Supply Chain Analysis of Tourism Social Enterprises in Bejiharjo Tourism Village
Antonius Budisusila1, JJ Sarungu2, Vincent Hadi Wiyono3, A.M. Soesilo4
1Antonius Budisusila, Sanata Dharma University, Faculty of Economics, Yogyakarta Special Region, Indonesia.
2JJ Sarungu, Sebelas Maret State University, Faculty of Economics and Business, Surakarta-Central Java, Indonesia.
3Vincent Hadi Wiyono, Sebelas Maret State University, Faculty of Economics and Business, Surakarta-Central Java, Indonesia.
4A.M. Soesilo, Sebelas Maret State University, Faculty of Economics and Business, Surakarta-Central Java, Indonesia.
Manuscript received on 16 October 2019 | Revised Manuscript received on 22 October 2019 | Manuscript Published on 02 November 2019 | PP: 305-313 | Volume-8 Issue-2S9 September 2019 | Retrieval Number: B10690982S919/2019©BEIESP | DOI: 10.35940/ijrte.B1069.0982S919
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: Bejiharjo Tourism Village was established as a tourist destination in 2010. The development of CBTIs as a form of community social enterprise is considered important because the company is expected to foster economic, socio-cultural and environmental harmonization. Development of tourist destinations in the village of Bejiharjo is the opposite. Based on an analysis of the performance of tourist supply chain (TSC) management, the level of citizen participation, the number of tourists, and tourism income increased dramatically in the beginning of the growth. However, in recent developments, the level of participation is no longer in line with the number of tourist visits and income. In fact, social companies operate on limited, inefficient management performance, poor tourism services, and tourist disaffection. This is due to the weakness of social companies in managing TSC. The company faces various scarcities and weaknesses in developing strategies and management of each chain. This can be seen from the weak source of empowerment strategy, enterprise management, development and innovation of tourism products and tourist services. Government policies tend to be ineffective, have unclear rules, and are accompanied by difficulties in establishing rules and agreements between companies. The entire process of TSC management has made social companies face conflict among enterprise and landlord and the performance fell sharply. Furthermore, this condition might marginalize and disadvantage the destination. This is a big challenge for the process and purpose of the community social enterprises.
Keywords: Supply Chain, Social Enterprise.
Scope of the Article: Social Sciences