华商 Chinese Entrepreneur Issue 11 2021

ISSUE 11

CHINESE ENTREPRENEUR

04 专访周兆呈 Interview with Zhou Zhaocheng

CHI N E S E ENTREPR E N E U R

20 企业创新转型 克服疫情挑战 Embarking on Transformation and Innovation Overcoming Challenges Caused by COVID-19 Pandemic

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F A

with other supporting data to help users check the e-invoices more quickly. Artificial Intelligence enabled features can help in interpreting and triggering anomalies or even fraud.

It is during this stage that errors in invoices can involve a big delay, especially when the buyer wants the supplier to re-issue an invoice. The time wasted could range from a week to a month.

热点专题

The Pan Pacific Hotel Singapore, together with its related companies under UOL Group Limited, Land Group Limited and Pan Pacific Hotels Group Limited, implemented e-invoicing |Singapore Focus with automation, enabling invoices captured by the Accounts Payable Invoice Monitor to be routed via an approval matrix as soon as they arrive. Notifications are triggered to alert approvers of outstanding approvals. A dashboard is now available to view invoices in real-time and processing can be monitored closely to cut unnecessary delays.

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FINANCING AND FACTORING E-invoicing enables financing options on your invoices so that business suppliers can get cash advances with ease.

A rigorous e-invoicing framework catalyses the adoption and implementation of value-added business applications such as factoring or supplier financing, creating a powerful eco-system and giving rise to opportunities for new businesses to contribute as well as benefit from the synergy of a well-governed, interconnected business environment.

Verifying, validation of invoices and bidding process Supplier provide goods and services to customers as usual

Supplier send E-invoice to buyer via Peppol

Supplier decides to apply for invoice financing

Invoice financing allows about 80-95% cash advances of invoice amount Supplier receives cash advances from financers

Funds to capitalize on new business opportunities Unlock capital held up in unpaid invoices

While invoice processing can be completed earlier with InvoiceNow, most buyers will initiate payment just before the payment term is up. This can be between 30-90 days later. Invoice factoring/financing is currently provided by some service providers which can help suppliers receive funds within a couple of days instead of waiting for the full payment term.

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Data accuracy is assured when it originates upstream of the payment process, thus reducing extra effort to check before payment instructions are given.

Fo c u s | 热点专题

Just as an e-order can be flipped into a e-invoice, e-payment can be done automatically saving couple of days preparing payment files manually. Many companies and solution providers can now transfer payment files to banks for payment processing.

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AUTOMATED PROCESS TO E-PAYMENT

IMDA has partnered DBS, OCBC, UOB, along with Association of Banks in Singapore to develop SME solutions to enable this functionality to drive a seamless payments.

FEATURE ARTICLE

5.

AUTOMATED PROCESS TO E-PAYMENT

Just as an e-order can be flipped into a e-invoice, e-payment can be done automatically saving couple of days preparing payment files manually. Many companies and solution providers can now transfer payment files to banks for payment processing.

IMDA has partnered DBS, OCBC, UOB, along with Association of Banks in Singapore to develop SME solutions to enable this functionality to drive a seamless payments.

FEATURE ARTICLE

Data accuracy is assured when it originates upstream of the payment process, thus reducing extra effort to check before payment instructions are given.

"I will send you an invoice via InvoiceNow!"

"I will send you an invoice via InvoiceNow!"

IN SUMMARY Taking a typical 60-day term invoice through the above 5-step journey excluding financing or factoring, we can envisage substantial time saved:

IN SUMMARY

Taking a typical 60-day term invoice through the above 5-step journey excluding financing or factoring, we can envisage substantial time saved:

FAST BILLING

Supplier’s End

FAST BILLING

Supplier’s End

CLEAN DATA

Buyer’s End CLEAN DATA Buyer’s End

AUTOMATED

AUTOMATED PROCESSINGS PROCESSINGS Buyer’s EndBuyer’s End

E-PAYMENT

Buyer’s End E-PAYMENT

Buyer’s End

- 5 days - 5 days

- 3 days - 3 days

- -1212days days

With InvoiceNow,

With InvoiceNow, you can shave 22 you can shave 22 days off clock the clock days off the faster! toto getget paidpaid faster!

days - -22days

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C h i n a B e a t | 中华脉搏

HOW CHINA’S REGULATORY CRACKDOWN IMPACTS ITS FUTURE DEVELOPMENT China’s regulatory agencies recently launched investigations into its tech companies covering areas such as anti-monopoly and data security. At the same time, other sectors including after-school tutoring, online gaming and pop culture also took a big hit.

GU QINGYANG Associate Professor Lee Kuan Yew School of Public Policy

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These regulatory measures sparked panic and criticism among market observers, both domestically and internationally. More investors sitting on the fence have caused the China stock market and China Concepts Stocks (CCS) to perform badly.

Within a short span of time, why is China imposing such frequent and hard enforcement to rectify its market and maintain public order? We can perhaps examine the reasons by looking at the domestic crisis and international pressure that China is facing.

China’s domestic issues stem from its economy and society. Over the past 40 years, exports have been the main driving force behind the

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industrialisation of China’s economy. Such a development paradigm has resulted in two problems. Firstly, there is an over-reliance on exports. When foreign demand declines, there will be an over-supply of domestic industrial products.

Secondly, China has been concentrating its efforts on meeting foreign demands and is unable to fully focus on building a strong domestic economy.

Despite its large industry chain and supply chain, China’s high-end and critical industries remain heavily dependent on the developed countries. China’s economic vulnerabilities have been exposed under the United States’ threat of decoupling its supply chain and technology from China.

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C h i n a B e a t | 中华脉搏

In order to respond to changes in its external environment, China must adjust its development strategies and emphasise on building a circular economy, of which the country has to be selfsufficient in terms of its industrial and supply chain as well as meeting the end-demand.

One objective is to improve the quality of its economic growth. On the other hand, as its baseline thinking, China will focus on developing its domestic market while at the same time continuing to participate in the international economy. This strategy is adopted with a view to effectively tackle the long-standing suppression by the United States.

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Therefore, when we look at the serious external challenges that China faces, we can better understand its urgency to establish systems.

For a relatively long period of time into the future, the dynamics in China-US relations will have a key impact on international affairs, with its manifestation and magnitude changing in tandem with the evolving situation. It is clear

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that the United States will continue with its attempt to suppress China for a long time to come. China is unable to entirely control the external environment but it has basic control of its domestic development. If China is strong internally, this will help the country counter the suppression. With internal political divide and major damages caused by the COVID-19

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C h i n a B e a t | 中华脉搏

pandemic, the US government will be focusing on domestic matters in the short-term, and thus unable to further suppress China. However, once its domestic situation stabilises, the United States is expected to take further measures to suppress China. For this reason, China needs to make use of the limited time in this window of opportunity to strengthen its internal systems. This explains the urgency behind China’s hard crackdown to address the dysfunctional effects in the society and economy.

Social problems have also contributed to China’s domestic challenges. In the early days of China’s reform and opening up, Deng Xiaoping introduced the logic of common prosperity, letting some people get rich first and enabling them to pull the others along, thus realising common prosperity in China. This two-step approach towards development prioritised efficiency over fairness. The pace of China’s development over the past 40 years has indeed been remarkable and some people have indeed gotten rich. However, this has also resulted in

major social issues exhibiting in the form of labour income and asset income amongst its people, in particular the widening gap in the ownership of financial assets.

Therefore, the focus of China’s regulatory effort this year is directed at areas that witnessed

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considerable social discontent. The concept of “tertiary distribution mechanism” was mentioned recently, with the objective to ease social contradiction and lead people towards common prosperity. In this connection, the restrictions imposed by China regulatory authorities to prevent over-capitalisation of the education and healthcare sectors are aimed at easing the pressure on young people and addressing the “involution” that they are facing. Another important objective is to channel capital into advanced manufacturing and other relevant areas of technological innovation.

Outside China, there are some negative assessments in relation to China’s recent regulatory tightening. However, from the

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perspective of China’s development, we may ask: If China wants to achieve its ambitious goal in its economic and social development, are there any alternatives that China can pursue? People who are familiar with China’s journey of development know that China’s system is still far from perfect, where much contradictions still exist in its society.

Without fundamental reforms to its system, it would have been difficult to support China’s longterm development.

Thus, China is determined to restore economic and social order, and enhance its system and capacity for governance. There will be fair competition, innovation and productivity improvement only when the pre-conditions of the rule of law, market principles and transparency of

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C h i n a B e a t | 中华脉搏

rules are in place. This demonstrates how China is playing the long game by establishing the requisite system and environment for high-quality development. The recent regulatory measures are only a part of China’s long-term strategy. They serve the purpose of allowing China to reflect on and refine its domestic development model, as well as to help the country better tackle the escalating suppression from the United States.

China’s policy direction in economic development has never changed. China has been opening up its market to foreign investors in every possible way. However, what differs from the past

is China’s greater emphasis on fair competition in the market. Hence, China’s recent regulatory tightening ought to be seen in a positive light and investors should not misinterpret China’s political motives. Nevertheless, in the process of execution, as the regulatory measures are enforced concurrently across many sectors, it is very important that there should be stronger coordination and communication between the various government agencies, regulatory authorities and the market. This will help to prevent over-reaction in the market, which results in short-term economic shock.

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| Industry Dynamics

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商海记忆 | Re c o l l e c t i o n s

与白毅柏畅谈历史、企业与社会 历经抗战建国，横跨祖孙三辈， 创办于上世纪40年代的大华酱 油，如今已是新加坡家喻户晓的 品牌。每个品牌的背后总有一位 灵魂人物，而大华所经历的沧海 桑田，在“头家”白毅柏心中都 是一道道人生课堂，如数家珍。 这一期，《华商》带领读者听他 侃侃而谈。

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商海记忆 | Re c o l l e c t i o n s

白清泉在30年代从福建厦门坐船下南洋到新 加坡谋生，不久就遇上抗日战争。他响应华侨领 袖陈嘉庚的号召，加入“南桥机工”，担任第一 批回国华侨机工的领队，前往中国云南的滇缅公 路，任务包括修车、修路和物资运送等。由于当 时日军阻断了中国的沿海港口，国外的抗战物资 只能从这条陆路，经缅甸送进中国。这次参战经 历使祖父练就了一身变通能力和胆识，也结交了 患难与共的朋友。 “那种环境，没有人能教会你,万事就得靠自 己想办法,边做边学边解决问题。” 40年代末战争结束后，白清泉重新回到新加 坡谋生，就以二千元入股了一家商号为“源春” 白毅柏于2016年荣获时任新加坡总统陈庆炎 颁发公共服务星章（BBM）。

酱油厂，学起酿制酱油的手艺。后来他招来几十 名股东，联手把这家厂全面买了下来，1950年就 正式改名为大华食品工业私人有限会司。无奈他 是外行人做內行人的生意，刚开始時连酱油/老

在

大华食品的厂房外，阵阵酱味 飘香；办公室内，则陈设古色 古香的花梨木制家具，述说着这个商 号的历久弥坚。 白毅柏年届61，他身兼大华食品 的董事经理、新加坡中华总商会总务 委员会主席，曾担任新加坡食品厂商 联合会会长，同时也在直落布兰雅选 区服务社区26年，热心服务商界和社 会。他谈笑风生，回忆自己如何从祖 父手中接过这家企业。

抽、醤青/生抽他都分不清，只好请头手来酿制， 边看边学边做。 当时的市场竞争也颇激烈，已经有数个知名 的酱油品牌。白清泉坚持抱着“有路就走，有店 就停”的经营信念，一家家去推销产品，拉拢潜 在客户。从点到线，线到面，不放弃任何一个机 会去积累用户，大华的声誉才一步步传了开来。 他相信生产须以品质挂帅, 常言“品质就是生命, 要 延 续 生 命 就 必 需 靠 品 牌 ”， 白 清 泉 也 敢 于 创 新，很早就开始建立了自动化、大量化、机械化 和标准化等制造程序，准备布局国际市场。

他的祖父白清泉曾说过，其实他曾从事很多行业 如卖煤油,

置地种植橡胶，在中兴日报担任经理

等。不过自己一生中只做过两件大事，就是回中 国抗战和做酱油。

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Re c o l l e c t i o n s | 商海记忆

大华食品百花齐放，近年来开发出肉骨茶酱料、辣椒酱、蒸鱼酱青等周边商品，颇受好评。

“为了凸显酱油的韵味，他在公司50周年时 把商标里的‘大华’两个字改为全黑，这在传统 华商当中是一个突破之举。同时也在商标加上了 英文字，准备走出海外。”

福建话说‘为了生存,头放烘炉，脚放弹簧’， 就是这样艰难，一步步往前跳。” 今天，大华酱油的本地销量名列前茅，也大 量出口到海外40多个国家。此外，他近年来也开 发出大华品牌的肉骨茶酱料、蒸鱼酱青等较健康 产品或周边商品，以及代理销售一些外国品牌， 土产贸易迈向多元化发展。

功夫学在手，是不论早晚。”这是白毅柏从祖父 言传身教的金句，对他的启发是，看家本领必须 持之以恒地练来。

他对这家老字号的愿景，就是秉持着 “以创业的精神来守业”。 白毅柏也曾经担任新加坡食品厂商联合会的

从中四开始，白毅柏就没再继续升学，

会长。他从会务委员到财政及副会长，服务近30

直到30多岁才去管理学院自修, 在酱油厂学手艺。

年。白毅柏回忆道，新加坡早期食品业的发展相

祖父对他的训练十分严格，吃尽了苦头的他曾经

当艰辛。食品公会创立于1967年，会所是租用

萌生放弃的念头，甚至有一次离家出走。所幸最

的，执委们必须每个月亲自出钱缴付租金。直到

后他熬了过来，学会整套酱油酿制工程，终于可

70年代才发起筹款买下了今日的会所。当时食品

以独当一面。几位兄弟姐妹也和他齐心携手，逐

制造的流程相当依赖人力，后来演进为机械化，

渐打响大华的招牌。

大量生产，才能有机会开拓起外销市场。

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商海记忆 | Re c o l l e c t i o n s

白毅柏谈起祖父白清泉的抗战和创业历史，墙上挂满陈年旧照， 最早可追溯到二战时期。

白毅柏回忆道，祖父常言‘品质就是 生命, 要延续生命就必需靠品牌’， 祖父也敢于创新，很早就开始建立了 自动化、大量化、机械化和标准化 等制造程序，准备布局国际市场。

对于食品业的未来发展，他认为最关键的就是 成本的严控。厂房租赁期限，加上合规成本、 原料与近期船运成本的上涨，都会抑制着本地 食品国际化末来的竞争力。 “虽然新加坡食品安全的声誉很高，但是 周边等国也在快速提升实力，而且外国享有廉 宜的土地，劳工成本较低，同时可以灵活地扩

为了凸显酱油的韵味，他在公司50周

大产量来降低成本，使到产品更有竞爭力。”

年时把商标里的‘大华’两个字改为

多往外迁移厂房，虽说如此但我们一样可把

全黑，这在传统华商当中是一个突破 之举。同时也在商标加上了英文字， 准备走出海外。

如果本地的成本降不下来，商家可能会更 营运中心和后段的加工程序留在新加坡继续 制造。 不过他也很乐观地看到，全球外销是一个 庞大市场，在物流先进平台的前提下，本地业 者可以一起合作，放眼全球市场，而不只是关 注在本地竞争中取胜。 营销手法也是必须与时并进，他认为制作

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Re c o l l e c t i o n s | 商海记忆

视频、线上销售等数码化方式，将因为新冠疫情 而更加普及化。目前大华酱油已经在中国的“天 猫”电商平台、中华总商会在上海设立的“新加 坡进口馆”等平台上架，拓展中国市场的疆土。 走向未来，白毅柏也正要开始规划家族企业的 传承。他表示，家族里的孩子们都受过高等教育， 支持孩子在外面打工或创业，累积历练，思想成熟 后很可能就对这盘老生意有新想法，有兴趣参与。 无论最终是由下一代接手，或是交给专业经理人， 最重要是将真功夫完整地传授给下一代。

白毅柏在2009年参与了中华总商会常务董事，前 后担任过商团与会员事务委员会、工商业委员会 和总务委员会的工作。他笑言，在刚受邀担任总 商会职务时，有点战兢，担心不能胜任,

无法把

工作做好。 “总商会是一个汇聚英才的地方，广纳各行业 的领军人物，也是一个能全面接触政、商界和社会

图为大华的旧商标。为了凸显酱油的韵味，白清泉在公司50周年 时把商标里的‘大华’两个字改为全黑，这在传统华商当中是一 个突破之举。

的最佳平台。在这里有学不完的事，我总是抱着一 边做，一边学习的心态，做学相长的观念。”

局观、有组织性地向政府传达，会更容易获得正

如今担任总务委员会主席的他，更频繁参加各

视和处理。他感触到，多年来政府各有关部门都

种会议，对商会事务整全的认识，也向不同的企

在尽力為企业协助解决难题, 无论是今天或未来，

业领导学习到很多的事物和建立了深厚的感情。

总商会对商界发展都将继续扮演更重要角色。

他坦言，很多时候一家企业或一家行业商团 有建设性意见，如果能通过总商会的整理，有全

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W E L C O M E A B OA R D ( J u n e ’ 21 - A u g u s t ’ 21 ) Member Company

Business Representative

Designation

Business Nature

A-SPEED INFOTECH PTE LTD

MR

ALAN WEI

Chief Executive Officer

Professional, Business & Technical Services

AARON CHEE

MR

AARON CHEE

Creative Director

Others

ACTIVECOOL FASHION PTE LTD

MR

TAN HAOXIANG

Director

Manufacturing

ALLIED EPARTS PTE LTD

MS

RACHEL LOW

General Manager

Wholesale & Retail Trade

ASIA MEDICAL ENVIRO SERVICES PTE LTD

MR

GABRIEL HO

Chairman & Managing Director

Health & Social Services

ASIAT-SHIRT.COM PTE LTD

MR

LIM HONG JIN

Assistant Director

Manufacturing

CHAN ENG KEE, ROSE

MDM

ROSE CHAN

Corporate Office Administrator

Transport, Storage & Logistics

CHONG PEI KIAN

MS

CHONG PEI KIAN

Executive Director Business Banking

Finance & Insurance

CREATIVEANS PTE LTD

MR

YAP KIMMING

Managing Director

Professional, Business & Technical Services

CRYSTAL WINES PTE LTD

MR

TAN WEE HAN

Chief Executive Officer

Food & Beverage Services

DRAGON UNIVERSAL PTE LTD

MR

SEET CHEE PENG

Managing Director

Education

EBENEX PTE LTD

MR

DAVID TOH

Managing Director

Information & Communications

EF SOFTWARE PTE LTD

MR

LESLIE LOH

Managing Director

Information & Communications

EQUALBASE DEVELOPMENT PTE LTD

MR

PAUL LEE

Executive Director

Real Estate

FEI SIONG FOOD MANAGEMENT PTE LTD

MR

TAN KIM SIONG

Chairman

Food & Beverage Services

FORTINET SINGAPORE PTE LTD

MS

JESS NG

Country Head

Information & Communications

GETO GLOBAL SINGAPORE PTE LTD

MR

IVAN SIM

Director

Construction

GUAVA AMENITIES PTE LTD

MR

GABRIEL TAN

Director

Tourism & Hotels

HUAWEI INTERNATIONAL PTE LTD

MR

FOO FANG YONG

Chief Executive Officer

Information & Communications

INDIAN BEAUTY ART PTE LTD

MDM

CHITHRAVELU JAYANTHI

Director

Others

INNOVATIVE T.C.M. CENTRE (PTE LTD)

MR

WANG CHEN ZI JIAN

Chinese Physician / Manager

Professional, Business & Technical Services

INTEGRION TECHNOLOGIES PTE LTD

MS

SUE SIEW NANG

Director

Others

KELHEALTH PTE LTD

MS

LIM HWEE LI

Director

Health & Social Services

KINDERWORLD INTERNATIONAL GROUP LTD

MR

KELVIN CHU

Senior Manager, ICT and Business Development

Education

MANOJ SINGH BISHT

MR

MANOJ SINGH BISHT

Sales Operations Analyst (Asia Pacific)

Professional, Business & Technical Services

NATURAL COOL AIRCONDITIONING & ENGINEERING PTE LTD

MR

CHOY BING CHOONG

Chief Operating Officer

Construction

NEO XIAO YAN, CHARMAINE

MS

CHARMAINE NEO

Associate Director

Others

NG EE WAH

MS

NG EE WAH

Founder

Professional, Business & Technical Services

ONG JUN CHENG, JAYCEE

MR

JAYCEE ONG

Financial Consultant

Finance & Insurance

PINNACLE CAPITAL ASIA PTE LTD

MR

BRANDON CHIANG

Managing Partner / Chief Executive Officer

Finance & Insurance

QIN WEICHAO, REBECCA

MS

REBECCA QIN

Financial Consultant

Finance & Insurance

RICHMAN LUXURY

MS

JIN WU

Founder

Wholesale & Retail Trade

RSP ARCHITECTS PLANNERS & ENGINEERS (PTE) LTD

MDM

CHAN LAY HOON

Chairman

Professional, Business & Technical Services

SILVERLAKE AXIS LTD

MR

CHEAH ENG HONG

Country Service Manager

Information & Communications

SINGAPORE LAUNDRY & DRY-CLEANING ASSOCIATION

MR

EUGENE TAY

Managing Director

Others

SWANDO

MS

APRIL HU

Chief Executive Officer

Education

TAHOR MEDICAL PTE LTD

MR

SHAUN TAN

Executive Chairman

Wholesale & Retail Trade

TENG POH HWA, ROBERT

MR

ROBERT TENG

Branch Manager

Finance & Insurance

TEO WEE KUAN

MR

TEO WEE KUAN

Director

Transport, Storage & Logistics

TING FU XIANG, ERIC

MR

ERIC TING

Director

Professional, Business & Technical Services

WAN SERN METAL INDUSTRIES PTE LTD

MS

CHUA SHI MIN

Manager

Manufacturing

YUANYII AGENCY PTE LTD

MS

FELICIA PHANG

Director

Professional, Business & Technical Services

60

New Members List.indd 60

华商 | C H I N E S E E N T R E P R E N E U R

13/10/21 1:56 PM

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