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IMPORTANT OF INDUSTRIAL SECTOR TO MALAYSIA ECONOMY

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Akim Suzuran

on 19 August 2013

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Transcript of IMPORTANT OF INDUSTRIAL SECTOR TO MALAYSIA ECONOMY

photo credit Nasa / Goddard Space Flight Center / Reto Stöckli
MALAYSIA ECONOMICS
ECO 261

IMPORTANT OF INDUSTRIAL SECTOR TO MALAYSIA ECONOMY


MOHAMMAD IZWAN BIN MUSTAFA KAMAL BASHA
2011391911
MUHAMMAD FADZLY BIN MOHTAR
2011756861
SHARIL HAKIM BIN ABDUL MAJID
2011917961

PREPARED FOR :
PN. NOR AZIRA BT ISMAIL
CONTENT
Importance of industry sector

Industrial sector

Industrial Master Plan 1,2,3

Small Medium Interprise

Example of industry in Malaysia





Important of industry Sector
Manufacturing contributes almost 80 % of overall country exports.

Manufacturing sector can help in boosting the development of agro-based sector by offering the capabilities of some downstream activities such as product processing, packaging and distributing.

Besides, the manufacturing sector can assist in the utilization and development of R&D and ICT adoption for business and manufacturing purposes.



Industrial Sector
Secondary Sector In Malaysian Economy

Industrial Production in Malaysia increased 3.40 percent in May of 2013 over the same month in the previous year (reported by the Department of Statistics Malaysia).

According to the 10th Malaysia Plan (RMK 10), the goal for the service industry is to achieve 61 percent of GDP share by 2015 – with an annual growth of 7.2 percent.

The Third Industrial Master Plan (IMP3) was created to develop the country.



INTRODUCTION
10 years industrial plan for Malaysia.
Manufacturing sector could play a more dynamic role in the development.

3 OBJECTIVES
To accelerate growth of manufacturing sector.
To fully utilize natural resources.
A step of becoming an advanced industrial country.


INDUSTRIAL MASTER PLAN 1 (1986-1995)
12 sub-sector that need to be developed during IMP1
1. Rubber product.
2. Palm oil.
3. Food processing.
4. Wood based.
5. Chemical.
6. Non- metal product.
7. Electronics & electrical.
8. Textiles & apparel.
9. Road transport.
10. Iron & steel.
11. Machineries & engineering.


4 weakness to improve

a) Requisite economic foundation.
b) Accelerate & diversify manufacturing sector.
c) Promote local technology & capability, international marketing & distribution capacity & capability.
d) Strengthen economic linkages.

INDUSTRIAL MASTER PLAN 2 (1996-2005)
INTRODUCTION
To transform the manufacturing sector into a resilient, broad-based & internationally competitive sector.


2 NEW STRATEGIES
1. Manufacturing Plus-plus strategy
a) R&D and product design.
b) Distribution and marketing.
c) Utilization of high technology.
d) Increasing total factor productivity (TFP).

2. Cluster-based industrial development with emphasis upon
a) Development of competitive industry clusters through integration of key industries.
b) Generating backward & forward linkages.






5 strategic thrusts of the IMP2
a) Global orientation.
b) Enhancing competitiveness.
c) Improving requisite economic foundation.
d) Nurturing Malaysian own brand manufacturers.
e) Information-intensive & knowledge driven processes.



INDUSTRIAL MASTER PLAN 3 (2006-2020)
www.miti.gov.my
THEME
Malaysia- towards global competitiveness

OBJECTIVE
To achieve long-term global competitiveness through transformation and innovation of the manufacturing and services sectors





SCOPE
Covers manufacturing sector, including agro-based industries, and non-Government services sector.
12 industries in the manufacturing sector have been targeted for further development and promotion.

STRATEGIC THRUSTS OF IMP3
Enhancing Malaysia 's position as a major trading nation.
Generating investments in the targeted growth areas.
Integrating Malaysian companies into regional and global networks.
Ensuring industrial growth contributes towards equitable distribution and more balanced regional development.






Sustaining the contribution of the manufacturing sector to growth.
Positioning the services sector as a major source of growth.
Facilitating the development and application of knowledge-intensive technologies.
Developing innovative and creative human capital.
Developing innovative and creative human capital.
Strengthening the role of private sector institutions.
Creating a more competitive business operating environment.


STRATEGIES AND POLICIES FOR SPECIFIC AREAS

External trade.
Investments.
Development of SMEs.
Branding.
Growth areas in the manufacturing sector.
Growth areas in the services sector.
Development of the halal industry.
Enhancing domestic capabilities.
Human resource requirements.
ICT and other technology developments.
Logistics.
Small Medium Enterprise (SME)
Refer to the group of manufacturing which emply between 5-50 full time employees.
Paid up capital of Rm 500,000.
The small scale
-industries are engaged wide variety of economic activities
The medium scale
-industries tend to concentrate more on processing of product
Create substantial employment opportunities
Training ground for upgrading and developing the skills.
Reducing migration of rural population.
Strengthening industrial linkages.



The importance of SME
The SME play an important role in continuing process of industrial expansion.
The SME can act as a catalyst for the growth of the national economy.
To achieve the objectives of the NEP in increasing bumiputera in secondary factor.
Problem faced by the SME
Shortage of skilled personnel
-Lack of qualified manpower will led to the low level of innovation
Low productivity and motivation
-Most SME are dependent upon either family member or part time workers.
Poor linkage development with other sector
-Produce little intermediate product for larger industries
Lack of market access
- Most of the SME depend on local market.



Example of industry in Malaysia
Proton
Starting with base investment amounted to RM 224 million, Proton succeeds accumulated sales as much as RM 120 billion during 25 year and accumulated profit as much as RM 5.768 billion. Year 2002 is level most proudly when Proton grabs sales record RM 10.307 billion and pre-tax profit amounted to RM 1.512 billion.
Give work opportunity 48000 workforce
Tun Dr. Mahathir strategic step to prove opportunity below New Economic Policy.




In race APRC 2011 Satria Neo S2000's  have successfully created substantive history when become first car manufacturing company which won eight major title in same season championship.

Pensonic
From establishment brand in year 1982 to this day, Pensonic now registered in as much as 20 countries and own limb more than 600people in Asia.
Pensonic not only produce electric instruments that are quality, but also take "multi- brand platform" strategy in order to meet market needs.
Among brand owned by Pensonic is Lebensstil Kollektionfrom Germany and Cornell from United States.
Pensonic owns right sole distributor for brands that are famous in international like Princess from Holland, GE Appliances from United States and Morphy Richards from United Kingdom.

Petronas
Petroliam Nasional Bhd (Petronas) announced its 2008 annual results, with year ending (YE) 31 March 2009 with RM 264 Billion turnover and RM 89.4 Billion EBITDA.
RM 74 Billion was made as payout to Federal and relevant State Governments, in terms of income tax, dividends and royalties.
During the financial year, Petronas increased its capital expenditure to RM44.0 billion from RM37.6 billion previously.

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