Jurnal Pengabdian Masyarakat (JAPAMAS) Volume.
Nomor.
Juni 2025: 201-215 https://jurnal.
unity-academy.
id/index.
php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 Pemberdayaan Wirausahawan Perempuan di Lingkungan Pesantren melalui Sistem Pemesanan Terjadwal: Sebuah Pendekatan Pengabdian Masyarakat Terstruktur Empowering Female Entrepreneurs in Islamic Boarding Schools through a Scheduled Ordering System: A Structured Community Engagement Approach Chusnul Rofiah 1*.
Sapto Roedy Widijanto 2.
Chairul Anam3 1,.
Institut Teknik dan Bisnis PGRI Dewantara Jombang.
Indonesia .
STIE Mahardika Surabaya *Correspondence: chusnulstiepgridewantara@gmail.
Abstrak Kegiatan pengabdian masyarakat ini dilatarbelakangi oleh permasalahan lemahnya kesiapan alumni pesantren dalam mengelola potensi kewirausahaan secara mandiri.
Selama ini, kebutuhan santri seperti makanan ringan, alat ibadah, dan perlengkapan harian dipenuhi dari luar, sehingga peluang ekonomi internal tidak dimanfaatkan.
Program ini bertujuan untuk mengembangkan model usaha berbasis pemesanan terjadwal .
cheduled ordering syste.
yang dikelola oleh alumni dan pengasuh pesantren.
Kegiatan dilakukan secara terstruktur selama dua semester, melalui pendekatan partisipatif meliputi pelatihan, motivasi kewirausahaan, digitalisasi pencatatan usaha, dan pendampingan bulanan oleh dosen pengabdi.
Hasil program menunjukkan bahwa 75% peserta mulai mengenali potensi diri, 68% memiliki ide usaha konkret, dan terbentuk grup usaha "Bunda Bani HQ" sebagai inisiatif nyata.
Sistem pemesanan yang diterapkan terbukti mampu menghubungkan kebutuhan santri dengan penyedia internal secara efisien.
Program ini memberikan kontribusi nyata dalam membangun ekosistem kewirausahaan pesantren yang kolaboratif, kontekstual, dan berkelanjutan.
Kata Kunci: kewirausahaan pesantren, sistem pemesanan terjadwal, alumni PPHQ, pengabdian masyarakat, kampus berdampak Abstract This community engagement program aims to strengthen pesantren-based entrepreneurship through a scheduled ordering system designed to meet the daily needs of female students.
The system is managed collaboratively by caregivers and alumni of PPHQ Putri 1.
This initiative serves as a strategic response to the limited entrepreneurial preparedness of pesantren alumni in addressing contemporary economic challenges, while also promoting community-based economic self-reliance.
The program employed a participatory approach, incorporating entrepreneurship motivation sessions, personalized consultations, technical training in basic business management, and live implementation of an open pre-order service The activities were structured over two academic semesters (MayAeJuly 2.
, covering stages such as student needs assessment, formation of operational teams, digital business recording training, and monthly business mentoring by university faculty.
The results indicate A 2025 The Author.
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ttp://creativecommons.
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Jurnal Pengabdian Masyarakat (JAPAMAS) Volume.
Nomor.
Juni 2025: 201-215 https://jurnal.
unity-academy.
id/index.
php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 a significant improvement in alumni entrepreneurial motivation, business mindset development, and concrete initiatives, including the formation of alumni-led business groups.
Moreover, the scheduled ordering model proved effective in linking internal supply with actual student demand in a responsive and efficient manner.
This initiative successfully demonstrated a replicable and structured model of pesantren-based entrepreneurship, grounded in real community needs and sustained through collaborative engagement.
Keywords: pesantren entrepreneurship, scheduled ordering system.
PPHQ alumni, community engagement, impactful campus
INTRODUCTION
Pondok Pesantren Penghafal Al-QurAoan (PPHQ) Putri 1 is an Islamic educational institution that has consistently produced high-achieving female students in QurAoanic memorization and Islamic sciences.
As its student population grows and their daily needs become more complex, the pesantren faces increasing pressure to provide safe, affordable, and value-aligned products and services internally.
At present, most basic necessitiesAisuch as healthy snacks, hygiene kits, and worship toolsAiare sourced externally, causing economic outflow from the pesantren community and its stakeholders.
If managed professionally, this daily demand could serve as an internal economic opportunity that supports the pesantrenAos financial autonomy (AAoyun, 2023.
Fitriyah & Wulandari, 2023.
Setyawan & Mubarok, 2.
To address this, the PPHQ Incubis Lab was initiated as an entrepreneurship development platform using a scheduled ordering system, where goods are preordered by students and supplied by pesantren-affiliated microentrepreneurs.
The system is designed and managed by alumni and administrators of PPHQ Putri 1, with guidance from university-based community service teams (Rosyidi & Diah, 2024.
Ramadhan & Fathoni, 2.
The modelAos adoption is based on its compatibility with available human resources, low operational risk, and flexibility for student users.
It exemplifies the concept of minimum viable operation commonly used in social enterprise incubationAi starting from a simple but testable and expandable system (Martin & Osberg, 2021.
Asmara & Nugraha, 2.
Within the framework of IndonesiaAos Impactful Campus initiative, such a model also demonstrates academic responsiveness to real partner conditions while ensuring gradual and measurable transformation (Kemdikbudristek, 2023.
Hidayati & Astuti, 2.
Modern pesantren are increasingly expected not only to provide spiritual leadership but also to respond to socio-economic challenges faced by their surrounding The case of PPHQ Putri 1 reveals that a significant volume of daily student demand has yet to be captured by internal economic mechanisms.
managing a student-serving business model through scheduled ordering, pesantren can enhance institutional self-reliance while maintaining sharia compliance and educational integrity (Iskandar et al.
, 2022.
Arifin & Zuhdi, 2.
A 2025 The Author.
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Jurnal Pengabdian Masyarakat (JAPAMAS) Volume.
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Juni 2025: 201-215 https://jurnal.
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php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 This model reflects the practical implementation of Impactful Campus values, where academics serve not just as educators, but as change partners in transforming the capacity of educational communities like pesantren.
The universityAos role thus shifts from mere knowledge transfer to sustained institutional empowerment.
Short-term workshops are often insufficient in shifting behaviors or systems.
hence, a structured two-semester approach is essential to enable active faculty engagement in planning, mentoring, and strategic capacity-building (Nurhalimah & Kurniawan.
Oktaviani & Hasanah, 2.
Ultimately, this initiative also contributes to fulfilling the Tridharma of Higher Education in Indonesia, especially the mission of community service as a catalyst for long-term, locally-rooted transformation (Rosyidi & Diah, 2024.
Mahfudz & Qomaruddin, 2.
METHOD
This community engagement program adopted a participatory action framework, integrating structured mentoring and experiential learning to support alumni entrepreneurship within the pesantren ecosystem.
The approach was grounded in the belief that community-driven innovation, when combined with academic facilitation, can foster sustainable and culturally relevant economic initiatives (Suryadi & Fikri, 2.
1 Program Design and Duration The program was implemented over two academic semesters (MayAeDecember 2.
, following four structured stages:
Needs Assessment Ae Identifying studentsAo daily consumption needs and mapping alumni readiness.
Team Formation Ae Establishing operational roles among alumni for procurement, inventory, and service delivery.
Capacity Building Ae Delivering training in basic business management, financial literacy, digital bookkeeping, and Sharia-compliant commerce using localized tools.
Pilot Implementation and Monitoring Ae Launching a scheduled ordering system through open pre-order cycles, supported by ongoing mentoring from the academic team.
2 Participatory Approach and Business Model The method relied on collaborative implementation, where alumni acted as cocreators of the system.
This aligns with recent findings that participatory enterprise models can improve both community trust and entrepreneurial ownership (Fitriyah & Wulandari, 2.
The scheduled ordering system allowed for efficient procurement planning, reduced waste, and provided a safe environment for alumni to build entrepreneurial confidence.
Training and engagement activities included:
A Structured Modules on microenterprise operations, pricing, digital marketing, and customer service.
A 2025 The Author.
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php/japamas A A e-ISSN 2963-6906 p-ISSN 2963-7392 Simulation Exercises to mimic business scenarios.
Monthly Mentoring sessions with university faculty to evaluate progress, optimize operations, and support alumni self-efficacy.
Figure: Discussion Process on the Entrepreneurship Development Plan for PPHQ Alumni, 2025 3 Evaluation Strategy The program employed mixed-methods evaluation, combining pre- and postsurveys to assess changes in entrepreneurial mindset, qualitative reflection journals, and basic sales tracking via spreadsheets.
A continuous feedback loop ensured adaptive implementation and contextual responsiveness (Rahmawati et al.
This community engagement program was designed using a structured participatory consultation model, involving direct collaboration between pesantren stakeholders and a university engagement team.
The program was facilitated by Dr.
Chusnul Rofiah.
SE.
MM.
CIQaR.
Sapto Roedy Widijanto.
SE.
MM.
, and Dr.
Chairul Anam.
SE.
Si.
from STIE Mahardika Surabaya.
Their combined expertise in entrepreneurship.
Islamic economics, and community-based development shaped a field-responsive, practical implementation strategy.
1 Implementation Approach The program integrated participatory methods and structured mentoring to build entrepreneurial readiness among pesantren alumni.
The core activities included:
A Initial Identification and Needs Assessment Field observations and interviews with pesantren leadership were conducted to assess students' actual consumption needsAicovering food, hygiene, and daily worship supplies.
This ensured the business model would be rooted in existing A Workshops and Technical Training A 2025 The Author.
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php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 A series of interactive sessions introduced participants to the Open PO .
re-orde.
system, along with training in inventory control, bookkeeping, and internal communications using digital tools.
A Personalized Mentoring and Business Supervision Monthly consultation sessions with the faculty team provided alumni with continuous feedback on product strategy, pricing, sales monitoring, and customer A Product Simulation and Internal Market Evaluation Participants ran trial cycles of their products through a controlled 1Ae2 week simulation, testing operational flow, response time, and student satisfaction.
Each stage was designed to respect alumniAos time constraints, promote collaboration, and embed entrepreneurial activities within Islamic ethical Figure: Observation of Unrecognized Self-Potential .
(Situational Illustration of Program Participant.
2 Program Timeline The project was executed over two academic semesters, from May to July 2025, with milestone activities detailed as follows:
Month Key Activities Output / Notes May June July Motivational session on alumni Needs assessment of female Formation of Open PO team Workshop on Open PO business 1-week pilot of food and drink pre-orders Stock and financial management training Alumni enthusiasm triggered.
Bani HQ business group formed Baseline demand mapped Operational roles delegated Operational structure drafted Initial internal market feedback Alumni trained on capital flow, pricing, and reporting A 2025 The Author.
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php/japamas Month Key Activities e-ISSN 2963-6906 p-ISSN 2963-7392 Output / Notes Branding and customer Brand identity and packaging communication workshop Source: Documented by the Community Engagement Team, 2025 3 Participant Measurement and Data Collection Methods As part of the entrepreneurship motivation session held on May 14, 2025, a structured assessment was conducted to measure changes in awareness, readiness, and entrepreneurial initiative among alumni participants.
Objective To assess the shift in participants' entrepreneurial awareness, idea development, mental readiness, and real action before and after the motivation session.
Respondents A total of 40 alumni from the pesantren participated in this assessment, including administrators and early-stage entrepreneurs.
Data Collection Instruments A structured questionnaire was used in two phases:
A Pre-Test: Conducted before the session .
15 minute.
A Post-Test: Conducted after the session .
20 minute.
Each questionnaire consisted of closed-ended items using a 5-point Likert scale and binary response items.
The assessment focused on six key indicators:
No.
Measurement Indicator Question Type Scoring Scale Awareness of personal business Reflective statement 1Ae5 (Likert scal.
Ownership of a business idea Yes/No Idea strength 1Ae5 Checklist Readiness Short-term business planning 1Ae5 Access to mentors or business Yes/No Reachability 1Ae5 Mental readiness to start or Personal readiness scale 1Ae5 continue a business Initiation of real actions .
, group Binary Descriptive Yes/No chat, startu.
Notes Source: Documented by the Community Engagement Team, 2025 Data Collection Procedure A Tools Used: Google Forms and printed questionnaires A Timing:
Pre-Test: Before the motivation session began Post-Test: Immediately after the session ended A Data Collectors: The activity committee and the academic engagement team A 2025 The Author.
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php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 Instrument Validation: Piloted with 5 participants prior to the main event Data Analysis Techniques A Scoring Analysis: Pre- and post-test scores were analyzed using descriptive statistics .
eans, percentages, and distribution pattern.
A Visualization: Pie charts were used to illustrate participant changes A Qualitative Analysis: Responses to open-ended questions were thematically coded and interpreted A Tools Used: Microsoft Excel.
SPSS, and Google Sheets Documentation and Reporting A All participant responses were anonymized through coded identifiers A Findings were compiled into a formal Activity Evaluation Report A The data informed recommendations for future program development and incubator planning Summary Table: Comparison Before and After the Motivation Session Assessed Aspect Before Session After Session Only a few recognized Majority began recognizing Self-awareness of their potential in skills and interests that could business potential be economically applied Many generated contextual Ownership of Most had no clear ideas relevant to pesantren business ideas entrepreneurial concepts Started creating basic action Short-term business No action plans.
PO system, student product service.
Unaware of who could Some participants contacted Access to serve as business consultants directly after the mentor/consultant More confident and Mental readiness to Lacked confidence and enthusiastic, influenced by start a business self-belief examples and community Formed AuBunda Bani HQAy No visible entrepreneurial business group.
Real action initiation communication with Source: Data processed by the Community Engagement Team, 2025 Quantitative Shift Overview (Graph Summar.
Indicator Before Session After Session Awareness of Business Potential A 2025 The Author.
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php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 Indicator Before Session After Session Possession of Business Idea Short-Term Business Planning Access to Business Mentors Mental Readiness to Start a Business Initiation of Real Action .
Group Cha.
0% Source: Data processed by the Community Engagement Team, 2025 Critical Analysis and Interpretation Increased Awareness and Entrepreneurial Readiness The motivation session effectively activated collective awareness among alumni about the urgency and possibility of economic independence.
The increase across various indicators demonstrates that motivation was not just inspirational but also reflective, encouraging self-examination of business potential.
Real Action as a Sign of Readiness The jump from 0% to 40% in post-session entrepreneurial action, including the spontaneous formation of the AuBunda Bani HQAy group, reflects an important shift from passive learning to applied engagement.
This suggests that alumni entrepreneurship is not latent but highly responsive to relevant stimuli.
Emergence of Contextual Business Ideas The growth in idea ownership and personal reflection highlights that many alumni had untapped skills and experiences suitable for entrepreneurshipAiespecially within pesantren environments .
, daily student needs via Open PO system.
Structured Mentorship Remains a Gap While progress was seen, indicators such as access to mentors and planning discipline .
% and 55%) still require improvement.
This shows that motivation must be followed by ongoing structural supportAithrough personalized mentoring and entrepreneurship modulesAito prevent stagnation or regression.
Contribution to Impactful Campus and Pesantren Empowerment The activity aligns with the goals of impactful campus programs, providing interventions rooted in real community needs.
However, for this initiative to become a replicable academic model, systematic documentation, ongoing incubator development, and measurable outcomes will be critical.
HASIL DAN PEMBAHASAN
1 Increased Entrepreneurial Motivation and Confidence among Alumni Post-program evaluation revealed a significant increase in alumniAos entrepreneurial motivation and confidence levels.
Pre-intervention surveys indicated that over 70% of alumni felt unprepared to initiate any business activity.
However, after structured mentoring and participation in the scheduled ordering model, more than 85% A 2025 The Author.
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php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 expressed confidence in managing a simple business, citing reduced risk, shared responsibility, and moral alignment with pesantren values.
This shift aligns with findings from Rahmawati et al.
, who noted that culturally embedded business models within Islamic communities can increase participantsAo self-efficacy and reduce fear of failure.
Alumni testimonies also reflected enhanced clarity in setting pricing, managing orders, and handling basic financial records skills that were previously lacking but developed through applied practice and regular feedback loops.
Figure: Bani HQ Entrepreneurship Motivation Activity, 2025 2 Formation of Alumni-Led Business Groups One of the most tangible outcomes was the spontaneous formation of alumni business teams, particularly among early-married alumni who previously lacked formal employment.
These groups independently coordinated procurement, inventory tracking, and delivery cycles using tools such as Google Sheets and WhatsApp Business.
Such grassroots entrepreneurial initiatives are a hallmark of successful participatory engagement models, as they indicate ownership and sustainability beyond the program timeline (Fitriyah & Wulandari, 2.
These teams began to operate semi-autonomously by the final month of the project, suggesting readiness for scale-up or replication in similar pesantren environments.
3 Operational Effectiveness of the Scheduled Ordering System The scheduled ordering model, which allowed students to pre-order items weekly, proved highly efficient and well-suited to the structured lifestyle of pesantren.
minimized product waste, optimized alumni preparation time, and created a predictable income stream.
The operational design also supported ethical.
Shariacompliant trade practices by avoiding speculative pricing and overstocking.
Suryadi & Fikri .
have emphasized the importance of aligning economic initiatives with institutional values in Islamic education settings.
In this program, the integration of value-based commerce and real-time digital tools demonstrated how pesantren economies could be modernized without compromising religious or social integrity.
4 Adaptive Challenges and Lessons Learned A 2025 The Author.
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php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 Despite the overall success, several challenges emerged.
Some alumni initially struggled with digital platforms, requiring additional one-on-one support.
Others faced time constraints due to domestic responsibilities.
The mentoring team addressed these gaps through adaptive training schedules and personalized assistance, reaffirming the importance of flexibility in community-based entrepreneurship programs (Iskandar et al.
, 2.
Additionally, establishing product standardization and maintaining quality control required continuous oversight.
However, these challenges served as practical learning opportunities that reinforced problem-solving, communication, and business planning among the alumni groups.
The results affirm the viability of structured, faith-integrated entrepreneurial models within Islamic educational institutions.
By anchoring the initiative in real student needs and existing community values, the program not only bridged economic gaps but also strengthened social cohesion and alumni reintegration.
The model presents a replicable framework for other pesantren seeking to develop microenterprises with minimal capital, high flexibility, and embedded spiritual While the structured community engagement program yielded significant improvements in alumni entrepreneurial capacity, several challenges emerged during its implementationAiparticularly in areas of digital literacy, time management, operational consistency, and mindset readiness.
These problems were addressed through targeted interventions aligned with the values and routines of the pesantren context.
Limited Digital and Business Literacy At the outset, many alumni lacked experience with digital tools essential for running even small-scale businesses.
Tools like Google Sheets, online order forms, and WhatsApp Business were unfamiliar to participants, leading to confusion in inventory tracking, customer updates, and transaction records.
To address this, the mentoring team conducted hands-on digital training embedded in real scenarios of order processing and communication.
Participants were encouraged to practice inputting orders, updating price lists, and simulating customer interactions.
These sessions not only built technical competence but also increased confidence.
As Suryadi and Fikri .
noted, contextualized digital learningAiespecially when conducted in low-pressure environments like pesantrenAican bridge knowledge gaps without overwhelming learners.
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php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 Figure: Response of Bani HQ Alumni to the Entrepreneurship Invitation .
Alumni Time Constraints and Domestic Priorities Many alumni, particularly those with family responsibilities, struggled to balance domestic duties with business commitments.
This often led to inconsistent participation and incomplete follow-through in early weeks of the program.
To mitigate this, the program implemented a rotational team structure, where alumni could share responsibilities and rotate leadership roles.
Flexibility was built into the production schedule, and peer support mechanisms helped fill temporary This echoes findings by Fitriyah and Wulandari .
, who emphasize that shared operational models increase sustainability in women-led microenterprises, especially within faith-based communities.
Inconsistent Product Standards and Pricing Discipline In the first few ordering cycles, alumni struggled with standardizing product quality and maintaining price discipline.
Variability in product portioning, packaging, and labeling was common, which undermined student trust and order consistency.
In response, the mentoring team introduced a minimum product standardization template co-developed with the alumni.
Alumni teams participated in simulated quality control exercises and were encouraged to give and receive feedback in biweekly reflection meetings.
This peer-review approach not only improved service quality but also fostered a culture of mutual accountability critical for long-term microenterprise success.
Entrepreneurial Mindset and Fear of Failure One of the most persistent issues was mental blockage and fear of failure among Many hesitated to offer products, fearing rejection or financial loss.
This internal barrier, though not easily observable, significantly hindered early The program addressed this through motivational workshops, storytelling from successful alumni, and religious framing of entrepreneurship as a form of service .
These psychological enablers proved effective in shifting mindset.
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php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 Rahmawati et al.
affirm that when women in Islamic environments are empowered within frameworks that align with their beliefs, their business confidence increases more rapidly.
The challenges encountered were not anomalies but reflections of systemic barriers faced by many pesantren alumniAiparticularly womenAiin engaging with The structured and collaborative model implemented in this program proved adaptable to these realities.
By responding with context-sensitive solutions rooted in Islamic educational culture, the program not only improved economic outcomes but also strengthened community trust, digital capacity, and alumni reintegration.
The successful mitigation of these challenges demonstrates the viability of a scalable, faith-integrated entrepreneurship incubation model, particularly when supported by higher education institutions acting as community facilitators.
CONCLUSION
Conclusion and Recommendations 1 Conclusion This structured community engagement initiative was developed as a strategic response to the economic challenges faced by alumni of PPHQAiparticularly the Bani HQ groupAiwho needed a more guided and structured pathway to activate their entrepreneurial potential.
The entrepreneurship motivation session involving 40 alumni revealed that while participants showed strong enthusiasm, many lacked the mental preparedness and technical competencies to initiate business activities.
The program resulted in significant improvements in key areas, such as selfawareness, mental readiness, and entrepreneurial initiative.
This was evidenced by the spontaneous formation of the AuBunda Bani HQAy business group and participantsAo direct engagement with mentors.
Furthermore, the initiative sparked the development of a scheduled ordering service (Open PO) tailored to the daily needs of female pesantren students.
Operated by internal alumni teams, this simple yet effective business model proved capable of addressing real needs within the pesantren ecosystem.
By adopting a participatory approach, this program successfully initiated a responsive entrepreneurial micro-ecosystem within the pesantrenAione that aligns with the rhythm of alumni life, many of whom are married and managing households, as well as the continuous needs of pesantren students.
The involvement of faculty members as engaged facilitators demonstrated how higher education institutions can collaborate concretely with Islamic educational communities through the impactful campus framework.
This program validates that pesantren-based entrepreneurship can be effectively promoted through low-risk, context-sensitive, and incrementally structured strategies, making it both feasible and impactful.
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php/japamas e-ISSN 2963-6906 p-ISSN 2963-7392 2 Recommendations and Follow-Up Actions To ensure long-term sustainability and maximize the impact of this initiative, several strategic recommendations are proposed:
Continuous Mentorship Monthly one-on-one mentoring sessions with dedicated business consultants are These should go beyond technical advice to include psychological support in strengthening entrepreneurial mindset, focus, and consistency.
Integration with Pesantren Operational Systems The scheduled ordering model should be embedded into pesantren systems such as kitchen operations, logistics, and parent networks.
This would improve internal coordination and streamline distribution workflows.
Capacity Building for Operational Teams Further training is needed in business management, digital recordkeeping, and product communication strategies.
These competencies are crucial for maintaining service quality and professionalizing alumni-led teams.
Systematic Documentation and Periodic Evaluation Each activity phase should be documented and reviewed regularly to evaluate effectiveness, identify challenges, and generate evidence-based policy recommendations for mid-term incubation planning.
Cross-Sector Collaboration Expanded collaboration between pesantren, higher education institutions, small business sectors, and local government agencies is highly recommended.
This would support the replication and scaling of pesantren entrepreneurship models in other With sustained commitment and multi-stakeholder synergy, this initiative has the potential to evolve into a replicable model of community-based Islamic Such a model not only responds to internal needs but also promotes an economic paradigm rooted in spiritual values, social solidarity, and community empowerment.
REFERENCE