With Southeast Asia poised to become the fourth largest economy in the world by 2030, global companies are increasingly using Singapore as a strategic base to scale regional operations.

At a seminar hosted by Hawksford, a global corporate services provider and partner of EDB’s The Workshop, industry experts highlighted key considerations and practical tips for companies pursuing regional expansion.

1. Choosing the right market for expansion

Having clarity on the reasons for business expansion is critical for companies as they choose new markets and grow a local presence.  

A stable and connected base for regional expansion:

Many businesses use Singapore as a regional base to anchor headquarters, strategy, IP-sensitive functions, while serving as a control tower for cross-border operations.

Key advantages include:

• Within a 7-hour flight radius of key growth markets: Located at the heart of Southeast Asia, Singapore provides seamless access to ASEAN’s 650-million-strong¹ market, while also connecting businesses to Australia, India, and mainland China.
• Incorporate in as little as 1 – 2 days: Companies can establish a presence efficiently, supported by a transparent regulatory framework, competitive tax regime, political stability, and access to a highly skilled workforce. 
• Top 5 most innovative economies in the world²: Singapore supports technology-driven growth through Smart Nation initiatives and deep capabilities across AI, advanced manufacturing, and sustainability-related sectors.
   

2. Maximising cross-border synergies

Sukumar Suresh, Assistant Vice President of the Singapore Economic Development Board (EDB), shares insights on the SG+ Twinning Model 

Companies can explore the “SG+ twinning model”, which brings together the strengths of Singapore and the region. The model allows global businesses to anchor high-value functions like HQ, R&D, supply chain management and advanced manufacturing in Singapore, while tapping nearby locations such as Johor for complementary manufacturing and operations. Together, this model supports growth while managing operational risk.

Success stories: how companies are using the SG+ strategy to get the best of both worlds

SPC Group, a South Korean food company, taps on Johor-Singapore Special Economic Zone (JS-SEZ)
SPC Group established its regional headquarters and R&D centre in Singapore in 2023, before launching a RM 143 million halal manufacturing facility in Johor in February 2025. The integrated model allows SPC to anchor innovation and management functions in Singapore whilst producing 11 tonnes of dough daily in Johor for Southeast Asian and Middle Eastern markets, with products trucked to Singapore weekly.

Sunningdale Tech leverages the Batam-Bintan-Karimun (BBK) area

Sunningdale Tech maintained its headquarters and high-tech operations in Singapore whilst leveraging Batam's manufacturing capabilities. The company focuses production in Batam while product design, final assembly, and testing are carried out in Singapore, processes that require Singapore's advanced manufacturing expertise. This integrated model allows the company to pair cost-efficient production in Batam with Singapore’s strengths in innovation and quality control, while leveraging Singapore’s logistics networks to distribute products globally across Asia, Europe, and the Americas.

3. Navigating talent acquisition and employment challenges

As companies structure their regional operations, talent acquisition becomes a critical enabler of expansion success. Whether recruiting locally or relocating international talent, Singapore provides clear employment frameworks and work pass options to support companies in building their regional teams.

These include the Employment Pass (EP) for professionals and specialists, as well as the Overseas Networks & Expertise (ONE) Pass, which enables companies to attract top talent in all sectors. For technology-driven businesses, programmes such as Tech@SG further support access to specialised tech talent.

However, expanding beyond Singapore may introduce greater complexity as companies navigate diverse labour markets and differing operating environments across the region.

4. Structuring market entry with the right partners and in-market talent

Many companies choose to optimise market entry by strategically sequencing incorporation, partnerships and in-market hiring. Entering a new market can be complex, especially when managing cross-border operations and regulatory requirements. Strategic partnerships help companies scale more quickly and manage risk, by offering local expertise, networks, and operational support. 

Often, the most effective market entry structures combine strategic partnerships with a direct regional presence, supported by the right in-market team. This allows companies to maintain oversight, align execution, and guide partners effectively.

Dario Acconci, Head of Corporate Asia and the Middle East, shares his views on the role of strategic partnerships

Speak with a trusted partner via The Workshop

Expanding into Singapore and Southeast Asia involves a series of interconnected decisions from defining strategy and structuring operations to building regional teams.

Sign up for a complimentary personalised consultation with trusted partners on The Workshop, to receive practical guidance, clarify priorities, and develop a clear roadmap for expansion in the region.