INDUSTRI KECIL &

SEDERHANA

BAHAGIAN PAKAR MAKLUMAT

PERPUSTAKAAN NEGARA MALAYSIA

a. b.

SEMINAR

INVESTMENT OPPORTUNITIES

IN THE MANUFACTURING

SECTOR

SMI Development PROGRAMME

by

Tuan Haji Omar bin Haji Yusuf

Deputy Director, Small and Medium Scale Industries Section Ministry of International Trade and Industry (Min)

July 7-8,1994 (Thursday-Friday) City Bayview Hotel, Malacca

Jointly Organised by

Ministry of International Trade and Industry (MITI) Malaysian Industrial Development Authority (MIDA)

Malaysian Industrial Development Finance Berhad (MIDF) Federation of Malaysian Manufacturers (FMM)

SMIDEVElOPMENTPROGRAMME

INTRODUCTION

The Malaysian Government committed to the development of the 8M's,

crucial in facilitating the creation of an Indigenous industrial structure that I.

resilient to face the rigors of the global economic environment. The SMls will

b. further promoted and developed to become manufacturers and suppliers

of parts and components and related services to large industries in line with

national industrial expansion to create Inter and intra-industry linkages.

The National Development Council. at its meeting on 1 January 1992,

Inconsideration of the issues and problems facing the SMls and bearing in mind

the strategic importance of the SMI. to the future growth of the manufacturing

sector, set the policy guidelines for the development of the Small and Medium

Enterprise. (SMEs) which Includes the SMls.

In order t08pearheadth8 orderly and effective Implementation of these

policy guidelines the government has adopted an integrated approach through

various Institutional supports that Includes inter-alia the Lead Agency Concept.

1

-'

Under the lead Agency Concept Four Ministries and one Department are

appointed as 'Lead Agencies' to coordinate six (6) categories of assistance

required by 8Mls. They are as follows :-

lead Agency Assistance

1. Market promotion

2. Incentives

3. Financial assistance

4. Technical assistance

and R&P

5. Skills training and

management

6. Infrastructure

support

Ministry of International

Trade and Industry (MITI)

Ministry of Finance (MOF)

Ministry of Science

Technology & Environment

(MOSTE) ,,': .

Ministry of Human Resources (MHR)

Implementation & Coordination Unit (leU), Prime Minister's Department

Currently, the development of SMls forma an integral part of the Domestic

Investment Initiative (011) being actively implemented by 'the Government.

Several 011 Seminars at both regional and national level are being held to

promote domestic investment. Today's seminar is one of such events aimed

"to inform Investors of the various facilities, opportunities' and benefits of

investment in the country.

2

SMI DEVELOPMENT PACKAGE

1.

2.

;;:"

3

4.

Business

assistance

and Consultancy

Support

Information dissemination on program of MITI and other lead Agencies

Seminars , workshop, Business clinics, Consultancy

Services, Data base.

Human Resource Entrepreneurial Skills and management

expertise

suppliers/manufacturers In targeted sector and sub sectors, Under the Vendor

Program, the government would ensure that all needed assistance are

extended to selected Malaysian SMls through a collaborative or tripartite

arrangement/networking between three major parties, namely the MNCs (anchor

companies), banks (financial assistance) and MITI (the Dead agency).

Tripartite Arrangement

Under the Tripartite Arrangement. an agreement is concluded between an

MNC, a bank and MITI The agreement would stipulate the rights, obligations

and responsibilities of each party. The agreement includes provision 5)f

various assistance including market and marketing, technical assistance,

financial assistance, coordination of activities, reporting and certain follow-up

actions which need to by undertaken by each party to the agreement. In

addition. the agreement also prescribes the criteria for the selection of

potential SMI vendors.

5

MITI's Involvement in the Program is by virtue of its function and role as one of

the five 'read agencies' which has P{Wi1 appointed by the Government through the

National Development Council to look after the development of SM is In the country.

In addition, MITI is responsible for the orderly development of the industrial

sector and this 18 achieved through such instruments as the Industrial Coordination

Act. 1975 (Manufacturing licence ) and the Promotion of Investments Act, 1986

(previously the Investments Incentive Act, 1968).

Administrative Mechanism

To facilitate the implementation of the Vendor Development Programme an

administrative mechanism has been set up which includes a main Coordination

Committee at MITI, and a Management and a Technical Committee at the anchor

company's level. and a Financial Evaluation Committee at the signatory bank.

Membership of the Main Committee comprises of officials from MITI (the

chairman and secretariat). the EPU. ICU. Treasury, relevant technical support

institutions including SIRIM, and representatives from the anchor company and the

bank8.

6

Participation 'of Other Relevant Agencies/Parties

Representatives of other relevant agencies/parties may be co-opted Into

the Main Committee, depending on the situation. For example, a representative

from a State or a Technical Institution may sit on the Main Committee if the

projects concerned require his Inputs such as in terms of industrial lands or

technical assistance, respectively.

Target Market lndustrial Sectors

The targeted industrial sectors and subsectors under the Programme

Include:

(I) automotive parts and components;

(ii) electrical electronic and IT;

(III) machinery and light engineering;

(iv) plastics and chemical-based products;

(v) rubber-based parts and components;

(vi) wood-based parts and components;

(vii) textile-based products.

In respect of higher value-added subcontracting· Jobs, 8M.s are

encouraged to invest in projects which are in precision-based, technology

based and information-based industrial activities, such as in precision metal

1

stamping, injection moulding, moulds and dies making, auto-assembly and

even Surface Mounting Technology (SMT. It is noted that imports of industrial

Inputs in these Industries are still substantial and as such the market potential

would continue to remain big in the coming years.

Condition, for Approval 38 Vendors

8Mfs that are interested to be part of the Vendor Development Programme,

should be able to meet the following conditions and requirements:

(i) registered as a company under the Companies Act 1985;

(ii) registered with the subcontract Exchange in MITI;

(IU) have shareholders' fund of not les9 than RM100,OOO.OO;

(iv) have a minimum @70 per cent Malaysian equity:

(v) have personnel with sufficient and relevant experience in the

industrial activity concerned;

(vi) have management and personnel who are receptive to

technical and other forms of assistance;

8

(vii) have business plan with appropriate projections on sales.

cash flows and P & L.

Under the Prpgramme. potential vendors are advised to channel their

applications. submissions and requests direct to the anchor companies with a

copy of the documents extended to the SMI Section in MITI, Kuala Lumpur.

A potential vendor would have to undergo the Factory Auditing P!'Qces8

instituted by the anchor companies concerned before being appointed as a

vendor. Each anchor company has its own requirements. in regard to standards

and quality specifications on products, parts and components and ,delivery

schedule. The objective is to ensure that quality and costs are maintained if

these-inputs are sourced locally from Malaysian vendors as part of the MNCs'

Local Content Policy Implementation work programme.

Performance of The Programme

A total of 23 MNCs and large-scale companies have now joined the

Programme (Appendix A). The! number of vendors which have been appointed

Is 40 as of early 1994 . The total value of Inputs procured by MNCs and local large

scale companies from these SMIs is estimated at around RM187.0 million

annually.

9

It is anticipated that within the next 2 years another 20 MNCs and large

corporations would be in the Programme. The participation of 40 MNC’s and

large corporations 18 planned to benefit at least 400 8Mls vendors under the

Sixth Malaysia Plan (1991-1995). It is envisaged that another 50 large

companies would be able to join the Programme under the Seventh Malaysia

Plan (1996-2000).

Constraints In Implementation

The main constraints faced by the Implementing agency in trying to

enhance the performance of the Vendor Programme include:

(a) the inability of most potential vendors in submitting

relatively good business plans;

(b) poor knowledge of MNCs' needs· and procurement

requirements;

(c) failure in meeting the factory audit and quality control

approval standards;

(d) lack of shop-floor or line experience; and

(e) lack of commitment in terms of attitude. capital and time.

10

THE BUMIPUTERA VENDOR DEVELOPMENT PROGRAMME

The Cabinet at its meeting on February 1994 has decided that MITI will

undertake the Vendor Development Programme for bumiputera in the country

with a view to increasing the number of bumiputera vendors. Ninety (90)

companies, mostly MNCs as well as local large companies in the

manufacturing as well as the services sector have been identified by the

Government to participate in the VDP. MIT' has commenced negotiations with

These90 companies to bring them on board the programme.

JOINT VENTURES

In promoting the development of 8M.s the Government encourages joint.

ventures between local and foreign companies. Such joint-ventures aimed

at obtaining investment capital, technology and production know-how,

management expertise and market access.

To further promote the growth of Indigenous SMla, the Government has

decided that genuine Joint ventures between bumiputeras & non-bumlputeras and

foreigners will be encouraged, so as to bring about an accelerated growth of the

8Mls. This programme is being implemented by MITI. with the setting up

a registry of bumiputera SMls. potential bumiputera entrepreneurs ,including

professionals and experts who are keen to venture into the manufacturing

11

genuine joint Ventures is aimed at meeting these inadequacies being faced by

these SMls.

CONCLUSION

The private sector is expected to assume more responsibility towards the

development of 8Mls in terms of financing and market whereas the government

will focus more on infrastructural development and support services. The SMls

on their part and expected to become more self reliant to take on the challenge

of searching for alternative sources of financing as well as new markets for

their products.

ENQUIRIES

All enquiries for further information on the sMI 'Development Programme

should be directed to :

The Director Small and Medium Scale Industries Division

Industrial Development Ministry of International Trade & Industry (MITI) 9th Floor, Block 10, Government Office Complex Jalan Duta, 50622 KUALA LUMPUR

Fax No.: 03.2562302 '

12

PARTICIPATING MNCs/LARGE COMPANIES AND BANKS

ANCHOR COMPANIES BANKS

1. PROTON

2. SAPURA

3. SHARP (4 COMPANIES) PHS

4. SONY (5 COMPANIES) MAYBANK

5. LAND & GENERAL BERHAO BPMB

6. MATSUSHITA (2 COMPANIES) MAYBANK

7. Philips & JVC (PJVM) O&C

8. JVC D&C

9. HITACHI BOC

10. PERODUA MIDF

11. EPE POWER CORPORATION BERHAO MIDF

12. MOTOROLA PENANG MIDF

13. SGS· THOMSON MUAR MIDF

14. COPAL PRECISION PHB

15.

R.C. CENTRONIC ELECTRONICS MIOF

TOTAL 23 ANCHOR COMPANIES 6 BANKS

13

Merican and Yeoh (eds) 1995

Food Agenda 21 century

5th ASEAN Food Conference Plenary

Papers

SMALL AND MEDIUM FOOD INDUSTRIES IN

DEVELOPED AND DEVELOPING COUNTRIES

Ray J. Winger

Department of Food Technology,

Massey University, New Zealand

ABSTRACT

The ASEAN region offers ideal opportunities for the entrepreneur. The domestic market is very large and is rapidly

evolving with increased variety and higher quality food products. Indigenous raw material quality is improving. The market is

becoming more sophisticated and international.

One of the unique features of the food industry is that entrepreneurs can readily establish successful small companies,

with relatively little capital. However. some key factors must be considered. The KISS principle should always be applied.

Market research data for the ASEAN region are poor compared to western countries. so there is great risk in new ventures. Food

safety and hygiene are important considerations. which means technical skills are required. How do you put together a

successful product package and a commercially ruble and sustainable operation') What is the typical business development

pattern for a small food company from start-up to viability? Some special features of New Zealand small business. Japanese and

Vietnamese industries and ASEAN experiences will be discussed.

INTRODUCTION

A focused plenary session on small and medium

industries is a timely topic for this conference. especially

when followed by the marketing session. The title of my talk

as coined by the conference organizers has allowed me great

flexibility. I have decided to paint a picture of the food

business opportunities that exist in the Asian region for small

companies and I will touch on some of the key issues that I

believe are relevant for entrepreneurial activities in the food

industry.

Firstly, I will define the terms "small and medium

size", then "developed/developing countries". I will then

provide some features of the global food industry, followed

by a more focused review of food industries in Japan and

North Vietnam. This will lead to opportunities and key

elements of entrepreneurial development in the Western

Pacific Rim region. I will finish with a brief outline of a

successful small venture in New Zealand.

One of the intriguing questions that must be

answered relates to the quantitative features of the title -

small and medium food industries. The question is how big is

small?

Table L How Big is Small?

Company Country Sales USS

Mitsubishi Corp Japan 145.5 billion

Unilever International 40.X billion

Snow Brand Milk Japan 7.6 billion

San Miguel Corp Philippines 1.7 billion

Fraser & Neave Ltd Singapore 0.74 billion

Federal Flour Mills Malaysia 0.63 billion

Charoen Pokphand Thailand 0.47 billion

The data presented in Table I shows the sales figures

for a variety of companies in the region in 19911992.

Mitsubishi Corporation is one of the top three companies, by

sales volume, in the region. Although this company has some

food activities, it is mainly a manufacturing concern. I have

included it here to show the relativity in sales between major

manufacturing companies and food companies.

Unilever is one of the two biggest multinational food

companies in the world. Its corporate sales in 1991 reached

some US$ 41 billion. The remaining data show

the sales from the highest food company in each of the

selected countries from Japan, Philippines, Singapore,

Malaysia and Thailand, It might be argued. therefore. that

even the biggest Asian food companies are small on a global

scale. However. I am assuming this plenary session focuses

on businesses that are a magnitude smaller than those

presented in this table - perhaps in terms of a few hundred

thousand US dollars to US$I million annual sales.

I would also consider that the Western Pacific Rim

region has both developed and developing countries in their

midst.

Developed Countries

Japan

Korea

Singapore

Taipei

- No natural resources or energy - High disposable income

In this Asian region there are 4 countries considered

to be developed in terms of economic prowess: Japan. Korea.

Singapore and Taipei. Their economics are built in large part

around money markets. services and high technology

manufacturing of added value consumer and industrial goods.

Without exception. they have no significant natural resources,

such as agriculture. minerals or petroleum. Yet their

achievements reflect the innovative. entrepreneurial attitudes

and buoyancy of the economies of the region.

The other Asian economies, the so-called developing

countries, have been slow to start but their rate of

development is incredible.

"Developing" Countries in Asia

- Self-sufficient in resources / energy - Slower to grow - Likely to overtake others

Unlike the developed countries in the region, these

developing countries have an abundant source of natural

resources. As such, it is expected that they will eclipse the

current economic powers of the region.

UNIQUE FEATURES OF THE

REGION

Before I discuss opportunities in Asia, it is useful to

consider some of the unique features of this region

from an international perspective. Firstly. the economy..

growth of the Asian region is impressive (Table 21.

Table 2. World GNP Growth

----, I I

19~9 1990 1991 1992 I

World 31 1.7 1.0 27

Japan 4.9 5.6 3.1 4.0

J '

USA 2.5 09 0.5

---)

Asia 5.7 5.~ 57 6.0

Since 1989, the world's economy has shown a slump

in growth, although in more recent times there is a suggestion

of a recovery. Asia, on the other hand, has maintained a

significant growth around 6% of GNP. The economic

performance of the region. therefore, suggest tremendous

entrepreneurial opportunity. Let us consider the detailed

statistics for some of the countries in the ASEAN region

(Table 3).

Table 3. Asian GNP Growth

GNP Growth of real

USS million GOP (Ck)

1989 1991 1992

Japan 23,305 4.6 2.5

Singapore 10.450 S.9 65

Malaysia 2,130 8.5 8.7

Thailand 1,160 7.4 8.0

Indonesia 490 7.0 6.6

Philippines 700 2.1 4.1

It is clear that the region, apart from Philippines,

perhaps, has sustained truly remarkable growth in this decade.

The absolute GNP figures are not important here: but the

relative values among countries is the key. While Japan and

Singapore have relatively large economies, the other ASEAN

countries have a greater rate of growth.

Japan 1990

GOP per capita GDP

Food and related industries

lfS$I,600 bollion US$ll,OOO

7.5%

REGIONAL EXAMPLES

I want to now focus on some specific country

examples from the region: Japan and Vietnam. In 1990,

Japan's GOP was US$I,600 billion. With a population of 123

million, the per capita GOP is US$ I 3,000, Typical of an

industrialized country, food manufacturing and related

industries accounted for a low 7.5% of GOP. In contrast, the

industrial manufacturing sector accounted for about 30% of

GOP.

In comparison to Japan's per capita in 1992,

Singapore had US$10,450, Malaysia US$2,130, Thailand

about US$I, 160, Philippines US$700 and Indonesia

US$450. In Japan, the majority of companies, over 99.5%,

are small companies with less than 300 employees. However,

only 40% of this industrial manufacturing sector revenue is

generated by these small companies. Similarly, small

companies account for 45% of the revenue in the food

manufacturing sector. How does this compare with other

developed nations? (Table 4).

Table 4. Food Industry Comparisons (1990)

Average Country Number of Number of

i>

Companies Employees Company

(thousand) Size

(employees)

Japan 79,000 1,276 16

UK 10,000 600 60

USA 22,300 1,500 67

NZ 1,990 66 33

In an international comparison, the United Nations

found Japan to have an average of 16 employees per food

enterprise, the UK 60, USA 67 and New Zealand has about

33 employees per food company. Thus a feature of the food

industry throughout the world is that most companies are

relatively small. This is especially true if comparisons are

made with non-food industries such as petrochemicals and

engineering manufacturing.

One other feature to remember about the food

industry is that companies tend to be involved in large

throughput and low per unit profit operations. This has

important economic consequences which I will not elaborate

here.

Let us now turn to a picture of North Vietnam.

North Vietnam

- Incomes U5$2-30 per month - Motorbikes - Eating out - Processed foods in Hanoi - Entrepreneurs

This v i e w relates to my agro-industrial consultancy

activity there about one year ago. You will appreciate that

there has been a major economic explosion in that country

since the USA lifted their economic embargo. Even in 1993

the economic performance of Vietnam was at least as dramatic

as Thailand.

Let me take these points one at a time. The incomes in

Vietnam are very low (US$ 2-30 per month). During my time

in Vietnam in 1990. the major mode of transport was by

bicycle. In 1993 this had changed to Honda motorbikes. Many

houses had televisions in 1993. Motorbikes cost US$2500 and

televisions about US$700. Bank lending rates were 2.3% per

month. Vietnamese did not borrow money to pay for these

luxury items. My Vietnamese counterparts stated their salaries

barely covered their day-to-day living. but they still owned

motorbikes and TVs.

There are neither accurate nor reliable data on any

form of consumer activity in Vietnam. However. my

observations following discussion around the North was that

many Vietnamese ate two of three meals away from home.

The next point relates to added value, processed,

imported consumer goods on sale in Hanoi. These included

dairy products. baby foods. snacks and biscuits. There were

hundreds of meters of shops, all side-by side, that were selling

these products. The purchasers were mainly Vietnamese.

Once again, market data were not available, but Vietnamese

do not set up competitive commercial activities unless they

are profitable.

The final point relates to entrepreneurs in Vietnam.

Small family businesses have progressively eroded the

monopoly control of the once large state owned companies.

These small businesses are growing wealthy producing foods

that my counterparts thought would not be successful. Some

foods were relatively sophisticated processed food products

such as mung bean cakes or industrial ingredients such as

maltodextrins. Others were totally innovative for the region,

such as fresh cow's milk. These operations were simple,

effective and very prosperous.

OPPORTUNITIES AND

POTENTIAL THREATS

I now wish to turn to two general topics before

finishing with my New Zealand story. What are the

opportunities for food entrepreneurs in Asia and what are

some potential threats they may encounter.

Firstly the opportunities.

0pportunities for food entrepreneur - Rapidly increasing disposable income

- international of foods Population base (market) -

Domestic advantages

- Availability of technical skills

All Asian countries have a substantial and developing

market segment with rapidly increasing disposable incomes, In

my time around Asia, this is one statement that has been difficult

for Asians to acknowledge and accept. The Vietnamese example

shows this. They say they are poor. being paid only low salaries

that they can barely survive upon. Yet they own motorbikes.

TVs, eat out a lot and buy imported processed foods. It is crucial

to remember that this middle class development is relative to the

environment you are living in. and is not relevant to international

comparisons. I could never understand how the Vietnamese

could afford these luxuries on their salaries, They could never

understand how I was not rich when I earned $10.000 per month

as a consultant. Make no mistake. There is a rapidly developing

domestic market in every Asian country which can readily be

tapped by entrepreneurs. The key rule is to start with a strong

domestic focus and base.

My second point relates to food awareness. Just look at

the variety of foods in supermarkets in Asia. People allover the

world are becoming aware of each other's cultural and ethnic

diversity and they are demanding variety, excitement and choice

in their foods. The opportunity for entrepreneurs in Asia is to

take some of these international foods and adapt them for the

Asian tastes. preferences and cultural sensitivities.

Thirdly. Asia has a huge population base. There is great

opportunity for small companies to select a specific market niche

to establish their viability. More importantly, they have a

domestic advantage compared to overseas companies. "Buy

Local" is a strong market force.

The final point relates to the excellent technical skill

resource that exists throughout this region. I want to dwell on this

because it deserves special mention. It also sets the scene for the

next two speakers.

Entrepreneurial activity in any business is achieved

through effective cash flow. This is standard business practice

and failure to achieve cash flow is the downfall of about 80% of

all entrepreneurial activity. The food industry, however. is

producing a product to be consumed by humans and there are

ethical, moral. legal and technical issues that challenge the

budding food entrepreneur. We are sandwiched between the

pharmaceutical industry which spends megabucks on

re se arch. and the manufacturing industries which basically

produce large numbers of simple component, in an applied

engineering format. The food industry uses a very complex

material and through h a path of appropriate technology. adapted

to local conditions and needs. worker skills. legal and ethical

constraints to produce a safe, nutritious and edible product to

satisfy consumer demands and preferences, This requires

technical skills.

The keynote address elaborated concerns about

equipment suppliers using agents alone is Asia. rather than

establishing local manufacturing bases here. I hope the major

companies heed this concern. You cannot merely import turnkey

operations into Asia and expect them to work in local conditions.

To use the promotional phrase of Bank Pertanian Malaysia. you

also need to think of patriotism. In New Zealand. for example.

some of our dairy equipment is imported from Europe via agents

in New Zealand. New Zealanders modify and improve the

technology and these changes often get back to Europe and our

competitors. Where is the patriotism?

SKILLS NEEDED

Let us now focus on skills needed by food entrepreneurs.

Key features for food entrepreneur - Market appreciation - Food safety, quality - Access to market - Brand - KISS

The first is an excellent understanding of the market.

Hence the importance of local knowledge. Without that the risk is

too high. There are few reliable data on Asian markets, so the

venture needs to have a good local input.

Food safety and quality comes back to the technical

points I have already raised. Access to markets is fundamental.

This is your ultimate cash flow stream. It is no good having the

ideal product if you can not get it onto the shelf. Brands are

important if you plan to be in the market in the medium term. A

good brand reduces competitive pressure and allows you to

compete on factors other than price alone. KISS is the most

important factor to get right. KISS is the acronym for Keep It

Simple, Stupid.

Do not buy expensive capital technology when you first

start up in business. Make sure you know how to make your

product (technical input again) and define the simplest method to

do that. It is very likely that your first idea or two will not

succeed. so keep this simple

ami very flcx ihlc. Buy second hand equipment. there is a lot

around from those companies that ovcrcupitalised and have gone

bankrupt. Use human skills rather than equipment until you are

sure you are on a winner. Keep it simple. be flexible, do not be

stupid.

A NEW ZEALAND EXAMPLE

Let me finish with a brief outline of a New Zealand

small company. This was a development from a food

technologist who was working for a company in the processed

cereal industry. He saw a market niche for a "family branded"

range of cereal products. So he started his own company, buying

second hand equipment and hiring some key technical staff. His

target market was Auckland, which is New Zealand's biggest

population base.

He quickly found that his first product concepts were

unsuitable for the market. But in discovering that problem, he

identified some related products which he produced and

marketed. These have been very successful in capturing a

significant share of the New Zealand breakfast cereal market. He

was innovative. He has branded his products with his own family

name, he has included an informative newsletter in his boxes of

cereal and he has ensured his products are of high.

consistent quality. In two years he has developed ~l profitable

domestic business. he has just moved into a new factory,

purchased new equipment and has expanded his stall. He now has

a manager running the plant. allowing him to concentrate on

strategic developments. That has meant exporting. His first

container of products arrives in Malaysia this week. What lessons

can be learnt from him'?

Firstly, he knew the market well and chose to set up his

plant in New Zealand's biggest market. Auckland. He started

small and with every expectation that he might fail. With that

trepidation, he spotted real opportunities, things he never

anticipated when he began. He was adaptable and flexible enough

to change. Being a technical person, he also had good knowledge

to build his company needs in an effective manner. without

excessive capital investment. He built his business slowly, using

good business management without overextending. Time has paid

off.

CONCLUSION

I hope this has laid a useful background for the important

papers to follow. The technical inputs to successful food product

and process development must never be overlooked.

Merican and yeoh (eds 1995)

Food Agenda 21 Century

5th ASEAN Food Conference Plenary Papers

ROLE OF ASFIN IN DEVELOPING

SMALL AND MEDIUM SCALE FOOD INDUSTRIES

Kil-Hwan Kim

Korea Food Research Institute

Republic of Korea

ABSTRACT

In the Asia and Pacific region. most food industries are small scale and characterized by a low level of technology and

expertise. They are not in a position to conduct their own R&D, Moreover. the majority of findings from food research carried out by

academic and national institutions were not being adequately transferred to those small industries that were most in need of it.

To solve these problems. the Asian Small-Scale Food Industry Network (ASFIN) was created in 199O by the UNDP "Small-

Scale Food Industry Network" Project (RAS/86/03I), As a technical information exchange system connecting five member countries.

namely. Indonesia. Malaysia. the Philippines. Republic of Korea and Thailand. it started a four year long Journey with the purpose of

answering the needs of small scale ,food industries and promoting technology transfer. The Korea Food Research Institute (KFRI) was

selected as the leading institute of the Network by member countries and FAO.

Remarkable achievement was accomplished during the last four years. As the first step. the infrastructure or a regional and a

national network of national food institutions was established and technical support ability and infrastructure were improved through

various activities. As parts of the Network act ivies, five regional coordinating committee meetings. three workshops. one study tour to

Thailand and Singapore as we!1 as joint research on fermentation of stretchy substrates were carried out. and two scientists from each

country worked at KFRI for two months of joint research. The Network was strengthened through a database system between member

countries and publication of a newsletter to guide and assist small-scale food industries in their respective countries. KFRI particularly,

played an important role in the Network by providing experts as well as facilities to member countries.

With the completion of the project. the Network has given food scientists and industrial representatives an opportunity to

become more actively involved with their counterparts in other Asian nations. The development of closer ties and cooperation has also

given the participating Asia countries better access to the rapidly expanding and successful enterprises in the region. Several countries

within the region are now in a position to provide appropriate expertise and to supply small scale food processing machinery.

For the future of the Network. it is essential that specific activities for the international competition of small-scale food

industries should be pursued. A concerted effort should be made to use the Network to improve technology transfer from the

universities and research institutions to small-scale food industries. Finally. ways should be found for dissemination of new processing

technologies and new information on food technology to the industry.

INTRODUCTION as improper handling and storage of raw materials, use of

improper packaging materials and low efficiency of processing

caused by lack of basic know-how and expertise. Such problems

have been identified as constraints in the development of food

Industries in all the countries in the region.

Background

Over 90% of the total number of food industries in the

Asia and Pacific region are small and medium scale. This sector

is characterized by a low level of technology and expertise. It

faces several problems such

The development of the food industry, and especially the

small and medium scale industry, is

140

depend on the research sector. These enterprise do no have a

financial means to carry out appropriate research work and do

not have the expertise to Introduce new or improved

technologies on their own. They rely on the research sector for

the technology developed as well as for its transfer

However. until recently the food research institutes in

the region were not very concerned with technology transfer and

very few of their research findings have found broad

applications to small-scale food industries. In fact. because of

lack of financial means, a large proportion of research results

had not been pilot tested and related techno-economic feasibility

including marketability of newly developed products had not

been reviewed, thus making it difficult to apply the results to

actual production sites.

FAG noticed that the remarkable growth of the food

processing industries in the Republic of Korea was attributed to

effectiveness of the Korea Food Research Institute's (KFRI)

capability for technology transfer. Thus they decided to extend

this type of technology transfer system and establish a

mechanism for intra-regional technical cooperation through

discussion with five Asian countries, namely, Indonesia.

Malaysia, the Philippines, and Thailand including the Republic

of Korea. The project started in November 1989 with the

support of UNDP and FAG as a -l-year project.

Objectives The Asian Small-Scale Food Industry Network (ASFIN)

was created to better answer the needs of small-scale food

industries and promote technology transfer through the

cooperation and complementary efforts between the national

food research institutes in the region.

To achieve the desired results, the Network established

the following immediate objectives:

a) To establish an infrastructure of regional and national

network of food research and technology institutions

- to catalogue and prioritize technological constraints to

the development of small-scale food industry

- to work in cooperation on a regional basis on the

dissemination of solutions and technology transfer

b) To assist in developing cooperative programmes on

designing, testing and demonstrating the appropriate food

processing technology within the participating countries

C) To facilitate the exchange of information on

technological changes and market potential off small scale food

Industries. for the benefit of policy makers and research and

extension workers and potential, for the benefit or potential users

of the new technology

ACTIVITIES OF THE NETWORK

Establishment of the network

The following food and technology research institutions

have been identified in each country as representatives of the

Network. KFRI was selected as leading institute of the Network

by member countries and FAG.

Indonesia: Central Research Institute for Food Crops

(CRIFC), Agency of Agricultural Research and Development

IAARD), Ministry of Agriculture

- National Coordinator:

Dr. Ahmad Dirnyati

Head, Research Programming Division

Malaysia: Fooel Technology Research Centre, Malaysian

Agricultural Research and Development Institute (MARDI)

- National Coordinator:

Mr. Adinan Husin

Director. Food Technology Research Centre

Philippines: Department of Food Science and

Nutrition, University of Philippines, Diliman

National Coordinator:

Dr. Estrella F. Alabastro

Executive Director. Philippines Council for Industry and

Energy Research and Development

Republic of Korea: Korea Food Research Institute (KFRI)

- National Coordinator and Regional Coordinator:

Dr. Kil-Hwan KIM Vice

President (KFRI)

Thailand: Institute of Food Research and Products

Development (lFRPD), Kasetsart University

- National Coordinator:

Dr. Saipin Maneepun

Director, IFRPD

Regional coordinating committee

meetings (RCCM)

The Regional Coordinating Committee consists of the

Regional Coordinator (RC) and National Coordinators (NC).

Each participating country nominated a government official to

coordinate the R&D activities within the country as a NC and the

NC of Korea played the role of RC of the Network.

141

Exchange of scientists

An exchange of scientist was intended to pursue Joint

research and required h,1 food Industries of member

countries. Two persons horn each member country visited KFRI

to carry out their Joint research activities and they produced good

results from their laboratory work,

During the visit to KFRL scientists from member

countries carried out following laboratory work,

Effect of Process Variable on Target Parameters In

Extrusion Cooking of Corn Grits hy Twin-Screw Extruder

- Ms. Kunda Dul a s Meihura. sukarnandi Research Institute

for Food Crops (Indonesia)

Production of Brown Rice Beverage

- Ms. Endung Y Purwani, Sukarnandi Research Institute for

Food Crops (Indonesia)

Screening of Bacteriocinogenic Lactic Acid Bacteria from

Sikhae

- Nom Hayazan Mohd Din, Food Technolog , Research

Center. MARDI (tvlalaysial

Application of Amyla and Amyloglu cosidax to Korean

Rice Wine

- Ms. Myran Benita V Zamora, Department of Food

Science and Nutrition, University of Philippines (Philirp)

Enzymatic Modification of Barley Starch for the Production

of Yoghurt-like Product

- Ms. Norm ah Aha mad, Food Technology Research

Centre. MARDI (Malaysia)

Lactic Acid Fermentation of Sweet Potato

- Ms. Ch ak am as Wong khalaung , IFRPD.

Kasetsart University (Thailand)

Screening of Bateriocinogenic Lactic Acid Bacteria

- Mx. Mal ai Bconyaratanakornki t. IFRPD, Kasetsart

University (Thailand)

KFRI provided the facilities and expertise for the

laboratory work and the participants also visited food industries

in RoK,

Computerized Information Exchange

This activity was to adapt modern computer technology

to the collection and dissemination of information, ASFIN

database system was established in all the member countries by a

visiting FAO computer consultant to each country,

Using this system all members countries input data of

the research scientist and food researches institute, research paper

and data collected by this system were exchange in diskette format

and the trade and equip data base also distributed to member

countries . members countries can accumulated more data trough

ASFIN Database System

The computer equipment for the ASFIN Database System was

installed in each country by the project fund and the training course

for the operators of the system was also curried out with I ()

participants during 2.1 - 28 Novembcr, 1992 in Bogor. Indonesia,

Newsletter

As a publication of Network information, it was published

twice in a year and has been distributed to all NCs, The ASFIN

Newsletter sent to the NCs was also distributed to food industries

and research institutes in member countries,

The Network newsletter is published by MARDI. the

Malaysia focal point of the Network. After completion of the

Network project by UNDP, the publication will be continued with

the support of MARDI and FAO/Rapa

IMPACT AT THE NATIONAL

LEVEL

Indonesia

The experience gained by the Central Research Institute

for Food Crops (CRIFC) in coordinating research and

development activities has been enriched by its involvement in the

Network. Its role as the national focal point of the Network has

improved its cooperation with other institutions within Indonesia

and has helped it develop a national information network,

The participation of scientists in international joint

research has been a useful tool to encourage participation of

diverse research groups, The embryo regional database has

triggered the interest of the collaborators,

CRIFC has also improved its capability in building closer

ties with other bodies. particularly with the private sector. Visits by

private entrepreneurs to CRIFC for technical consultations have

increased as has invitations for CRIFC's scientists to visit private

enterprises,

143

Malaysia

\\ith the implementation of the ASFIN Data base System.

MARDI is now able to provide the local Industry with listings of

the food industries. fields of the food industry. The local industry,

can now obtain information on food processing and post-harvest

technology in a more systematic way.

The researchers, on the other hand. can now arrive at

better decision making by using information in the databases

provided by the Network. Information kept in databases is used

to give. advice to the local entrepreneurs more systematically.

The extension arm of the Food Technology Research

Centre of MARDI is now better equipped to use current as well

as new information on food sciences and technology obtained

from member countries to carry out their activities.

Philippines

With the establishment of the national network.

consisting of R&D institutes and food industry associations.

communication and cooperation between R&D institutes and the

food industry have been improved. The outputs of the Network.

such as the database on the research and the experts. have been

made available to food companies and government agencies.

The Network has likewise strengthened the linkages

among research institutions. such as that between the Philippines

focal point and Philippines Council for Industry and Energy

Research and Development. which is the body mandated to plan

and monitor the national R&D programme for all industry sectors

including the food industry.

Republic of Korea

The Korea Food Research Institute was already the

national focal point for the transfer of technology related to the

food industry. KFRI also had a national infrastructure integrating

the membership of food companies. This Network has helped

formalize and integrate existing activities into a broader, regional

context.

Actually, KFRL being the leading Institute of the

Network, has not benefited in the same way as other member

countries, but KFRI is dedicated to transferring technology to

member countries through study tours, workshops, scientific

visits, and joint research. At the same time, the understanding of

KFRl's staff members on the importance of technology transfer

were increased through the Network activities.

Thailand

The Institute of Food Research and Product

Development IFFRD) at Kasetsart University has un important

role In the development 01' small-scale food industries in the

country.

The Network has been extremely useful In

.strengthening the capability of the IFRPD to integrate activities

into a broader context and provide pertinent information to

scientists and formulate national research guidelines and

continuously develop food industries productivity

CONCLUSION

The Network has given food scientists and industrial

representatives of member countries opportunities to be more

actively involved with other Asian nations. The development of

closer ties and cooperation through the Network has also given

the participating Asian countries better access to the rapidly

expanding and unsuccessfully enterprise, in the region. Several

countries within the region are now in a position to provide

appropriate expertise and supply small scale food processing

technology.

In particular. the database created and the awareness of

the functions of the Network have stimulated the process of

private c sector development in the region. By better defining the

needs of end users and by providing information on the full range

of technology options to solve food industry problems. the

Network h a s provided the region with a mechanism both for

developing new capacities and for upgrading its existing ones.

The activities that took place between 1989 and 1993

maybe considered as the beginning of an important regional

network. The Network should continue its activities in order to

take advantage of past achievements and retain the momentum

and good will that has already been accumulated. It is expected

that benefits of past activities will begin to accrue over the next

few years.

The experience of the Network has been very

positively assessed by all participants. However, there is still a

defined need for external assistance to continue with the activities

that have been projected. There will also be a need for financial

assistance in the start-up phase for the joining of other developing

countries to Network and to support the Regional Network

meetings and training workshops.

144

New Areas of Cooperation

The harmonization of standards

Now that functional Network has been established in

the region, it is essential that specific activities to increase

international competitiveness of small-scale food industries should

be pursued. Among the most important of these would be the

harmonization of a wide range of food quality and identity

standards. If value added processed products from the region are to

attain the degree of international credibility required for a

competitive market place, standards of identity and product quality

must be harmonized with international levels. For the

harmonization. the analytical standards and methods of analysis

within the region should be standardized through a system of

collaborative laboratory analysis to ensure that all organizations

obtain the same qualitative and quantitative result when faced with

identical products. These activities are essential for the national

and international market development of products from the region,

and could best be carried out through the use of an intact and

functional Network

Technology transfer

A concerted effort should be made to use the Network

to improve technology transfer from the universities and research

institutions to small-scale food industries. Ways should be found

for dissemination of new processing and technology. as well as

information on recently developed food machinery to the industry

through continuous Network activities.

Regional network

The Network ,should he expand to include additional

countries in Asia and Pacific rim such as Australia New Zea1land.

China. Myanmar. and North Korea. This would also permits the

eventual participation of some developed countries who may

provide technical and possible) bilateral financial support to

Network activities Private commercial organizations as well as

governmental bodies may also be involved.

National network

The inclusion of more extensive database material, to

cover food industries. regulations and resources of human and

material will add value to the National Network. Becoming a

gateway to the country's food industry, it will also support the

National Networks participation in the Regional Network. It will

be in the interest of each NC to maximize the national network

participation in the regional Network.

Future assistance

The function of the Network is being suspended with the

finalization of the 1st phase of the project carried out under UNDP

financial support and KFRI's matching fund. Until the participating

governments agree to fully fund the Network themselves. further

external assistance will be necessary and IS recommended. This wi

11 be needed both to continue with the present activities or the

Network and to help in the participation of new nations. The extent

or further assistance was assessed and found to. be necessary by

member governments in collaboration with donor agencies. The

assistance of FAG in donor identification is also sought.

145

Merican and yeoh (eds 1995) Food Agenda 21 Century 5th ASEAN Food Conference Plenary Papers

R&D IN SMALLAND MEDDIUM SCALE FOOD INDUSTRIES

Adinan Husin

Food Technology Research Centre

Malaysian Agriculture: Research and Development Institute

ABSTRACT

Raw materials have to undergo certain forms of treatments/processes in order to store them and nuke them more available to the masses

throughout the year This is the basic challenge facing developing countries in their pursuit/attempt to make food more readily available, Research and

Development (R&D) have been ~Accepted as tools to achieve this challenge,

It is noted that in developing countries, research institutes have been established with the hope that they could play their role in producing

technologies that would bring about drastic ch~lI1ges and hence making them at par with the developed countries of the world as far a,,, food

availability is concerned, On man) occasions. this has not been the case, It is ironic that many of us In the ASEAN region focus on R&D in order to

produce food that meet the standards of the importing countries which has resulted in food of "expo quality" while the domestic markets have to be

content with similar food of lesser quality,

R&D orientation of the developing countries should first address the basis needs 01' producing enough quality food for their populations,

Research should be geared towards maximizing the use of available raw material for producing quality food and subsequent development of

technologies to upgrade the capabilities of producing food for the country, Adoption and later adaptation of technologies should be considered seriously.

in order !o leapfrog the countries abilities to produce, rather than spending time concentrating on developing indigenous "technologies", the process of

which are hindered by the technical inability of the ,scientists themselves.

INTRODUCTION

Member countries of the Association of Southeast Asian

Nations or ASEAN have been experiencing very dynamic growth as they

approach the 21 " Century, These countries, comprising of Brunei.

Indonesia, Malaysia, Philippines, Singapore and Thailand, had over the

last 20 years developed progressively to achieve the new industrialized

nation status. The total population of some 320 million people in this

region have made the demand for food very important not only as the

basic necessity of life but also in certain cases as a commodity for export,

The capability to produce raw materials as well as to become major

exporters of food items has been well demonstrated in the area of canned

tuna. processed pineapples and processed fishery products to name a few,

Since food being exported in most cases need to meet some of the most

stringent requirements of the importing industrialized nation, it will be

very sad if the region is

not able to supply its own 320 million people with similar high quality

food. This is the dilemma which is currently being faced by the local food

processors. a dilemma that needs to be overcome if the region is to

produce food that is of the highest quality possible.

SCENARIO - FOOD INDUSTRY

The ASEAN region with more than 320 million people is able to

produce enough food for the region and in cases like Thailand, is not

only. able to produce enough food to feed some 60 million people but is

also the biggest producer and exporter of basic commodities like rice and

starch. They have also become the biggest producer of processed

pineapple products and fishery products, among others. It is interesting to

note that this region is able to produce food for the world while

maintaining the balance of domestic needs and exports in a very well

managed manner. Nonetheless, while many of the big food companies,

both local and

136

Even in these days of modern technology) it is still common in the developing countries to hear thus the farmers are the "food producers",

Changes have to be made to align the thinking of the government and the policy makers to differentiate between raw material producers with those who

produce food for the masses, Science aim technology have been accepted as a means to foster production of both the raw materials as well as "food",

multinational produce food for the export market the local needs

being supplied by thousands of small and medium scale food

factories case in point is valid a country with 10 million people

and a food indoor worth some RM0 billion (USSI = RM2.o),

which" blessed with some 15,000 small scale food companies

producing about Sock of the food locally consumed. These small

factories produce a multitude of domestic home produce and

products. It is factories like this that is the subject of interest 01'

the R&D activities of' many research institutes and universities in

the region.

Small scale food factories are defined differently in

the various countries in the region, In Malaysia, a small scale

food factory may be defined as one that has a total investment

not exceeding RM500,OOO and employing less than 2S people,

It is noted that in many cases small industries in Malaysia

employ less than 10 workers.

Problems of the small industries

While small industries have the capability to produce

food for local consumption, most of them are now facing

challenges that may subsequently change totally the concept of

food production. In many developing countries in the world and

in some cases in the ASEAN region, fanners who grow crops are

also encouraged to process the raw material they produce in

order to improve their income. The burdens placed on these

farmers are tremendous. It is most unfortunate that even in this

modem world there arc people who still believe that it is the

responsibility of the farmers to produce food for the country,

This mentality needs to be changed, and rapidly too especially in

these countries in the region, What we are emphasizing here is

that the enterprisers should get involved in food processing while

the farmers concentrate on producing raw materials,

The small industry in this region functioned by

utilizing technologies inherited from their forefathers or became

food processors by learning the arts of food processing, As such

it is very common to see food of similar design being produced

throughout the country. This has resulted in low productivity and

lack-luster production performance of these small industries,

Products manufactured by these small factories lack imagination

and very stereotyped in appearance. Production of food is a one

way processing method resulting waste that pollute the

environment and in many ways is cost ineffective. This

inefficient usage of raw materials sometimes contributes to the

poor performance of the industry. In addition, the small scale

food industries also lack the R&D capability that they need to

progress further. The small industries, in many cases, do not

have R&D capabilities as they cannot afford the investment

required to provide adequate facilities and qualified manpower.

SCENARIO - R&D CAPABILITY

It has been said that R&D is a tool that can help

developing countries to develop their industrial capability over a

period of time. In the case of food science and technology, the

R&D component had been shown to transform many developed

countries become self sufficient in food but also to efficiently

produce food of the highest quality at a relatively competitive cost

hence making them more available to the population at large,

The developing countries are fully aware of the role that

R&D has played and thus unanimously capitalized on the idea of

having research institutes and universities to carry out R&D

activities which can lead to the production of better quality food.

However, in this region, it is not uncommon to see that futuristic

research being carried out at local R&D institutes and universities

while the food industries are still lagging far behind

technologically. There is a need to recognize the importance of

R&D to address the reality of the nation, It is of utmost

importance that a country should develop its local food industries

to the highest possible standard and make food readily available

to the masses before considering exporting food of "export

quality", It is most unfortunate that food of "export quality" that

meets the high quality standards of the importing countries are

being exported while the domestic market has to be content with

lesser quality products.

R&D NEEDS

In order to be an efficient food producer. a country

should focus on R&D needs that will enhance its ability to sustain

production of agricultural materials coupled with the ability to

continuously produce food products, The first step that needs to

be done is to ensure that whatever capability a country has to

produce raw materials, is done efficiently and cost effectively, It

has been reported that developing countries suffer from lack of

ability to handle raw materials that they produce effectively, Thus

the need for an effective, realistic post harvest system is first

needed,

Post harvest practices

It has been reported that post harvest losses 111 Malaysia

for the crop paddy is 9%~whilepostharvest losses for vegetables

and fruits ranges from 20 to 40%, On the other hand, losses

because of improper handling of fish can be as high as 20% in

the case of Malaysia, If these losses can be further minimized, not

only will there be an increase of available raw materials but this

will also contribute to consistent prices offered for these

commodities. R&D needs for post harvest systems should first

and foremost be directed towards helping

137

c. d.

I I

I

Benarkah IKS sukar mendapatkan pinjaman? Isu rru

dibincangkan di Seminar Kebangsaan Mengenai Pem-

bangunan IKS Menerusi Vendor dan Program Subkontrak,

2-3 September lalu.

I: U

KESUKARAN mendapatkan pinja- man punca Bumiputera terbabit dalam industri kecil dan sederhana (lKS) gagal merebut ~

,Ruang perniagaan dan menembusi

faktor korporat. Adakah ini benar atau ia

alsan usahawan? IKS suatu ketika dulu

industri belakang rumah tetapi kini Jggak

sektor pembuatan dan pengeluaran negara,

penggerak utama ekonomi Malaysia masa

depan. Menjelang 2020, IKS dijangka

menyumbangkan 50 peratus barangan nii lai

ditambah bernilai RM120 biIion, gunakan

70 peratus tenaga pekerja, dan mewakili 50

peratus keseluruhan pelaburan dalam

negara. Pada 1994, sektor pengilangan

menyumbangkan 45.8 peratus pertumbuhan

keluaran kasar negara (KNK). Sekitor

keluaran nilai ditambah meningkat 36

peratus pada 1994 berbanding 12.9 I eratus

pada 1993, lantas meningkat sumbangan

KNK daripada 30.1

i oeratus kepada 31.5 peratus.

I'eningkatan 9 peratus pad a 1994 adaj

.•kenaikan terbesar pernah dicatatI

kan sejak 1976. Ini menunjukkan keku-

uhan industri negara bersaing di pa

aran global. Kini Malaysia negara

perdagangan ke-17 ter- besar di dunia. Selaras

dasar menuju ke era per

sumbangan .negara kepada

perdagangan dunia

dijangka Items kukuh dan

cergas, didorong

pertumbuhan pesat sektor

IKS.

Narnun, masih terdengar- Soong Siew Hoong

ngar rungutan bahawa

usahawan, khususnya Bumiputera, sua

ar menembusi pasaran tempatan, apatah lagi

dunia, kerana kekurangan

bantuan institusi kewangan dan agensi

dan IKS Menerusi Vendor dan Program

subkontrak di Maktab Kerjasama Mara;rsia,

Petaling Jaya, anjuran Universiti Islam

Antarabangsa dengan tajaan Proton dan

BSN Commercial Bank.

Naib Presiden Dewan Perniagaan Melayu

Malaysia (DPMM), Abdul

t t

I

; d

I

;

Susah Senang

BiayaiIKS Oleh Nurkhairiyah Abdullah

luang subkontrak atau pembekalan

menyebabkan usahawan sukar mengetahui

potensi pembabitan, syarikat menawarkan

subkontrak, dan firma sokongan. Datuk Soong pula berkata kekurangan

publisiti juga menyebabkan kemudahan

penyelidikan dan pembangunan (R&D)

disediakan kerajaan dan agensinya tidak

digunakan sepenuhnya oleh usahawan. Pada

masa sarna, katanya statistik sumber

manusia, pengeluaran dan jualan bagi IKS

berdaftar dengan jabatan kerajaan, juga tidak

lengkap. "Kesukaran mendapatkan data tepat

mengenai IKS menyukarkan sektor swasta

meninjau perkembangan sektor terbabit,

menyebabkan masalah berkaitan IKS sukar

dikenal pasti, jauh sekali diambil tindakan

susulan," katanya. Berbanding Jepun, Korea Selatan, Taiwan

dan Hong Kong, IKS di negara ini masih

'rnuda'. Banyak IKS yang merupakan

perniagaan milik tunggal dan milik keluarga.

Justeru, kakitangan biasanya tidak dihantar

mendapatkan latihan teknikal atau

vokasional. "Kekurangan sumber tenaga manusia

mahir menyebabkan pekerja profesional

sukar diperoleh, akibatnya pengeluaran

'terencat' dan tiada keberkesanan kos,"

katanya. Bagi mengatasi-rnasalah itu, Soong berkata

pemilik IKS perlu menghantar kakitangan

menyertai latihan penyeliaan dan pengurusan.

Tidak wajar bagi pemilik atau pengurus

pengeluarannya membuat segal a keputusan

mengenai pengeluaran termasuk reka bentuk

dan pembangunan, kawalan mutu, penye- .

Rahman Maidin daIam kertas kerja bertajuk

'Masalah dan Prospek' berkata walaupun

sebahagian besar institusi kewangan

menyediakan kemudahan kepada IKS,

namun masalah kewangan masih

'rnenghantui' usahawan. Mereka sukar

mendapatkan pinjaman modal kerja,

membesarkan syarikat dan mempelbagaikan

kegiatan kerana institusi kewangan enggan

menawarkan kredit dengan anggapan

penerokaan baru berisiko tinggi.

Katanya, ada institusi yang tidak

mengumumkan skim dan kemudahan

ditawarkan. "Malangnya,

ada usahawan yang tidak

mengetahui langsung ke-

mudahan yang disediakan,

apatah lagi memohon untuk

mendapatkan bantuan

terbabit, menyebabkan ada

skim tidak digunakan

sepenuhnya oleh IKS,"

katanya. Naib Pengerusi Perse-

kutuan Pengilang Malay-

sia (FMM), Datuk Soong

Siew Hoong dalam kertas kerja 'Cadangan

FMM: Pelan Tindakan Kebarigsaan Bagi

IKS', turut bersetuju dengan teguran

DPMM. Di samping itu, kat anya borang

permohonan perlu d ipermudah dan

ketiadaan cagaran tidak dijadikan halangan

besar meluluskan permohonan usahawan.

Justeru itu, kerajaan perlu memastikan

prosedur permohonan mendapatkan

pinjaman dipermudah.

DPMM juga men genal pasti kekurangan,

data komprehensif mengenai pe-

f

r J

~ j

t

t

F

a

n

r

: j

:

a

Membangunkan Iks Intra

Asean

SEKTO R per indus trian Asean

.semestinya sudah bersedia bersaing di luar

rantau ini. Ketua

Pnyelidikan dan Pembangunan, .Kementerian

Koperasi dan Perniagaan Kecil Indonesia, Prof

Dr Soeharto Iprilwirokusumo, menyifatkan

pasaran

Asian bagai lautan yang kian bertanbah

besar, mencabar dan kompelitif.

Menurutnya, demi menghadapi ,keadaan itu,

sektor perindustrian

Asean harus melaksanakan proses oeubah an

sikap dan mencari pengalanan baru.

Perubahan ini tidak boleh

kubu di sesuatu peringkat tertentu saja ,

tetapi mesti membabitkan semua kerajaan dan

industri. I Beliau berkata demikian dalam kertas

kerja Mewujudkan Hubungan Strategik , )i

Kalangan IKS Di Negara Asean pada .orum

Perniagaan Asean-Asia Timur

di Pusat Dagangan Dunia Putra (PWTC)

Kuala Lumpur Ogos lalu.

Menurutnya, kerajaan sebagai penggubal

dasar perlu bertanggungjawab dalam

memastikan penyaluran khidmat lasihat dan

maklumat, selain mernllantu mengatasi

masalah industri kecil diln sederhana (lKS)

dalam reka untuk, kawalan mutu, teknologi

baru lim rislkan maklumat pasaran.

Selain meneliti dan mengenal pasti lemahan

syarikat, penggubal dasar di peringkat

Asean perlu mempertimIngkan

kemungkinan mewujudkan

krikatan strategik khusus untuk rembantu

syarikat terbabit mewujud,.Ia rangkaian

sesama rakan perniagan di rantau ini, kata

Prawir okusumo.

Walaupun banyak perikatan diwujud.. an sebelum ini, banyak juga yang gagal

ana faktor sasaran perhubungan

--

Oleh Nurkhairiyah Abdullah

at au rangkaian dan tindakan bersama untuk

menjamin kejayaan pakatan seumpama itu

tidak diberi perhatian.

Beliau turut mengenal pasti 10 bidang,

termasuk kerjasama dalam penyelidikan dan

pembangunan, pernbangunan produk secara

bersama, perjanjian mendapatkan sumber

untuk jangka panjang, pengeluaran bersama,

pemasaran bersama, mewujudkan syarikat

usaha sarna, pelarasan standard dan

subkontrak yang boleh diterokai untuk

mewujudkan pakatan itu.

Perdana Menteri, Datuk Seri Dr Mahathir

Mohamad ketika merasmikan forum

berkenaan juga mengesahkan hubungan

rantaian antara IKS dengan firma gergasi di

Asean masih lemah berbanding Jepun dan

Korea.

Beliau mencadangkan supaya IKS di

Asean belajar daripada sesetengah negara

Asia Timur terutama Jepun untuk membentuk

hubungan antara IKS dengan kilang lebih

besar dalam bidang yang sarna.

Menteri Perdagangan Antarabangsa dan

Industri, Datuk Seri Rafidah Aziz yang

mengakui hakikat ini berkata, kekurangan

dan keterbatasan aliran dan penyaluran

maklumat adalah antara punca hubungan

rantaian IKS dengan rakan niaga lebih besar

di kalangan negara Asean tidak begitu

mantap.

Kegagalan untuk mewujudkan hubungan

rangkaian itu menghalang peningkatan

keupayaan memaksimumkan kerjasama

dalam bidang ekonomi terutama sektor

perindustrian, katanya.

Penolong Pengarah Pembangunan lndustri,

Sekretariat Asean, Noordin

Azhari dalam kertas kerja Pelaksanaan Skim

Program Kerjasama Industri Asean (Aico)

berkata, pertumbuhan dan perkembangan

ekonomi global baru akan dipengaruhi oleh

tiga kuasa: pergerakan memperkenalkan

sistem perdagangan pelbagai hala berdasar-

kan tarif lebih rendah dan pasaran bebas;

pendekatan dan pengenalan teknologi baru;

dan liberalisasi pasaran.

Beliau berkata, ketiga-tiga kuasa berkenaan

mendorong pertumbuhan pasaran ekonomi

bebas tidak terhad, tiada sempadan

berperingkat global. Pertumbuhan ekonomi

sedemikian kini semakin jelas.

Justeru itu , Asean yang turut dipengaruhi

arah ali ran ekonomi dunia akan

memperkenalkan Kawasan Perdagangan

Bebas Asean (Afta) menjelang tahun 2003.

Berikutan penyertaan Laos dan Myanmar

dalam Asean (juga kemungkinan Kemboja),

rantau Asean akan muncul sebagai rantau

paling kompetitif menjelang tahun 2000.

Untuk menyokong usaha berkenaan, Asean

akan memperkenalkan skim Aico sebagai

pelengkap pertumbuhan industri di rantau ini

dan kawasan pelaburan baru Asean yang kini

di peringkat perancangan.

Katanya, hubungan ekonomi Asean itu

dijangka menumpu perhatian ke arah

merealisasikan persaingan sihat dan bebas di

rantau Asean, selain meningkatkan

pengeluaran produk bernilai tam bah dan

berasaskan teknologi lebih canggih untuk

menampung permintaan peringkat rantau dan

dunia.

Afta juga berhasrat mengurangkan

,

e.

Mengemukakan permohonan

I I

Mendapatkan

mak lu ma t

daripada

pemohon

Pemohon Pemohon

Kos transaksi rnembabitkan penyelarasan

prosedur kastam dan tar if . Selaras itu,

rangkaian Pertukaran Data Elektronik (EDI)

akan diguna- kan untuk rnenghubungkan

semua pelabuhan di riegara anggota A e an

Aieo juga boleh digunakan

untuk meningkatkan perda-

gangan dalam Asean dan

ntra Asean (\ihat Carta I). Langkah 3

Mengikut eadangan skim (penilalan)

Aieo yang diputuskan pada

1 November tahun lalu, Aico boleh dilakukan

antara dua atau lebih IKS yang beroperasi di

Asean atau antaa IKS dan syarikat besar di

rantau berkenaan,

mem bab i t ka n sekurang-

kurangnya penyertaan mini- ( negara anggota Asean.

Namun, hanya syarikat yang diperbadankan

dan beroperasi di negara Asean

d ipertim bangkan, selain

mempunyai 30 per at us ekuiti

tempatan dan bersedia ber-

kongsi sumber dari segi industri dan k e g i at a n m e

rn b a b i t k a n ke r j a s a m a industri lain.

Bagairnanapun , semua produk yang dis ahkan dalarn

senarai pelepasan am dan mempunyai tahap kandungan

40 per atus tempatan (Asean) layak memohon. Sebelum

it u, syar ikat yang ingin menyertai skim berkenaan

perIu terlebih dahulu mengenal pasti jenis dan eadangan

produk dan pertukar an serta perkongsian sumber

masingmasing yang termasuk perkongsian teknologi,

pemasaran, sumber manusia

dan industri, sebelum mengernukakan

perrnohonan mereka.

Pengarah Penasihat Perdagangan dan Biro

Latihan Matrade, Mohamed Abdul Halim

Abdul Rahman dalam kertas kerja Pengalaman

Malaysia Dalam Meningkatkan Eksport Oleh

IKS pula berkata, pengeksport perlu mempunyai

pendekatan jangka pendek dan

langka panjang kerana urusan berkenaan

membabitkan banyak risiko.

Bagaimanapun, katanya, kesukaran dan masalah

berbangkit dapat diatasi segera sekiranya syarikat sudah

meng

kaji kemungkinan yang akan berlaku dan

pertimbangan strategik.

Katanya, walaupun urusan eksport hanya

dikuasai oleh segelintir syarikat, ia bukan kelab

eksklusif dan sesiapa dan mana-mana syarikat

boleh menembusinya sekiranya ia mempunyai

produk berdaya maju.

Menurutnya, kekurangan pengetahuan dan p

engalarnan dalam pengurusan, kemahiran

teknologi, maklumat pasaran, pendedahan di

pasaran antarabangsa dan keengganan

membiayai sumber kewangan, antara alasan me-

nyebabkan pengeksport dan IKS gagal

meneroka pasaran antarabangsa.

Kekur ang an pengetahuan dalam menilai

pasaran dan peraneangan serta kawalan pasaran

yang tidakrfiencukupi, juga menjejaskan

keberkesanan perierokaan IKS.

Setelah menyedari hakikat 'pemasaran

mendorong perniagaan', kerajaan mewujudkan

pelbagai bantuan teknikal untuk membantu IKS

dan pengeksport. Pada 1993, ada 11,300 lKS

beroperasi di negara ini dengan 20 per atus dari

padanya pernah mengeksport keluaran

mereka .

Bagairnanapun, nilaian

eksport mereka bukan sa haja keeil malah tertumpu pada

beberapa produk tertentu, iaitu

yang berasaskan kayu , tekstil dan

pakaian, plastik, makanan ,

fabrikasi logam dan barangan ber-

asaskan elektrik.

Syarikat yang dikategorikan

dalam IKS, iaitu mernpunyai

modal berbayar kurang RM2.5 juta

dan mempunyai tenaga pekerja se- penuh masa kurang daripada 75

orang, tidak perlu mendapatkan

lesen pengeluar an mengikut Akta

Koordinasi Industri 1975.

Pengarah Urusan Kurn-

pulan Syarikat Matsushita Air-Conditiong di Malaysia, Ikuo

Miyamoto dalam kertas kerja

Kajian Kes Syarikat Tunjang

Jepun dalam Pembangunan dan

Kegiatan Perolehan di Malaysia

ber kata, kumpulan syarikat berke-

naan kini mempunyai 19 syar ikat di negar a ini dengan 31,291 pekerja,

meneatat perolehan dagangan terkumpul RMl1.

7 bilion dan pelaburan terkumpul RM6.3 bilion

sehingga akhir Mac 1997.

Katanya, pertumbuhan dan pernbangunan

pesat kumpulan syarikat berkenaan turut

disumbang oleh vendor tempatan. Ketika

program itu dirnulakan pada 1972, ia hanya

mempunyai 19 vendor dengan 170 pekerj a, kini

angka itu sudah meningkat kepada 177 vendor

dengan 23,000 pekerja. Kumpulan itu

menjangka mempunyai 195 vendor dengan

30,000 tenaga pekerja, menjelang tahun 2001.

Menurutnya, pada peringkat awal, sekitar awal

1970-an, vendor yang d ilantik dan dilatih

hanya dikehendaki mengikut pemasangan yang

mudah. Bagaimanapun, di peringkat 'remaja'.

vendor terbabit sudah berupaya menyertai

bidang pengeluaran aeuan berasaskan plastik,

getah, str uktur dan logam sehingga ia

meningkat ke alam dewasa membabitkan usaha

meningkatkan tahap penggunaan kandungan

tempatan, pada awal 1990-an.

CARTA 1: ALIRAN PERMOHONAN AICO

f. g.

highest at the ends, where R &D,

design, distribution and marketing take place. These are the types of activities that are generally required to increase the value-added content of an industry's output.

The labor market generally recognizes the fact that people involved in such activities do more to increase value-added in the industry by providing them with higher wages and salaries.

On the lack of R&D in the manufacturing sector, Tuan Haji Ismail said that most companies avoided it because of the risks involved and also partly because of a lack of research personnel.

"In the long run, the cost of buying technology may be higher than the cost of expenditure in R & D. The government has considered the development of innovations and technology as a major national goal as reflected in the Industrial Master Plan (IMP) and the Action Plan on Industrial Technology Development. The private sector's role in R&D towards greater innovation and technological development within industries is crucial," he said.

On the results of a NPC study on the impact of new mana-gement concepts on Malaysian companies, he said customer satisfaction and competitiveness in the global market were the main reasons why the companies were implementing total quality management.

Data from organizations participating in the Quality Management Excellence Award and the Prime Minister's Quality Award indicated that the

Companies also benefited from

improved quality of their Products, cost savings, increase in productivity, reduced staff

turnover and absenteeism.

. Companies which have Implemented advanced auto-mation systems such as CADI CAM and CIM and the new Production technologies such as

"flexible manufacturing systems" and "optimum production tech-nology" said that these have helped to enhance productivity and quality in their organizations.

World-class SMls

It is difficult to define small and medium scale industries as they come in 50 definitions in 75 countries. A world-class SMI, as defined by the International Trade Center (lTC, a United Nations technical cooperation programme), is one which has a clear vision or direction, is prepared to take risk, is innovative and research oriented, continuously improving and has cultural competence.

There are about 30 million SMls worldwide, according to an estimate.

The ITC recently launched a "International competitiveness programme for SMls" which has three aims; develop entre-preneurship, strengthen the competitive capabilities of the enterprise and development of training institutions and support agencies.

"The products generated under the programme will address identified gaps and problem areas frequently encountered by exporting firms," said Gokul R. Naidu, lTC's national consultant, in his paper on transforming SMls to become world class supporting industries.

Firms often lack the experience, financial and operational skills to break into the export market. The programme will address this with practical business management aids which can be applied by in-dividual enterprises directly or with the assistance of a training institute to improve their ability to compete more effectively in the international market.

Mr Gokul hopes to see

Malaysian SMls take advantage of the ITC offerings. "No amount of support will produce results if the offerings are not taken advantage of. Here, in Malaysia, the incentives and facilities are enormous. People need to move to be competitive in order to gain a niche. Perhaps, more information and support will be useful," he said.

"In a globalize market, SMls will be demand driven and compete for business. It will be useful to be pro-active. This cannot be achieved without information about the market needs, understanding technology and the status changes between intermediaries and customers."

He suggests that Malaysian SMls examine the following ideas for practical applications:

• Globalization of international

marketing will have a major incidence on capacities of individual enterprises to compete with the "best".

• Best practices become the norm - the ability to produce, manufacture and deliver conformed international quality standards will be a prerequisite for success. Go for quality.

• Develop strategic positioning as applied by individual positioning in terms of finding comparative advantages.

• Narrower fields of specialization and more sharply defined activities and programmes on the product market/grid.

• Learn technology from the masters.

• "Successful entrepreneurs are by necessity and natural inclination, superior learners and superior teachers - they do this every day."

• Establish a network for information.

h. i.

.. IKS PEMANGKIN PROSES PERINDUSTRIAN NEGARA

pengusaha IKS hendaklah melibatkan diri dalarn industri berteknologi tinggi seperti elektronik, robot, pembuatan komponen kapalterbang dan sebagainva.

MENURUT Dr. Umar Chappra

dalam bukunya "Islam and the

Economic Challenge ", proses

perindustrian hendaklah dimula-

degan mempunyai asas Industri Kecil

Sederhana (IKS) yang kukuh. Keberan

IKS dari sudut membantu proses

dustrian telah dibuktikan dengan oleh

Jepun, Taiwan dan Korea,. <: pada amnya dikuasai oleh pelabur

:andan dianggarkan bahawa pelabur

tan membentuk 93 peratus daripada Ii

Malaysia. Kerajaan merancang Via

menjelang tahun 2020 (selaras 10

OPP2) IKS akan menyumbangkan

ams produk nilai tambah yang bernilai

lira 120 bilion 70 peratus dari jumlah dan SO peratus dari jumlah pelal :S kini tidak lagi dianggap sebagai ~ard

industries" dan ramai pihak telah I

mengakui kepentingan IKS sebagai

:kin kepada pembangunan industri ~a,

Dato" Seri Dr Mahathir Mohamad

ucapannya, "Malaysia: Jalan maju ke pan (Wawasan 2020)" telah membin-

an dengan jelas peri pentingnya IKS a

pembangunan negara.

merupakan industri pelengkap dalam

,perindustrian sesebuah negara. Seba- IUdustri pelengkap, IKS bertindak

bekalkan komponen-komponen dan

gan separuh siap yang diperlukan oleh berat dan syarikat multinasional Ie),

Tanpa mempunyai asas industri ,kap yang kukuh, proses perindustrian

all negara akan pincang kerana negara

,uaan akan menjadi terlalu bergantung

oleh RAMZEE CHE OMAR

kepada negara luar untuk mendapatkan

komponen-komponen yang diperlukan. IKS juga telah menjadi tempat bagi

usahawan-usahawan yang barn menceburkan

diri dalarn dunia perniagaan untuk menimba

pengalaman. IKS dengan sifatnya sebagai

industri yang berorientasikan buruh hanya

memerlukan modal yang sedikit untuk

memulakan perniagaan berbanding dengan

sektor industri yang lain. Kebanyakan

syarikat yang besar dan terkenal seperti

Bonia (Malaysia) dan Sony (Jepun) bermula

dari IKS. IKS menyediakan peluang pekerjaan yang

lebih banyak dari sektor industri yang lain

kerana ia adalah industri yang berorientasikan

buruh. Para pengkaji seperti Chee Peng Lim

dan Schumacher meletakkan ciri ini sebagai

penyebab utama IKS sesuai untuk negara

yang sedang membangun yang mempunyai

kepadatan penduduk yang tinggi. Para pengkaji sosial berpendapat IKS

dapat membantu sistem pengagihan pen

dapatan di kalangan masyarakat dengan lebih

adil. Syarikat besar cenderung menghasilkan

pendapatan yang tinggi tetapi hanya dikuasai

oleh sebilangan kecil pemegang saham

sahaja. Sebaliknya IKS dengan sifatnya yang

berorientasikan buruh dan bilangan yang

banyak membolehkan pendapatannya

dikongsi oleh banyak pihak. Terdapat pelbagai isu penting dalam IkS

yang perlu diselesaikan sebelum IKS dapat

menjadi mangkin dalam proses perindustrian

Malaysia. Pen gus aha IKS tempatan secara amnya

adalah tertumpu di sektor industri yang

berteknologi rendah. Kajian oleh MITI

menunjukan IKS masih tertumpu di sektor

industri berasaskan makanan, industri yang

berasaskan kayu at au perabot, industri

kejuruteraan ringan dan industri berasaskan

bahan binaan. Jika aliran ini masih berterusan, hasrat

Malaysia untuk menjadi sebuah negara

perindustrian sepenuhnya mungkin tergugat.

Pengusaha IKS ternpatan hendaklah

melibatkan diri dalam industri berteknologi

tinggi seperti elektronik, robot, pembuatan

.komponen kapalterbang dan sebagainya.

Pengusaha IKS tempatan juga hendaklah

menggunakan teknologi tinggi seperti robot

dalam pengeluaran. Penggunaan teknologi

tinggi adalah penting kerana penggunaan

teknologi seperti ini akan dapat meningkatkan

kualiti barangan yang dikeluarkan Untuk menempuh cabaran era globalisasi

dan pasaran bebas, IKS bukan sahaja dapat

menawarkan barangan yang murah, tetapi juga

barangan yang berkualiti tinggi. Barangan

yang dikeluarkan oleh industri yang

berorientasikan buruh selalunya tidak

konsisten dalam kualitinya. Penggunaan teknologi tinggi seperti robot

dan komputer memang tidak dapat dielakkan

lagi memandangkan masalah kekurangan

tenaga kerja mahir yang dihadapi oleh semua

sektor industri. Penggunaan teknologi tinggi

oleh IKS, secara tidak lang sung akan

membentuk acuan bagi memperkembangkan

teknologi tinggi di Malaysia (teknologi

dalaman) yang beridentitikan tempatan.

Masalah mendapat pembiayaan modal

dikatakan menjadi penyebab utarna IKS

terlibat dalam sektor industri yang

berteknologi rendah. Industri seperti makanan

atau perabut tidak me merlukan modal yang

ban yak kerana ia adalah

j. k.

lain yang patut dibimbangi dan proaktif dalarn mencari

oleh kerajaan Malaysia ialah insentif yang berxesuai an

kekurangan modal denga industri , dan tidak

pada sernua peringkat kerna- boleh lagi berharap insentif hiran dan kelernahan struktur itu datang bergolek kepada

asas industrinya. Masalah ini mereka, Mentaliti "backyard

jika tidak diatasi mungkin akan industries" dan pasaran do- rnenjejaskan pelaburan asing

mestik hendaklah diubah, dan proses perindustrian diPengusaha-pengusaha Bumi-

Malah putera yang berjaya. Bilangan institut latihan lamanya dari sektor korporat

perindustrian dan kemahiran hendaklah rnembantu peng- usaha IKS Burniputera yang

`seperti IKM hendaklah ditambah. Kerajaan negeri hendaklah barn bertapak dengan meng- mengambil insentif sendiri di ambil syarikat-syarikat IKS dalarn menubuhkan pus at latih- ini sebagai

"syarikat angkat". di negeri masing-masing. Mereka boleh Mereka boleh mengambil contoh sistem

mengambil contoh kerajaan negeri Pulau "Keirestu" di Jepun.

Pinang yang menubuhkan Pusat Pemba- Sistem vendor dan sub-kontrak merupangunan Kernahiran

Pulau Pinang (PSDC). kan jalan penyelesaian yang baik bagi

Pusat ini agak unik kerana syarikat mengatasi masalah pasaran bagi pengusaha multinasional telah

bekerjasama dengan IKS tempatan terutama pengusaha Bumikerajaan negeri dan kerajaan pusat untuk

putera.

menubuhkan pusat latihan ini. MNC telah Dengan vendor dan sub-kontrak pasaran rnernbantu dengan

menyediakan bengkel bagi pengusaha adalah terjamin dengan latihan dan makmal. Pusat ini juga unik

rnereka menjadi pembekal barangan bagi berbanding dengan pusat latihan yang lain MNC. Pengusaha

tidak perlu mernikirkan kerana peranannya sebagai pusat untuk Jagi strategi pemasaran dan hanya

perlu kakitangan mid-career untuk menimba ilmu memikirkan untuk meningkat kualiti baraterkini

mengenai teknologi di PSDC. ngan secara berterusan (kaizen). Jika kualiti

Selain mewujudkan lebih banyak pusat barangan ini dapat dipertingkatkan lagi, latihan, kerajaan

hendaklah terus meng- pengusaha dapat membekalkan barangan adakan kempen menggalakkan lebih

ramai yang sama bagi MNC yang lain. Ini akan remaja menceburi bidang teknikal ini. Para dapat

membantu meningkatkan pengusaan remaja dan belia perlu diubah perspeksi pasaran tempatan di

kalangan IKS tempatan. mereka tentang kerjaya "kolar biru" Vendor dan sub-kontrak ini hendaklah

Hubungan intra-industri terutamanya dianggap sebagai langkah pertarna dalam antara IKS dan

MNC hendaklah diperkukuh- us aha pengusaha IKS untuk menguasai kan lagi. Penekanan hendaklah

diberi untuk pasaran. Sebagai contoh, sebuah syarikat memperluaskan sistem "vendor" dan sub- perabot

yang menjadi sub-kontrak kepada kontrak an tara IKS dengan MNC. Syarikat Guthrie. Syarikat ini

apabila sudah mendapat multinasional yang mendapat bekalan pengalaman dan mengenali "business

netbarangan dari IKS tempatan (sekurang- work" dalam sektor industri berkenaan kurangnya 5 I peratus

ekuiti dimiliki oleh hendaklah mengambil langkah seterusnya pengusaha tempatan) sahaja diberi keisti-

dengan menjadi pengusaha "independent". mewaan pengurangan cukai terhadap peni- Kerajaan melalui

agensi-agensi seperti laian nilai tambah. Kerajaan juga hendaklah Pemas Edar dan Besta hendaklah

bertindak mengawal supaya MNC tidak menubuhkan untuk menguasai "big chain supermarket" IKS

mereka sendiri, Langkah membenarkan (upward integration). Dengan ini masalah syarikat asing

menubuhkan IKS di Malaysia pengusaha Bumiputera untuk memasuki "big hendaklah dikaji semula.

chain supermarket" dapat diselesaikan .

Peralihan paradigrna adalah penting bagi Sistem franchais hendaklah diperkernbangpengusaha IKS

terutamanya pengusaha kan lagi. Adalah dicadangkan supaya Pernas Bumiputera. Mereka hendaklah

mengubah Edar dan Besta mewujudkan sistem franchais sikap yang terlalu .bergantung kepada kera-

bagi "rectailing" dan "supermarket" bagi jaan. Mereka hendaklah berusaha sendiri mencapai tujuan

tersebut. G

Institusi kewangan hendaklah tidak begitu ketat dalam meletakkan syarat pinjaman bagi IKS

.

IKS PERLU JAGA KUALITI

Untuk Terus Maju

Rencana SAIFULAMRI M

HUSSAIN Foto WAN ZAMRI WAN

ISMAIL UALITI merupakan tonggak uta-

rna bagi menarik pelanggan un

tuk mendapatkan barangan ataupun

perkhidmatan yang disediakan oleh

sesuatu syarikat. Ini kerana kualiti

yang baik akan memberikan kepuasan

dan keselesaan kepada pengguna yang

menggunakan sesuatu barangan atau

perkhidmatan.

Menyedari hakikat betapa pen-tingnya kualiti, Kementerian Perda-gang an Antarabangsa dan Industri yang terlibat dalam penyeliaan pro-gram Industri Kecil dan Sederhana (IKS) mempertanggungjawabkan Per-badanan Produktiviti Negara (NPC) untuk mengawasi produktiviti dan kualiti produk yang dikeluarkan oleh para pengusaha IKS.

Menurut Pengarah Direktorat Pembangunan IKS, NPC, Tuan Haji Osman Ismail, tugas yang dipertang-gungjawabkan kepada NPC adalah membantu para pengusaha meningkat-kan produktiviti dan kualiti keluaran mereka. Dengan adanya pengawasan dan bimbingan dari NPC, IKS diharapkan akan berupaya menjadi lebih berdaya saing serta mempunyai program

Dengan adanya

pengawasan dan

bimbingan dari NPC, IKS

diharapkan akan berupaya

menjadi lebih berdaya

saing serta mempunyai

program pembangunan

produktiviti dan kualiti

yang baik

• Tuan Haji Osman Ismail, Pengarah Direktorat

Pembangunan IKS, Perbadanan Produktiviti

Negara

pembangunan produktiviti dan kualiti yang baik. Ia juga bertujuan menyemai kesedaran terhadap kepentingan kedua-dua aspek tersebut untuk menjamin kecemerlangan mutu kerja di samping mewujudkan kepakaran tempatan dalam bidang tersebut.

"Banyak syarikat yang mengalami masalah dalam hal ini. Mereka hanya tahu menghasilkan produk tetapi tidak mempunyai satu program pemba-ngunan produktiviti dan kualiti yang tersusun, Dan dalam hal ini kita adalah ejen yang membantu mereka.

"Produktiviti dan kualiti adalah se-suatu yang tidak mereka berikan prio-riti. Jadi kita cuba menyedarkan betapa pentingnya aspek ini dan sewajarnya diberi keutamaan dalam operasi mereka," ujar beliau.

Bagi mencapai matlamat dan visi bahagian tersebut, iaitu untuk mening-katkan produktiviti dan kualiti IKS, pelbagai program telah diatur khusus

K

ting an agensi lantik an k crajaan untuk

menjayakan usaha ini. Antara agensi yang

aktif merancang dan melaksanakan program

pembangunan IRS ialah Perbadanan Usaha

wan Nasiorial Berhad (PUNB).

Perbadanan Usahawan Nasiorial Berhad (PUNB) adalah an ak syarikat milik penuh Yayasan Pelaburan Bumiputera (YPB). Ia ditubuhkan di bawah Akta Syarik at 1965 sebagai sebuah syarikat amanah. PUNB beroperasi sebagai organisasi yang berorientasikan komersil dengan modal berbayar berjumlah RM100 juta dan modal dibenar RM200 juta,

Untuk menjalankan op er asi dan amanah yang dipikul, PUNB telah me-nyusurgalurkan beberapa objektif utarna yang mendasari perjuangan dan fungsi organisasi terse but. Matlarnat penubuhan PUNB adalah seperti berikut:

• Meningkatkan jumlah dan kualiti usah

awan Bumiputera yang berdaya maju

dalam sektor industri dan komersil

pada peringkat tempatan dan an

tarabangsa.

• Mernastikan pembentukan dan pern-

bangunan usahawan Bumiputera yang

berdaya tahan dalam perniagaan yang

berdaya rnaju dan strategik.

Melengkapkan kakitangan PUNB dan

usahawan Bumiputera dengan ilmu

pengetahuan, kemahiran serta budaya

keusahawanan cemerlang.

Semenjak ditubuhkan empat tahun

lalu, PUNB dipertanggungjawabkan mern-

bentuk, memberi bantuan serta bimbingan

bersepadu kepada usahawan baru

Bumiputera yang terlibat dalam sektor

perindustrian, perkhidmatan kejuruteraan

dan teknologi maklumat.

Melalui bimbingan bersepadu yang ditawarkan oleh PUNB, komponen-kom-ponen seperti bantuan modal, pengawasan dan pembangunan korporat, latihan dan pembangunan usaha wan diberikan secara berterusan kepada usahawan-usahawan yang terpilih.

Secara terperinci, komponen-komponen kemudahan bersepadu PUNB adalah seperti berikut:

• Bantuan Modal

Sebagai sebuah syarikat modal usaha niaga yang bertanggungjawab mern-

Semenjak ditubuhkan empat

tahun lalu, PUNS

dipertanggungjawabkan

membentuk, memberi bantu an

serta bimbingan bersepadu

kepada usahawan baru

Bumiputera yang terllbat

dalam sektor perindustrian,

perkhidmatan kejuruteraan

dan teknologi maklumat

ban gun dan memajukan usahawan Bumi-

putera, bantuan kewangan yang disediakan

oleh PUNB adalah dalam bentuk:

l. Pengambilan saham biasa (ordinary

shares) sehingga 30 peratus daripada

ekuiti syarikat yang layak. Pemilikan ini

bersifat semen tara dan akan dijual balik

kepada usahawan berkenaan setelah

mencapai tempoh matang tertentu.

m. Stok pinjaman boleh tukar dan boleh beli

balik (convertible redeemable loan stocks)

dengan kadar feadah yang munasabah.

Alat pelaburan ini memberi pilihan

untuk ditukar bentuk kepada saham biasa

atau dibeli balik oleh usahawan.

n. Pembelian saham terpilih (preference

shares) dengan kadar yang munasabah.

Alat pelaburan ini memberi pilihan

untuk ditukar kepada saham biasa atau

dibeli balik oleh usahawan.

• Pengawasan dan Pembangunan Korporat

PUNB secara sistematik mengawasi perkembangan setiap syarikat milik ber-samanya melalui lawa tan ke temp at per-niagaan, audit, perundingan dan nasihat secara berterusan. Matlamat utamanya adalah untuk memastikan perniagaan yang dijalankan itu progresif ke arah ke-cemerlangan.

•Latihan dan Pembangunan Usahawan Program Iatihan dan pembangunan usahawan

merupakan komponen terpen-

o.

Di PUNB, .Iabat.an Latihan dan Pemba-

ngunan Usahawan di-

pertanggungjawabkan

memberi 1atihan bagi memperbngkatkan ke-

mahiran dan ilmu pe-

ngetahuan usahawan bimbingannya. U saha-

wan dan kakitangan

bukan sahaja diberi 1a-

tihan da1am bidang pe-

ngurusan, tetapi juga

diberi Iat.ih an dalam

bidang teknikal. Program 1atihan

PUNB te1ah dirangka se-begitu rupa untuk me- menuhi sega1a keper 1uan syarikat dan usa-

hawan. Terdapat empat

kategori yang dijalan

kan o1eh jabatan ini seperti: a. Program latihan yang menekankan

ama1an, nilai dan budaya keusahawanan

cemerlang di kalangan usahawan dan

baka1 usahawan. a. Program 1atihan yang menekankan

kemahiran yang meliputi pengurusan

organisasi, kewangan, sumber manusia

dan pemasaran. a. Program 1atihan yang menekankan

kepada kemahiran teknikal, penge1uaran

dan pengawa1an mutu. Program latihan

teknikal ini dijalankan di premis kilang

usahawan. a. PUNB juga menjalankan seminar pe-

ngurusan lanjutan untuk usahawan

PUNB dan usahawan lain.

TEKNOLOGI MAKLUMA TIELEK TRONIK

21.3%

ASAS BESI

22.9%

MAKANAN

11.2%

ASASKIMIA

0%

ting dalam bantuan bersepadu PUNB dalam proses pembentukan usahawan Bumiputer a yang berdaya tahan dan cemerlang. Matlamat utama program latihan dan pembangunan usahawan adalah untuk menanam nilai-nilai budaya keusahawanan cemerlang dan keinginan setiap usahawan untuk mempertingkatkan diri demi kemajuan syarikat yang diusahakan dan untuk memenuhi aspirasi kerajaan yang ingin rnelihat usahawan Bumiputera mampu bersaing dalam dunia perniagaan yang kompetetif.

Selain bantuan kewangan serta bantuan

pengawasan dan pembangunan korporat,

PUNB amat prihatin akan aspek ilmu

pengetahuan dan penerapan budaya

keusahawanan cemerlang dalam diri se-

seorang usahawan Bumiputera.

Jabatan Latihan dan

Pembangunan Usahawan

dipertanggungjawabkan

memberi latihan bagi

mempertingkatkan kemah

iman dan ilmu

pengetahuan usahawan

bimbingannya

Semua program latihan ini telah dan

akan dilaksanakan mengikut jadual yang

dikeluarkan oleh Jabatan Latihan dan

Pembangunan Usahawan. Bagi memastikan matlamat PUNB

dicapai sepenuhnya, syarat kelayakan atau

kriteria telah ditetapkan dalam proses

pemilihan usahawan yang bakal dibantu oleh

PUNB. Sy arat-syarat ter sebut adalah seperti

berikut: a. Usahawan mestilah melibatkan diri se-

cara aktif dalam bidang yang dikena1

pasti (owner operator).

b. Usahawan mesti1ah mempunyai ciri-

LAIN·LAlN

1.2%

ASAS PLASTIK

11%

GETAH 3% - TELEKOMUNIKASI

2%

KAYU

2% PETROLEUM & GAS

2%

p. TawarSkim Bantu IKS

ABUNG Bantuan Teknikal Perindustrian Kecil dan

Sederhana (lTAF) telah ditubuhkan

sejak tahun 1990. Ia bertujuan membantu Industri Kecil dan

Sederhana (lKS) agar lebih berdaya maju, moden, berkualiti

dan boleh menyumbang serta memainkan peranan sebagai

industri sokongan kepada industri-industri besar di negara

ini. Setakat ini ITAF telah membantu para usahawan IKS

di bawah beberapa skim yang ditawarkan. Tabung ini

diwujudkan untuk menyediakan peruntukan secara gran

kepada IKS yang berminat untuk menyertai skim-skim

seperti:

1. Skim Khidmat Perundingan.

2. Skim Pembangunan dan Reka Bentuk Barangan.

3. Skim Peningkatan Kualiti dan Produktiviti

4. Skim Pembangunan Pemasaran.

Keutamaan akan diberi kepada IKS yang mengilang

atau berhasrat untuk mengilang keluarankeluaran yang

disenaraikan di bawah Akta Galakan Pelaburan (PIA) 1986.

Pemohon yang berkelayakan mestilah memenuhi

syarat-syarat seperti :

• Jenis projek bercorak pembuatan atau perkhidmatan

yang berkaitan secara larigsung dengan sektor

pembuatan dan semua projek di bawah francais yang

jenamanya berdaftar di negara ini.

• Syarikat-syarikat bertaraf tunggal dan perkongsian yang

berdaftar dengan Pendaftar Perniagaan atau Sendirian

Berhad yang diperbadankan di bawah Akta Syarikat

1965. • Mempunyai modal saham sekurangnya 70 peratus

ekuiti dimiliki rakyat Malaysia. • Mempunyai dana pemegang saham tidak melebihi

RM2.5 juta. • Sekurang-kurangnya 51 peratus ekuiti dimiliki oleh IKS

atau individu.

SKIM KHIDMAT PERUNDINGAN

SKIM Khidmat Perundingan (SKP) merupakan

salah satu daripada e mpat skim yang diperkena lk an oleh kerajaan di baw:1h ITAF

SKP diuruskan oleh Bank Pembangun an Malaysia

Berhad (BPMB) yang bertujuan menyediakan bantuan gran

kepada IKS untuk mendapatkan khidmat perundingan dan

nasihat daripada juruperunding berkelayakan bagi:

• Pembesaran projek.

• Permodenan dan peningkatan keupayaan teknikal dan

pengurusan

• Peningkatan kualiti dan produktiviti

Bantuan diberi dalarn bentuk gran di mana 50 peratus

daripada kos perundingan ditanggung oJeh k er ajaan dan

bakinya ditanggung oleh syarikat pemohon tertakluk kepada

had maksima RM40 ribu. Jenis-jenis perbelanjaan yang layak dibiayai di bawah

SKP seperti kos perkhidmatan juruperunding, kos uji kaji

produk, kos pendaftaran skim kualiti, perbelanjaan latihan

pengurus-pengurus dan kakitangan syarikat dan

perbelanjaan pernbelian per isian komputer seperti sistem

perakaunan, kewangan, belanjawan, pengurusan

pengeluaran dan lain-lain yang bersangkutan.

SKIM PEMBANGUNAN DAN REKA BENTUK BARANGAN

SKIM pembangunan dan Reka bentuk barangan (SPRB)

adalah satu daripada empat skim yang diperkenalkan oleh

kerajaan di bawah ITAF. Ia bertujuan membantu IKS

memperbaiki dan meningkatkan keupayaan rekabentuk dan

p e mbangunan barangan tempatan. Skim ini juga bertujuan meningkatkan te knologi

tempatan menerusi pernbangun an - barangan atau proses

baru atau memperbaiki barangan yang sedia ada. Bantuan diberi dalam bentuk gran di mana 50 peratus

daripada perbelanjaan layak ditanggung oleh syarikat

pemohon tertakluk kepada had maksimum RM250 ribu. Syarikat yang telah berjaya melaksanakan pembangunan

barangan baru boleh membuat permohonan kedua sarna ada

untuk tujuan pernbangunan barangan baru atau yang sedia

ada. Jenis-jenis perbelanjaan yang layak dibiayai di bawah

skim ini ialah:

• Kos tenaga teknikal yang terlibat secara langsung dalam

kerja-kerja pembangunan bagi tempoh masa pelaksan

aan projek. • Kos juruperunding.

• Kos memperolehi teknologi dan kemahiran melalui

perjanjian teknikal, maklumat termasuk dokumen

seperti standard atau peraturan-peraturan teknikal dan

lain-lain. Hal.

T

--

maksirna perolehan teknologi tidak melebihi :30 pratus

d,nipadajumbh bryan.

• Kos perkhidrnatan skim yang berkaitan perigujian di

makmal yang diik tir af oleh kerajaan srta perkhidmatan

subkon traktor, sewaan , penyediaan cadangan projek atau

dokumentasi lain.

• Kos pembelian peralatan pernbangunan dan reka bentuk,

pengujian, keselarnatan, pencegahan pencaran ubah suai

peralatan termasuk perolehan perisian dan lain-lain. Had

maksimum tidak melebihi :30 peratus daripada jumlah

gran yang dilulusk an.

• Perbelanjaan luar jangka lebih kurang 10 peratus daripada

jumlah gran yang diluluskan.

SKIM PENINGKATAN KUALITI

DAN PRODUKTIVITI

SKIM ini adalah satu dari empat skim di bawah ITAF

yang dik end al ik an oleh SIRIM. Ia diwujudkan bagi

membantu IKS meningkatkan k ual iti barangan, sistem

kualiti dan produktiviti

_~ memperbaiki sistem pengeluaran iaitu;

• Pembangunan Kualiti Barangan dan Perribangunan

Sistem Kualiti se pert.i:

- Pembangunan Kualiti Barangan untuk mencapai standard (MS,

BS, ISO/IEC dl1l keperluan teknikal, spesifikasi

vendor termasuk skim pemasaran kerajaan.

- Pembangunan Sistem Kualiti untuk mencapai Skim Amalan

Peningkatan Kualiti (APK) SIRIM atau berdasark an

MS ISO 9000 atau ISO/IEC Guide 25 dan lain-lain.

- Pembangunan Standard Syarikat

• Pencapaian Skim Pengesahan Barangan

- dan Skim Persijilan Sistem Kua liti seperti:

- Skim Pengesahan Barangan SIRIM.

- Skim Persijilan Sistem KUaliti SIRIM.

- Skim Akreditasi Makrnal Malaysia (SAlvIMJ.

- Skim Pengesahan IPersijilan Antarabangsa.

- Skim-skim Pengesahan /Persijilan lain yang

diiktiraf oleh kerajaan seperti GMP.

• Peningkatan produktiviti dan pembangunan sistern

pengeluaran.

Bantuan diberi dalam bentuk gran di mana 50 peratus

perbelanjaan yang layak ditanggung oleh xerajaan, tertakluk

kepada had maksimum RM250 ribu.

Syarikat yang telah berjaya melaksanakan salah satu

daripada projek peningkatan kualiti dan produktiviti yang telah

diluluskan melalui Permohonan pertama boleh membuat

permohonan kedua untuk melaksanakan projek peningkatan

kualiti dan produktiviti yang lain. Jumlah gran yang layak

untuk permohonan kali kedua ialah

bagi gran yang telah dilu1uskctn

Jenis-jenis pcrblanjaan yang laved, dibiavi: oleh skim ini ialah:

• Kos penglibatan ketua projek , wa kil pengurusan dan

pembantu bagi tempoh masa pelaksanaan projek. Had m

aksimum tidak melebihi :30 peratus daripada jumJah

gran yang dilulusk an.

• Kos juruperunding.

• Kos memperolehi teknologi dan kemahiran melalui

latihan, maklumat termasuk dokumen seperti standard,

peraturan teknikal, arahan dan lain-lain.

• Kos perkhidmatan skim yang berkaitan , pengujian dan

struktur di SIRIM atau makrnal yang di akreditasikan

oleh SIRIM a t a u diiktiraf oleh kerajaan.

• Kos pembelian peralatan pembangunan, pengujian,

pengukuran, Jatihan, keselamatan dan pencegahan

pencemaran termasuk perisian. Had maksimum tidak

melebihi 30 peratus daripada jumlah gran dan mengikut

pembahagian kos bagi tempoh masa pelaksanaan projek

yang diluluskan

• Kos bahan-bahan yang digunakan untuk pembangunan.

• Perbe lanjaan lu ar jangka lebih kurang 10 per atus

daripada jumlah gran yang diluluskan.

SKIMPEMBANGUNANPEMAEARAN

SKIM Pembangunan Pemasaran (SPPJ merupakan satu

daripada empat skim di bawah ITAF. Skim ini menyediakan

gran bersamaan kepada IKS untuk membantu meneroka

pasaran eksport di sam ping mewujudkan kepakaran oalam

bidang ini.

SPP ini diuruskan oleh Perbadanan Pe mbangunan

Perdagangan Luar Malaysia (MATRADEl Kementerian

Perdagangan An tarabangsa dan Industri.

Bantuan diberi da lam bentuk gran di mana 50 peratus

ditanggung oleh kerajaan dan selebihnya ditangungg oleh

syarikat pemohon tertakluk kepada had maksimum RM40 ribu.

Jenis-jenis perbelanjaan yang Iayak di bawah SPP

termasuklah:

• Kos pengeluaran bahan-bahan pr o m o s: untuk publisiti

di luar negara.

• Kos menyertai misi perdagangan ke Juar negara.

• Kos menyertai pameran perdagangan di luar negara termasuk kos penyediaan sampe1.

• Bayaran perkhidmatan juruperunding untuk membantu

IKS memahon sijil pengiktirafan di luar negara. [!J