Across the industrialised world, national technology powerhouses stand as lynchpins of economic sovereignty and innovation.

Taiwan’s Industrial Technology Research Institute (ITRI) and Germany’s Fraunhofer Society are not mere research institutions; they are engines of applied industrial transformation, bridging the gap between academic discovery and market-ready technology.

As manufacturing evolves at breakneck speed, driven by AI, robotics, and automation, Malaysia’s continued reliance on a fragmented ecosystem of public research bodies, universities, and private R&D risks leaving it in the wake of more strategically organised competitors.

The proposition to elevate SIRIM Berhad – long the nation’s trusted centre for standards, metrology, and testing – into this pivotal role is not just logical; it is a necessity.

The question is not whether SIRIM should be this powerhouse, but how Malaysia can decisively reshape and empower it to become one.

SIRIM’s foundation is uniquely advantageous. For decades, it has built unparalleled credibility and intimate connections with industry through its work on standards compliance, quality assurance, and product testing.

It understands the practical hurdles Malaysian manufacturers face. This existing trust and penetration provide a ready-made network – a critical asset that purely academic institutions lack.

However, being a referee of standards is fundamentally different from being a player who develops the next-generation technology setting those standards. This is the leap required.

Multi-pronged national mission

To make this transformation happen, Malaysia must embark on a deliberate, multi-pronged national mission.

First, a legislative and mandate revolution. SIRIM’s current form is constrained. It needs a new charter, akin to the acts governing Fraunhofer or ITRI, explicitly mandating it to lead applied, industry-driven technological development in advanced manufacturing.

This must be coupled with a significant, sustained, and flexible public funding commitment for high-risk, high-reward translational research.

The model of competitive, project-based public-private partnerships used by Fraunhofer – where roughly one-third of core funding is public, one-third from public project grants, and one-third from direct industry contracts – is an excellent blueprint. It ensures relevance and accountability.

Second, cultivate a culture of commercialisation, not just compliance. SIRIM must attract and nurture a different breed of engineer-scientist-entrepreneur.

This means creating career paths and incentive structures that reward patent filings, spin-off company creation, and deep industry collaboration, not just published papers or routine testing.

Strategic partnerships with global powerhouses (like Fraunhofer itself) and world-class universities can accelerate this cultural and competency shift, embedding global best practices and cutting-edge knowledge.

Third, focus on national grand challenges. SIRIM should not try to do everything. It must identify and own specific, critical verticals where Malaysia has or can build competitive advantage.

This could be smart automation for SMEs, sustainable manufacturing processes, AI-driven precision engineering, or advanced materials for electronics.

By concentrating resources and talent, it can develop into a globally recognised centre of excellence in these niches, moving from testing products to licensing proprietary processes and solutions.

Fourth, become the conduit for SME transformation. The backbone of Malaysia’s manufacturing economy is its SMEs, which often lack the capital and expertise to digitise and automate.

A revamped SIRIM could become their primary technology partner-demonstrating, adapting, and de-risking Industry 4.0 solutions. This could involve living labs, shared pilot production lines, and technology subscription models, dramatically accelerating the modernization of the entire supply chain.

Finally, strategic autonomy in leadership. To drive this aggressive agenda, SIRIM’s leadership must combine world-class technical vision with operational dynamism.

It should be granted the autonomy to set strategic priorities, form international alliances, and operate with the agility of a top-tier technology organisation, while remaining accountable to national economic goals.

Bold political will

The path is clear, but it requires bold political will and a unified vision across the government, industry, and academia.

Malaysia has the institutional candidate in SIRIM and the pressing economic need. By deliberately re-engineering it from a standards verifier into a technology pioneer, Malaysia can secure its own engine for manufacturing sovereignty.

In the relentless global race for industrial leadership, we must build our own powerhouse, not just plug into others.

The time to start forging that future is now. SIRIM stands out as the prime candidate to shoulder such a demanding responsibility for the nation.

-- BERNAMA

Professor Datuk Dr Ahmad Ibrahim is affiliated with the Tan Sri Omar Centre for STI Policy Studies at UCSI University and is an Adjunct Professor at the Ungku Aziz Centre for Development Studies, Universiti Malaya. He can be reached at ahmadibrahim@ucsiuniversity.edu.my .