JOURNAL OF INFORMATICS.
EDUCATION AND MANAGEMENT (JIEM)
Vol 8 No 1 .
: September 2025 - February 2026, pp.
ISSN: 2716-0696.
DOI: 10.
61992/jiem.
A 920
OPERATIONAL MANAGEMENT ANALYSIS OF WASTE BANK
"BERKAH" IN ENHANCING COMMUNITY-BASED WASTE
MANAGEMENT EFFICIENCY IN MAKASSAR
Azwar Jayanegara B 1* .
Mahfudnurnajamuddin 1 .
Suriyanti 1 Faculty of Economics and Business.
Universitas Muslim Indonesia.
Makassar Article Info Article history:
Received January 17, 2026 Revised January 26, 2026 Accepted January 26, 2026 Keywords:
Waste Bank Management.
Operational Efficiency.
Circular Economy.
Sustainable Operations.
Community Empowerment.
Waste Management.
ABSTRACT
Purpose: This study aims to analyze the operational management system of Waste Bank "Berkah" in enhancing the efficiency of community-based waste management in Makassar, focusing on operational processes, efficiency Research Methods: This research employs a qualitative case study Data were collected through participant observation, in-depth interviews with 15 stakeholders .
anagers, customers, government officials, and partner.
, focus group discussions, and document analysis.
The research was conducted from January to March 2025 at Waste Bank "Berkah" in Tamalanrea District.
Makassar.
Data analysis utilized thematic analysis with NVivo 12 software, ensuring validity through data triangulation and member checking.
Findings: The study reveals that Waste Bank "Berkah" has implemented a structured operational management system comprising six main processes: collection, sorting, weighing, recording, processing, and marketing.
Key performance indicators show significant improvements: waste processing time reduced by 53% .
rom 15 to 7 minutes per kilogra.
, sorting accuracy increased by 17% .
rom 75% to 92%), and monthly customer income increased by an average of IDR 300,000.
The waste recovery rate reached 85%.
Originality/Value: This research provides empirical evidence of operational management practices in community-based waste banks, contributing to the literature on sustainable operations management and circular economy implementation in developing countries.
This is an open access article under the CC BY-SA license.
Corresponding Author:
Azwar Jayanegara B | Faculty of Economics and Business.
Universitas Muslim Indonesia.
Makassar Email: Jayanegara93@gmail.
INTRODUCTION
Indonesia faces significant waste management challenges, with the country generating approximately 64 million tons of waste annually (Ministry of Environment and Forestry.
Makassar City, as South Sulawesi's capital, produces around 1,500 tons of waste Journal homepage: http://w.
id/index.
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EDUCATION AND MANAGEMENT (JIEM) Vol 8 No 1 .
: September 2025 - February 2026, pp.
ISSN: 2716-0696.
DOI: 10.
61992/jiem.
A 921
daily, with only 65% properly managed (Makassar Environmental Agency, 2.
Waste banks have emerged as innovative community-based solutions that integrate waste management with socioeconomic benefits through circular economy principles.
Waste Bank "Berkah," established in 2019 in Tamalanrea District.
Makassar, has become a model for community-based waste management with 250 active customers and an average processing capacity of 5 tons per month.
From an operations management perspective, waste banks function as production systems transforming waste inputs into valuable outputs through systematic processes.
Despite growing interest in waste banks, research examining their operational management systems remains limited, particularly regarding process efficiency, performance measurement, and socioeconomic impacts.
This study addresses this gap by analyzing the operational management practices of Waste Bank "Berkah" through the lens of operations management theory.
Research Objectives:
To analyze the operational management system of Waste Bank "Berkah" To evaluate operational efficiency through key performance indicators To assess socioeconomic impacts on the community To identify challenges and improvement opportunities LITERATURE REVIEW Waste Bank Concept and Development Waste banks are community-based institutions that apply the 3R principles (Reduce.
Reuse.
Recycl.
while providing economic incentives (Sembiring & Nitivattananon, 2.
Indonesia, waste banks have grown rapidly since their introduction in 2008, with over 11,000 units nationwide (Ministry of Environment and Forestry, 2.
Operations Management in Waste Banks Operations management in waste banks encompasses the design, operation, and improvement of systems that transform waste into resources (Slack et al.
, 2.
Key operational processes include:
Collection and logistics management Sorting and classification Processing and value addition Marketing and distribution Financial recording and incentives Performance Measurement in Waste Management Performance measurement in waste management typically includes efficiency indicators .
rocessing time, recovery rate.
, effectiveness indicators .
aste reduction, quality improvemen.
, and socioeconomic indicators .
ncome generation, community participatio.
(Wilson et al.
, 2.
Journal homepage: http://w.
id/index.
php/jiem JOURNAL OF INFORMATICS.
EDUCATION AND MANAGEMENT (JIEM) Vol 8 No 1 .
: September 2025 - February 2026, pp.
ISSN: 2716-0696.
DOI: 10.
61992/jiem.
A 922
Theoretical Framework This study employs an integrated theoretical framework combining:
Resource-Based View (RBV): Analyzing internal capabilities and resources (Barney, 1.
Stakeholder Theory: Examining multi-party involvement (Freeman, 2.
Circular Economy Principles: Focusing on waste-to-resource transformation (Ellen MacArthur Foundation, 2.
RESEARCH METHODS Research Design This study utilizes a qualitative case study approach (Yin, 2.
with an interpretive The single-case design was selected to provide in-depth understanding of Waste Bank "Berkah's" operational management system.
Research Setting and Duration The research was conducted at Waste Bank "Berkah" in Tamalanrea District.
Makassar, from January to March 2025.
This location was selected based on its reputation as an active and well-managed waste bank with consistent operational performance.
Data Collection Methods Multiple data collection methods were employed:
Participant Observation: 20 days of observation covering all operational processes In-depth Interviews: 15 informants including 3 managers, 7 customers, 3 government officials, and 2 partners Focus Group Discussion: One session with 8 waste bank management members Document Analysis: Operational reports, financial records, and meeting minutes from 2022-2024 Data Analysis Data analysis followed the thematic analysis approach (Braun & Clarke, 2.
Transcription and familiarization Initial coding generation Theme identification and development Review and refinement of themes Theme definition and reporting Analysis was supported by NVivo 12 software for data organization and coding Journal homepage: http://w.
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EDUCATION AND MANAGEMENT (JIEM) Vol 8 No 1 .
: September 2025 - February 2026, pp.
ISSN: 2716-0696.
DOI: 10.
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Research Ethics and Validity Ethical approval was obtained from Universitas Muslim Indonesia's Research Ethics Committee (No.
045/EC/FEB-UMI/i/2.
Validity was ensured through:
C Data triangulation .
ultiple sources and method.
C Member checking with key informants C Peer debriefing with academic colleagues C Audit trail documentation RESULTS AND DISCUSSION Operational Management System Process Flow and Design Waste Bank "Berkah" implements a six-stage operational process:
Detailed Process Analysis Collection Process:
C Scheduled collection: 3 times weekly (Monday.
Wednesday.
Frida.
C Drop-box system at 5 strategic locations C Average daily collection: 150-200 kg C Transportation: 2 tricycles operated by waste bank staff Sorting Process:
C 7 waste categories: plastics .
, paper, metals, glass, electronics C Standard Operating Procedures (SOP.
with visual guidelines C Sorting accuracy: 92% .
ncreased from 75% after trainin.
Weighing and Recording:
C Digital scales connected to computer system C Accurate software for transaction recording C Real-time updating of customer accounts C Average recording time: 10 minutes daily .
educed from 30 minute.
Processing and Value Addition:
C Craft production .
% of wast.
: bags, accessories, decorations C Material upcycling .
%): plastic flakes, paper pulp, metal ingots C Direct material sales .
%): to recycling industries Operational Performance Indicators Table 1: Operational Performance Comparison .
Performance Indicator Improvement Average processing time/kg 15 min 7 min 53% faster Sorting accuracy 17% increase Journal homepage: http://w.
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EDUCATION AND MANAGEMENT (JIEM) Vol 8 No 1 .
: September 2025 - February 2026, pp.
ISSN: 2716-0696.
DOI: 10.
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Waste recovery rate Customer satisfaction Monthly waste volume A 924 25% increase 13% increase 5 tons 4.
8 tons 37% increase Table 2: Socioeconomic Impacts Impact Category Measurement Results Economic Average monthly customer income IDR 200,000 - 500,000 Environmental Waste diverted from landfill 6 tons/year Social Active customer participation 250 families Employment Direct jobs created 8 positions Technology Integration The waste bank successfully integrated digital technology into operations:
Accurate Software: For financial recording and customer accounts Digital Scales: Automated weight recording Mobile Applications: For customer notifications and updates Social Media: For marketing and community engagement Stakeholder Engagement Multi-stakeholder collaboration was crucial for operational success:
Community: Active participation in waste collection and separation Local Government: Regulatory support and infrastructure assistance Private Sector: Market access for recycled materials Educational Institutions: Training and capacity building Challenges and Solutions Table 3: Operational Challenges and Solutions Challenge Solution Implemented Outcome Inconsistent waste quality Customer training program Quality improved by 35% Price fluctuations Long-term buyer contracts Price stability achieved Limited working capital Revolving fund system Financial sustainability Skill limitations Regular training workshops Productivity increased 40% Discussion The findings demonstrate that effective operational management in waste banks requires integrated systems combining process standardization, technology adoption, and stakeholder The 53% reduction in processing time aligns with lean operations principles.
Journal homepage: http://w.
id/index.
php/jiem JOURNAL OF INFORMATICS.
EDUCATION AND MANAGEMENT (JIEM) Vol 8 No 1 .
: September 2025 - February 2026, pp.
ISSN: 2716-0696.
DOI: 10.
61992/jiem.
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while the 85% waste recovery rate exceeds the national average of 65% for community waste management systems (Ministry of Environment and Forestry, 2.
The socioeconomic impacts are particularly significant, with average monthly incomes of IDR 300,000 contributing to poverty reduction in the community.
This aligns with UN Sustainable Development Goals 1 (No Povert.
, 8 (Decent Wor.
, and 12 (Responsible Consumptio.
The successful technology integration, particularly using Accurate software for financial management, addresses common challenges in community-based organizations regarding transparency and accountability.
This finding supports previous research emphasizing digital transformation in waste management (Utami et al.
, 2.
CONCLUSION AND RECOMMENDATIONS
Conclusion This study concludes that Waste Bank "Berkah" has developed an effective operational management system that significantly enhances waste management efficiency while generating socioeconomic benefits.
Key success factors include:
Structured Operational Processes: Clear SOPs for all operational stages Technology Integration: Digital tools for recording, monitoring, and communication Stakeholder Collaboration: Active engagement of community, government, and private sector Continuous Improvement: Regular training and process optimization The waste bank contributes to circular economy implementation through an 85% waste recovery rate and demonstrates that community-based organizations can achieve operational excellence comparable to formal waste management systems.
REFERENCES