga/ hukum Badan Pemerintah 8 Tahun berdiri - 9 Nama Pimpinan/ Penanggung Jawab - 10 Profil Singkat P3ED merupakan lembaga yang didirikan pada

September 2002 atas kerjasama antara Kemendag dan JICA. P3ED mempunyai tanggung jawab besar untuk terus menerus meningkatkan pelayanan dan kinerja untuk meningkatkan profesionalise sumber daya manusia (SDM) di Bidang ekspor dan promosi yang berkontribusi dalam pengembangan ekspor Jatim.

11 Visi, Misi Lembaga Visi: ‘Jawa Timur sebagai pusat industri dan perdagangan terkemuka, berdaya saing global dan berperan sebagai motor penggerak utama perekonomian dalam rangka peningkatan kesejahteraan masyarakat’. Misi: Untuk mewujudkan visi pembangunan sektor industri dan perdagangan di Provinsi Jawa Timur dan mengaplikasikan misi dari Provinsi Jawa Timur yaitu mewujudkan makmur bersama Wong Cilik melalui APBD untuk Rakyat.

12 Program/ Layanan Pelatihan dan Seminar: Program pelatihan dengan durasi 1 s/d 10 hari menyajikan pengetahuan praktis dan ketrampilan yang diharapkan dapat membantu para pelaku dunia usaha untuk memperoleh gagasan baru ataupun masukan, sehingga dapat membuat perubahan-perubahan positif yang dapat menguntungkan perusahaan. Program ini berkaitan dengan Persaingan Internasional, seperti; - Bagaimana memulai ekspor - Prosedur ekspor - Export costing and pricing - Kontak dagang melalui internet - Pembayaran ekspor dengan L/C dan non-L/C - Strategi pemasaran ekspor - Negoisasi dan kontrak dagang - Manajemen ekspor-impor - Pelatihan perdagangan internasional Pameran melalui Showroom / Mini Display: Menampilkan komoditas atau produk potensial untuk pasar ekspor, dengan harapan dapat dilanjutkan melalui kontak dagang yang lebih pro-aktif dengan mendatangkan buyer potensial dari manca negara. Bagi para peserta juga akan mendapat kesempatan masuk dalam Virtual Exhibition yang memudahkan akses informasi secara internasional untuk mempromosikan

produknya. Konsultasi Bisnis: Konsultasi bisnis dibidang rencana pengembangan produksi dan promosi ekspor, perluasan pasar bagi UKM yang diberikan oleh para ahli dibidangnya. Fasilitas yang Tersedia: - Gedung kantor modern berlantai dua di tengah

kota yang strategis - Ruang auditorium lengkap berkapasitas +/- 100

peserta - Layanan informasi dan publikasi melalui mini

resource center - Showroom permanen display - Ruang konsultasi bisnis dan memfasilitasi

kontak dagang - Ruang kelas pelatihan lengkap dengan AC dan

audio visual dengan kapasitas 15 dan 30 orang - Jaringan komputer mutakhir terpadu dengan

ruang kelas komputer khusus lengkap dengan 20 PC yang dapat langsung mengakses internet

- Tenaga pengajar yang handal dengan topik-topik bahasan berkualitas

13 Persyaratan/ prosedur untuk program/ layanan

Persyaratan Peserta: - Memiliki usaha dan legalitas usaha - Memiliki produk sendiri Prosedur pelayanan: - Pendaftaran, mengisi formulir dan memenuhi

persyaratan administrasi sesuai ketentuan, - Seleksi administrasi. Peserta pameran dipilih dari alumni UP3S yang telah mengikuti pelatihan prosedur eksport, disesuaikan antara produk IKM dan tema pameran yang difasilitasi oleh Disperindag Jatim.

14 Sumber pendanaan untuk program/ layanan

APBN, APBD, Biaya dari pengguna

15 Biaya yang dikenakan kepada pengguna Peserta dari Dinas Perindag Kota/ Kab di wilayah Prov. Jatim tidak dikenakan biaya. Peserta mandiri dari IKM Potensial dikenakan biaya diklat sebesar Rp. 500.000 selama 3 hari.

16 Provinsi (atau Lembaga Nasional) Jawa Timur 17 Bidang lembaga Bidang pemasaran 18 Sektor Industri Dimana Lembaga Tersebut

Terspesialisasi Umum

19 Sukses Story dari Lembaga Tersebut Mendampingi dan melatih pemilik PT. Promosia Asia Dagang Surabaya yang memproduksi handicraft mulai tahun 2003. Saat ini perusahaan tersebut sudah dapat melakukan kegiatan ekspor ke mancanegara.

20 Nama dan Kontak Staf yang Terkemuka dari Lembaga Tersebut untuk Instruktur, Ahli, Konsultan

Ibu Ir. Soekarsih Ibu Dra.Masita Rahman Bp. Joni Sumedyo

Contoh Profil Lembaga Dukungan (lembaga swasta) 1 Nama Lembaga/ Instansi Pusat Inkubasi Bisnis Usaha Kecil (PINBUK) 2 Alamat Gedung ICMI Center Lt. 4, Jl. Warung Jati Timut

No. 1 Kalibata, Pancoran, Jakarta Selatan 12740 3 Nomer Telepon Kantor 021-29407140 ext.131 4 Nomer Facsimile 021-29407150 5 Alamat Situs Web Http://www.pinbukindonesia.com/ 6 Alamat e-mail [email protected]/

[email protected] 7 Status Lembaga/ Hukum Yayasan 8 Tahun Berdiri Maret 1995 9 Nama Pimpinan/ Penanggung Jawab Abdul Jabir Uksim 10 Profil Singkat Pusat Inkubasi Bisnis Usaha Kecil (PINBUK)

didirikan pada Maret 1995 di Jakarta oleh Ketua Umum ICMI (Ikatan Cendekiawan Muslim se-Indonesia) Prof. DR. B.J. Habibie, Ketua Umum MUI (Majelis Ulama Indonesia) alm. K.H. Hasan Basri dan Direktur Utama Bank Muamalat Indonesia (BMI) Zainul Bahar Noor, SE. Dalam kiprahnya, PINBUK banyak membantu penyaluran modal kepada masyarakat melalui BMT. Selain itu, PINBUK juga mendampingi IKM dalam capacity building, untuk pengembangan bisnisnya.

11 Visi, Misi Sebagai lembaga fasilitator dan inkubator BMT dan KUBE, PINBUK memiliki misi; - Menumbuhkuatkan sumber daya insani dan

sumber daya ekonomi mikro dan kecil melalui BMT dan KUBE serta lembaga-lembaga pendukung pengembangannya berdasarkan prinsip syariah.

- Mewujudkan penguasaan dan pengelolaan sumber daya yang adil, merata dan berkelanjutan sehingga ummat mampu mengejawantahkan fungsinya sebagai rahmatan lil alamin.

- Membangun lembaga yang mampu sebagai wahana berkarya dan beribadah bagi kader-kadernya sebagai insan kamil.

12 Program/ Layanan Menetaskan dan mengembangkan BMT sebagai lembaga keuangan masyarakat. Pelatihan, Konsultansi, Pendampingan, Kemitraan dan layanan networking bagi UMKM

13 Persyaratan/ Prosedur untuk Program/ Layanan

Syarat-syarat kelompok IKM mendirikan BMT; - Kelompok minimum 20 orang IKM, - Mengajukan permohonan kepada PINBUK

wilayah, - PINBUK wilayah melakukan pelatihan kepada

calon BMT, - Calon BMT menyediakan modal awal dan akan

ditambahkan modal penyertaan oleh PINBUK, contoh, modal awal BMT 30 juta dan diberikan modal penyertaan sebesar 100 juta.

Syarat-syarat IKM menjadi anggota BMT; - Mengisi formulir permohonan pembiayaan, - Menyerahkan fotocopy KTP dan KK, - Menyerahkan laporan keuangan (Bagi Badan

Usaha), - Menyerahkan fotocopy Surat Ijin Usaha

(Keterangan Pengurus Wilayah) - Mempunyai Rekening Simpanan di BMT

14 Sumber Pendanaan untuk Program/ Layanan

PINBUK tidak menarik biaya layanan kepada IKM. Untuk keperluan operasional BMT sendiri berasal dari dana swadaya kelompok, yang berasal dari iuran wajib dan iuran pokok. Sumber pembiayaan terhadap pelayanan yang diberikan kepada BMT dan IKM berasal dari program-program yang sedang berjalan, seperti dari INKOPSA, dana program Kementerian Sosial, Iuran Kesejahteraan Sosial (IKS) dan swadaya masyarakat (modal dan tabungan).

15 Biaya yang Dikenakan kepada Pengguna - Bila ada program atau pelatihan yang didanai instansi lain, UMKM tidak dipungut biaya

- Bila program pelatihan swadana, biaya yang ditanggung IKM besarnya dinegoisasikan sesuai dengan jumlah peserta, jenis pelatihan dan lama pelatihannya

16 Provinsi (atau Lembaga Nasional) Nasional 17 Bidang Lembaga Bidang manajemen/ akses keuangan 18 Sektor Industri Dimana Lembaga Tersebut

Terspesialisasi Umum

19 Sukses Story dari Lembaga Tersebut 20 Nama dan Kontak Staf yang Terkemuka

dari Lembaga Tersebut untuk Instruktur, Ahli, Konsultan

Irfan Sismiyanto Kurniawan

Buku Panduan Pengenalan 3K/3S


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Buku Panduan Pengenalan 3K/3S Buku Panduan Pengenalan 3K/3S

Daerah Mana dan Industri Apa yang Menjadi Sasaran? Proyek menargetkan daerah dan industri berikut sebagai sasaran platform. Industri sasaran dipilih dari Industri Klaster/ OVOP yang telah ditetapkan oleh Kemenperin atau Industri Unggulan Propinsi/ Kompetensi Inti Industri Daerah yang telah ditetapkan oleh pemerintah daerah melalui konsultasi dengan Ditjen IKM.

Kantor Proyek JICA Alamat

Telp/ Fax Situs Web

: : :

Direktorat Jenderal IKM, Lt. 14, Kementerian Perindustrian Jl. Gatot Subroto Kav. 52-53, Jakarta Selatan 12950 021 5253782 http://www.jica.go.jp/project/english/indonesia/012/index.html

Penyediaan dukungan yang lebih baik untuk pengembangan industri lokal

Wilayah I: Fesyen Ulos di Samosir (SUMUT) Ulos adalah kain dengan motif unik daerah lokal yang ditenun secara tradisional, digunakan terutama dalam upacara tradisional seperti pernikahan & ritual keagamaan. Samosir (terkenal dengan Danau Toba-nya) adalah salah satu sentra produksi ulos. Proyek ini bekerja sama dengan pemerintah daerah untuk mengembangkan pasar lokal dan turis melalui pengembangan dan diversifikasi produk fashion ulos, dan membentuk Kelompok Usaha Bersama dari pengrajin kerajinan ulos.

Wilayah I: Pengolahan Aloevera di Pontianak (KALBAR) Kota Pontianak yang terkenal sebagai kota budidaya aloevera memiliki 16 industri pengolahan aloevera untuk makanan minuman (mamin) dan kosmetik. Proyek ini bekerja sama dengan pemerintah daerah untuk memfasilitasi IKM dalam menembus pasar mamin nasional dan regional, serta memperbaiki produk mamin olahan aloevera agar memenuhi persyaratan keamanan dan kebutuhan dari pasar sasaran.

Wilayah II: Komponen Logam di Tegal (JATENG) Tegal terkenal dengan produksi penuangan dan pencetakan logam dengan lebih dari 2.500 IKM memproduksi komponen logam untuk mesin pertanian, perkapalan, mesin berat, otomotif, dan lain-lain. Proyek ini berfokus pada komponen kapal dan memfasilitasi IKM dalam meningkatkan keterampilan/ pengetahuan guna memperoleh sertifikasi sesuai dengan standar BKI (PT. Biro Klasifikasi Indonesia), serta mampu memasok komponen logam kepada perusahaan pembangunan kapal yang besar.

Wilayah II: Sepatu/ Alas Kaki di Mojokerto (JATIM) Jawa Timur merupakan salah satu wilayah produsen alas kaki utama, yang termasuk didalamnya Kota Mojokerto yang mengakomodasi hampir 273 IKM. Proyek ini bekerja sama dengan pemerintah daerah untuk memfasilitasi IKM dalam memproduksi sepatu/ alas kaki yang kuat dan menciptakan branding (merek daerah) sepatu/ alas kaki Mojokerto.

Wilayah III: Pengolahan Kakao (SULTENG) Pemerintah provinsi membangun pabrik pengolahan kakao sebagai pusat pasokan bahan cokelat dan pusat pengolahan aneka produk cokelat. Proyek ini memfasilitasi pabrik untuk beroperasi secara komersil, sebagaimana juga memfasilitasi IKM cokelat/ kue untuk memanfaatkan cokelat buatan dari biji kakao lokal dan membangun jaringan pasar modern regional dan lokal di Palu.

Wilayah III: Mebel Rotan (SULTENG) Saat ini ada sekitar 20 IKM mebel rotan beroperasi di Kota Palu dengan jumlah pengrajin terampil yang terbatas. Proyek ini bekerja sama dengan pemerintah daerah untuk memfasilitasi dan memperluas akses pasar modern lokal (hotel, restoran, kantoran, dan lain-lain), dan membentuk sistem pembinaan IKM melalui sistem yang memastikan cara pembuatan mebel rotan dengan mutu yang baik.

Proyek Pengembangan IKM Melalui Peningkatan Penyediaan Layanan di Indonesia

Proyek SMIDeP Melakukan Apa?

Kegiatan/ layanan dukungan untuk industri kecil dan menengah (IKM) pada umumnya direncanakan dan dilaksanakan melalui pemikiran dan prosedur dari pihak penyedia layanan. Artinya, dukungan yang diberikan tidak sepenuhnya mencerminkan keinginan dan kebutuhan industri. Oleh karena itu, pihak industri mengharapkan kepada pemangku kepentingan terkait persiapan dan penyediaan kegiatan/ layanan dukungan yang lebih baik melalui diskusi maupun kerjasama dengan pelaku industri.

Proyek ini akan memfasilitasi pengembangan/ peningkatan dan promosi pemasaran produk oleh industri sasaran di ketiga wilayah sasaran dengan tujuan mengkreasikan kasus sukses dari IKM melalui pembentukan dan pemanfataan ”service delivery platform” (platform pengembangan industri lokal) selama tiga (3) tahun (2013-2015). Selanjutnya, pengembangan industri lokal melalui platform tersebut akan dibentuk sebagai “model kerja”

bagi wilayah lain, berdasarkan pelajaran yang diperoleh dari pengalaman Proyek ini.

Bagaimana Caranya Mengembangkan Platform?

Platform Pengembangan Industri Lokal yang akan dibentuk dalam kegiatan Proyek terdiri dari Unit Implementasi Proyek (PIU) di Ditjen-IKM, Kelompok Kerja (POKJA) dan fasilitator di masing-masing daerah, serta dikembangkan melalui pelatihan/ bimbingan tentang langkah dan metode fasilitasi bagi pengembangan industri dan pemetaan service providers yang tersedia.

Bagaimana Alur Pemanfaatan Platform?

Kegiatan pengembangan industri lokal melalui platform tersebut dilaksanakan sesuai dengan tahapan berikut : Setelah pembentukan struktur platform dan pelatihan fasilitasi pengembangan industri, POKJA dan fasilitator memasuki tahap diagnosis industri, kemudian melakukan identifikasi IKM-IKM sasaran dan tantangan aksi mereka, penyusunan rencana dukungan, serta fasilitasi pelaksanaan kegiatan/ layanan dukungan serta monitoring dan evaluasi. Kemudian kegiatan kembali ke tahap awal secara periodik untuk merevisi isi rencana dukungan sesuai dengan kemajuan dan hasil pelaksanaan.

Bagaimana Cara Mengelola Proyek?

Kantor utama proyek berada di Ditjen IKM, Kemenperin Jakarta, dan kantor daerah ada di setiap daerah sasaran yang dialokasikan oleh setiap Dinas Perindustrian dan Perdagangan. Di setiap kantor daerah, staf counterpart (C/P) dari anggota POKJA/ fasilitator ditempatkan guna melaksanakan tugas mereka didalam Proyek sesuai dengan tahapan pengembangan industri (terlihat diatas).

Dalam rangka mewujudkan pemberian bimbingan yang memadai kepada staf C/P, tenaga ahli dan konsultan nasional ditempatkan di setiap lokasi kerja. Berdasarkan struktur operasional tersebut, Tim Ahli memastikan kelancaran dan keseragaman pelaksanaan kegiatan Proyek di setiap wilayah kerja.

Tujuan ProyekModel untuk pengembangan industri lokalberbasis platform tersebut akan diterapkan kewilayah-wilayah di Indonesia oleh Kemenperin.

Pembentukan Platform Pengembangan Industri Lokaluntuk industri sasaran

Output

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Pemanfaatan Platform tersebutguna pengembangan industrisasaran

Pembentukan model pengembangan industri lokalberdasarkan pengalaman danpelajaran

Output

2

Output

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Pembentukan Platform untuk Pengembangan Industri Lokal

Pemanfaatan Platform untuk Pemgembangan Industri Lokal

Info. Dukungan/ Layanan kepda IKM

(Pemetaan service providers yg tersedia)

PIU Ditjen-IKM

(Tim Wilayah) POKJA

DaerahFasilitator

TANTANGAN AKSI oleh

IKM-IKM di industri lokal

Perencanaan/ pelaksanaandukungan

Pengawasan

Dikembangkan melaluipelatihan/ bimbingan ttg. langkah dan metodepengembangan industri

Permintaan dukungan

Kasus Sukses dari IKM Sasaran

Pembentukan Platform(POKJA/ fasilitator)

Diagnosis industri

Identifikasi IKM sasarandan tantangan aksi

Penyusunanrencana dukungan

2

3

4

1

Pelaksanaan rencanadukungan dan MonEv

5