Cash Management Poll: Indonesia Outlook 2026

278 respondents

December 2025

The December 2025 polls should show a more nuanced picture: companies remain committed to digitisation, cash visibility and cross-border capability, but they are more cautious about trade-policy risk, currency volatility and funding conditions. The ADB expected Southeast Asian growth to remain robust overall, but noted differentiated country performance, with strong third-quarter results in Indonesia, Malaysia and Singapore, steadier growth in Thailand and softer prospects in the Philippines.

1. Top treasury priority: What are your organisation’s three most important treasury and cash-management priorities over the next 12 months?

Select up to three.

• Improving cash visibility across entities, accounts and countries (64%)
• Improving cash-flow forecasting accuracy (67%)
• Centralising or rationalising bank accounts and banking relationships
• Optimising surplus cash and short-term investments
• Strengthening payments security, fraud prevention and controls (45%)
• Reducing payment, reconciliation or manual-processing costs
• Improving collections and receivables visibility
• Supporting cross-border growth and multi-currency operations
• Managing FX exposure and execution (48%)
• Improving trade finance or supply-chain finance
• Implementing or upgrading treasury-management systems, APIs or ERP connectivity
• Using AI, automation or data analytics in treasury (30%)
• Raising debt, refinancing or improving working-capital funding (41%)
• Other

2. Greatest pain point: Which single issue causes the greatest operational or strategic difficulty for your treasury/finance team today?

Select one.

• Lack of real-time or timely group-wide cash visibility (21%)
• Inaccurate or unreliable cash-flow forecasts (27%)
• Excess idle cash or difficulty deploying surplus liquidity
• Fragmented bank accounts and banking platforms (21%)
• Manual payments, reconciliation and reporting processes (13%)
• Payment fraud, cyber risk or approval-control weaknesses (11%)
• Cross-border payments, trapped cash or regulatory restrictions (8%)
• FX volatility, hedging or execution (16%)
• Trade-finance speed, documentation or availability
• Lack of integration between banks, ERP and treasury systems
• Bank service quality or implementation delays
• Lack of internal treasury expertise or resources
• Other (4%)

3. Cash held: Approximately how much cash and near-cash liquidity does your organisation currently manage across all entities and currencies?

Please select a range. Responses will be reported only in aggregate and no individual company information will be disclosed.

• Less than US$5 million (20%)
• US$5 million to less than US$25 million (27%)
• US$25 million to less than US$100 million (28%)
• US$100 million to less than US$250 million (14%)
• US$250 million to less than US$500 million (6%)
• US$500 million to less than US$1 billion (3%)
• US$1 billion to less than US$5 billion (2%)
• US$5 billion or more
• Prefer not to say

Note: “Cash and near-cash liquidity” includes bank deposits, cash equivalents and short-term liquid investments available for treasury management. Please exclude restricted cash where possible.

4. Cash structure: How is this liquidity generally distributed?

Select the option that best describes your organisation.

• More than 75% is held in one home market (43%)
• 51–75% is held in one home market (23%)
• Broadly spread across several Asian markets (23%)
• Materially spread across Asia and markets outside Asia (8%)
• We do not have a clear consolidated view of group liquidity (3%)
• Prefer not to say

5. Forecasting and visibility: How would you assess your organisation’s current capability to forecast and view group cash positions?

Capability	Limited/manual	Partly automated	Mostly automated	Real-time or near-real-time
Daily cash visibility	(25%)	(40%)	(27%)	(8%)
Short-term cash forecasting, up to 13 weeks	(35%)	(38%)	(21%)	(6%)
Forecasting beyond 13 weeks	○	○	○	○
Consolidation across currencies/entities	○	○	○	○

6. Banking relationship model: Which statement best describes your current transaction-banking model?

• We use one primary bank for most domestic and cross-border cash-management needs (9%)
• We use a lead bank, supported by several specialist or local banks (45%)
• We use multiple banks with no clearly dominant lead bank (25%)
• Banking is primarily selected and managed independently by each country or subsidiary (13%)
• We are actively consolidating or reviewing our banking relationships (8%)
• We expect to add banks or specialist providers in the next 12 months

What would most influence a decision to appoint, retain or expand a cash-management bank relationship?

Select up to three.

• Quality of digital platform, APIs and ERP/TMS connectivity (57%)
• Domestic clearing and collections capability (49%)
• Cross-border payment reach and speed (42%)
• Liquidity-management and cash-pooling capability
• Security, fraud controls and resilience (59%)
• FX pricing and execution (44%)
• Trade-finance and supply-chain-finance capability
• Local market knowledge and regulatory support (38%)
• Relationship coverage and implementation capability
• Pricing and transparency of fees
• Credit appetite and wider financing relationship
• Data, analytics and reporting

7. Technology adoption: Which treasury and transaction-banking technologies does your organisation use today, and what are you likely to adopt within the next 24 months?

For each item, choose: “In use”, “Planned”, “No current plan”, or “Not familiar”.

Technology	In use	Planned	No current plan	Not familiar
Treasury-management system	(35%)	(25%)
ERP-bank integration	(52%)	(28%)
Bank APIs	(30%)	(35%)
Host-to-host connectivity
SWIFT connectivity
Payment factories or shared-service centres
Virtual accounts	(21%)	(29%)
Automated reconciliation tools
Treasury data analytics or dashboards
AI-enabled cash forecasting, reconciliation or exception management	(10%)	(30%)
FX trading platforms
Electronic trade-finance platforms

8. Trade finance and cross-border needs: For organisations with cross-border trade or operations, which areas need the greatest improvement from banks?

Select up to three; include “Not applicable” as an option.

• Faster, cheaper cross-border supplier payments (52%)
• Better visibility of inbound and outbound trade-related cash flows
• Documentary credits, collections, guarantees or standby instruments
• Digital trade documentation and reduced paper processes (38%)
• Supply-chain finance or supplier-payment programmes
• Receivables finance or distributor finance
• Import/export FX management and hedging (49%)
• Better support in restricted or hard-to-access currencies
• Regulatory, sanctions and compliance support (39%)
• Working-capital financing linked to trade flows (30%)
• Not applicable (13%)

9. Spending and switching intention: Over the next 12–24 months, what is your organisation most likely to do in relation to cash-management and treasury banking?

Select all that apply.

• Issue an RFP or review transaction-banking providers (30%)
• Consolidate bank accounts or reduce the number of banking relationships
• Add new domestic or cross-border banking partners
• Implement or upgrade a treasury-management system
• Improve ERP-to-bank connectivity or APIs (53%)
• Establish or expand a regional treasury centre/shared-service centre
• Introduce or expand cash pooling, sweeping or liquidity structures
• Strengthen payment-security controls and fraud prevention (46%)
• Review short-term investment or surplus-cash policy
• Expand FX hedging or electronic FX execution (29%)
• Digitise trade-finance processes
• No major change planned (9%)
• Not sure