Sell or privatized....pos rugi..drb hicom rugi...need mgt change

Pos not privatised washing dirty laundry in the public eyes; drb surely bad 😜

Dhl 😇 https://www.klsescreener.com/v2/news/view/1433047

Semua kroni madeykutty mati satu per satu seperti daim, ananda, next syed kot?

Mungkin selepas kematian kroni syed baru boleh up macam astro 😅

Hong Kong-listed ESR Group received an offer from a consortium, including Starwood Capital Group and Warburg Pincus, to take it private in a deal valued at HK$55.19 billion (US$7.09 billion), the company said on Wednesday.

The offer price of HK$13 per share represents a 55.7 per cent premium to the real estate company's closing price on April 24 prior to the submission of the non-binding offer.

The deal comes as China tries to emerge from the property crisis, which had triggered a 60 per cent drop in ESR shares from their peak in Feb. 2021.

Scheme shareholders can elect a cash alternative which includes a cancellation price of HK$13.00 for every share held, a share alternative which includes one equity share for every share, or a mix of cash and shares in a proportion of their choosing, the company said in a statement.

"As at Dec 4, shareholders representing 51.2 per cent of the scheme shares held by disinterested shareholders have provided irrevocable undertakings to support the proposal," the consortium said in a statement.

An application has been made to the stock exchange to resume trading from Dec. 5, ESR added, after it was halted on Friday.

Morgan Stanley Asia and Deutsche Bank AG, Hong Kong Branch are acting as co-lead financial advisers, while JLL is acting as the real estate adviser to the consortium.

In May, ESR said it had received an initial proposal from a consortium led by Starwood Capital Group, Sixth Street Partners and SSW Partners, aiming to take the company private.

The consortium subsequently expanded to include Warburg Pincus, ESR's top shareholder with around 14 per cent stake, and others. Qatar Holding, which is owned by the sovereign wealth fund Qatar Investment Authority, joined the consortium in October.

ESR went public in Hong Kong in 2019 after pricing its initial public offering at HK$16.8 per share and raising US$1.6 billion. It manages a range of property-focused funds and its own property investments.

wth is the ceo and al burk doing.fcuking company cont to rugi and price also falling like water.better just sell to gov.whole bursa are full of shit companies and pmx wants us to invest.market cap going up cause shit bursa keep on churning out all the hopeless ipo which scam the retailers.

Sell the company to China Company, like sold Proton to Geely. it will be a full transformation.

Singpost market cap RM4.44b vs POS Malaysia market cap -RM200m.... Singapore population size smaller than Malaysia at least four times... don't tell me it's about competition from other courier, it's true lousy and poor management.

Drb gets geely to turnaround proton; maybe; geely to turnaround pos as well? 😜

take this opportunity to reduce redundant staff due to digitalisation, transformation, etc

aliran tunai pos dr operasi adalah positif; rugi kerana noncash items bacalah penyata aliran tunai ya

kroni syed pun dah nak mati macam ananda; dah rugi 6 tahun 2019-24; pos masih hidup; aliran tunai ok; rugi sebab susutnilai dll noncash items ; capex tinggi untuk bersaing beberapa tahun lepas... Tunai itu raja; wait je masih hidup

selagi pos takda masalah aliran tunai(cashflow statements) buy time to see turnaround je

Keselamatan adalah tonggak utama dalam memastikan operasi Pos Malaysia berjalan lancar dan melindungi premis, pekerja dan pelanggan kami.
​
Bermula di Ar Rahnu pada 2013 dan seterusnya berpindah ke Bahagian Keselamatan, Noor Azidah Binti Idris telah memainkan peranan penting dalam memastikan premis seperti pejabat pos dan gudang dilengkapi dengan sistem keselamatan moden seperti CCTV dan sistem penggera.
​
Usaha ini bukan sahaja memperkukuh keselamatan tetapi juga mencerminkan nilai-nilai Pos Malaysia dalam memastikan perkhidmatan berkualiti untuk pelanggan.
​
Nak tahu lebih lanjut tentang perjalanan transformasi Pos Malaysia? Terokai disini:
https://posmy-world.pos.com.my/
​
#PosMalaysia #SayaBersamaPosMalaysia

drb honda proton perlu compete with banyak brand baru kini seperti chery, GWC, byd, tesla, macam2

DRB Car sales pun kantoi.... BYD with sime darby, Tesla sendiri punya, dll

even pos shop & cafe takda di borneo... better let sarawak & sabah govt to take back postal services like maswings, affin bank, etc

beneficial for pos msia to return the postal service biz in borneo back to their state govts, neglected by peninsula based pos msia

sarawak/sabah state govt should take back postal services from pos msia as pos msia mainly focuses on peninsula msia and neglected these borneo states

pos should sell its biz in sarawak/sabah back to their state govts for expansions e.g. maswings, affin bank, etc

kerugian pos, non-cash items seperti susutnilai aset,dll. Dengan diversifikasi dan pengurangan jumlah pekerja, 2025 should be much better. Subsidi for its postal segment would be sought or sold to sarawak/sabah state govts like maswings... pos msia stops expansion in these borneo states

On 21 May 2024, Pos Logistics Berhad (“PLB”), an indirect wholly-owned subsidiary of Pos
Malaysia Berhad, entered into a Share Sale and Purchase Agreement (“SPA”), in relation to the
disposal of 100% equity interest in PNSL Berhad (“PNSL”) to SWA Shipping Sdn. Bhd. (“SWA”),
for an indicative total consideration of RM123.2 million (“Proposed Disposal of PNSL”).
On 19 August 2024, all the Conditions Precedent have been fulfilled and the SPA has become
unconditional on even date (“Unconditional Date”). PLB and SWA had mutually agreed to
amend the completion date from within 21 days from the Unconditional Date to within 111 days
from the Unconditional Date for the parties to complete the proposed disposal.

The ‘postal’ segment is seeing increasing parcel volumes on the back of market share gains
and will continue to be fully focused on its transformation agenda, as well as revenue
diversification.
Pos Aviation expects to deliver improved year-on-year results, driven by increased flights, rising
demand for in-flight catering, cargo handling and an increase in its aviation engineering
business.
Pos Logistics saw a weak Q3 performance primarily driven by unrealised foreign
exchange losses and remains focused on expanding into new market segments, increasing its
market share in the automotive sector and improving its freight forwarding services.
The Group's transformation plan is on track, despite continued challenging market conditions.

Pos cashflow ok... tak mati

POS MALAYSIA BERHAD
(Registration No. 199101019653 (229990-M))
(Incorporated in Malaysia)
5
CONDENSED CONSOLIDATED STATEMENT OF CASH FLOWS
9 Months Ended
30.09.2024
9 Months Ended
30.09.2023
RM’000 RM’000
CASH FLOWS FROM OPERATING ACTIVITIES
Loss before tax for the financial period (106,910) (74,244)
Adjustments:
- Depreciation of property, plant and equipment 68,164 80,102
- Depreciation of right-of-use assets 43,483 47,134
- Amortisation of intangible assets 1,989 1,989
- Amortisation of government grant (689) (1,035)
- Change in fair value of investment properties (10) -
- Net fair value gain of other investments:
Financial assets at fair value through profit or loss (181) (640)
- Finance costs 36,034 33,292
- Gain from derecognition of right-of-use assets (485) (434)
- Gain on remeasurement of lease liabilities - (946)
- Finance income (1,087) (2,248)
- Net unrealised foreign exchange differences (12,451) 742
- Net gain on impairment of receivables (4,468) (8,714)
- Gain on disposal of property, plant and equipment (572) (1,788)
- Property, plant and equipment written off 505 96
- Net inventories written down 63 18
- Zakat 1,501 921
- Share of result of an associated company (net of tax) (115) 411
- Others 28 54
Operating profit before changes in working capital 24,799 74,710
Changes in working capital:
Change in trade and other receivables and prepayment 10,936 (683)
Change in trade and other payables 50,364 99,060
Cash generated from operations 86,099 173,087
Tax paid (13,657) (9,183)
Tax refund 36 254
Finance cost paid (5,130) (4,704)
Zakat paid (1,389) (628)
Defined benefits paid - (38)
Net cash generated from operating activities 65,959 158,788
CASH FLOWS FROM INVESTING ACTIVITIES
Interest received 1,087 2,248
Acquisition of property, plant and equipment (34,519) (15,305)
Proceeds from disposal of property, plant and equipment 3,529 2,955
Net proceeds from redemption of other investments 3,000 31,000
Increase in deposit pledged (17) (10)
Proceeds from disposal of partial interest in a subsidiary company - 4,000
Net cash (used in)/ generated from investing activities (26,920) 24,888
CASH FLOWS FROM FINANCING ACTIVITIES
Drawdown on borrowings 228,887 69,653
Finance cost paid (30,904) (28,588)
Repayment of borrowings (255,004) (209,637)
Repayment of hire purchase liabilities (837) (793)
Repayment of lease liabilities (37,695) (39,973)
Movement in restricted cash 17,296 (28,906)
Share subscription in a subsidiary company by non- controlling interest
shareholder - 6,370
Net cash used in financing activities (78,257) (231,874)
NET DECREASE IN CASH AND CASH EQUIVALENTS (39,218) (48,198)
Effects of foreign currency translation (745) (2,647)
CASH AND CASH EQUIVALENTS AT BEGINNING OF THE FINANCIAL
PERIOD 159,788 168,973
CASH AND CASH EQUIVALENTS AT END OF THE FINANCIAL PERIOD 119,825 118,128
Cash and cash equivalents included in the statement of cash flows comprise
the following:
Cash and bank balances 114,896 126,397
Deposits placed with licensed banks 11,531 46,535
Cash attributable to assets classified as held for sale 6,494 -
Bank overdrafts (912) (830)
132,009 172,102
Less: Collections on behalf of agency payables and money
order payables** (6,312) (18,068)
Less: Deposits pledged (565) (548)
Less: Restricted cash (5,307) (35,358)
119,825 118,128

Sebelum 2019 - sentiasa unting; 2019-2024 - RUGI, mulai 2025 - untung kembali? jika tahu, sangat kaya ya 😁

https://www.pos.com.my/knowledge-hub/things-business-consider-when-choosing-courier

https://www.pos.com.my/knowledge-hub/international-shipping-sendparcel

when others are fearful, gain from their fears yay hehe

Pos Malaysia’s 47 sen net assets per share as of 30 September 2024 figure indicates that Pos Malaysia is likely in a challenging position, but its future performance could improve if it successfully executes strategies to adapt to e-commerce growth, reduce liabilities, and modernize its services.

While Pos Malaysia has faced financial challenges, it is not currently a PN17 company. Whether it could become one depends on its ability to address these challenges, especially its profitability and debt management. If it is unable to innovate or adapt to the changing logistics and e-commerce landscape, the risk of financial distress could increase. However, with a solid strategic turnaround, particularly leveraging the growth in e-commerce and digital services, Pos Malaysia could avoid PN17 status.

@matt88

Pos likely to be in PN17 soon.

17 hours ago

Jika DRB-HICOM membeli Pos Malaysia pada harga RM3.60 sesaham, mereka mungkin mengharapkan pulangan pelaburan melalui peningkatan strategik. Untuk memastikan pemulihan dan pertumbuhan nilai syarikat, DRB perlu mempertimbangkan pelan-pelan berikut:

1. Pembaikan Operasi Strategik
Pengurangan Kos & Kecekapan: Menyelaraskan operasi dengan mengoptimumkan logistik, mengurangkan pembaziran, dan meningkatkan proses penghantaran. Ini boleh melibatkan peningkatan infrastruktur, penggunaan automasi, dan peningkatan kecekapan laluan untuk mengurangkan kos.
Rasionalisasi Aset Fizikal: Menjual atau menyewa aset yang tidak menguntungkan atau bukan teras, seperti hartanah yang berlebihan atau peralatan yang usang, untuk memberi tumpuan kepada bidang yang lebih menguntungkan.
Integrasi Teknologi: Melabur dalam platform digital untuk meningkatkan penjejakan bungkusan, sistem pembayaran, dan komunikasi pelanggan bagi menawarkan pengalaman yang lebih lancar kepada pengguna.
2. Fokus kepada E-Dagang dan Logistik
Memperluas Rangkaian Penghantaran E-Dagang: Memandangkan peningkatan pesat e-dagang, DRB perlu memberi tumpuan kepada memperbaiki perkhidmatan penghantaran bungkusan Pos Malaysia, menawarkan penyelesaian khusus (contohnya, penghantaran keesokan hari atau perkhidmatan khusus untuk perniagaan kecil).
Penyelesaian Penghantaran Baharu: Melabur dalam penyelesaian penghantaran yang inovatif, seperti pengangkutan menggunakan dron atau kenderaan elektrik, untuk membezakan Pos Malaysia di pasaran logistik yang kompetitif.
3. Diversifikasi Perkhidmatan
Pengembangan Perkhidmatan Kewangan & Digital: Selain perkhidmatan pos tradisional, DRB boleh mendorong diversifikasi ke dalam perkhidmatan kewangan digital (e-dompet, pembayaran bil) dan perkhidmatan ber-margin tinggi seperti insurans atau pembayaran rentas sempadan.
Data dan Pandangan: Memanfaatkan analisis data untuk mengoptimumkan operasi penghantaran dan meramalkan keperluan pelanggan, dengan itu menawarkan perkhidmatan yang diperibadikan atau pemasaran yang lebih disasarkan.
4. Pengembangan Serantau
Penembusan Pasaran ASEAN: Menyiasat peluang untuk memperluas jejak Pos Malaysia ke negara-negara ASEAN yang berdekatan, menyasarkan pasaran logistik dan e-dagang yang berkembang di rantau ini.
Logistik E-Dagang Rentas Sempadan: Memperkuat penyelesaian logistik rentas sempadan untuk memenuhi peningkatan perdagangan antarabangsa, terutamanya dengan pemain e-dagang.
5. Inisiatif Kelestarian
Logistik Hijau: Melabur dalam kenderaan elektrik dan penyelesaian pembungkusan mesra alam untuk mengurangkan jejak karbon dan menarik pengguna yang prihatin terhadap alam sekitar.
Program Tanggungjawab Sosial Korporat (CSR): Terlibat dalam aktiviti tanggungjawab sosial korporat yang sejajar dengan kesejahteraan komuniti, menguatkan imej jenama.
6. Pemodenan Jenama & Pemasaran
Pengubahsuaian Jenama: DRB-HICOM perlu memberi tumpuan kepada memodenkan jenama Pos Malaysia, mencerminkan arah baru yang lebih berorientasikan teknologi.
Kempen Pemasaran yang Disasarkan: Melancarkan inisiatif pemasaran yang disasarkan kepada pengguna muda dan celik teknologi, mempromosikan kemudahan dan kebolehpercayaan perkhidmatan mereka.
7. Perubahan Kepimpinan & Budaya
Perubahan Eksekutif dan Kepimpinan: Menetapkan pasukan kepimpinan baharu dengan pengalaman dalam transformasi digital, e-dagang, dan strategi berfokuskan pelanggan untuk memandu perubahan.
Latihan dan Penglibatan Pekerja: Melabur dalam peningkatan kemahiran pekerja untuk menangani teknologi baharu dan meningkatkan penyampaian perkhidmatan. Morale pekerja yang positif dan produktiviti perlu menjadi objektif utama.
8. Perkongsian & Kerjasama
Perkongsian Teknologi: DRB boleh bekerjasama dengan syarikat teknologi untuk meningkatkan integrasi penyelesaian digital, seperti AI, awan, dan blockchain, untuk meningkatkan kecekapan operasi dan penglibatan pelanggan.
Kerjasama dengan Raksasa E-Dagang: Memperkukuh perkongsian dengan platform e-dagang (seperti Lazada, Shopee, dll.) untuk mendapatkan kontrak penghantaran bungkusan yang lebih tinggi.
Dengan memberi tumpuan kepada bidang-bidang ini, DRB-HICOM boleh membuka aliran pendapatan baru, meningkatkan kecekapan, dan meletakkan Pos Malaysia untuk masa depan yang berjaya dan mampan. Dengan pelan-pelan ini, DRB mempunyai asas yang kukuh untuk mencapai pulangan pelaburan mereka dan memenuhi matlamat perniagaan jangka panjang.

If DRB-HICOM purchased Pos Malaysia at RM3.60 per share, it likely expects a return on investment through strategic improvements. To ensure the turnaround and value growth of the company, DRB should consider the following plans:

### 1. **Strategic Operational Overhaul**
- **Cost Reduction & Efficiency**: Streamline operations by optimizing logistics, reducing redundancies, and improving delivery processes. This could include upgrading infrastructure, leveraging automation, and enhancing route efficiency to reduce costs.
- **Rationalizing Physical Assets**: Sell or lease underperforming or non-core assets, such as excess properties or outdated equipment, to focus on more profitable areas.
- **Enhanced Technology Integration**: Invest in digital platforms to improve parcel tracking, payment systems, and customer communication to offer a more seamless experience for consumers.

### 2. **E-Commerce and Logistics Focus**
- **Expand E-Commerce Delivery Network**: Given the e-commerce boom, DRB should focus on improving Pos Malaysia's parcel delivery services, offering specialized solutions (e.g., next-day delivery or tailored services for small businesses).
- **New Delivery Solutions**: Invest in innovative delivery solutions, like drone or electric vehicle fleets, to differentiate Pos Malaysia in the competitive logistics market.

### 3. **Diversification of Services**
- **Financial & Digital Services Expansion**: Beyond traditional postal services, DRB could push for greater diversification into digital financial services (e-wallets, bill payments) and high-margin services like insurance or cross-border payments.
- **Data and Insights**: Leverage data analytics to optimize delivery operations and predict customer preferences, thereby offering personalized services or targeted marketing.

### 4. **Regional Expansion**
- **ASEAN Market Penetration**: Explore opportunities to expand Pos Malaysia’s footprint into neighboring ASEAN countries, tapping into the growing logistics and e-commerce market in the region.
- **Cross-Border E-Commerce Logistics**: Strengthen cross-border logistics solutions to cater to increasing international trade, especially with e-commerce players.

### 5. **Sustainability Initiatives**
- **Green Logistics**: Invest in electric vehicles and eco-friendly packaging solutions to reduce the carbon footprint and appeal to environmentally-conscious consumers.
- **CSR Programs**: Engage in corporate social responsibility activities that align with community well-being, strengthening the brand image.

### 6. **Brand Modernization & Marketing**
- **Rebranding and Modernization**: DRB-HICOM should focus on modernizing the Pos Malaysia brand, reflecting its new, tech-forward direction.
- **Targeted Marketing Campaigns**: Launch marketing initiatives aimed at younger, tech-savvy consumers, promoting the ease and reliability of their services.

### 7. **Leadership & Cultural Shifts**
- **Executive Talent and Leadership Changes**: Appoint a new leadership team with experience in digital transformation, e-commerce, and customer-centric strategies to guide the transformation.
- **Employee Training & Engagement**: Invest in upskilling employees to handle new technologies and improve service delivery. Positive employee morale and productivity should be key objectives.

### 8. **Partnerships & Alliances**
- **Tech Partnerships**: DRB could partner with tech companies for better integration of digital solutions, such as AI, cloud, and blockchain, to improve operational efficiency and customer engagement.
- **Collaborate with E-Commerce Giants**: Strengthen partnerships with e-commerce platforms (Lazada, Shopee, etc.) to secure contracts for increased parcel deliveries.

By focusing on these areas, DRB-HICOM can unlock new revenue streams, enhance efficiency, and position Pos Malaysia for a successful and sustainable future. With these plans, DRB will have a solid foundation to achieve a return on their investment and meet long-term business goals.

To turn around by 2025, Pos Malaysia could focus on several key strategies:

1. **Digital Transformation**: Embrace e-commerce growth, enhance digital services, and implement automation to improve efficiency and reduce costs.
2. **Improved Customer Experience**: Upgrade delivery networks, enhance customer service with digital channels, and modernize post offices.
3. **Cost Efficiency**: Streamline operations, consolidate non-core assets, and implement sustainability initiatives for better profitability.
4. **Strategic Partnerships**: Collaborate with e-commerce platforms, tech companies, and explore public-private partnerships for growth.
5. **Sustainability**: Adopt green initiatives and engage in community outreach to strengthen brand reputation.
6. **Regional Expansion**: Explore new markets in ASEAN and offer specialized logistics services to diversify revenue.
7. **Leadership and Employee Engagement**: Foster a strong leadership team, invest in employee skills, and improve internal morale.

These efforts could help Pos Malaysia adapt to market changes, drive innovation, and achieve a successful turnaround by 2025.

funds are selling , dumping not in the indices soon 2024-12-05

GENM
Blog

Genting, Genting Malaysia to be Dropped From FBM KLCI — Sources

below RM2 soon hehe 2024-12-05

GENM
Blog

Genting, Genting Malaysia to be Dropped From FBM KLCI — Sources

Charles Brewer, a British national, assumed the role of Group Chief Executive Officer (CEO) at Pos Malaysia on August 1, 2021. With over 34 years of experience in the logistics and supply chain industry, including leadership positions at DHL Express and Canada Post, Brewer brought a wealth of expertise to the company. 

Key Accomplishments:
• Digital Transformation: Under Brewer’s leadership, Pos Malaysia has undertaken significant digital initiatives, including migrating approximately 95% of its digital services to the cloud. This move has enhanced the company’s agility and reduced operational costs. 
• Sustainability Efforts: Brewer has prioritized sustainability by investing in renewable energy solutions, such as installing solar panels on Pos Malaysia’s facilities. These efforts aim to lower energy expenses and reduce the company’s carbon footprint. 
• Operational Shift: He has guided the company through a strategic shift from being primarily a mail delivery service to focusing more on parcel deliveries, aligning with the growing e-commerce market. 

Board Membership:

As of the latest available information, Charles Brewer is not listed as a member of Pos Malaysia’s Board of Directors. The board comprises various non-executive and independent directors, with Tan Sri Syed Faisal Albar bin Syed A.R Albar serving as the Chairman. 

It’s not uncommon for CEOs to focus on executive management without holding a seat on the board, depending on the company’s governance structure.

For a more in-depth understanding of Charles Brewer’s vision and initiatives at Pos Malaysia, you might find the following interview insightful: https://m.youtube.com/watch?v=v4_3--gyb58

tak kan selepas kematian kroni syed macam ananda baru pos boleh show profit kan?😂🤣

kroni syed pun makin tua tak boleh tunggu terlalu lama lagi ananda & daim pun dah mati; giliran dia anytime jugak

pos, barangkali diversification into banking e.g. Islamic pawn biz, trading gold & silver and many more in addition to convenience stores & cafes biz

retrenchment coupled with cost cutting measures + digitalisation & transformation after rugi 6 years, 2025 should show profit 😜

2019-2024 - rugi

2025 - untung starts

fly back to RM1-2++ higher risk higher return pulak😉

Pos Malaysia is actively enhancing its competitiveness through strategic initiatives aimed at improving operational efficiency and sustainability. These efforts include digital transformation, such as migrating approximately 95% of digital services to the cloud, which enhances agility and reduces costs.  Additionally, Pos Malaysia is investing in renewable energy by installing solar panels on its facilities to lower energy expenses and reduce emissions. 

In contrast, competitors like DHL Express have announced price increases, with a 6.9% rate adjustment effective January 1, 2025.  Such adjustments are often attributed to factors like inflation, currency fluctuations, and rising operational costs. Pos Malaysia’s focus on cost-saving measures and operational efficiency may allow it to maintain or offer more competitive pricing, potentially enhancing its market position as competitors adjust their rates.

The Malaysian courier, express, and parcel market is projected to reach US$1.58 billion in 2025, driven by e-commerce growth and infrastructure improvements.  Pos Malaysia’s strategic initiatives position it to capitalize on this expanding market, potentially offering more competitive services compared to peers facing upward pricing pressures.

In summary, Pos Malaysia’s commitment to digitalization and sustainability is strengthening its competitiveness. As competitors implement price increases due to various economic factors, Pos Malaysia’s efficiency improvements may enable it to offer more attractive pricing and services in the evolving market landscape.

When comparing Pos Malaysia and GrabExpress, it’s essential to understand their distinct service models, coverage areas, pricing structures, and delivery options to determine which best suits your needs.

Service Models:
• Pos Malaysia (Pos Laju): As the national postal service, Pos Malaysia offers a comprehensive range of mail and parcel delivery services across the country. Their courier arm, Pos Laju, provides services such as same-day delivery, door-to-door service, and bulk shipping. 
• GrabExpress: Operated by Grab, a leading ride-hailing platform in Southeast Asia, GrabExpress is an on-demand delivery service designed for quick, same-day deliveries within urban areas. It utilizes Grab’s extensive network of drivers to facilitate rapid parcel deliveries. 

Coverage Areas:
• Pos Malaysia: With over 1,000 locations nationwide, Pos Malaysia boasts the widest coverage in the country, delivering to both East and West Malaysia. They also offer international delivery services to 56 countries. 
• GrabExpress: Primarily operates in major urban centers, leveraging its network of drivers to provide quick deliveries within cities. Its coverage is more limited compared to Pos Malaysia, focusing mainly on metropolitan areas. 

Pricing Structures:
• Pos Malaysia: Offers competitive rates for domestic deliveries, with prices starting around RM6.00. They provide various service options, including prepaid, express, and economy, catering to different customer needs. 
• GrabExpress: Pricing is based on distance and delivery time, with rates starting as low as RM5 for distances between 0-5 km. The cost increases with longer distances and specific delivery requirements. 

Delivery Options:
• Pos Malaysia: Provides a range of delivery services, including same-day delivery, express mail service (EMS) to international destinations, and specialized services for e-commerce platforms through their SendParcel service. 
• GrabExpress: Specializes in on-demand, same-day deliveries with options like instant delivery and 4-hour delivery windows. Customers can book deliveries through the Grab app, with real-time tracking and flexible scheduling. 

Key Considerations:
• Delivery Speed: For urgent, same-day deliveries within urban areas, GrabExpress offers a swift solution. Pos Malaysia’s Pos Laju also provides same-day delivery services but may have longer processing times due to its broader operational scope.
• Coverage: If you need to send parcels to remote or rural areas, Pos Malaysia’s extensive network ensures reliable delivery. GrabExpress is more suited for intra-city deliveries within its operational zones.
• Convenience: Booking a delivery with GrabExpress is as simple as using the Grab app, offering real-time tracking and immediate service. Pos Malaysia requires drop-offs at their branches or authorized agents, which may be less convenient for some users.

Conclusion:

Choose GrabExpress for quick, on-demand deliveries within urban areas, especially when time is of the essence. Opt for Pos Malaysia when sending parcels to a wider range of locations, including rural areas and international destinations, or when utilizing services tailored for e-commerce and bulk shipments.

When comparing Pos Malaysia and Shopee Xpress (SPX Express), it’s important to understand their distinct roles and services within Malaysia’s logistics landscape.

Pos Malaysia:
• Overview: Pos Malaysia is the national postal service provider, offering a comprehensive range of mail and parcel delivery services across the country.
• Service Coverage: Through its courier arm, Pos Laju, Pos Malaysia boasts the most extensive network in the country, covering over 80% of populated areas with more than 1,000 outlets nationwide. 
• Services Offered: Pos Laju provides various services, including same-day delivery, door-to-door service, and bulk shipping. 

Shopee Xpress (SPX Express):
• Overview: Shopee Xpress is the dedicated logistics arm of Shopee, one of Southeast Asia’s leading e-commerce platforms. It focuses primarily on delivering orders placed through the Shopee platform.
• Service Coverage: SPX Express operates in key urban and suburban areas, aiming to provide efficient delivery services for Shopee orders. However, its coverage may not be as extensive as Pos Malaysia’s nationwide reach.
• Services Offered: SPX Express offers standard and same-day delivery options for Shopee orders. It also provides features like self-collection points for added convenience. 

Key Differences:
• Operational Scope: Pos Malaysia serves the general public with a wide array of postal and courier services, catering to both individual and business needs. In contrast, SPX Express primarily handles deliveries for orders made through the Shopee platform.
• Service Integration: SPX Express is integrated within the Shopee ecosystem, allowing for seamless order tracking and management directly through the Shopee app. Pos Malaysia operates independently, with its own tracking systems and customer service channels.
• Delivery Flexibility: Pos Malaysia offers a broader range of delivery options, including international shipping and various service levels (e.g., express, standard, economy). SPX Express focuses mainly on domestic deliveries related to Shopee orders.

Conclusion:

If you’re seeking a courier service with extensive nationwide coverage and a variety of delivery options for both personal and business needs, Pos Malaysia is a suitable choice. However, if you’re primarily dealing with orders from the Shopee platform and prefer integrated tracking and management within the app, SPX Express offers a tailored solution.

When comparing Pos Malaysia and Ninja Van, it’s essential to evaluate their service coverage, pricing, reliability, and customer satisfaction to determine which aligns better with your needs.

Service Coverage and Offerings:
• Pos Malaysia (Pos Laju): With over 200 years in operation, Pos Malaysia’s courier arm, Pos Laju, boasts the most extensive network in the country, covering over 80% of populated areas with more than 1,000 outlets nationwide. This vast reach enables deliveries to virtually all regions in Malaysia. Pos Laju offers services such as same-day delivery, door-to-door service, and bulk shipping. 
• Ninja Van: Established in 2014, Ninja Van has rapidly expanded its presence in Southeast Asia. In Malaysia, its coverage is primarily in West Malaysia, excluding certain areas like Pangkor and Redang Islands. Notably, Ninja Van does not currently serve East Malaysia (Sabah and Sarawak).  They offer services like Ninja Packs, prepaid polymailers catering to various shippers, including small businesses and e-commerce sellers. 

Pricing:
• Pos Malaysia: Offers competitive rates, with domestic delivery prices starting around RM6. 
• Ninja Van: Pricing starts at approximately RM9 for domestic deliveries.  Their Ninja Packs provide flat-rate shipping within Peninsular Malaysia, starting from RM6.50. 

Reliability and Customer Satisfaction:
• Pos Malaysia: Its extensive network allows for flexible drop-off options, including Pos Malaysia branches, Ezibox Parcel Lockers, and 7-Eleven outlets. However, customer experiences vary, with some reporting delays and service inconsistencies. 
• Ninja Van: Known for competitive pricing and services tailored for e-commerce platforms, Ninja Van has received mixed reviews. Some customers have reported issues such as delivery delays and communication challenges. 

Financial Performance:

Ninja Van Malaysia has demonstrated significant growth, with revenue reaching RM862.65 million for the financial year ended June 30, 2023, marking a 21.9% increase from the previous year. 

Conclusion:

If extensive coverage, especially in East Malaysia, and flexible drop-off options are priorities, Pos Malaysia’s Pos Laju may be more suitable. For cost-effective solutions within Peninsular Malaysia and services tailored for e-commerce, Ninja Van’s offerings like Ninja Packs could be advantageous. It’s advisable to assess your specific delivery needs and consider recent customer reviews to make an informed decision.

When comparing GDEX and Pos Malaysia, it’s important to consider factors such as service coverage, pricing, reliability, and financial performance.

Service Coverage and Offerings:
• Pos Malaysia: With over 200 years of history, Pos Malaysia operates through its courier arm, Pos Laju, which boasts the widest network coverage in the country, reaching over 80% of populated areas with more than 1,000 outlets nationwide. This extensive reach enables them to deliver to virtually every geographic area in Malaysia. Pos Laju offers various services, including same-day delivery, door-to-door service, and bulk shipping. 
• GDEX (GD Express): GDEX is recognized for its door-to-door, same-day delivery services and its capability to handle bulk and large shipments, making it a preferred choice for wholesalers and large e-commerce platforms. However, its network is not as extensive as Pos Malaysia’s, which may affect delivery times and coverage in certain areas. 

Pricing:
• Pos Malaysia: Offers competitive rates, with prices starting around RM6 for domestic deliveries. 
• GDEX: Generally has higher rates, with domestic delivery prices starting around RM7. For instance, sending a 1kg parcel from Penang to Kuala Lumpur costs approximately RM15. 

Reliability and Customer Satisfaction:
• Pos Malaysia: Its extensive network allows for flexible drop-off options, including Pos Malaysia branches, Ezibox Parcel Lockers, and 7-Eleven outlets. However, customer experiences can vary, with some reporting delays and service inconsistencies. 
• GDEX: Known for handling bulk shipments efficiently, GDEX offers services like next-day delivery, same-day delivery, and international express delivery. However, its pricing is generally higher compared to competitors, which may be a consideration for cost-sensitive customers. 

Financial Performance:

Both companies have faced challenges due to market competition and oversupply. Analysts have lowered earnings estimates for both Pos Malaysia and GDEX for the financial years ending December 31, 2022, and 2023, anticipating net losses. Pos Malaysia reported its 15th consecutive quarterly loss in the third quarter ended September 30, 2022, with expectations of returning to profitability only in FY2024. 

Conclusion:

If extensive coverage and lower pricing are priorities, Pos Malaysia’s Pos Laju may be more suitable. For specialized services like same-day delivery and bulk shipments, GDEX could be the better option, despite its higher costs. It’s advisable to assess your specific needs and consider recent customer reviews to make an informed decision.

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Just visit pos cafe brick field, business very good. Can you guys visit other branch and tell me their business good or not?

Pos Shop's cafe is cheap and nice! The hot food is surprisingly awesome as well.

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tunggu siasatan MACC je kini...

Change in Boardroom
PASUKHAS GROUP BERHAD

Date of change 15 Nov 2024
Name MR MAK SIEW WEI
Age 49
Gender Male
Nationality Malaysia
Designation Executive Director
Directorate Executive
Type of change Resignation
Reason
Due to personal reasons
Details of any disagreement that he/she has with the Board of Directors No
Whether there are any matters that need to be brought to the attention of shareholders No
Qualifications
No
Qualifications
Major/Field of Study
Institute/University
Additional Information

Working experience and occupation
Family relationship with any director and/or major shareholder of the listed issuer
Any conflict of interests that he/she has with the listed issuer
Details of any interest in the securities of the listed issuer or its subsidiaries



Announcement Info
Company Name PASUKHAS GROUP BERHAD
Stock Name PASUKGB
Date Announced 15 Nov 2024
Category Change in Boardroom
Reference Number C03-15112024-00009