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<a href="/company/huawei">Huawei</a> officially introduced a new <a href="/industry/ai">artificial intelligence</a> deployment framework for the manufacturing sector on April 28, during an industry summit held in Guangzhou. The methodology includes a three-layer infrastructure model, five stages of AI maturity, and an eight-step implementation roadmap—designed to help enterprises integrate AI across both strategic planning and operational workflows.
Alongside the framework, Huawei also released 20 AI-powered solutions spanning seven manufacturing scenarios.
Liu Chao, vice president of Huawei and CEO of its manufacturing and large enterprises business unit, said the company's full-stack AI infrastructure is built to accommodate a wide range of manufacturing use cases, significantly lowering barriers to industrial AI adoption.
Working with partners, Huawei has developed modular AI solutions across segments including automotive equipment, mechanical electronics, pharmaceuticals, and light industry—as well as emerging fields like embodied intelligence.
One case in point is Huawei’s partnership with GAC Group. Together, the companies have built a smart R&amp;D platform to streamline vehicle design and engineering. Traditionally, it takes two to three years to bring a new car from concept to production. By integrating Huawei’s large language models (LLMs) and AI-driven toolchains, that timeline could be halved—from 36 months to just 18. This agility marks a major leap forward in product development.
At the summit, GAC and Huawei launched the smart R&amp;D solution and announced a pilot program to begin scaling the platform across operations.
The rise of LLMs has prompted Huawei to incorporate AI more deeply across its internal and customer-facing workflows. Feng Rui, deputy director of Huawei China’s smart manufacturing unit for government and enterprises, said Huawei has consolidated more than 13 million technical documents, 10,000 API manuals, and 8.5 million open-source code repositories into a unified R&amp;D data platform.
This foundation supports Huawei’s proprietary AI assistant and development-focused LLM. Feng noted that tasks like releasing a new software version—which previously took 9 to 18 months—could now be completed on a monthly cycle.
The demand for AI model deployment has surged following the debut of DeepSeek. According to Guo Zhenxing, vice president of Huawei’s enterprise business in China, over 300 companies are planning to deploy large models in 2025.
Some have already moved fast. FAW Group has boosted coding efficiency by 30% using DeepSeek’s capabilities. Guangzhou Pharmaceuticals Corporation built a knowledge base that spans R&amp;D, sales, and medical research, enabling faster knowledge reuse and applications like AI-powered search and competitive analysis.
whereRelatedArticle
Huawei has optimized DeepSeek across its Ascend platform, supporting everything from pre-training and fine-tuning to reinforcement learning and inference. The platform is designed for rapid secondary training and customization of large models.
Performance tuning has been a key focus. Huawei has aligned computing resources with model workloads, citing compatibility with advanced techniques such as model tensor parallelism (MTP), model layer aggregation (MLA), and scalable parallelism for expert models.
On the ecosystem front, Huawei has open-sourced its entire software stack for Ascend—from the CANN (compute architecture for neural networks) kernel to the high-level MindSpore AI framework. More than 100 partners in manufacturing have already built DeepSeek-powered applications on Ascend to address diverse industry needs.
The summit also featured breakout tracks focused on sectors like automotive, electronics, new energy, and computing components, offering industry-specific discussions on AI deployment.
Looking ahead, Guo said Huawei will continue supporting digital transformation across enterprises. In 2025, the company plans to deepen its end-to-end AI offerings—spanning data collection, transmission, storage, computing, management, and application—by delivering a unified intelligent infrastructure stack across connectivity, compute, storage, and platforms.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3272321127112839">article</a> was written by Deng Yongyi for 36Kr.

Huawei introduces new AI framework for manufacturers at Guangzhou summit

East Asia

China

… like Rakuten in Japan. Meituan is building a system where every user can benefit and level up based on their spending. Airline loyalty programs are similar, but only apply to flying. Ours spans verticals.
<h3>36Kr: Why not follow those two models?</h3>
ZM: Because we’re targeting the entire user base. Every level needs to feel worthwhile.
Merchants can use our system to segment and target their customers. That opens up a much bigger roadmap.
<h3>36Kr: Is traffic still being funneled from food delivery?</h3>
ZM: I wouldn’t call it funneling. High-frequency businesses like food delivery are (figuratively speaking) natural springboards. The worry was that vouchers might cannibalize food delivery, but in fact, users bought more of them.
<h3>36Kr: Are newer services like Meituan Youxuan integrated yet?</h3>
ZM: Talks are still ongoing. But eventually, there will be one membership across all of Meituan. Old vertical-specific memberships—bike, hotel—will likely shed the “membership” label. Integration is underway, but it takes time.
<h3>36Kr: Are you asking each unit to contribute perks?</h3>
ZM: It’s not just about contributing perks, but helping each business line to reframe how user operations are managed under this new system.
<h3>36Kr: Is there resistance? Are there any business units reluctant to join?</h3>
ZM: There are always challenges, but a lot of business units feel the pain themselves. Coming from food delivery, I understand. When you’re running a business, you often find you can’t offer the best perks to your best users.
<h3>36Kr: Can you give an example?</h3>
ZM: Pricing, for one. Legally, businesses can’t discriminate on price. But merchants want to offer better deals to high-value customers. Businesses also want their subsidies to target real loyal users, not just those chasing deals. Memberships allow that kind of precision.
So we’re giving each business a new toolkit, not asking them for favors. Now, demand for integration is outpacing supply.
<h3>36Kr: Which units are moving fastest?</h3>
ZM: Food delivery, flash sales, and lodging have all contributed strong benefits. We're starting with lighter initiatives—weekly flash campaigns by membership tier, for example—and collecting data to refine the system before heavy product development.
<h3>36Kr: In your research, what’s the main pain point for merchants?</h3>
ZM: Probably the wastage of marketing resources on the wrong users. Promotions often attract “bargain hunters” who disappear when the deals end. Industries are stuck in price wars they don’t want. Memberships can help merchants invest more efficiently in real loyal users.
<h3>36Kr: So this is about user stratification?</h3>
ZM: Exactly—making stratification visible. Merchants can choose which tiers to reward. Users feel incentivized not to let perks expire. It drives better cross-vertical behavior. That's why I believe Meituan has a real shot at becoming a ubiquitous membership program—because it spans more lifestyle areas than any single vertical.
<h3>36Kr: Could this shift ad spending to Meituan?</h3>
ZM: Indirectly, yes. Merchants have two buckets of marketing spend: buying traffic (ads) and offering direct subsidies (discounts). Right now, membership mainly optimizes the subsidy side. Ad spending could be next, but that’s not the immediate focus.
<h3>36Kr: What does the ideal perks system look like in your mind?</h3>
ZM: We’re starting with discounts and savings because it’s simple and tangible. But in the long term, we’re moving toward services and experience-based perks. I can imagine a future where you flash your Meituan membership card offline—at a hotel, a restaurant, wherever—and receive instant upgrades or bonuses based on your tier.
<h3>36Kr: Will the membership ever become a paid product?</h3>
ZM: For consumers, no. For businesses, it’s not positioned as a profit center right now either. Our mission is to strengthen user engagement and drive business growth.
In the future, though, if we can help brands and merchants connect with millions of China’s best, most affluent consumers, the commercial potential will be enormous. If we choose to monetize, there are plenty of models available—but that’s not today's concern.
<h3>36Kr: What is Meituan’s management prioritizing when it comes to membership?</h3>
ZM: Any long-term, meaningful initiative starts with a high degree of ambiguity. Even for me, my focus evolved over the past three months.
Today, we have a shared vision that energizes everyone, and at least one method that makes sense. We’re not obsessing over monthly metrics like the number of perks or members.
<h3>36Kr: How has your thinking changed?</h3>
ZM: Initially, I was tempted to set hard KPIs, targets. But through continuous discussions, I realized that would constrain us too early. I’ve become much more relaxed—and more ambitious—about the project.
<h3>36Kr: You called it an S-level project. What does that mean in Meituan?</h3>
ZM: It means strong resourcing in terms of budget, leadership attention, and pace of decision-making. Compared to other S-level initiatives, the membership initiative is probably “SSS-level.” It’s rare to have a project that’s so strategic, so well-resourced, and given so much patience.
<h3>36Kr: Are there competitive considerations behind this push?</h3>
ZM: Of course. Every sector has its rivals. The real power of Meituan’s membership is that it cuts across verticals. When you face competition in travel, dining, or services, a cross-category membership brings cumulative advantages that single-vertical competitors can’t match.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3262981102157568">article</a> was written by Ren Cairu for 36Kr.

Meituan rolls out cross-category membership in shift to retain users

On-demand Services

E-commerce

Ride-hailing

Food Delivery

Grocery Delivery

Retail

Consumer Economy

… This <a href="https://36kr.com/p/3272116824416645">article</a> was written by Li Xiaoxia for 36Kr.

Mingming Henmang files for IPO as China’s snack wars enter next phase

Malaysia and Singapore are accelerating the rollout of their new joint special economic zone in a bid to hedge against rising global trade uncertainty under US President Donald Trump's administration.
Zafrul Aziz, Malaysia's minister of investment, trade, and industry, said last week that the need for the Johor-Singapore Special Economic Zone (JS-SEZ) and the economic interlinkage between the two Southeast Asian neighbors are now more crucial than before.
"[Trump's] '<a title="" href="https://asia.nikkei.com/Economy/Trade-war/How-Trump-s-Liberation-Day-tariffs-impact-Asia-5-things-to-know" target="_blank" rel="noopener">Liberation Day</a>' is a reminder that in the face of geoeconomic and geopolitical uncertainties, we must accelerate reforms," said Zafrul during his keynote at the JS-SEZ Joint Business and Investment Forum in Johor state's capital city of Johor Bahru. "The need for JS-SEZ and our country's economic interlinkage is now more important than ever. In fact, greater than ever."
In January, the two countries <a href="https://asia.nikkei.com/Economy/Malaysia-Singapore-economic-zone-to-focus-on-aerospace-medical-devices">formally agreed</a> to develop the special zone, aiming to build up high-value industries such as healthcare and semiconductors, which they hope will benefit both nations. New investment in the special zone—which covers 3,571 square kilometers—is offered incentives by the Malaysian government, such as tax breaks, subject to specific conditions.
The SEZ targets 50 major projects in its first five years and 100 by 2035, building on the traditional "twinning" model between the two nations—in which companies locate high-end R&amp;D and global business functions in Singapore while housing manufacturing and logistics in Johor.
Already, according to Johor's chief minister Onn Hafiz Ghazi, the zone secured MYR 27.4 billion (USD 6.4 billion) in investment approvals in the first quarter of 2025 and another MYR 23 billion (SGD 5.4 billion) is in the pipeline for April.
"Through the establishment of the Invest Malaysia Facilitation Centre Johor (IMFC-J), we have streamlined our investment processes. … We have introduced a fast-track mechanism that significantly reduces bureaucratic delays for priority investments," the chief minister said.
He added that the facilitation center is currently handling 42 projects under accelerated processing, which can now be achieved in 13–14 months, compared with two years prior. "This is not just about efficiency. It is a clear signal to investors: Johor is serious, responsive, and ready," he said.
With the US tariff threats looming, he proposed at the forum two initiatives to strengthen the special zone's competitiveness. One is the establishment of a Johor "regulatory sandbox," a supervised, flexible space to test innovative technologies, policies, and business models in sectors. The sandbox would offer time-bound regulatory exemptions to fast-track development, overseen by federal and state agencies under the IMFC-J.
Ghazi also proposed the creation of an ASEAN industrial park within the zone, tailored to attract high-value investments from the Regional Comprehensive Economic Partnership (RCEP) member countries, which include ten ASEAN states, China, Japan, South Korea, Australia, and New Zealand. The park would focus on advanced manufacturing, green technology, and digital sectors, offering custom incentives like tax breaks, simplified talent mobility, and relaxed fund repatriation rules.
At the forum, Singapore deputy prime minister and minister for trade and industry Gan Kim Yong warned that the renewed US-China tariff escalation risks destabilizing the rules-based multilateral trading order, and smaller economies will always be at the losing end, "at the mercy of larger powers."
"But in every crisis, there are opportunities. … As businesses begin to reconfigure their production and supply chain arrangements, new opportunities will emerge—for those who are nimble and fast to adapt to the new landscape," Gan said.
He pointed out that several companies are already capitalizing on the SEZ's twinning model. <a title="" href="https://asia.nikkei.com/Economy/Singapore-companies-seek-early-deals-in-new-Johor-special-zone" target="_blank" rel="noopener">Archisen</a>, a Singapore-based agritech firm, is collaborating with Johor's FarmByte to build a smart indoor vertical vegetable farm in Nusajaya Tech Park, and it's expected to yield over 300 tons of leafy vegetables annually.
Agrocorp is partnering with Japan's Megmilk Snow Brand to set up a facility in Johor to produce 6,000 tons of plant-based protein from climate-resilient crops. South Korea's SPC Group, which controls bakery chain Paris Baguette, has anchored its halal manufacturing in Johor and established its regional headquarters and innovation center in Singapore to support research and product development.
Singapore's Economic Development Board (EDB) managing director Jermaine Loy called for economic integration between the two nations.
"Amid global uncertainty, it's crucial that Malaysia and Singapore stay open to trade and investment. Regional economic integration matters now more than ever, and it is proof that we can succeed together, not alone," he said. "The fundamentals are strong. But what matters is delivery."
This article first appeared on <a href="https://asia.nikkei.com/Economy/Malaysia-Singapore-play-up-joint-economic-zone-amid-US-tariff-worries">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

Malaysia, Singapore play up joint economic zone amid US tariff worries

Singapore

Malaysia

Southeast Asia

… general-purpose, high-performance compute platform. As this model gains adoption in other industries, Intel expects automakers to follow. Over time, advances in general-purpose chips could reduce the need for narrowly specialized components.
Asked whether Intel would lower prices to gain market share, Weast argued that its chiplet architecture already offers better value. Most vendors, he said, rely on a single large chip for both high-end and entry-level models—resulting in unused capacity in cheaper cars, but no cost savings in production.
By contrast, chiplets allow Intel to create more tailored, lower-cost designs—particularly by mixing process nodes. The company says it’s the first in the industry to offer such a modular platform for automotives.
While Intel doesn’t disclose revenue from its automotive business, Weast noted that the unit operates under the Client Computing Group (CCG), which also includes Intel’s PC business. That structure allows the automotive team to leverage Intel’s broader investments in AI and computing infrastructure.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3265735356682881">article</a> was written by Li Anqi for 36Kr.

Intel’s new automotive play centers on modular chips, but will carmakers commit?

Transportation

Autonomous Vehicles

Electric Vehicles

Deep Tech

Mobility

Semiconductors

… href="https://www.sin-chew.com.sg/">Sin Chew Woodpaq</a>, a Singapore-based provider of specialized logistics solutions, received an undisclosed investment from Heliconia Capital, a subsidiary of Temasek, in a deal structured through holding company M3 SG.</li>
<li aria-level="1">Supabase, an open-source backend platform, raised USD 200 million in a Series D funding round led by Accel. Other participants include Coatue, Y Combinator, Craft Ventures, Felicis, and angel investors such as Kevin Weil (OpenAI), Guillermo Rauch (Vercel), and Taylor Otwell (Laravel).</li>
<li aria-level="1"><a href="https://www.seindonesia.co.id/">Se’Indonesia</a>, a quick-service F&amp;B brand best known for its beef rice bowls, raised Series A funding in a round led by Insignia Ventures Partners, with participation from Argor Ventures, Saison Capital, and W Fund. Existing investors Kopital Ventures, Mulia Sky Capital, and Trihill Capital also joined the raise.</li>
</ul>
If there are any news or updates you'd like us to feature, get in touch with us at: <a href="mailto:hello@kr-asia.com">hello@kr-asia.com</a>.
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Deals in brief: Flash Coffee eyes expansion with USD 3 million boost, Thunes raises Series D funding, Manus creator nets USD 75 million, and more

Venture Capital

Private Equity

Investment

Merger &amp; Acquisition

Indonesia

Japan

South Korea

Hong Kong

Vietnam and South Korea are cracking down harder on Chinese goods that are transshipped through the two Asian countries in an attempt to evade heavier US tariffs.
Hanoi and Seoul are in talks with the Trump administration to stave off the full implementation of its currently paused "reciprocal" tariffs. As part of this, they have indicated that they will comply with a US request to support enforcement of the duties imposed on China.
Vietnamese Prime Minister Pham Minh Chinh told officials at a government meeting on April 22 to address concerns raised by the US and instructed them to put in place measures against smuggling, trade fraud, and attempts to disguise places of origin. "We need perfect preparation for the negotiations with the US," he added.
Vietnam's Ministry of Industry and Trade recently instructed officials who certify product origins to clamp down on counterfeits. For companies with a sudden increase in applications for Vietnam certificates of origin, compliance is to be ensured via on-site inspections of factories.
As trade frictions intensify, cases of country-of-origin fraud will increase and complicate the situation on the ground, the ministry said in its directive. The ministry appears concerned about improper transshipments of US-bound Chinese goods through Vietnam.
The US suspects that Chinese manufacturers are setting up shop in third countries to export to the US market. These operations would perform simple assembly of parts shipped from China and falsely relabel the finished products.
Vietnam is seen by the US as a main location for these activities. Vietnamese exports to the US have grown over the years. In 2024, Vietnam's goods trade surplus with the US exceeded USD 100 billion.
In the past, operators in Vietnam have been caught engaging in country-of-origin fraud and illegal transshipments of televisions and shoes. A portion of steel products exported from Vietnam are transshipped goods, the US has found.
The Trump administration is hitting back against Southeast Asian countries suspected of transshipping exports. Last week, the US Department of Commerce announced plans for tariffs of up to 3,521% <a href="https://asia.nikkei.com/Economy/Trade-war/US-to-set-tariffs-on-solar-cells-from-Southeast-Asia-as-high-as-3-521">on solar cells</a> from Vietnam, Cambodia, Thailand, and Malaysia.
It appears that Vietnam will play up its efforts to crack down on improper transshipments as it lobbies for the US to cancel tariffs.
South Korea is taking action as well. On April 21, the official Korea Customs Service announced the launch of an investigative task force on fraudulent exports.
The service <a href="https://asia.nikkei.com/Economy/Trade-war/Chinese-goods-evade-Trump-tariffs-via-false-Made-in-Korea-labeling">said it had seized</a> KRW 29.5 billion (USD 20.7 million) in goods mislabeled as being of South Korean origin in the first quarter. Items for the US accounted for 97% of the figure.
But if South Korea actively cooperates with the US, it risks a backlash from China. On April 21, the Chinese Ministry of Commerce <a href="https://asia.nikkei.com/Economy/Trade-war/China-warns-countries-against-teaming-up-with-Trump">slammed US efforts</a> to use tariff negotiations to pressure countries to limit trade with China.
"China is firmly opposed to any party striking a deal at the expense of the Chinese side," a ministry spokesperson said.
The Chinese government has warned South Korean manufacturers not to export products containing Chinese rare earth metals to US military contractors, South Korean media reported on April 22. The letters went to makers of electric vehicles, batteries, medical devices, and more.
The letters threatened the South Korean companies with trade sanctions for noncompliance, according to the reports.
This article first appeared on <a href="https://asia.nikkei.com/Economy/Trade-war/Trump-tariffs/Vietnam-South-Korea-crack-down-on-Chinese-goods-skirting-U.S.-tariffs">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

Vietnam, South Korea crack down on Chinese goods skirting US tariffs

Vietnam

<a href="/company/grab">Grab</a> kicked off fiscal year 2025 with a robust first quarter, reporting a net income of roughly USD 10 million for the three months ended March 31. This marks a notable turnaround from the USD 115 million loss registered in the same period last year, and was accompanied by an upward revision to its full-year adjusted EBITDA forecast, now pegged between USD 460–480 million.
Revenue reached an all-time high of USD 773 million in the quarter, up 18% year-on-year (YoY), with gains across Grab’s mobility, deliveries, and financial services segments. Adjusted EBITDA at group level rose to USD 106 million—its 13th consecutive quarterly increase—while operating losses narrowed around 72% to USD 21 million.
“We achieved yet another quarterly record number of users on our platform,” said CEO Anthony Tan, noting that demand growth came despite seasonal slowdowns linked to the Lunar New Year and Ramadan. He attributed the momentum in part to product innovations such as artificial intelligence-powered merchant tools and ride guidance features.
<h3>A closer look at the segments</h3>
Grab’s deliveries segment, which includes food and grocery services, posted revenue of USD 415 million—an 18% increase YoY—while gross merchandise value (GMV) rose to USD 3.13 billion. Even during what is typically a seasonally softer quarter, the segment reported its highest-ever number of monthly transacting users, helped by a Ramadan-related shift toward home cooking that lifted demand for GrabMart, its grocery delivery service. Segment adjusted EBITDA climbed 50% to USD 63 million, boosted in part by advertising revenue, which now accounts for 1.7% of deliveries GMV, up from 1.3% a year ago.
Mobility revenue rose 15% to USD 282 million, with GMV up 17% to USD 1.8 billion. Grab noted that advance bookings for airport rides more than doubled from a year earlier, reflecting stronger travel demand. Monthly transacting users for the segment rose 20%, and the adjusted EBITDA margin held steady at 8.8%, even as the company increased incentives to support new service tiers.
Financial services recorded the fastest growth of the three segments, with revenue rising 36% to USD 75 million. Total loan disbursals grew 30% to USD 630 million, though the segment remained in the red, posting an EBITDA loss of USD 30 million—9% wider than the previous year—due to higher credit loss provisions.
<h3>Incentives haven’t gone away, but are being used differently</h3>
Grab spent USD 501 million on consumer and partner incentives during the quarter, amounting to 10.1% of its on-demand GMV, up slightly from 9.7% in the same period last year. Rather than reduce spending outright, the company has shifted toward more targeted deployment of incentives, relying on scale and operational efficiencies to help support its bottom line.
Internally, Grab’s incentive structure has gradually become more performance-driven. While the company has long used bonuses to attract and retain drivers, eligibility criteria have grown more stringent over time. For instance, drivers in Singapore looking to qualify for Grab’s new joiner incentive must now maintain a minimum customer rating of 4.7, accept more than 90% of trip requests, and keep cancellations below 10%.
Grab has also overhauled its welfare offerings. GrabBenefits 2.0, introduced in 2025, expands on the original 2018 initiative with added features such as medical subsidies, telemedicine access, and wellness perks like flu vaccinations and massage services. However, these remain largely reserved for top-tier drivers who meet certain performance thresholds. These changes were said to be guided by partner feedback and are aimed at reducing downtime from illness and supporting overall well-being.
At the same time, the platform has expanded its use of tiered offerings. “Saver” rides now make up over a quarter of mobility transactions, while demand for premium features like prebooked airport pickups has increased. These options allow for more granular margin control, though they also raise the possibility that service quality may increasingly depend on what users are willing to pay.
<h3>Profit through precision, not just cuts</h3>
Where Grab did reduce costs was in regional corporate spending, which fell 5% YoY. Share-based compensation also declined. Foreign exchange movements worked in the company’s favor too, delivering USD 33 million in gains that helped tip net income into the black.
More broadly, user engagement deepened. Grab said more than 60% of customers now use multiple services on its platform. Advertising revenue grew alongside this trend, with average spend per merchant up 30% YoY, and the number of self-serve ad clients increasing 49%.
Still, not all metrics were positive. Adjusted free cash flow was negative USD 101 million for the quarter, due to working capital outflows that are common in Q1. And while its digital banking units in Singapore and Malaysia are drawing in customer deposits—USD 1.4 billion as of March 31—the lending business remains unprofitable.
<h3>Cautiously forward</h3>
Grab is maintaining its full-year revenue forecast at USD 3.33–3.40 billion. But with its Q1 performance showing that the business can turn a profit without significantly pulling back on growth efforts, the company raised its EBITDA target by USD 20 million at both ends.
How durable that performance proves to be remains an open question. Grab continues to rely on incentives, and while its pricing and segmentation strategy appears to be gaining traction, concerns persist about long-term affordability for users and income stability for drivers.
Still, broader trends suggest Grab isn’t running out of road. According to the <a href="https://economysea.withgoogle.com/report/">e-Conomy SEA 2024 report</a> by Google, Temasek, and Bain &amp; Company, Southeast Asia’s digital economy is projected to grow from USD 263 billion in 2024 to USD 363 billion this year, and could reach USD 600 billion by 2030. If that growth materializes, it could offer significant upside for Grab’s multi-vertical model.
For now, its first-quarter results signal that profitability and growth need not be mutually exclusive, at least when the economic winds are blowing in the right direction.

Grab raises EBITDA outlook as Q1 revenue and user growth beat expectations

Grab

Thailand

Philippines

At this year's Auto Shanghai, Axera and Black Sesame Technologies showcased advancements that reflect two major automotive technology trends: expanding compute power and deeper system integration.
Axera presented its M57 series, the latest addition to its automotive chip portfolio, while Black Sesame revealed the Huashan A2000 family and a new smart safety platform built on its Wudang series. These products are designed to meet the growing need among automakers for centralized, high-performance computing systems.
The M57 series represents a substantial upgrade from Axera's previous generation, offering up to 10 TOPS (tera operations per second) of compute capacity. It supports mixed-precision formats, FP8 and FP16, and is optimized for bird’s eye view (BEV) algorithms—critical for advanced driver assistance systems (ADAS) and autonomous driving technologies.
Designed for energy efficiency and thermal stability, the M57 keeps power consumption below 3.5 watts even at a junction temperature of 125 degrees Celsius. This low power draw makes it a practical solution for both traditional internal combustion engine vehicles and electric vehicles.
To further enhance system performance, the M57 integrates Axera’s SmartVision AI-ISP technology, improving image quality under extreme lighting conditions and thereby supporting more accurate perception and decision-making in ADAS applications.
In terms of safety, the M57 incorporates a microcontroller unit (MCU) with an embedded safety island, allowing it to meet ASIL-B and ASIL-D requirements. This structure helps localize faults and limits their propagation across vehicle systems.
Axera has leveraged its mass production experience to make the M57 series readily deployable. The chip supports configurations ranging from advanced 5R5V domain control systems, which integrate driving and parking functions, to more cost-efficient solutions using two-megapixel cameras. Vehicles featuring the M57 are under development for the European market.
Black Sesame introduced its Huashan A2000 family, fabricated using a seven-nanometer automotive-grade process. The company shared that the A2000 series offers compute performance up to four times that of current automotive chips. The product line includes the A2000 Lite for assistance in urban scenarios, the A2000 for broader scenarios, and the A2000 Pro for high-level, full-scenario support.
To maximize computational efficiency, Black Sesame developed the Jiushao NPU architecture. This design accelerates transformer-based AI models for real-time inference and supports mixed-precision FP8 and FP16 computations. It also includes a priority preemption mechanism, ensuring that time-sensitive tasks receive computational resources when needed—a critical factor for high-level driver assistance systems.
In addition to Huashan, Black Sesame introduced its Wudang series, described as the industry's first cross-domain fusion computing chips. The accompanying smart safety platform isolates smart cockpit, driver assistance, and body control functions, minimizing the risk of system-wide failures due to localized faults.
The modular design of the Wudang platform enables scalability via multi-chip parallelism, allowing automakers to adapt computing capacity to a wide range of vehicle classes while managing platform development costs more effectively.
Among the new offerings, Black Sesame showcased the Wudang C1296 chip, also manufactured using a seven-nanometer process. The C1296 integrates smart cockpit, driver assistance, and body control functions at the hardware level, facilitating real-time communication across critical subsystems. Several Dongfeng Motor Corporation models are already set to incorporate the C1296, with mass production planned for 2025.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3267719254495881">article</a> was written by Fan Shuqi for 36Kr.

Axera and Black Sesame roll out chips built for smarter, safer vehicles

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