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近日,马来西亚亚洲商学院(Asia School of Business)首席执行官兼院长约瑟夫・谢里安(Joseph Cherian)发表了,深入探讨教育灵活性的价值,并强调亚洲高等教育体系应具备独特的灵活性,以适应快速变化的世界。

约瑟夫・谢里安指出,在生活的各个领域,灵活性都具有内在价值,而这种价值源于未来结果的不确定性。以劳动力市场为例,中国人力资源和社会保障部预测,到 2025 年,受自动化、人工智能与绿色转型加速影响,超过 55% 的岗位将需要重新培训或技能提升。中国就业市场正迅速演变,高端制造、人工智能、医疗健康与可再生能源等领域的人才需求急剧上升。同时,企业和求职者的需求也在不断变化,这些都凸显出教育系统跟上时代变革步伐的紧迫性。

为满足这些需求,中国已启动《教育现代化 2035》等战略计划,致力于完善终身学习体系,并将数字工具融入课堂教学。通过 “国家智慧教育平台” 和 AI 驱动的学习解决方案等政府举措,积极推动更灵活、包容的教育模式,培养适应未来经济的人才。

当前全球事件的不可预测性,使得传统教育系统面临挑战。那些无法适应个人需求与兴趣的教育模式,容易导致部分人被边缘化。不过,这种不确定性也为亚洲国家在教育领域带来了合作契机。约瑟夫・谢里安强调,“教育灵活性” 理念意义重大,允许学习者自主规划学习旅程,将大幅提升教育整体价值。间隔年、模块化学习与非同步课程等,都是教育系统为适应多样化需求做出的灵活调整。

在亚太地区,适应性学习结构的必要性日益受到认可。许多知名学府已采用灵活模式,支持学生暂停学业、探索跨学科领域或远程修课。全球多所顶尖大学,如麻省理工学院、康奈尔大学和耶鲁大学,也积极拥抱数字化与在线学习转变,为远程学习者提供优质课程。在东南亚,亚洲商学院推出的 “敏捷持续教育”(ACE)模式,让学习者可按自身节奏积累学分,还能转换为全日制或非全日制学位课程,为攻读研究生学历提供便利。

教育灵活性不仅助力个体成长,还能帮助雇主培养适应性强的员工队伍,推动社会形成终身学习文化。领英《职场学习报告》显示,94% 的员工表示,若公司愿意投资其学习与发展,他们更愿意长期留任,充分体现了教育适应职业发展轨迹的重要性。

约瑟夫・谢里安表示,随着亚太地区教育系统的发展,应始终聚焦教育质量与可及性。敏捷学习方法、可叠加课程与模块化学位等创新方式,预示着学习将成为一段持续、适应性的旅程。亚洲及全球教育机构已在为这一转型奠定基础,拥抱教育灵活性,将构建起支持学习者每个阶段的生态系统,为充满不确定性的未来做好准备。

Originally published by Zhihu.
Also published in Sohu, Baidu and Weibo.

With the Philippines’ Social Security System (SSS) receiving a poor rating from a global pension index last year, a finance expert suggested that consolidating all state and private retirement schemes into a unified pension system would be an ideal and more sustainable move for the government.

“It would be wise to consolidate these various government and private sector retirement schemes and ensure the sustainability of the consolidated defined benefit plan,” Joseph Cherian, CEO, president and dean of Asia School of Business, told Manila Bulletin in an email interview.

Why? Too many separate pension programs with different rules, making it so fragmented and difficult to navigate for both the regulators and contributors.

Cherian said changes in regulations would help fix the fragmented system that confuses Filipinos and leads to inefficiencies in “contributions, administration, regulation, as well as unintended overlaps, gaps in coverage, and sustainability risks.”

He said the government should review the laws that allowed the system to become “disparate.”

“Introduce legislation aimed at harmonizing the various retirement schemes,” Cherian said, but noted that “any transition would require careful planning to protect both current and future retirees.”

If this reform sounds quite difficult to translate into reality, Cherian said, measures such as shifting the risks from SSS to its contributors. This system works in countries like Singapore and Malaysia, he said.

Bearing the risks

SSS President and CEO Robert Joseph M. de Claro earlier stated that the state-run pension fund is considering shifting to a variable or hybrid model from its current “defined benefit” mode.

Cherian likened the variable or hybrid model to Singapore’s Central Provident Fund (CPF), wherein an account owner saves in the same way as they would in a “defined contribution” scheme.

In this setup, both the employee and the employer regularly contribute to a personal retirement account. The account grows based on contributions and investment returns, with the worker shouldering the risk.

By the time one retires, the total savings are converted into regular monthly payouts, similar to a “defined benefit” pension, but based on how much the worker has saved over time.

Meanwhile, in the “defined benefit” model of the SSS, the pension fund is responsible for ensuring there’s ample funds to pay the promised pension—even if investment returns are low.

Thus, placing the risks upon the government.

Under the new setup, contributors would take on more responsibility during the savings period, including understanding how their money is invested.

But account holders would have “a full, transparent view of their account values,” Cherian argued. He said this would give them more control to adjust—whether by saving more, delaying retirement, or managing expenses—to secure their future benefits.

Meanwhile, the SSS fund is expected to last longer under the new model, as payouts will be based on what each member has saved, not a fixed-amount income across all contributors.

Cherian said if investments perform well over time, members could also see higher retirement benefits.

Slow, steady shift

While Cherian believes a reform is needed, he said any changes to SSS benefits should be carried out “slowly and steadily,” ensuring current members are not negatively affected.

“First, freeze the SSS plan to new members. Payouts are determined based on account balances,” Cherian suggested.

“Initially, especially during the early years of the transition, the government may need to subsidize the SSS benefits program to ensure everyone in retirement can enjoy a dignified standard of living,” he further explained.

How about the SSS fund life? How long can it last to cover its account holders as it is forecast to last just 28 years—far below the ideal 68 years.

Cherian said there is no “magic panacea” this “especially if the SSS program is grossly underfunded.” In 2023, the pension fund had liabilities of $150.53 billion with assets of just $15.32 billion.

Such a massive gap may not sustain the system in the long run. Thus, a reform—and Cherian said the government may also hike its contribution rates. The Marcos administration increased the rates 15 percent earlier this year.

“Try going higher,” he said, noting that, comparatively, the rate in Singapore can reach as high as 37 percent, with 17 percent coming from the employer and 20 percent from the employee.

Contribution rate in Malaysia can also reach “up to 24 percent in total, with 13 percent contributed by the employer and 11 percent by the employee.”

Originally published by Manila Bulletin.

KUALA LUMPUR: The Asia School of Business has announced the appointment of Joseph Cherian as its Chief Executive Officer, President, Dean, and Distinguished Professor. Professor Cherian was previously Deputy CEO of the School and assumes the role of CEO from Professor Sanjay Sarma, who has taken on a new role on the School’s Board of Governors and returns to the Massachusetts Institute of Technology (MIT) after two years helming Asia School of Business.

As Professor of Finance, he possesses a highly versatile, varied and distinguished international background, spanning academia, global financial markets, and strategic leadership in education. Professor Cherian’s academic career in teaching and researching finance, asset management and portfolio investments includes top global universities including Cornell University, National University of Singapore, and Boston University. Apart from teaching at the Asia School of Business, he most recently served as Visiting Professor of Finance at the Samuel Curtis Johnson Graduate School of Management, SC Johnson College of Business, Cornell University. He was formerly an Executive-in-Residence and a two-term member of the Johnson Dean’s Advisory Council at Cornell University and is now an Emeritus Member of the Council.

Professor Cherian’s professional experience in the financial services sector spanned asset management where he managed US$67 billion in client assets as Global Head and Chief Investment Officer of the Quantitative Strategies Group at Credit Suisse Asset Management. He continues to be involved in the financial industry through advisory roles to governments and think-tanks in the Asia-Pacific region, including Australia, Malaysia, Hong Kong and Singapore, in areas such as venture funds, asset management, pensions and capital market policies and reforms.

As an internal successor to the School’s top role, Professor Cherian’s appointment builds on his international and varied experience combined with his successful steering of the School’s strategic endeavors since joining in 2022. The School remains focused on delivering world-class business education with its unique perspectives from emerging markets and economies. 

Professor Cherian holds a BSc in Electrical Engineering from MIT, and MSc and PhD degrees in Finance from Cornell University.  

A respected academic, innovator, and entrepreneur, Professor Sanjay Sarma led key changes at the School, driven by his vision to transform education for the future. He introduced Agile Continuous Education (ACE), a modular, flexible, and stackable learning pathway designed to support lifelong learning and upskilling in a range of business topics with rich AI immersions. As he steps down and returns to MIT after two years at the helm of the School, Professor Sarma will remain closely involved in its endeavours as an Eminent Visiting Professor and a member of the Board of Governors

Originally published by The Exchange Asia.

The Asia School of Business (ASB) has appointed Joseph Cherian as its new Chief Executive Officer, President, Dean and Distinguished Professor.

Cherian succeeded Professor Sanjay Sarma as Chief Executive Officer as the latter has taken on a new role on ASB’s Board of Governors and returns to the Massachusetts Institute of Technology (MIT) after two years helming the position.

Apart from teaching at ASB, he most recently served as Visiting Professor of Finance at the Samuel Curtis Johnson Graduate School of Management, SC Johnson College of Business, Cornell University.

He was formerly an Executive-in-Residence and a two-term member of the Johnson Dean’s Advisory Council at Cornell University and is now an Emeritus Member of the Council.

Cherian’s professional experience in the financial services sector spanned asset management where he managed US$67 billion in client assets as Global Head and Chief Investment Officer of the Quantitative Strategies Group at Credit Suisse Asset Management. He continues to be involved in the financial industry through advisory roles to governments and think-tanks in the Asia-Pacific region, including Australia, Malaysia, Hong Kong and Singapore, in areas such as venture funds, asset management, pensions and capital market policies and reforms.

Meanwhile, as a respected academic, innovator and entrepreneur, Sarma led key changes at ASB, driven by his vision to transform education for the future. During his tenure, he introduced Agile Continuous Education, a modular, flexible and stackable learning pathway designed to support lifelong learning and upskilling in a range of business topics with rich artificial intelligence immersions.

As Sarma steps down and returns to MIT, he will remain closely involved in its endeavours as an Eminent Visiting Professor and a member of the Board of Governors.

Originally published by Business Today.

KUALA LUMPUR 19 Mei – Asia School of Business (ASB) melantik Profesor Joseph Cherian sebagai Ketua Pegawai Eksekutif, Presiden, Dekan, dan profesor yang baharu.

Beliau menggantikan Profesor Sanjay Sarma yang kini ditetapkan semula jawatan sebagai ahli Lembaga Gabenor ASB dan kembali ke Massachusetts Institute of Technology (MIT) selepas dua tahun menerajui institusi tersebut.

Joseph sebelum ini berkhidmat sebagai Profesor Kewangan Pelawat di Samuel Curtis Johnson Graduate School of Management, SC Johnson College of Business, Cornell University.

Beliau memiliki Ijazah Sarjana Muda Sains dalam Kejuruteraan Elektrik dari MIT, serta Ijazah Sarjana dan Ijazah Kedoktoran dalam bidang Kewangan dari Universiti Cornell.

Malahan, Joseph berperanan sebagai Executive-in-Residence selama dua penggal sebagai ahli Johnson Dean’s Advisory Council di Cornell University, dan kini merupakan Ahli Emeritus bagi majlis tersebut.

Joseph berpengalaman luas dalam sektor kewangan dan pernah menguruskan AS$67 bilion (RM315 bilion) aset pelanggan sebagai Ketua Global dan Ketua Pegawai Pelaburan, Quantitative Strategies Group di Credit Suisse Asset Management.

Beliau turut terlibat sebagai penasihat kepada kerajaan dan badan pemikir di Asia Pasifik termasuk Australia, Malaysia, Hong Kong, dan Singapura dalam bidang dana teroka, pengurusan aset, pencen, serta dasar dan reformasi pasaran modal.

Sanjay pula memacu pelbagai transformasi penting di ASB, termasuk memperkenalkan Agile Continuous Education seperti pendekatan pembelajaran modular, fleksibel, dan boleh digabungkan dalam menyokong pembelajaran sepanjang hayat dengan integrasi kecerdasan buatan.

Originally published by Dagang News.

PETALING JAYA: Pendekatan wilayah dilihat sebagai jalan tengah yang lebih adil dan inklusif dalam pelaksanaan Peraturan Pembasmian Hutan Kesatuan Eropah (EUDR), sekali gus mampu melindungi kepentingan kira-kira 250,000 pekebun kecil dalam industri sawit negara.

EUDR yang dikuatkuasakan oleh Kesatuan Eropah (EU) bertujuan membendung perubahan iklim global dengan menyekat import produk pertanian yang dikaitkan dengan aktiviti penebangan hutan.

Bagaimanapun, standard ketat yang ditetapkan peraturan itu dibimbangi boleh mendiskriminasi pekebun kecil Malaysia yang tidak mempunyai akses kepada teknologi atau sumber untuk memenuhi keperluan pelaporan dan pengesanan ditetapkan.

Pensyarah Kanan di Asia School of Business (ASB), Dr. Pieter E. Stek berkata, struktur rantaian bekalan minyak sawit tempatan yang bersifat berlapis dan tidak formal menyukarkan proses penjejakan hingga ke peringkat ladang kecil.

Katanya, situasi itu menyebabkan pekebun kecil berisiko disingkirkan daripada pasaran Eropah walaupun mereka tidak terlibat secara langsung dalam penebangan hutan.

“Sebagai alternatif, Malaysia wajar memperjuangkan pendekatan wilayah seperti 162 Kluster Minyak Sawit Mampan (SPOC) sedia ada dalam rundingan pelaksanaan EUDR.

“Bagi kawasan berisiko rendah yang mencatat kadar penebangan minimum, pekebun kecil boleh dianggap patuh secara automatik.

“Pendekatan ini lebih praktikal dan adil kepada pekebun kecil yang sekian lama menjadi tulang belakang rantaian bekalan sawit negara.

“Kami tidak menolak EUDR, tetapi pelaksanaannya harus mengambil kira realiti di lapangan, terutamanya bagi negara pengeluar,” katanya dalam kenyataan.

Sementara itu, Profesor Madya Pengurusan Operasi dan Rantaian Bekalan serta Pengarah Center for Sustainable Small-owners (CSS) ASB, Dr. Asad Ata berkata, cadangan itu juga berpandukan kepada faktor logistik, memandangkan buah tandan segar sawit perlu diproses dalam tempoh 24 jam.

“Keadaan ini mengehadkan penghantaran buah sawit dalam radius antara 50 hingga 100 kilometer dari ladang ke kilang, sekali gus menjadikan kawasan jauh dari hutan sebagai zon berisiko rendah terhadap penebangan baharu.

“Dengan pemantauan elektronik di jalan utama dan pelaksanaan sistem hibrid di kawasan berisiko tinggi, pendekatan wilayah mampu mengimbangi keperluan pemeliharaan alam sekitar dan kelangsungan hidup pekebun kecil,” ujarnya.

Tambah beliau, EU juga digesa mempertimbangkan pendekatan kawal selia secara bersama dengan negara pengeluar.

“Kerjasama ini diharap dapat memanfaatkan infrastruktur sedia ada seperti SPOC dan mengukuhkan pematuhan tanpa mewujudkan halangan sistemik terhadap eksport dari negara membangun,” katanya. 

Originally published by Utusan Malaysia.

The emergence of the DeepSeek R1 large language model (LLM) in January this year was a watershed for generative artificial intelligence (Gen AI) technology, marking an important milestone from a technological, commercial and political perspective. DeepSeek demonstrated that advanced LLMs could be trained at just a fraction of the cost previously thought and that this could be done outside of Silicon Valley.

While notable in light of the ongoing US-China technology rivalry and abruptly ending the data centre rally of the Malaysian stock market, the emergence of DeepSeek has far more profound implications for Malaysia’s AI landscape.

The first important point to note is that DeepSeek’s LLMs are largely based on open-source technology and that models like DeepSeek R1 are either open-source or open-weight, allowing them to be downloaded and modified freely.

Being open source has significant implications for both the technological and commercial trajectory of LLMs.

Chinese technology companies such as Baidu, Alibaba and Tencent have been active in developing open-source AI models for many years. Their strategy, supported by Chinese universities and the government, can be seen as an “open innovation” model aimed at accelerating research and development and leapfrogging past the US.

However, Chinese companies are not the only ones investing in open-source AI. Meta and Google have also released open-weight LLMs for competitive reasons.

A common strategy in technology businesses is to try and “commoditise the complement”. If a business is a large user of a product such as Gen AI, rather than using a proprietary model such as ChatGPT, it can be smart to invest in open-source alternatives. Even if the business still uses proprietary LLMs, the availability of a good open-source model erodes the pricing power of a key supplier, such as OpenAI.

A similar strategy was followed by Oracle, which produces servers and networking equipment. Oracle supported the open-source Linux operating system as a way to reduce the pricing power of Microsoft’s Windows operating system.

Regardless of the underlying motivations, the fact that high-quality open-weight LLMs are now available means that Malaysia can access them at far lower cost than before.

For the government, this means that it can now run its own LLMs without having to transfer sensitive data to commercial third parties or foreign countries, giving it greater data autonomy.

For companies, open-weight LLMs have levelled the commercial playing field, with start-ups in Malaysia now having access to the same core LLMs as start-ups in China and the US.

Yet, the emergence of Chinese AI has also highlighted a different problem, one that is cultural. Chinese LLMs are known to be trained to repeat the Chinese Communist Party (CCP)’s version of history and its political views, thus conforming to the censorship system in mainland China.

Even if LLMs are not purposely censored, they contain the biases of the texts with which they have been trained. If the texts are primarily in English, then models carry Western cultural viewpoints and biases.

Fortunately, it appears that LLMs can be retrained with relative ease. Just as Chinese LLMs are given guardrails to make them loyal CCP members, another open-source project has already shown that DeepSeek R1 can be post-trained to remove these perceived biases.

For countries like Malaysia, this experience highlights the importance of developing sufficient domestic capacity to localise, train and post-train LLMs for local conditions. Models that do not incorporate Malaysia’s racial and religious sensitivities, social hierarchies or slang might not only underperform but also create potentially harmful content.

Some of the capacity to develop LLMs already appears to be present in Malaysia, as in January, local start-up Mesolitica published the open-source MaLLaM LLM, which has a deeper understanding of the subtleties of Bahasa Malaysia than mainstream LLMs like ChatGPT.

However, it is unclear if Malaysian policymakers are fully aware of both the potential of open-source AI and the importance of developing LLMs locally.

Although the National AI Roadmap makes little mention of open source, which is understandable given that it was drafted “long ago” (in 2021), neither do documents from the new National AI Office (NAIO).

While it is difficult to predict the next phase in AI’s development, the open-source nature of the current generation of LLMs means that Malaysia has a golden opportunity to catch up with the technology leaders.

To seize this opportunity, Malaysia should update its policies to accommodate the new reality of much smaller and cheaper LLMs. Aside from allowing these models to be adopted more easily, it also makes Gen AI more accessible to small and medium enterprises, as well as for local deployment — for example, in rural areas without reliable internet access.

Malaysia should also expand its capacity to develop LLMs, making them more useful for local languages and more sensitive to local culture. Investments in LLM training could be seen as a public good and anchored at local universities, thus nurturing local talent and advancing local R&D.

Finally, Malaysia should host its own models to ensure national data autonomy. LLMs can be used to collect large amounts of valuable information which, instead of being used by foreign firms, should be stored and used by local organisations.

Pieter E Stek is a senior lecturer at the Asia School of Business

Originally published by The Edge.

The European Union Deforestation Regulation (EUDR) and its implications for Malaysian palm oil have sparked significant debate. Rather than taking sides on the issue, it is more productive to examine it through the lens of standard-setting. Malaysia has a long history of developing its own sustainability standards for palm oil, and incorporating some of these innovative approaches into the EUDR could pave the way for a collaborative and mutually beneficial implementation strategy.

Standard-setting rarely captures public attention, yet its implications are far-reaching. Standards reduce transaction costs, foster trust among buyers, and level the playing field for producers. They drive technological innovation and disseminate best practices. Think of the HACCP standards ensuring food safety, Euro 5 emissions standards regulating car pollution in Malaysia, or ISO certifications that set benchmarks across industries. Though not perfect, standards generally promote efficiency and economic growth.

However, the creation and implementation of standards are rarely as objective as they seem. The process often involves a small group of technical experts whose decisions may reflect groupthink or political considerations. While grounded in science, standards are also shaped by power dynamics as countries advocate for standards that benefit their own industries. Unintended consequences, particularly for marginalised groups, often arise from seemingly well-intentioned standards.

The EUDR offers a pertinent example. This relatively straightforward regulation aims to combat climate change by banning imports of goods linked to deforestation. The intent is commendable: Addressing the economic drivers of deforestation. Yet, the execution risks sidelining Malaysia’s smallholder farmers, who play a significant role in the country’s palm oil supply chain.

Malaysia’s palm oil sector comprises around 250,000 independent small farmers. Their supply chain operates through layers of middlemen who collect and aggregate fruit from various farmers to supply mills. This system, while dynamic, widespread and largely informal, is often opaque. Middlemen prioritise commercial confidentiality, complicating traceability. While large plantations can demonstrate compliance with the EUDR relatively easily, smallholders face significant hurdles, despite not being inherently linked to deforestation.

Research shows that most smallholders are not expanding into recently deforested areas and that they often manage land with greater biodiversity than large-scale plantations. However, these farmers struggle with record-keeping and reporting, particularly in remote regions with limited access to technology and education. The unintended consequence of the EUDR is clear: Smallholders risk exclusion from the supply chain due to systemic barriers, not environmental non-compliance.

Recognising the need for inclusive sustainability, Malaysia introduced the Malaysian Sustainable Palm Oil (MSPO) certification in 2015. Unlike the more demanding Roundtable on Sustainable Palm Oil standard, the MSPO was designed to be attainable for local producers, particularly smallholders.

One of the MSPO’s key innovations is its territorial approach to certification, organising the country into 162 Sustainable Palm Oil Clusters (SPOCs). Each cluster has an internal control system to monitor and support the smallholders within the cluster. It is managed by a group manager who is also a Tunjuk Ajar Nasihat Sawit officer, supporting farmers in adopting sustainable practices. This model shifts the focus from sustainability compliance to capacity-building. In principle, the SPOC system could also be used to monitor deforestation and thus form a pathway towards compliance under the EUDR.

The SPOC system provides an inclusive framework, prioritising education and gradual improvement over exclusion. It recognises that sustainability is a journey, and not a binary status. For smallholders, this approach offers a simpler path to certification without undermining their livelihoods.

Malaysia should advocate for a territorial approach, similar to SPOCs, when negotiating about the implementation of the EUDR. By adopting a territorial approach for low-risk regions with minimal deforestation, small farmers could automatically be deemed compliant.

This territorial approach is viable due to the spatial structure of palm oil cultivation. The intake of palm oil mills is limited by their transportation radius, as palm fruit typically needs to be processed within 24 hours. For practical and economic reasons, transportation beyond 50km to 100km is usually not viable, depending also on the quality of infrastructure. This means that mills located some distance away from deforested areas are unlikely to receive fruit from unsustainable sources. Additional electronic monitoring of key roads could further prevent such spillovers.

For areas with higher deforestation risks, or for large producers, a hybrid model could be implemented. Additional scrutiny and record-keeping would apply where necessary, with the threat of area-wide sanctions acting as a deterrent against illegal deforestation. This localised approach balances the EUDR’s environmental goals with the economic realities of small farmers.

A territorial approach also creates opportunities for collaboration. By allowing for renegotiation and co-regulation, the EUDR could incorporate local expertise and address on-the-ground challenges. Malaysia’s SPOC system already offers a scalable framework for monitoring deforestation and facilitating traceability. By leveraging this existing infrastructure, the EU can ensure compliance without disproportionately penalising smallholders.

Critics may argue that a territorial approach dilutes accountability, potentially creating market distortions. However, such concerns can be mitigated through a phased strategy. Over time, the system could transition to more granular, farm-level traceability as technology and farmer capacity improve. This hybrid model ensures immediate action while building a foundation for long-term sustainability.

Importantly, territorial compliance recognises the shared responsibility of regulators and producers. It aligns with principles of inclusivity and equity, ensuring that marginalised groups are not unfairly burdened by standards designed in distant bureaucratic corridors.

The EUDR’s anti-deforestation goal is laudable, but its implementation must be adaptable to diverse local contexts. Malaysia’s existing SPOC system under the MSPO offers a realistic regulatory framework. By embracing a Malaysianised approach to the EUDR, the EU can effectively balance its environmental goals with practical considerations, ensuring small farmers remain within sustainable global supply chains. Ultimately, a locally-informed approach does not merely create fairer standards; it fosters genuine collaboration, drives meaningful compliance and supports long-term sustainability.

This approach exemplifies how standard-setting can transcend technical expertise and power politics to create genuinely fair and effective solutions. In an interconnected world, sustainability must be a shared endeavour — one that respects local realities while striving for global impact.

The Malaysianisation of the EUDR is not just a call for better regulation; it is a call for a more inclusive and equitable approach to sustainability.

Dr. Pieter E Stek is a Senior Lecturer at the Asia School of Business 

Dr. Asad Ata is Associate Professor II of Operations and Supply Chain Management and Director of the Centre for Sustainable Small-owners at Asia School of Business 

Originally published by Business Today.

FROM Tariffs to Turbulence: Building Resilience in Supply Chains
 
Global supply chains, once celebrated for their efficiency, are undergoing a fundamental transformation. What began as targeted U.S. tariffs on Chinese goods in 2018 has evolved into a structural shift in global manufacturing. Today, cost optimisation alone is no longer sufficient for competitive success. Firms that fail to build resilience alongside efficiency will increasingly find themselves structurally disadvantaged in an unpredictable trade environment.
Between 2018 and 2020, businesses scrambled to mitigate tariff-driven cost increases. The ‘China Plus One’ strategy accelerated, with Vietnam emerging as a favoured alternative due to competitive labour costs, political neutrality, and beneficial trade agreements such as the CPTPP and EU-Vietnam FTA. U.S. imports from Vietnam rose by approximately 35% during this period. Mexico benefited from nearshoring advantages under NAFTA frameworks, while Malaysia and Indonesia attracted new investments in electronics and rubber, although often tactically rather than strategically.
 
Since 2024, trade tensions have expanded beyond the U.S.-China axis. New tariffs now affect countries previously considered safe alternatives. Malaysia faces substantial tariffs on semiconductor exports. Vietnam thrives in furniture manufacturing but faces challenges in high-tech sectors. Mexico remains relatively protected through the USMCA framework. In this environment, reliance on any single manufacturing hub has become a strategic liability.
The Case for Restructuring Supply Chains
The vulnerabilities of traditional supply chain models have become increasingly visible. Industry analyses suggest that companies anchored to single-source strategies have faced input cost increases of up to 30 to 40% during major disruption periods, particularly in sectors such as electronics and automotive. Just-in-time systems, once lauded for their efficiency, now struggle with customs delays and shifting trade policies. Geographic concentration, previously an advantage, now exposes firms to cascading disruptions.
Organisations lacking multi-tier supplier visibility are particularly vulnerable.
 
Success today demands a new mindset. Cost efficiency must be complemented by ‘real options thinking’, which involves building flexibility, scalability, and geographic dispersion into supply networks. Investments must prioritise adaptability alongside optimisation.
Flexibility, or the ability to rapidly reconfigure sourcing, production, and logistics choices, will increasingly distinguish resilient firms from those anchored in rigid legacy models.
 
To help companies navigate this transition, the Multi-Hub Resilience Ladder offers a useful framework:
  • Stage 1: Single Hub, Cost-Focused (High Risk)
  • Stage 2: China Plus One (Tactical Diversification)
  • Stage 3: Regional Multi-Hub (Operational Resilience)
  • Stage 4: Global Distributed Network (Strategic Optionality)
Several strategies have proven effective in building resilience without sacrificing efficiency. Diversified multi-hub sourcing and strategically positioned buffer suppliers reduce localised risks. ‘Lean-plus’ inventory models preserve efficiency while embedding buffers. End-to-end digital visibility and predictive analytics enable better planning and faster disruption detection. Financial arrangements such as tariff clauses and risk-sharing agreements reinforce operational agility.
Regional Positioning and Strategic Opportunities
Leading companies show how this balance can be achieved. Apple’s relocation of selective assembly to India and Vietnam has evolved into full-scale ecosystem investments across India, Malaysia and Vietnam. Distributed manufacturing is now both contingency planning and a competitive strategy.
 
Similarly, Ford and GM have reconfigured supply networks, building resilient corridors that allow production volumes to shift rapidly while maintaining efficiency.
Malaysia, once overlooked, now holds a strategic advantage with approximately 13% of global semiconductor backend capacity. This is a vital position amid concerns over Taiwan’s stability. Malaysia’s trusted trade relationships and growing focus on sustainability strengthen its appeal. However, full capitalisation will require strategic investments in specialised clusters, workforce development, and logistics infrastructure.
 
Small and medium enterprises (SMEs) face disproportionate challenges. Without the reserves of multinationals, SMEs must leverage agility strategically. Emerging practices in Southeast Asia offer promising pathways. Malaysian SMEs in Penang form sourcing consortiums. Vietnamese manufacturers share logistics hubs. Indonesian textile SMEs use blockchain platforms to strengthen buyer trust. In this environment, structured collaboration, rather than ad hoc partnerships, will define SME resilience.
 
Like investment portfolios, supply chains become more vulnerable with concentration, while diversification mitigates systemic risk. Just as diversified portfolios withstand market shocks better, companies with distributed supply networks are more resilient against operational disruptions. Emerging analyses suggest that centralised supply chains could suffer margin erosion of 15 to 20% by 2028. This parallels the historical underperformance seen in concentrated financial portfolios.
 
What once made centralised supply chains a competitive advantage is now a strategic liability. The deliberate creation of multiple viable pathways across the network is becoming critical. Firms must embed this optionality and build flexibility into their next planning cycles.
 
As Professor Yossi Sheffi, a leading academic on supply chain resilience, aptly puts it: “Resilience is a hedge against uncertainty, not a bet on one outcome.”
In a world where volatility is the norm, supply chain flexibility is no longer a differentiator. It will be the minimum requirement for relevance.
 

Dr. Asad Ata is an Associate Professor II of Operations and Supply Chain Management- Asia School of Business

Originally published by Astro AWANI.

Payments Network Malaysia Sdn Bhd (PayNet), the national payments network and a central driver of Malaysia’s digital economy, has launched what it claims is the country’s first fintech-focused community and accelerator: the PayNet Fintech Hub. In a statement, the company said this platform will accelerate fintech growth in Malaysia by providing startups with direct access to capital, key industry connections, financial incentives, and opportunities to learn from and collaborate with global leaders.

Farhan Ahmad, group CEO of PayNet, said: “A thriving fintech industry is key to delivering future-ready and inclusive financial services that can advance Malaysia’s growth and innovation goals. Successful fintech innovation is one of the best ways to ensure that Malaysia keeps pace with the fast-evolving nature of financial services, particularly due to the rapid growth of AI.”

He added that the PayNet Fintech Hub marks a decisive step forward in enabling this vision.

The Hub is a highly selective programme built around two key pillars: community and catalyst. Fintechs selected for the community will gain access to:

  • A network of like-minded founders and ecosystem players for idea exchange and peer learning
  • Over 450 hours of hands-on mentorship from successful founders and domain experts
  • Major corporate players from banking, payments and tech for partnership opportunities
  • A pool of fintech investors offering mentorship, evaluation, and potential investment

All community members will also receive exclusive financial support, including:

  • More than US$238,000 (RM1 million) in PayNet value-added credits
  • Over US$141,000 (RM600,000) in sponsored advisory services across legal, finance, HR and market research
  • Up to US$706,000 (RM3 million) in cloud credits and support from major providers
  • Access to a fully sponsored co-working space

These curated benefits are designed to help founders manage costs, overcome challenges, refine business models, sharpen go-to-market strategies, raise funds, and define clear paths to successful exits.

In addition, the most promising startups from the community will be handpicked for the exclusive Catalyst programme.

This track, developed in partnership with leading global institutions, offers top Malaysian fintechs international exposure, resources and mentorship. Participants will take part in a fully sponsored ten-week accelerator hosted by Imperial College London, one of the world’s leading startup accelerators.

The programme includes a week-long trip to London to engage with Imperial faculty, European and American startups, and culminates in a demo day that offers exposure to venture capitalists and potential corporate partners. This bespoke accelerator, designed for Malaysian fintechs, is fully funded by PayNet.

The firm also announced an expanded Fintech Hub partnership with AWS, providing Catalyst participants with credits to access AWS cloud services through the newly launched AWS Asia Pacific (Malaysia) Region. Participants will also gain entry into the upcoming Fintech Innovation Sandbox, enabling secure and scalable growth.

“The PayNet Fintech Hub is a unique and transformative initiative dedicated to scaling startups beyond the foundational stage. It directly addresses the key challenges faced by fintechs in Malaysia and is expected to significantly accelerate industry growth,” Farhan added. “The Hub is our response to the global call for smarter collaboration and accelerated innovation—uniting a fragmented ecosystem to create real, scalable outcomes. We’re very excited about its potential.”

By offering direct access to essential resources, the PayNet Fintech Hub aims to fuel innovation, foster high-impact partnerships, and position Malaysia as a leading fintech destination in the region.

For more information or to apply as a fintech startup, visit https://fintechhub.paynet.my

Originally published by Digital News Asia.