Data Collection for IS/IT Strategy Development of Dapur Nyonyaah Catering

INTERVIEW SUMMARY Conducted on 21 September 2025, via Google Meet, with a duration of ±60 minutes. Role: Business Owner Experience: >10 years operating catering services Responsibilities: Operational planning, inventory oversight, and financial supervision The semi-structured interview involved the business owner of Dapur Nyonyaah Catering to obtain qualitative insights regarding operational practices, challenges, and system needs. The key findings are summarized as follows: Q1. How long has the business been operating? A1. Dapur Nyonyaah began as a catering vendor for a tourist destination in Bandung before expanding to a physical outlet in Sentul. Over time, the business has grown rapidly and now handles a diverse range of order types, although many operational processes remain manual. Q2. What customer segments are currently served? A2. The business serves household orders, event catering, corporate clients, tourism areas, and B2B partners across multiple sectors. Q3. Who is involved in daily operations? A3. Daily operations involve the owner, administrative staff, production team, packaging team, inventory handlers, and delivery personnel. Most decision-making and financial oversight remain centralized under the owner. Q4. How are tasks and communication coordinated? A4. Communication is conducted via WhatsApp, while operational coordination utilizes manual tools, including written schedules and a physical job-desk board. Meetings are held as needed. Q5. Is there a Standard Operating Procedure (SOP)? A5. Yes, a basic catering SOP exists, covering order intake via WhatsApp, invoice creation, deposit confirmation, scheduling, inventory checks, procurement, production, and delivery preparations. However, much of the process is still manually recorded. Q6. What challenges occur in inventory management? A6. Inventory is recorded manually, leading to inaccurate tracking, stock discrepancies, and occasional overproduction. These issues contribute to estimated material losses of IDR 500,000 – 1,000,000 per month. Q7. What systems or tools are currently used? A7. WhatsApp and a physical whiteboard are used for coordination. There is no integrated system; operational data is dispersed across chat logs, manual notes, Canva files, and Ms. Excel. Q8. How is financial data recorded and accessed? A8. The finance team records income and expenses manually, with the owner retaining full oversight. Manual processes make reconciliation slower and more prone to error. Q9. What key information is needed for decision-making? A9. Up-to-date invoice records, accurate inventory availability, and clear expenditure tracking are essential for daily decision-making. Inventory status is highlighted as the most urgent data requirement. Q10. What system features would be most helpful? A10. ● Automated invoice generator ● Integrated stock calculation (inbound/outbound) ● Reminders for low stock ● Consolidated customer and order history Q11. What is the main priority for system development? A11. Inventory management is the top priority, followed by invoice automation and integrated financial tracking. Q12. What are the business’s short-term goals (1–3 years) A12. ● Optimizing the use of excess ingredients for dine-in menu offerings ● Improving stock efficiency ● Increasing revenue through diversified services These goals rely heavily on better data accuracy and operational monitoring. Q13. Are you willing to allocate a budget for digitalization? A13. Yes. More than 20 million IDR if the system can improve efficiency, production time, and revenue.