马哈蒂尔医生对合作社模式的思考与洞见
TSTAR-03012020
马哈蒂尔医生对合作社模式的思考与洞见
执行摘要
本简报综合分析了马来西亚时任首相马哈蒂尔·穆罕默德医生关于合作社经济模式潜力的观点。其核心思想源于他对日本冲绳一个成功村庄合作社商店的观察。该商店展示了一种基于社区所有权和高度信任的独特运营模式，村民可先取货后付款，月底统一结算。
马哈蒂尔医生将此案例与其更广泛的经济愿景联系起来，即合作社运动可以成为帮助马来西亚城乡低收入家庭应对生活成本不断上涨的关键工具。尽管冲绳的传统合作社商店因现代化发展而大多消失，但其成功经验引发了马哈蒂尔医生对于此模式是否适用于马来西亚的深刻思考。文件还记录了与此主题同期发生的一项重要政府人事任命。
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冲绳合作社商店：一个成功的社区经济模型
马哈蒂尔医生通过其博客文章，详细介绍了一个位于日本冲绳岛的村庄合作社商店，并将其作为一个成功的社区经济案例进行探讨。
背景与起源
- 地理背景：该商店位于从北到南延伸100公里的冲绳岛。
- 成立动因：在过去，南部地区的居民难以从北部获得物资供应，合作社商店应运而生，旨在解决这一后勤挑战。
运营模式与核心特征
该商店的运作模式体现了深刻的社区合作与信任精神。
特征 | 描述 |
所有权与融资 | 由村民共同出资、共同拥有并自主经营，是一种典型的合作社形式。 |
管理 | 雇佣一名本村村民来负责商店的日常管理。 |
库存来源 | 商店的货品主要从岛屿北部采购。 |
独特的信用体系 | 商店实行一种基于信任的记账消费系统：<br>1. 村民在购物时无需立即支付现金。<br>2. 他们只需在一张纸上写下自己的姓名和所取走的商品。<br>3. 这张纸条随后会被贴在商店内的一块板上。<br>4. 在月底时，村民会自行计算当月消费总额并支付相应款项。<br>5. 收到的款项被存放在一个保险箱内。 |
业务的演变 | 后来，当商店业务不那么景气时，经营者增设了一张桌子和几把椅子，开始销售饮品和咖啡以增加收入来源。 |
现状与启示
- 逐渐消失：随着道路等基础设施的改善以及摩托车和汽车的普及，物资获取变得更加便捷，导致大多数这类传统的合作社商店已经消失。
- 历史见证：马哈蒂尔医生所参观的商店是少数仅存的范例之一。
- 核心思考：马哈蒂尔医生总结道：“它在冲绳运作得很好。我不知道它在马来西亚是否也能运作良好。” (It worked well in Okinawa. I wonder if it would work well in Malaysia.)
合作社在马来西亚的潜在作用
马哈蒂尔医生将冲绳的案例视为一个潜在的解决方案，以应对马来西亚国内的经济挑战。
- 核心论点：他认为，合作社运动可以在帮助城乡地区的低收入家庭应对日益上涨的生活成本方面发挥重要作用。
- 政策倡导：这一观点并非首次提出。在去年9月21日于赛城（Cyberjaya）向各合作社发表的讲话中，他就已经阐述了同样的看法。
相关人事任命
源文件中的图片信息记录了一项同期进行的政府高层人事变动。
- 任命事件：在布城首要领导基金会（Perdana Leadership Foundation），马哈蒂尔医生向拿督斯里·莫哈末·祖基·阿里（Datuk Seri Mohd Zuki Ali）颁发了任命书，任命其为新一任政府首席秘书。
- 在场人员：莫哈末·祖基的前任，丹斯里·伊斯迈尔·巴卡（Tan Sri Dr Ismail Bakar），亦在场见证了此次交接。
KUALA LUMPUR: Tun Dr Maha- would be stock from the north, thir Mohamad has related the story of a successful cooperative village shop in Japan and wonders wheth er such an idea would take off in Malaysia.
The Prime Minister said the shop worked well on the island of Oki nawa, which stretches for 100km from north to south. 'Tn the old days, people in the south had difficulty getting supplies from the north," he wrote on his blog. <<TThe people in the villages decid ed to have a shop stocked with their needs. They collected money from their village and built a shop."
Dr Mahathir said the shop was funded by the villagers so that there
叮hey employed a man from the village to manage the shop. The vil lagers bought ttieir needs but did not pay immediately. “Instead, they wrote on a piece of paper their name and the goods they had taken,” he explained.
The paper would then be stuck on a board kept in the shop. 'At the end of the month, they would total up all their purchases and pay the amount due. The money was kept in a safe," he said. “Later when business was not so good, they put up a table and a few chairs and started selling drinks and coffee."
He said every village would have
such a shop, adding: uIt was a kind of cooperative, owned and operated by the villagers. “Today most of them have disap peared- as access to their needs became easier due to better roads, motorcycles and cars. The one I visited is one of the few left. “It worked well in Okinawa. I wonder if it would work well in Malaysia."
On Sept 21 last year, when addressing cooperative societies in Cyberjaya, Dr Mahathir said the cooperative movement could play a major role in helping low-income households in urban and rural areas cope with the rising cost of living. — Bernama
- 7 HAloZ。
New chapter: Dr Mahathir presenting the letter of appointment to new Chief Secretary to the Government Datuk Seri Mohd Zuki Ali as Mohd Zuki's predecessor Tan Sri Dr Ismail Bakar looks on at the Perdana Leadership Foundation in Putrajaya. — Bernama
