Evaluating Business Process Management Maturity Using the Business Process Orientation Maturity Model: Evidence from a Coffee MSME in Jember, Indonesia
DOI:
https://doi.org/10.32664/j-intech.v14i01.2266Kata Kunci:
BPOMM, business process management, Coffee MSMEs, Go – Digital phenomenon, comparison analysis, performance improvemenAbstrak
This study investigates the maturity level of Business Process Management (BPM) in three coffee micro and small enterprises (MSMEs) supported by the Integrated Business Service Center (PLUT) of Jember Regency—BC, PT. FAI, and PT. RKS. These enterprises have demonstrated potential as Go-Digital MSMEs, as indicated by their adoption of digital platforms such as social media, e-commerce, and point-of-sales systems, as well as their participation in digital business facilitation programs. However, current evaluations of their business development remain predominantly focused on financial growth, limiting a comprehensive understanding of their process performance and organizational readiness. This study applies the Business Process Orientation Maturity Model (BPOMM) to assess and compare BPM maturity across nine dimensions. Using a qualitative case study approach based on interviews, observations, and member checking, the findings reveal that all three MSMEs remain at Level 1 (ad hoc), indicating that their business processes are largely unstructured and lack systematic management. The comparative analysis further uncovers differences in organizational structure formalization, the use of key performance indicators (KPIs), the extent of business process documentation, and the level of digital system integration supporting operational processes. This study contributes by contextualizing BPM maturity assessment within digital MSMEs and providing empirically grounded insights into process-related gaps that hinder their readiness for scaling and global market expansion. The findings offer practical implications for improving BPM practices while also suggesting the need for adapting maturity models to better capture the characteristics of digitally transforming MSMEs.
Referensi
[1] R. Tarigan and E. F. Karo-karo, “The Chain of Analysis of Organic Coffee Bean Aroma in Keke Koka Products Rambipuji Subdistrict Jember Regency Indonesia,” J. Ilm. Agribisnis, no. 105, pp. 0–3, 2025.
[2] M. Hapiz, L. P. Septia, D. Aprilianti, D. Aprilianto, and I. Maulida, “Analisis Kebijakan Pengembangan UMKM Digital di Indonesia : Tantangan dan Peluang,” Madani J. Ilm. Multidisipline, vol. 3, no. 5, pp. 36–44, 2025.
[3] Teixeira, A. R., J. V. Ferreira, and A. L. Ramos, “Optimization of Business Processes Through BPM Methodology : A Case Study on Data Analysis and Performance Improvement,” Information, vol. 15, no. 11, 2024, doi: https://doi.org/10.3390/info15110724.
[4] J. Gomes and M. Rom, “Evaluating Maturity Models in Healthcare Information Systems : A Comprehensive Review,” Healthc. MDPI, vol. 13, pp. 1–48, 2025.
[5] R. Indonesia, “Undang-Undang Republik Indonesia Nomor 20 Tahun 2008 Tentang Usaha Mikro, Kecil, dan Menengah,” no. 1, 2008.
[6] N. Aprilia, W. T. Subroto, and N. C. Sakti, “The Role of Small and Medium Enterprises ( SMEs ) in Supporting the People ’ s Economy in Indonesia,” Int. J. Res. Sci. Innov. IJRSI, vol. XI, no. 2321, pp. 368–376, 2025, doi: 10.51244/IJRSI.
[7] M. F. Hidayatullah, V. Susanti, and R. N. Salsabila, “Strategi Literasi Digital Marketing pada Usaha Mikro Kecil dan Menengah ( UMKM ) oleh Pusat Layanan Usaha Terpadu ( PLUT ) Kabupaten Jember,” MABNY J. Sharia Manag. Bus., vol. 3, no. 2, pp. 3–8, 2023.
[8] S. Torres, M. Fantinato, G. Musse, and B. Jaap, “Guidelines to derive an e 3 value business model from a BPMN process model : an experiment on real-world scenarios,” Softw. Syst. Model., vol. 22, no. 2, pp. 599–618, 2023, doi: 10.1007/s10270-022-01074-1.
[9] L. Brkić, K. T. Pupek, and V. B. Vukšić, “A Framework for BPM Software Selection in Relation to Digital Transformation Drivers,” Teh. Vjesn., vol. 3651, pp. 1108–1114, 2020.
[10] M. Szelągowski and J. Berniak, “How to improve the assessment of BPM maturity in the era of digital transformation,” Inf. Syst. E-Bus. Manag., vol. 20, no. 1, pp. 171–198, 2022, doi: 10.1007/s10257-021-00549-w.
[11] K. Božić and B. Kovačević, “Process-oriented Organizations in The Context of The New Economic Reality : A Case Study,” in Proceedings EKONBIZ, 2024, pp. 1–10.
[12] R. Skrinjar and P. Trkman, “Increasing Process Orientation with Business Process Management : Critical Practices,” Int. J. Inf. Manag., vol. 33, pp. 48–60, 2013, doi: 10.1016/j.ijinfomgt.2012.05.011.
[13] C. Series, “Measurement of maturity of small medium agroindustry business processes in Jember , Indonesia,” J. Phys. Conf. Ser., 2020, doi: 10.1088/1742-6596/1538/1/012031.
[14] H. Ames, C. Glenton, and S. Lewin, “Purposive sampling in a qualitative evidence synthesis : a worked example from a synthesis on parental perceptions of vaccination communication,” BMC Med. Res. Methodol., vol. 4, pp. 1–9, 2019.
[15] M. Dumas, M. La, J. Mendling, and H. A. Reijers, Fundamentals of Business Process Management. 2013.
[16] B. Trisusena, A. M. N. Diyani, A. Fransisca, and Gunardi, “Analisis Penggunaan Aplikasi Moka Pos dalam Sistem Informasi Penerimaan Kas (Studi Kasus UMKM AAB di Kecamatan Ciparay),” J. Teknol. Komput. Dan Inform., vol. 2, no. 1, 2023.
[17] A. Vera and C. M. Zapata, “Best practices of business process improvement: towards a representation on top of the Quintessence kernel,” Bus. Process Manag. J., vol. 28, no. 3, pp. 876–903, May 2022, doi: 10.1108/BPMJ-10-2021-0687.
[18] J. Teixeria, M. Y. Santos, and R. J. Machado, “Business Process Modeling Languages and their Data Representation Capabilities,” in International Conference on Inteligent System (IS), 2018, pp. 3–9.
[19] A. D. Zaridis and D. T. Mousiolis, “Entrepreneurship and SME ’ s Organizational Structure . Elements of a Successful Business.,” Procedia - Soc. Behav. Sci., vol. 148, pp. 463–467, 2014, doi: 10.1016/j.sbspro.2014.07.066.
[20] A. F. V. Delgado, “A representation based on the Quintessence about best practices of business process improvement,” 2022.
[21] M. Rosemann and J. Vom Brocke, “The Six Core Elements of Business Process Management,” in Handbook on Business Process Management 1, J. V. Brocke and M. Rosemann, Eds., Berlin, Heidelberg: Springer Berlin Heidelberg, 2010, pp. 107–122. doi: 10.1007/978-3-642-00416-2_5.
[22] M. Röglinger, J. Pöppelbuß, and J. Becker, “Maturity models in business process management,” Bus. Process Manag. J., vol. 18, no. 2, pp. 328–346, Apr. 2012, doi: 10.1108/14637151211225225.
[23] A. Biernikowicz, R. Gabryelczyk, and R. U. Ashraf, “Investigating the nexus between business process management maturity and digital maturity: an empirical study of organizations in Poland,” Bus. Process Manag. J., vol. 31, no. 5, pp. 1663–1683, Sep. 2025, doi: 10.1108/BPMJ-07-2024-0666.
[24] O. E. Akinbowale, M. F. Zerihun, and P. Mashigo, “Business process management framework: systematic review of the trends, potentials and future,” Cogent Bus. Manag., vol. 13, no. 1, p. 2627025, Dec. 2026, doi: 10.1080/23311975.2026.2627025.
[25] F. Dewi and M. Er, “Business Process Maturity Level of MSMEs in East Java, Indonesia,” Procedia Comput. Sci., vol. 161, pp. 1098–1105, 2019, doi: 10.1016/j.procs.2019.11.221.
[26] A. N. Nasution, A. S. Lubis, D. Sambora, and D. Y. Niska, “Decision Support System for Selecting BPS Central Tapanuli Partners Using the SMART Method”.
[27] M. Amien and A. Zulkarnain, “Blockchain Adoption Challenges for SMEs: A Systematic Literature Review”.
[28] M. I. Kartikawati and R. M. Arief, “Analisis Kepuasan Pengguna Website SIAPEL Dalam Pelayanan KTP Elektronik Kota Malang Menggunakan Metode E-Govqual”.
[29] M. F. Van Assen, “The Management of Operations Training , employee involvement and continuous improvement – the moderating effect of a common improvement method,” Prod. Plan. Control, vol. 0, no. 0, pp. 1–13, 2020, doi: 10.1080/09537287.2020.1716405.
[30] N. K. Hidayat and G. Raganata, “Introduction to Digital-Based Finacial Record for Micro , Small and Medium Enterprises in Situ Gede Village , West Bogor District , Bogor City,” J. Ilm. Pengabdi. Kpd. Masy., vol. 8, no. November, 2022.
[31] A. H. Q. A’yun and B. Prihartono, “Business Process Management (BPM) Maturity in Small and Medium Enterprises (SMEs): Systematic Literature Review,” Performa Media Ilm. Tek. Ind., vol. 24, no. 1, p. 92, Mar. 2025, doi: 10.20961/performa.24.1.91112.
[32] P. Hamijaya, L. Satyaninggrat, and Muh. S., “Adopsi Kecerdasan Buatan dan Kinerja Proses Bisnis: Peran Strategis Kapabilitas BPM pada UKM Kalimantan Timur,” J. Reg. Econ. Dev., vol. 3, no. 2, p. 16, Dec. 2025, doi: 10.47134/jred.v3i2.954.
[33] I. Santoso, I. Wafi’uddin, N. M. Lu’ayya, A. Choirun, M. Purnomo, and A. A. Sulianto, “An integrated performance assessment method for SMEs fruit processing sustainability in Indonesia,” Cogent Eng., vol. 11, no. 1, p. 2374941, Dec. 2024, doi: 10.1080/23311916.2024.2374941.
Unduhan
Diterbitkan
Terbitan
Bagian
Lisensi
Hak Cipta (c) 2026 J-INTECH ( Journal of Information and Technology)
Artikel ini berlisensiCreative Commons Attribution-ShareAlike 4.0 International License.
