Optimization of Supermarket Management Based on Cooperatives and Sharia Economy in The Digital Era

Abstract

Background: Community-based economic institutions, such as cooperatives, are increasingly required to adapt to technological innovation in order to improve efficiency and competitiveness in the digital era. Al-Hikmah Supermarket Trenggalek has considerable market potential and has begun implementing several digital systems, including Point of Sale (POS), QRIS, barcode-based price labels, financial management through the Annual Members’ Meeting, and marketing through WhatsApp. However, the implementation of digitalization has not been fully optimized due to limitations in human resources and supporting infrastructure. In addition, digital transformation within cooperatives presents a more complex challenge because technological innovation must remain consistent with sharia principles.

Objective: This study aims to analyze the management of Al-Hikmah Supermarket as a cooperative-based business, identify the obstacles encountered in the digitalization process, examine optimization efforts, and evaluate its management practices from the perspective of Islamic economics.

Methods: This study employed a qualitative field research approach. Data were collected through participant observation, in-depth interviews, and documentation. The data were analyzed using data reduction, data presentation, and conclusion drawing. Data validity was ensured through triangulation techniques.

Results: The findings show that: (1) the management of Al-Hikmah Supermarket has been systematically organized through a clear division of responsibilities, the implementation of a self-service system, and the use of digital cashier and Point of Sale systems; (2) the main challenges include unstable technological infrastructure, particularly internet connectivity and electricity supply, as well as the limited digital competence of some employees and cooperative members. Optimization efforts include integrating manual and digital systems, providing gradual human resource training, and utilizing WhatsApp as a marketing platform; and (3) from the perspective of Islamic economics, the supermarket’s management practices are generally consistent with sharia principles, including justice through the distribution of surplus operating results, trust and transparency in financial reporting, and the avoidance of usury through the application of murabahah contracts in merchandise financing.

Conclusion: The digital transformation of Al-Hikmah Supermarket has supported more structured and efficient cooperative management, although improvements in technological infrastructure and human resource competence are still required. Its management practices also demonstrate efforts to integrate digital innovation with Islamic economic principles, thereby supporting the development of a competitive and sharia-compliant cooperative business.