From Risk to Resilience: Vincent Tang on the Future of Supply Chains in Asia

1. You’ve been with Epicor for over two decades, growing with the company across various roles. What have been some of the most defining moments in your journey — and how have they shaped your leadership approach?

Joining Epicor in 1999, I have had the privilege of witnessing and contributing to the company’s transformation from a modest regional vendor to a global ERP leader. Back then, we were generating around $150 million in revenue and ranked 13th in Europe. Today, Epicor is the fifth-largest ERP provider globally, with revenues surpassing $1.2 billion.

Vincent Tang, Vice President, Asia

This growth has been nothing short of remarkable, and being part of this journey for over 26 years has deeply influenced my leadership style. Over the years, I have worn many hats — from Territory Manager through to my current role as Vice President for Asia. A particularly defining chapter was leading the expansion of our Asian footprint.

We grew from three offices to 14 across the region, and in Southeast Asia alone, we have tripled the business in the past seven years. These milestones weren’t just commercial wins; they reinforced the

importance of regional empowerment and local market insight. I have learned that effective leadership here is rooted in adaptability, trust in local teams, and a clear global vision. It’s about fostering innovation on the ground while staying closely connected to our customers’ evolving needs. That’s the essence of how I lead with a regional lens and a customer first mindset.

2. Epicor’s presence in Asia has expanded significantly under your leadership. What were the key drivers behind this growth, and how did you navigate challenges across such a diverse region?

Asia is now Epicor’s second-largest contributor to revenue globally, behind only the US. The region has been at the centre of a major supply chain realignment over the past decade. The “China plus one” strategy, where global manufacturers diversify their production beyond China, has fuelled growth in Southeast Asia, positioning countries like Malaysia, Vietnam, and Indonesia as strategic manufacturing hubs. Epicor has been well-placed to support this shift with our deep industry expertise and manufacturing-focused ERP solutions.

Our cloud business in Asia exemplifies this momentum. Last year alone, we saw a 99% year-over-year increase in cloud adoption. This is a clear indication that regional companies are prioritising scalability, modernisation, and digital agility. Of course, operating across such a diverse region brings its own complexities. Every market has unique legal systems, business cultures, and digital maturity levels. Our approach has always been local-first. We ensure we have the right people on the ground who understand each market intimately. While our international HQ is in the UK, we have designed our Asia operations to be regionally autonomous, backed by strong leadership and support. This balance has been key to sustaining our growth in Asia.

3. What are the biggest supply chain risks currently impacting businesses in Malaysia and the broader Asia Pacific region?

The Asia Pacific region is undergoing one of the most significant supply chain transformations. Geopolitical shifts, trade tensions, and increased regulatory scrutiny are driving profound change in

how and where companies manufacture. For Malaysia specifically, the return of US protectionist policies poses a tangible risk. With the US now imposing tariffs of up to 24% on Malaysian exports, and even higher rates on other ASEAN countries, manufacturers in sectors like electronics, auto parts, and precision engineering are under pressure. While Southeast Asia has benefitted from companies relocating operations away from China, the new tariffs are introducing fresh uncertainty

and could reshape previously optimistic trajectories.

Many supply chains still lack the visibility and agility needed to navigate such turbulence. Surprisingly, many firms still rely on outdated tools like spreadsheets to manage complex supplier ecosystems. That’s no longer viable. The future of supply chain management lies in AI-driven, cloud-based systems that offer real-time insight and coordination across suppliers, production, and logistics.

But the shift isn’t purely technological. Businesses must also invest in their people. As AI and automation redefine job roles, upskilling the workforce becomes critical. To remain resilient, companies in Malaysia and beyond need to diversify suppliers, tap into regional free trade agreements, embed analytics into planning, and cultivate talent capable of managing digital ecosystems. The supply chain of the future will be autonomous, intelligence-led, and people centric — and those who act now will be best positioned to lead.

4. How can technologies like advanced supply chain traceability help businesses address these risks and build operational resilience?

With the current volatile trade and geopolitical environment, resilience is no longer a luxury — it’s a necessity. Technologies like AI-powered traceability and advanced analytics are gamechangers, allowing businesses to respond swiftly to disruption, whether that’s due to new tariffs, environmental challenges, or sudden shifts in demand.

Advanced supply chain traceability gives businesses real-time visibility into goods in transit, supplier performance, and inventory levels. With predictive analytics layered in, companies can proactively identify bottlenecks and mitigate risks before they escalate. This is especially vital as supply chains become more decentralised, spanning locations like Vietnam, Malaysia, and Indonesia. In these distributed networks, transparency is key to maintaining both efficiency and trust.

ERP systems play a central role in this transformation. They bring together production, procurement, logistics, and finance into a single platform, and this helps manufacturers make faster, data driven decisions. And as sustainability becomes a core priority, traceability also supports compliance and accountability across greener, more circular supply chains.

In fact, 43% of Asia-Pacific CEOs are now investing in supply chain transformation, with Malaysia and China leading the way at over 50%. These leaders understand that digital traceability is essential not just for operational continuity but for building long-term competitive advantage.

5. Cloud-based ERP solutions are gaining traction. From your experience, how can they support companies in staying agile and adapting to constant change?

Cloud-based ERP systems are fast becoming the foundation of operational agility. One of their greatest advantages is the ability to scale in real time — allowing companies to adjust resources up or down in response to market fluctuations without heavy capital investment. This flexibility is vital for manufacturers dealing with unpredictable demand or cost pressures from new tariffs. In fact, 95% of businesses report improved processes after implementing ERP systems. And with the ERP software market in Southeast Asia projected to grow from USD 0.7 billion in 2023 to USD 1.2 billion by 2032, it’s evident that businesses across the region are recognising this value and investing accordingly.

Accessibility is another game-changer. With cloud ERP, teams can access critical systems securely from anywhere, which improves collaboration across distributed operations and ensures business continuity — even during disruptions. This was particularly evident during the pandemic, and it remains equally relevant amidst current geopolitical developments.

Cloud platforms further enhance security and resilience. Built-in disaster recovery and automatic updates mean businesses benefit from the latest features and compliance standards without having to manage upgrades manually. Plus, moving to a subscription-based model shifts IT spending from capital to operational expenditure, giving CFOs more predictable budgeting and reduced overheads.

At Epicor, we have seen tremendous traction. In FY24, we recorded a 42% year on-year increase in SaaS cloud revenue, with 80% of new customers opting for subscription-based solutions. This shift reflects a broader recognition that cloud ERP is not just a tool for modernisation — it’s a strategic enabler of growth and resilience in a rapidly evolving world.

6. Can you share a real-world example of how Epicor has supported a Malaysian company in gaining supply chain visibility — and what outcomes they achieved?

A great example is our partnership with Plassein Industry Sdn Bhd, a Malaysian manufacturer specialising in plastic injection moulding. They supply both OEM and aftermarket markets and operate primarily on a make-to-order basis. This meant they faced constant challenges around lean inventory, fluctuating demand, and complex sourcing.

Plassein had never implemented an ERP system before. They chose Epicor and leveraged our FastTrack deployment methodology, which focuses on rapid implementation and delivering value quickly. This approach enabled them to digitalise operations efficiently with minimal disruption to their existing workflows.

The impact was immediate and measurable. With Epicor ERP in place, Plassein gained full visibility over planning, inventory, and production processes. They could better align lead times, optimise sourcing strategies, and reduce overall supply chain costs. Most importantly, the system empowered them to respond more dynamically to customer needs, while maintaining operational efficiency and cost control.

This is just one of many examples across Southeast Asia where Epicor has helped manufacturers modernise their operations. Whether it’s boosting productivity, enhancing traceability, or supporting compliance, we’re proud to be enabling the region’s transition to smarter, more resilient manufacturing.

7. You’ve emphasised the importance of coaching and team development. How do you build strong teams and foster collaboration across different markets and cultures?

I believe great teams don’t happen by accident - they’re built over time. One of my key priorities as a leader is to ensure that every individual understands not only what is expected of them, but why their role matters to the bigger picture. When people are aligned with the mission and feel supported, they bring their best selves to the table.

At Epicor, collaboration is woven into our culture. We operate across diverse markets and cultures, so fostering open communication and mutual respect is essential. I focus on creating an environment where people feel safe to contribute ideas, challenge assumptions, and grow professionally. Strong teams aren’t built by trying to find perfect individuals, but by combining strengths in a way that elevates collective performance — where one plus one truly becomes greater than two.

Coaching plays a central role in this process. I encourage autonomy while removing barriers that may hold people back. It’s about unlocking potential — not through micromanagement, but through trust and empowerment. When people are clear on the purpose behind their work and are given room to thrive, collaboration becomes second nature, regardless of geography or background.

8. With your background in both technology and business, how do you see tech leaders balancing innovation with practical business needs in today’s market?

Businesses are investing in innovation with a focus on tangible returns and business resilience. IDC forecasts that ICT spending in Asia Pacific will reach USD $1.4 trillion by 2025, and much of that is being channelled into solutions that boost efficiency, improve customer experiences, and enhance resilience in uncertain times. At Epicor, this balance between innovation and practicality is at the heart of our approach. Our vertical focus remains consistent globally, but we adapt our solutions to reflect local priorities. For instance, in Malaysia, we worked closely with regulators and partners to address new e-invoicing mandates, embedding local compliance functionality directly into our ERP platform. This is part of our Country-Specific Functionality (CSF), which ensures our customers stay competitive while meeting regional requirements.

We also see this in how businesses approach ERP investments. Many of our customers are upgrading from legacy or local systems as they scale, seeking more robust features without the high costs associated with Tier 1 platforms. In fact, some larger organisations are stepping away from overly complex systems that no longer align with their operational needs.

What they seek is flexibility, relevance, and a clear return on investment. Ultimately, it’s about making smart choices such as selecting technologies that are adaptable, scalable, and aligned with

real business outcomes. Innovation for its own sake isn’t enough. It needs to serve a clear purpose, and that’s where today’s tech leaders are placing their focus.

9. As the world faces growing economic uncertainties, what challenges do you foresee for Epicor in the Asia Pacific region — and how are you preparing the company to meet these challenges head-on?

The economic landscape in Asia Pacific is complex and constantly shifting. Manufacturers, in particular, are facing pressure to deliver more with fewer resources — managing rising costs, supply

chain disruptions, and labour shortages, all while remaining competitive.

For Epicor, one of the key challenges is supporting our customers as they embrace digital transformation under these conditions. Many are looking to modernise quickly — integrating AI, automation, and connected systems to increase agility and reduce risk. But rapid adoption must also be strategic. Our role is to help them match technology with tangible outcomes, ensuring that investments translate into real operational gains.

We’re tackling this in several ways. First, we continue to invest in industry-specific innovation that aligns with our customers’ unique needs. Second, we’re building strong local partnerships and expanding support networks across the region to ensure we stay close to our markets. And finally, we’re focused on enabling our customers to scale with confidence.