Digital developments have encouraged the development of financial technology (fintech) companies in the world, including fintech that upholds sharia principles. Until 2022, there are only seven sharia fintech companies registered with the Financial Services Authority (FSA/OJK) in Indonesia. Awareness of sharia products/services is still very small and tends to grow slowly. One way to catch up with Islamic fintech is to manage risk management. This is important to provide safe and comfortable services for consumers. The purpose of this study is to describe risk management and risk mitigation in Islamic fintech. This research is a literature study using secondary data in the form of journal articles published in reputable international journals. From the research results it is known that the importance of implementing risk management in Islamic fintech is closely related to technology risk. After all, the system is a media platform with connected hardware and software using the internet as an open trading system. The application of technology risk management needs to be adjusted to the objectives and policies of the digital financing business strategy (complexity).

Research Objective: This study aims to reveal the use of BD in the technological development of HRA applications for TM management. Approach: This study uses quantitative and qualitative methods. The quantitative method uses a differential test on the variable of BD usage. Furthermore, using the HRA system, the qualitative method uses descriptive analysis to manage TM. Research Findings: The study's results indicate differences in HRA management before and after using BD. Through BD, HR can analyze data from work performance, feedback, supervision, and talent profiles filled out by employees. This can help HRA identify hidden skills and abilities of employees and help develop them. Employees who can develop their talents well can be valuable company assets. Originality: This study is expected to empirically test the implications of using BD in HRA to manage TM in the company. Implications for practitioners: This study can encourage companies that have not used BD to consider using it to manage their HR. Research limitations: This study does not quantitatively test the effect of HRA on company performance but only uses the best practices of the companies that are respondents.

In a fiercely competitive business landscape, the optimization of supply chain management (SCM) strategies and the integration of robust corporate digital competencies stand as pivotal determinants for sustained success across various industries, including the fast-moving consumer goods (FMCG) sector. The study investigates the dynamic interplay between SCM strategies, corporate digital competencies, and operational performance. Through a hypothesis testing research design, the examination sought to determine the influence of these variables. The study revealed strong support for the hypothesis that SCM strategies significantly impact corporate digital competencies and, in turn, operational performance. The results indicated a direct positive relationship between SCM strategies and operational performance while corporate digital competencies indirectly influenced operational performance through their mediation between SCM strategies and operational effectiveness. The findings underscored the integral role of corporate digital competencies in enhancing the efficacy of SCM strategies, amplifying operational performance, and driving customer-centric value. These implications stress the imperative for businesses to strategically align their SCM processes with digital competencies to effectively navigate market complexities and ensure long-term competitiveness.

Operations process integration is an important strategy in optimizing corporate performance. The rapidly changing environment becomes a big challenge for companies in managing their operating processes and resources so that they are able to work optimally. Effective and efficient operations process integration is built by supplier performance, supply chain agility, and optimal logistics management. The enterprise resource strategy is used by the company to optimize supply chain performance in order to improve the company’s overall performance. However, there are companies that have not been able to achieve the desired level of performance through these strategic steps due to the emergence of implementation barriers. This study aims to examine the idea and design a model of operations process integration through supplier selection, supply chain agility, and logistics management to optimize corporate performance based on enterprise resource strategy. This study used a qualitative descriptive method using a narrative literature review with case studies on FMCG sector companies in Indonesia. The results of this study indicated that integrating operations processes through supplier selection, supply chain agility, and logistics management could bring companies, especially the FMCG sector, to be superior and able to face market competition. Challenges in its implementation included the cost of investing in resources, integrating information and management systems between supply chain partners, as well as the company’s ability to align organizational culture across supply chain partner companies.