UiTM Faculty of Architecture: Pos Malaysia Case Study ENT600

This case study analyzes Pos Malaysia, a leading logistics and postal service provider in Malaysia. The study begins with an introduction highlighting the company's history, and the importance of analyzing Pos Malaysia's services. The company information section details Pos Malaysia's background, organizational structure, and product offerings, including Pos Laju and Pos Niaga. The analysis explores the company's SWOT (Strengths, Weaknesses, Opportunities, and Threats). The study identifies key issues and problems, such as outdated processing systems and delivery delays. The case study concludes with recommendations for improvement, focusing on innovation, efficiency, and customer satisfaction. The study also includes an overview of the company's vision, mission, code of conduct, and business ethics. The appendices contain additional information that supports the analysis.

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COMPANY ANALYSIS
Pos Malaysia
TECHNOLOGY ENTREPRENEURSHIP (ENT600) : CASE STUDY
FACULTY & PROGRAMME : Faculty Architecture & Planning
SEMESTER : 5
PROJECT TITLE : Pos Laju Company Case Study
GOUP MEMBER : 1. Muhamad Aniq Adhwa Bin Anua
(2019643376)
2. Muhammad Irfan Irsyad Bin Mohd Salleh
(2019660286)
3. Muhammad Aminuddin Bin Hasbullah
(2019678522)
4. Najihah Binti Mohd Yusof
(2019678608)
5. Nur Fazira Asyikin Binti Nor Salim
(2019660768)
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ACKNOWLEDGEMENT
In carrying out our work, we have to seek the help and guidance of some respected
people, who are deeply grateful to us. The completion of this assignment gave us fun.
We would like to thank Mrs. Lina Nadia ABD Rahim, ENT 600 Lecturer, UiTM
Puncak Alam for providing us with good guidance in providing assignments throughout
the preparation of this report. We would also like to express our sincere thanks to
everyone who has directly and indirectly guided the writing of this assignment. Many
people, especially classmates and members of our own team, have provided invaluable
comments on this proposal that have inspired us to improve our work. We thank
everyone for their help directly and indirectly for our work.
Page
Title Page
Acknowledgment
Table of Content
List of Figure
List of Table
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ii
iii
iv
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EXECUTIVE SUMMARY
1.0 INTRODUCTION
2.0 COMPANY INFROMATION
3.0
ANALYSIS COMPANY SWOT
4.0 FINDING AND DISCUSSION (ISSUES/PROBLEMS)
5.0 RECOMMENDATION AND IMPROVEMENT
6.0 CONCLUSION
References
Appendices
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1.1 Background of The Study
1.2 Purpose of The Study
1.3 Problem Statement
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2.1 Company Background
2.2 Organizational Structure
2.3 Product/Service Description
2.4 Business, Technology, Marketing, Operational/Production/Financial
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1.0 INTRODUCTION
1.1 Background of the study
Over the years, Pos Malaysia has weathered many challenges and grown from strength to
strength. Not one to be complacent about what we have built to date, we are continuously
innovating and pushing our boundaries to reach even greater heights. Moving forward,
we endeavour to be a leading fully integrated logistics service provider offering end-to-
end logistics solutions to businesses and individuals alike.
In order to find the right topic in the case study, the key element is to identify potential
products for innovation and upgrading, our team found it very useful to study the Poslaju
company as it is a widely used tool for shipping systems all over the place. Given that
post offices now have a lot of problems with delays in delivering systems to customers as
well as having a lot of bad comments on their services, our team is taking the opportunity
to review and introduce the best solutions in the light of a more innovative and orderly
system. This is where key solutions and discussions are needed to develop more
systematic strategies that are more likely to satisfy consumer rights.
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1.2 Purpose of the study
The purpose of this case study is to gain full access to the details of the management
system for this postal company to detect deficiencies and product improvements on
the aspects that team members can take to produce the best possible implementation
of our innovations that will be addressed with the given issues. Upon completion of
this study, the aim is to evaluate the broad concept of innovation whereby the
implementation of blueprint will occur more smoothly and without missing and
interrupted aspects. Therefore, this case study should consider this in every direction
to provide all the information needed for the proper business plan.
1.3 Problem statement
This post office has been established for a long time and has many branches but there
are some weaknesses that this poslaju company has that its system is not compatible
with the modern day, its processing system still uses a slightly outdated method
compared to overseas post office. this problem shows the weaknesses of the company
itself and gives effect to its customers where most people nowadays use this postal
service and they receive very slowly, missing or lost goods and slow counter
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operations, the problem factor is due to lack of a more innovative and orderly system
for the control of inbound and outbound space for hold to process.
2.0 COMPANY INFORMATION
2.1 Company Background
Pos Malaysia Berhad can be traced back to the early 1800s with the establishment of
postal services first in the Straits Settlements in Penang, Malacca and Singapore
expanding through the rest of Malaya by the early 20th century. Letters were then
conveyed through dispatch riders or special messengers. Instead of postage stamps, fees
were collected when letters were handed in at the Post Office. Letters posted were given
a receipt.
The system later changed when the Indian stamps overprinted with crown and Straits'
stamps overprinted with dollars and cents were introduced in 1867. The first inaugural set
of postage stamps was introduced in 1901.
It was also started as a medium for the transmissions of letters, newspapers and business
documents. The postal service soon evolved into a multiple services provider. It began to
venture into parcel delivery, registrations, insurance service, transaction of money (postal
order & money order) and investment of funds (Post Office Saving Bank).
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The postal service, then known as Jabatan Perkhidmatan Pos – Postal Services
Department (PSD), also began to take over numerous services on behalf of the
Government departments. It started to collect payment of electricity bill, sale of dog
license, payment of pensions, sale of television license and others.
In 1992, Pos Malaysia Berhad was corporatized from the PSD. In September 2001, Pos
Malaysia Berhad was listed on the then Kuala Lumpur Stock Exchange (now known as
Bursa Malaysia Berhad) through a reverse takeover of a Philio Allied Berhad assuming
its listing status. Today, Pos Malaysia has many Strategic Business Units - POS Laju,
POS, Data Pos, POS ArRahnu, POS Digicert, POS Solutions & POS Online. (sources
from Wikipedia)
2.2 Organizational Structure
Board of Directors:
I. YBhg Datuk Yasmin binti Mahmood (Independent Non-Executive Chairman)
Datuk Yasmin binti Mahmood was appointed to the board on 1
April 2019 as Independent Non-Executive Chairman. Datuk
Yasmin is a much sought after global thought leader in Digital
Economy Transformation, Consultancy and Implementation.
Throughout her illustrious career spanning three decades,
Datuk Yasmin has served both the Public and Private Sectors,
which places her in a credible position on overseeing Public-
Private Partnerships to realize ‘Win-win’ situations and
sustainable growth.
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Having graduated with a double-major in Computer Science and Mathematics, Datuk Yasmin
had served various technology giants; starting with being General Manager of Hewlett
Packard Malaysia’s Commercial Channels Organization (1995 – 1999), taking on a dual-role
of General Manager and Regional Corporate Director of Dell Malaysia (1999 – 2006), before
moving on to become Microsoft Malaysia’s Managing Director (2006 – 2009)
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II. YBhg Dato' Ibrahim Mahaludin bin Puteh (Senior Independent Non-Executive
Director)
Dato’ Ibrahim Mahaludin bin Puteh was appointed to the Board
on 22 August 2007 as a Non-Independent Non-Executive
Director. On 25 February 2009, he was re-designated as an
Independent Non-Executive Director and thereafter, on 19 June
2013, he was further re-designated as Senior Independent Non-
Executive Director.
Dato’ Ibrahim is the Chairman of the Board Risk, Sustainability and Compliance Committee,
and a member of the Board Nomination and Remuneration Committee and Board Audit
Committee.
He holds a Bachelor of Arts (Honors) degree from the University of Malaya and a Master of
Business Administration from the Manchester Business School, University of Manchester,
United Kingdom.
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III. YBhg Dato’ Sri Syed Faisal Albar
bin Syed A.R Albar
(Non-Independent Non-Executive
Director)
IV. YBhg Datuk Puteh Rukiah binti
Abd. Majid
(Independent Non-Executive
Director)
V. YBhg Datuk Idris bin Abdullah @
Das Murthy
(Independent Non-Executive
Director)
VI. Sharifah Sofia binti Syed Mokhtar
Shah
(Non-Independent Non-Executive
Director)
VII. Encik Ahmad Suhaimi bin Endut
(Independent Non-Executive
Director)
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VIII. Encik Ahmed Fairuz bin Abdul Aziz
(Independent Non-Executive
Director)
State manager:
 Encik Soimon Bin Sinit
State Manager, Sabah
 Encik Bong Tung Hui
State Manager, Sarawak
 Encik Mohamad Nazri B Said
State Manager, WPKL
 Encik Khairul Nizan Che Nik
State Manager, Selangor
 Encik Muhammad Yazid Ibrahim
State Manager, Negeri Sembilan
 Encik Md Fazil Bin Kamaruddin
State Manager, Melaka
 Encik Mahfidz Hj Omar
State Manager, Johor
 Encik Azlizam Bin Desa
State Manager, Kelantan
 Encik Muhammad Faizal Bin Abd
Jalil
State Manager, Pulau Pinang
 Puan Salbiah Binti Abu Bakar
State Manager, Terengganu
 Encik Zulkiply Bin Mohamed
Noor
State Manager, Pahang
 Puan Noor Zuriha Haron Binti Nor
Rashid
State Manager, Perak
 Encik Mohd Suzairi Bin Mohd
Shuib
State Manager, Kedah/Perlis
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2.3 Products/Services
Pos Mel leverages on the strength of an extensive physical delivery network to provide
customers with conventional mail services and customized solutions that are tailored to meet
their increasingly discerning needs.
Pos Laju has the most extensive delivery network and number of touch points in Malaysia. It
also has the largest courier fleet in the country. Our vast network and assets provide
convenience when it comes to last mile delivery, making Pos Laju the nation’s preferred
courier service provider, connecting people and business in and beyond Malaysia.
Pos Niaga has a countrywide footprint and reach that surpasses all others. With more than
1,000 touch points all over Malaysia, Pos Niaga continues to provide a wide range of retail
products and services to our customers.
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Pos Malaysia International (“PMI”) connects Malaysia to the world by providing
international postal services that include mail, small packets and parcels through its
international hub and gateway in KLIA.
2.4 Business, marketing, operational strategy
I. The Rebranding of Pos Malaysia:
Our new logo embodies our spirit as a modern, forward-
thinking organization, with our transformation
translated through the lighting effect with the ‘O’ in
POS. Our logo also illustrates how the company is
always on the move.
This is reinforced further by the ‘fast forward’ arrow within the ‘O’, which also highlights the
brand’s progressive and innovative qualities and denotes Pos Malaysia’s digital engagement
in the 21st century.
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