Our Transformation Journeys - Partnership for Productivity Impact

OUR TRANSFORMATION JOURNEYS Partnership for Productivity Impact

OUR TRANSFORMATION JOURNEYS Partnership for Productivity Impact

CONTENTS Our Transformation Journeys 04 ABOUT US 06 FOREWORD 07 INTRODUCTION OUR STORIES MANUFACTURING Precision Engineering 10 Banshing Industrial Company Pte Ltd 12 CKE Manufacturing Pte Ltd 14 Fong’s Engineering & Manufacturing Pte Ltd 16 Racer Technology Pte Ltd 18 Techcom Technology Pte Ltd Others 20 Golden Bridge Foods Manufacturing Pte Ltd 22 LHT Holdings Limited 24 Michelman Asia-Pacific Pte Ltd 26 Sanmina-SCI Systems Singapore Pte Ltd MARINE & OFFSHORE 28 BH Global Corporation Ltd 30 Con-Lash Supplies Pte Ltd 32 eGenie Forum 34 IPO SG Pte Ltd 36 Lighthouse eSolutions Pte Ltd 38 Peter Machado Marketing Management 40 Singapore Association of Ship Suppliers and Services 42 Star Information System AS 44 Wilhelmsen Group 46 Wrist Ship Supply 2

SERVICES Logistics & Supply Chain 48 Grocery Logistics of Singapore Pte Ltd 50 Teckwah Industrial Corporation Limited Others 52 Floor Xpert Pte Ltd 54 NTUC Fairprice Co-operative Limited 56 SSTA Technology Development Pte Ltd 58 ZACD Group Limited TECHNOLOGY PARTNERS 60 Asterisk Computer (FE) Pte Ltd 61 ASTrio Pte Ltd 62 Enhanzcom Pte Ltd 63 iPlast 4.0 Pte Ltd 64 NTUC LearningHub Pte Ltd 65 SATO Asia-Pacific Pte Ltd 66 Skyfy Technology Pte Ltd 67 Tunity Technologies Pte Ltd OUR SPONSORS 69 Asterisk Computer (FE) Pte Ltd 70 eGenie Forum 71 IPO SG Pte Ltd 72 ACKNOWLEDGEMENTS 3

ABOUT US A*STAR SIMTech SIMTech The Singapore Institute of Manufacturing Technology (SIMTech) is a research institute under the Science and Engineering Research Council (SERC) of the Agency for Science, Technology and Research (A*STAR). SIMTech develops high-value manufacturing technology and human capital to enhance the competitiveness of Singapore’s industry. It collaborates with multinational and local companies in the precision engineering, aerospace, automotive, marine & offshore, electronics, medical technology, logistics, general manufacturing and other services sectors. The technologies that SIMTech develops are anchored in the areas of Manufacturing Process, Manufacturing Automation and Manufacturing System. The research institute also creates technologies to meet emerging needs of industry like microfluidics, large and flexible hybrid printing and bio- manufacturing. As a technology provider, it is important for SIMTech to showcase, promote, and engage the industry on technologies and applications to help companies move up the value chain This is achieved through the 4 Industry Innovation Centres, namely Manufacturing Productivity Technology Centre, Precision Engineering Centre of Innovation, Sustainable Manufacturing Centre and Emerging Applications Centre. 4

MPTC The Manufacturing Productivity Technology Centre (MPTC) at SIMTech was established in 2011. It promotes the use of technology to enhance productivity by improving efficiency and effectiveness, and strives to create increased value with innovation towards high-value products and services. MPTC’s mission is to spur industries towards using technologies and techniques to improve productivity, economic growth and sustainability. MPTC actively engages local companies to harness A*STAR technologies, tools, and capabilities in automation, processes and systems to gain “step-change” improvements in productivity as companies embark on their transformation journey Its core capabilities include productivity improvement and digital transformation enabled by AI & machine learning, data analytics, cyber physical production system and industrial automation. Many of the MPTC technologies are showcased at the Model Factory@SIMTech. Since 2011, MPTC has actively been involved with the introduction, showcase, promotion and transfer of new technologies to industry. In addition, our knowledge transfer through classroom and practical on-site projects have benefited numerous individuals and companies. Since 2016: Number of Companies#1 Served: >1,000 Number of Technology Adoptions: >1,400 Number of PMETS#2 Trained: >1,000 #1 MNCs, LLEs and SMEs #2 Under SIMTech knowledge transfer programmes 5

FOREWORD To be ahead of the competition and to sustain growth, innovations to drive productivity improvements are critical. A*STAR and its Research Institutes have been laying the foundation for innovation through its industry-driven research over the years. To better harness these research outcomes, innovation centres like the A*STAR SIMTech Manufacturing Productivity and Technology Centre (MPTC) was formed. Since its formation, under the capable and astute leadership of Dr Lee Eng Wah, MPTC has flourished and is today synonymous with helping companies across many industries, leveraging on technologies developed for the manufacturing industry. These partnerships with companies are showcased in a publication featuring successful transformation journeys that companies have undertaken, across multiple industry verticals beyond manufacturing. It is my sincere hope that the shared journeys will help to encourage and catalyse you to start, sustain and hasten your transformation journeys, in this highly disruptive yet opportunity filled era of Industrie 4.0. I would like to take this opportunity to commend the joint efforts of eGenie Forum, Asterisk Computer (Far East) Pte Ltd, IPO SG Pte Ltd and MPTC in putting this together. Also, my heartfelt thanks to the companies who have generously contributed and shared their transformation journeys, A BIG Thank you. With this, I urge you to share, inspire and jumpstart your transformation journeys - for Competitiveness, Sustainability and Growth! Dr David Low Executive Director Singapore Institute of Manufacturing Technology 6

INTRODUCTION “We must strengthen our Champions to help companies improve and sustain productivity innovation ecosystem by improvements guided by their business needs. As of writing, it is establishing commercially- already on its 85th batch since its inception in 2011.As companies oriented entities that have the aim to be future-ready and to remain competitive in the Industrie technical expertise, business 4.0 era, MPTC has also launched the Digital Transformation & networks, and instincts InnovationTM (DTITM) programme to train Digital Transformers to better commercialise to support companies in their digital transformation journeys. the research findings and Since its launch in 2018, the programme has helped 7 batches intellectual property (IP) of of companies road-mapped and kick-started their transformation our research institutions” – an journeys. excerpt from Future Economy Committee website1 . MPTC has also worked closely with Trade Associations and Chambers (TACs), government agencies and technology Technology has and will continue to play a significant role in partners to enable more companies to adopt technologies in helping companies to strengthen their capabilities through a cost-effective manner. In recent years, many technologies are innovation and also the adoption of digital technologies to enable bundled as Ready-To-Go (RTG) bite-sized packages, making their operations to support new business opportunities. technology adoption less daunting and arduous for companies, in particular Small and Medium Enterprises (SMEs). MPTC hopes to A*STAR SIMTech Manufacturing Productivity Technology Centre, further foster this blossoming into a digital ecosystem of industry or MPTC in short, has been the bridge between researchers partners (both end-users and technology implementers), TACs, and industry, nurturing relevant research outcomes into useful government agencies, research organisations and institutes of technologies and match-making them to industry’s needs. Started higher learning, to forge and sustain Singapore’s future growth as an innovation centre for Radio Frequency Identification (RFID), together. To this end, the Digital Ecosystem of Model Factories MPTC’s technology offerings have evolved to include operations is being formed. Through this, best practices and experiences research capabilities in decision support, industrial automation, in digital transformations can be shared and immersive training data analytics and increasingly Artificial Intelligence (AI). Since can be conducted in the most suitable location(s) across the its formation in 2011, it has inspired many companies to view network. Perhaps more importantly, it also provides opportunity technology as an integral part in their innovation journey to for companies to harness complementary capabilities through improve productivity.With the advent of Industrie 4.0, MPTC has digitalisation, and compete as an alliance in Singapore and beyond. also helped companies embarked on their digital transformation One such example is the formation of the iSAMS (iSmart journeys, in particular through the A*STAR Model Factory@ Advanced Manufacturing Solutions) consortium by our local SIMTech. SMEs for Industrie 4.0. From the onset, MPTC has recognised the importance of This compilation features productivity and digital transformation workforce skills upgrading. It has formulated and launched many journeys initiated by companies.Whilst not exhaustive, anecdotal impactful training programmes using newly acquired knowledge sharing of journeys through the use of technology and its impacts from research, via the learn-practise-implement paradigm that are carefully curated for you. MPTC hopes that this publication is greatly suited for the busy working professionals. One such will inspire and encourage more companies to jumpstart their example is the highly successful Operations MaNagement own journeys. and Innovation (OMNI) Programme that trains Productivity Dr Tan Puay Siew Director Manufacturing Productivity Technology Centre 1 https://www.futureeconomy.sg/about/the-seven-strategies 7

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OUR STORIES 9

MANUFACTURING Precision Engineering TRANSFORMED BY WINDS OF INNOVATION Banshing Industrial Company Ltd 76% IMPACT THROUGHPUT 70% MANPOWER EFFICIENCY for production supervisors Mr Lim Nguan Hui, Senior Production Supervisor, entering information into the OEEMS data recorder Incorporated in 1975 only to serve one client, Sanyo Electric commitments to fulfil,” posited Mr Albert Cheng, Chief Executive Company Ltd, Banshing Industrial Company Ltd has turned Officer, Banshing. into a sprawling enterprise with manufacturing facilities in Singapore, Penang and Shanghai. Such is a success story Yet, such short-term obligations barely plague Banshing. As a wholly hardly told nor experienced by its counterparts that have long owned family business, Banshing can afford to be far-sighted and relocated to lower-cost regions. conservative in its corporate decisions. “We believe that moving to low-cost countries is not a sustainable way of thinking. Eventually, “As a pioneer in the plastic moulding and tooling industry, we the cost of operations will soar as more companies flock to the have witnessed an exodus of our competitors from the Singapore same geography. Moreover, they will be vying for the same pool market, many of which are public companies with short-term of limited talents,” Mr Alvin Cheng, Director, Banshing, foresaw. 10

MANUFACTURING Precision Engineering Therefore, Banshing is a strong proponent of local operations Hooking up operational and local talent investment. “We want to train our workforce to technology to IT be aligned with Industrie 4.0 given that Singapore is gravitating towards the Smart Nation vision,” said the younger Mr Cheng, systems is a concrete “Smart Manufacturing Operations Management (S-MOM) and advancement towards Overall Equipment Effectiveness Monitoring System (OEEMS) digital transformation. Now form the bedrock of Industrie 4.0 in Banshing.” accorded a bird’s eye view, Banshing is able to visualise Taking the first step towards converging the traditionally siloed and target areas effectively nature of the enterprise and its operational layers, Banshing for continuous productivity has successfully blended S-MOM and OEEMS with its existing Enterprise Resource Planning (ERP) system. “Hooking up improvement operational technology (OT) to IT systems is a concrete advancement towards digital transformation. Now accorded Mr Alvin Cheng, Director, a bird’s eye view, Banshing is able to visualise and target areas Banshing Industrial Company effectively for continuous productivity improvement,” added younger Mr Cheng. These initiatives are gearing Banshing up for its ambitious long-term To realise its lofty aspiration, Banshing intends to build a research growth strategy. “We have been supplying original equipment and development team in Singapore. “While it is not rocket manufacturer (OEM) parts to multi-national corporations for science to manufacture consumer products, not all companies decades, but now we possess a full suite of capabilities to work can produce the high-end segment of the spectrum, which towards eventually owning brands instead of capacity. By riding we are venturing into with iMotion, our partner specialising in the technological wave to streamline our complicated processes, product design and innovation,” Mr Cheng senior indicated. it secures our presence in Singapore,” declared Mr Cheng junior. All winds seem to be blowing in the right direction. Propelled Emphatically, the technological perks are not limited to internal by SIMTech’s technological support, Singapore’s strong talent operations. “Our customers like the fact that we are modernising base as well as a concerted national effort to embark on ourselves; it proves our resolve to stay relevant and useful to the digital transformation, Banshing is steering towards its desired industry,” Mr Cheng junior discovered. destination of Original Design Manufacturing (ODM). Mr Albert Cheng, CEO, with Alvin Cheng, Director, Banshing Industrial Company Mr Mike Leong, Senior Process Engineer, discussing the production status using the S-MOM dashboard with Senior Production Supervisor, Mr Lim Nguan Hui. Beside the S-MOM dashboard is the OEEMS dashboard 11

MANUFACTURING Precision Engineering WALKING THE TALK CKE Manufacturing Pte Ltd 20% IMPACT THROUGHPUT 42% MANPOWER DEPLOYMENT is Mr Kwan’s latest undertaking in his exhaustive hunt for relevant knowledge and experience. From Six Sigma course and Graduate Diploma in Advanced Welding Technology to SIMTech’s Graduate Diploma in Additive Manufacturing, course on Advanced Coatings as well as OMNI programme, all was grist to his mill. “All this rigorous training has taught me to connect the dots well. I can now see the intimate relationship between the Master’s programme and my company’s day-to- day operations as it provides industry-specific case studies for us to analyse and discuss as a group. Essentially, by marrying theory with application, the unique training heightens my awareness of the interplay between different aspects of the business, making me a better leader and manager of technological change,” said Mr Kwan. Mr Kwan Lifeng, Enterprise Development Manager, CKE Manufacturing, an example of Formerly a theatre arts graduate from LASALLE College of the Arts, Mr Kwan is not bogged down by the obscure Mlifelong learningr Kwan Lifeng, a third-generation heir to the engineering parlance. “When SIMTech approached us about precision engineering business, is a living 10 years ago, their technological capabilities spurred my example of lifelong learning. Currently serving interest in the engineering field, which was a launch pad for my route to continuous self-improvement,” Mr Kwan recollected. as the Enterprise Development Manager Determined to bring out the best in all the technologies of CKE Manufacturing, Mr Kwan is also pursuing a Master’s adopted from SIMTech, including the Manufacturing Operations Management (MOM) system, as well as the Degree in Engineering Business Management offered by LEAN and OMNI programmes, Mr Kwan believes in working SIMTech’s Knowledge Transfer Office (KTO) in collaboration with Warwick University and SIM Global Education. This 12

MANUFACTURING Precision Engineering closely with his “lao shi”, which means mentors in Chinese, Moving forward, CKE Manufacturing is working with SIMTech from SIMTech, and asking the right questions. One of his many towards an Enterprise Singapore support grant for all of its SIMTech “lao shi” is Dr Li Xiang, who is Mr Kwan’s supervisor 17 machines to be connected to the MCT™ for machine in his postgraduate programme as well as a key member of the performance monitoring. A full implementation of the MCT™ Quality Monitoring and Management (QMM) System team. platform will charge CKE Manufacturing with full operational visibility and predictive capabilities to make the right decisions Under Dr Li Xiang’s effective oversight, CKE Manufacturing instantly based on live shopfloor data, without risking any is among the first to pilot the Model Factory@SIMTech disruption to production. “There is no end to technological Manufacturing Control Tower™ (MCT™) platform to improvement, just as there is no end to learning,” Mr Kwan monitor the utilisation of its machines in real-time. As part of reckoned. the pilot, five of its shopfloor machines are now connected to the platform where online tracking of machine utilisation There is no end rates is enabled through a mobile app and also leaving physical to technological inspection a thing of the past. improvement, Great strides have also been made towards CKE Manufacturing’s just as there product quality management through the MCT™ platform’s is no end QMM app. Digital capture of the in-situ measurements with to learning gauges are now readily accessible for tighter quality control, reducing a huge amount of unproductive time used to transfer Mr Kwan Lifeng, readings manually to a spread sheet for Quality Control Enterprise Development Manager, validation previously. CKE Manufacturing As a direct result of digitalisation, the triangulation of data between customer requirements, actual product As a staunch supporter of technology, Mr Kwan truly talks measurements and machine performance is no longer a the talk and walks the walk. “Precision engineering is a craft. scientific illusion for the high-mix, low-volume firm. Data While automation is objectifying it into more of a science, analytics can now be performed on CKE Manufacturing learning should still persist in order to fully digest the data and immediately to pinpoint production inefficiencies and part its implications,” Mr Kwan advised. defects. The strengthened operational capabilities have since bought over Mr Kwan’s father, the Chief Executive Officer of CKE Manufacturing, alongside his staff, and converted them into ardent believers of technology. Moving forward, CKE Manufacturing is working with SIMTech Technician operating one of the CNC machines which is connected to the MCT™ Engineer monitoring the quality of products from data obtained directly from MCT™ platform platform 13

MANUFACTURING Precision Engineering THE METAMORPHOSIS Fong’s Engineering & Manufacturing Pte Ltd 30% IMPACT MACHINE 50% DOWNTIME MACHINE THROUGHPUT Doubling the average value-add of a worker vision in his mind: a company capable of “operating in the dark”, is tough enough, yet Fong’s Engineering & where every single process and decision is informed and guided Manufacturing Pte Ltd has far exceeded all by big data. To attain this competency, collaboration was key. expectations to triple this very figure from “An obvious choice was SIMTech’s Smart System Framework $40,000 to $120,000 per year. It was not a miracle story for (SSF). This system roadmapping tool gave us a clear visual Mr Jeremy Fong, Chief Executive Officer, Fong’s Engineering. conceptualisation of our Digital Smart Factory journey, paving Through sheer farsightedness and prudent investment in the way for the setting up of a new Smart Line and the adoption technologies, Fong’s Engineering has steered a successful of a new application-centric architecture following transition from a traditional precision engineering business to the Economic Development Board (EDB) SIRI Smart a technologically advanced medtech company, well-positioned Industry Readiness Index in August 2018,” said to take advantage of every opportunity afforded by a digital Mr Fong. era. To upscale its digital capabilities, Fong’s Engineering went Building a data-driven factory of the future was not an overnight one step further to deploy SIMTech’s bite-sized digital affair. It all began in January 2017 when Mr Fong conjured a bold packages, such as the Overall Equipment Effectiveness (OEE) and real-time dashboarding technologies, as part of a complete plant-wide digitalisation overhaul. In this long-drawn episode of stellar transformation, SIMTech was never out of the picture. SIMTech’s Technology for Enterprise Capability Upgrading (T-Up) programme was put in place to support the entire implementation process, ensuring that the technologies perform at their full capacity. Worker 4.0 bootcamp : 坚定、坚信、坚持 The results are stupendous. “As a Digital Smart Factory, Fong’s Engineering now possesses an unprecedented level of 14

MANUFACTURING Precision Engineering As a Digital Smart Factory, specific scenarios were integrated into the Smart Factory 4.0 Fong’s Engineering now in terms of hardware and software, powering a data-driven process-centric production system. possesses an unprecedented In a nutshell, the key application scenarios in the Smart level of intelligent control System 4.0 that have been developed, conceptualised and over the autonomous and implemented are as follows: continuous value creation • Components and operating materials as information chain across the entire lifespan carriers and data generators of medtech products • Seamless and paperless data collectors for quality assurance Mr Jeremy Fong, Chief Executive Officer, • Digital Value Stream Mapping Fong’s Engineering & Manufacturing • Status and energy monitoring • Flexible, intelligent and workbench-enabled worker assisted systems (YuMi cobots) Fong’s Engineering & Manufacturing Pte Ltdintelligent control over the autonomous and continuous value creation chain across the entire lifespan of medtech products. • Development of a reference architecture for thev new In tRheeeanlli-gthtiemneed aPgeroofddautacdtoiominnatOionp, eevrearytcioomnpoVneinstibilityd(igPitaOl Vmo)del that serves the future needs of Fong’s or operating material is an information carrier, equipped with Engineering a unique form of identification, localisation or an address, oFroanll gth’sreeE. nEgssiennteiaellyr,inadgdre&ssingMmaankeusfanecttwuorrikningg aPndte LNtodw tihsat aautolemaatdedin, rgeal-time data collection and processing cpomremcuinsicioatnion ewnithgicnoemeproinnengts canodmoppearnatying emnatgeariaglsed hains autghmeentedd edsaitganq,uality that is second to none with pmossaibnleu,”fMacr tFuonrgeadadnedd. repair of products primarilyregfaordr tthoe umptiemdesi,catrlaceability, consistency, unambiguity industry. and comparability, Fong’s Engineering is truly poised for the Premised on a backbone that bears a massive weight of real- gleaming future of data supremacy. “To keep this positive time information network, Fong’s Engineering’s Digital Smart momentum going, we are now exploring the setting up of a Factory has been an ambitious project from the outset. Based joint research l•aborat9o0ry%witRheSaIMl-tTiemcheinvtihseibairleitayof Industrie on SIMTech’s SSF and assessed by SIRI, a variety of concepts 4.0 to futureproof our Digital Smart Factory,” Mr Fong were developed and implemented. Ultimately, the application- affirmed. • 50% Response time • 30% Productivity Dec 2019 Apr 2019 POV for Manual Line 2018 • POV for Automated Line May 2017 • Smart Automated Line • System Framework Design 15

MANUFACTURING Precision Engineering BEING PROGRAMMED TO RACE Racer Technology Pte Ltd 39% IMPACT 63TO% 21% 94% 70% MOULD THROUGHPUT SETUP TIME MANPOWER MANPOWER EfoFrFIQCCIENStCafYf EFfoFrICPlIaEnNneCrY Mr Willy Koh, Founder and Chief Executive Officer, Racer Technology, is the central figure in action. “Born with a keen engineering mind, I enjoy tinkering with mechanical objects, both old and new. It is always intriguing to work out the mechanisms that underpin different technologies, so I started providing free mentorship to a few SMEs almost a decade ago. Today, the number has grown to about 40 companies, forming the Singapore MedTech Consortium,” Mr Koh said. DMr Willy Koh, Founder and CEO, RacerTechnology with his collections of engineering devices Racer Technology is a prominent player in the consortium, an ated trinkets and vintage gadgets greet one’s ecosystem that offers unprecedented access to design, patent, eyes the moment guests set foot on this state-of- manufacturing, investment and distribution. In short, it is a the-art technology firm. It defies every possible one-stop solution from inception to denouement for medical stereotype of a manufacturing plant; every technology infants and establishments. As a leading manufacturer inch of space that is lined with nostalgic antiques teleports where cost is king, it is slave to LEAN. “We have to incorporate visitors to the age of classics, bringing back fond memories of as much automation as possible to our processes so that the technological breakthroughs by man. cost savings from our productivity measures can be passed on to give our partners a significant leg-up,” Mr Koh held. A prime example showcasing Racer Technology’s dedication to continuous improvement is in the process of insert moulding. “This component produced by CNC milling used to cost >20 cents and it plummeted by 90 per cent when we switched to casting. In 2011, we fully automated the process and productivity skyrocketed by 500 per cent, but we did not rest on our laurels,” Mr Koh added. 16

MANUFACTURING Precision Engineering In 2017, Racer Technology installed SIMTech’s Overall Operations Management (MOM) and Inventory Tracking Equipment Efficiency Monitoring System (OEEMS), availing System (ITS) to further strengthen its operational capabilities. Racer Technology to timely and accurate information of “We are on a constant prowl for trend-setting technologies as equipment efficiency. Armed with the precise knowledge well as products with strong commercialisation potential, and of machine downtime, it is then able to schedule an optimal SIMTech, being our technological partner, has been supporting number of man-hours for its operations – a cost-efficient move us in putting a dent in the universe,” chirped Mr Koh. that effectively halves the number of shifts. We are on a The bout of immense success was then pursued further, constant prowl leading to the implementation of the Mobile Workflow System (wfMOBILE™). It is a system dearly embraced by the medical for products devices company among the first in Singapore to be certified with strong ISO 13485. In other words, Racer Technology does not take commercialisation product deviation lightly. “I instantly recognise it as a boon,” potential, and recalled Mr Kelvin Tan, Vice President of Quality Assurance & SIMTech, being Regulatory Affairs, “Product deviation can now be managed our technological real-time, unlike weeks in the past.” partner, has been supporting us in wfMOBILE™ has indeed transformed the whole organisation putting a dent in to be as mobile as the name suggests. Critical information the universe for audit purposes can now be pulled out easily, easing the multiple product certification processes expected of reputable Mr Willy Koh, Founder and Chief Executive Officer, medical technology firms. “Mobility brings us visibility of all the Racer Technology operations, empowering us to make the right decisions more so than ever,” explained Mr Tan. Having secured a strong foothold in the medical technology industry, Racer Technology is still not satisfied. Racer Technology has also adopted SIMTech’s Manufacturing Ms Yang Yan Jin, Production Operator using a mobile device to record In-Process QC Ms Tan Shu Yuan, QA Engineer, using the wfMOBILETM to record the outgoing inspected inspection results at the automated insert moulding machine. shipment. Behind her is the OEEMS dashboard for tracking the performance of machines. 17

MANUFACTURING Precision Engineering THE TECHNOLOGY IMPERATIVE Techcom Technology Pte Ltd 62% IMPACT MANPOWER >20% EFfoFrICPlIaEnNneCrY REVENUE OVER 3 YEARS In today’s volatile business environment increasingly active lookout for a solution. “In 2014, SIMTech came to ruled by customers’ whims and fancies, companies like the fore with a HMLV value proposition, the predecessor of Techcom have to stay nimble in navigating the stormy seas Manufacturing Operations Management (MOM) currently or risk being sunk into oblivion. “The current trend for deployed in both Techcom’s Singapore and Malaysian plants. It semiconductors is High-Mix Low-Volume (HMLV), which is instantly piqued my interest,” Mr Khoo exclaimed. a huge departure from the Low-Mix High-Volume business model in the past, essentially rendering productivity reforms Coupled with SIMTech’s LEAN programme, Techcom’s an imperative rather than an option,” said Mr Mark Khoo, internal processes have not only been optimised through real- Founder and Director, Techcom. time system synchronisation, but they have also generated positive spillover effects to its customers. In one instance, the Deriving almost 70 per cent of its revenue from the LEAN programme facilitated the identification of the leading semiconductor industry, Mr Khoo has always been on an cause of damaged goods, then galvanised Techcom’s staff to Mr Daniel Ng, Quality Manager (3rd from right) discussing a LEAN Continuous Improvement Project with Mr Mark Khoo, Founder & Director (2nd from right), Mr Liu Chen Qu, Engineering Manager (1st from right) and Mr Ngoh Sisui, SIMTech Research Engineer on T-Up at Techcom (1st from Left) 18

MANUFACTURING Precision Engineering The current trend for of Singapore’s, where we are endowed with an unobstructed semiconductors is helicopter view of the entire operations at any one point in time,” admitted Mr Khoo. High-Mix-Low-Volume (HMLV), which is a This is not all. To ramp up on the revolutionary transition from MOM to Smart MOM (S-MOM), SIMTech has assigned an huge departure from experienced research engineer, Mr Ngoh Sisui, to work on the Low-Mix-High- a 6-month attachment at Techcom through the Technology Volume business for Enterprise Capability Upgrading (T-Up) platform. “System model in the past, integration is like a puzzle; there are many pieces that must fit essentially rendering together. MOM sets the foundation by providing a long-term productivity reforms plan so that everyone knows what to do. S-MOM, on the other an imperative rather hand, is going one step forward. By creating schedules ahead than an option of time, it blesses everyone with time-sensitive information that not only answers what, but also when and what if,” Mr Mr Mark Khoo, Founder and Director, Ngoh summarised. Techcom Technology “Having Mr Ngoh is as good as having a third eye,” Mr Khoo said in jest, “We are very grateful for his domain expertise in diagnosing problem areas and treating our productivity woes. Such intangible asset is patently indispensable in this ever- changing market.” brainstorm on a myriad of solutions from which they chose the Machine Operator using the S-MOM app at the shop-floor most economical yet effective one. Surprisingly, it was a simple but often overlooked solution: a flexible wooden frame built to enclose the products securely during transportation from Techcom’s warehouse to the customer’s. “Being occupied with daily routine operating activities blinds the management from constructive initiatives like this,” Mr Khoo confessed, “That is why support from SIMTech, an external technical consultant, is especially value-adding.” The LEAN programme and the HMLV system are a cornerstone of Techcom’s booming business. They pared down redundant processes in the manufacturing of precision sheet metal, structural and machining products, shaving off an inordinate number of man-hours and massive production cost. As a turbocharger, MOM then activated the turbo boost mode, automating workflow planning and Work-in-Progress (WIP) inventory tracking. In no small part due to these technological developments, Mr Ngoh Sisui, Research Engineer, SIMTech on T-Up with Techcom discussing Techcom leapfrogged its competition to embark on a production planning with Ms Teo Bee La, Packing Supervisor regional expansion. “The Malaysian plant is an exact replica 19

MANUFACTURING Food WHEN TECHNOLOGY MEETS TASTE Golden Bridge Foods Manufacturing Pte Ltd 8% IMPACT 10TO% 61% 67% 70% REVENUE THROUGHPUT YEAR ON YEAR fLroEmADor-TdeIMr tEo MANPOWER delivery foEr FPFlaInCnIeErN&CQYC As a Tasty Singapore brand ambassador, a prestigious A major overhaul of the IT system began in 2016 when a title jointly conferred by Enterprise Singapore, digital architecture that integrated all independent systems Singapore Food Manufacturing Association, was conceived. Since then, managing GBF’s supply chain, Singapore Manufacturing Federation and manufacturing and finances has never been easier. For instance, Restaurant Association of Singapore, Golden Bridge Foods (GBF) its Enterprise Resource Planning (ERP) system that is compatible will stop at nothing to achieve product excellence. Indisputably, its with supermarket chains allows orders to be processed real-time relentless drive to innovating and improving its gourmet flavours – a feat that trumped the original 3-day processing time hands is key to its success at home and on the international stage. down. An icing on the cake is the ERP system’s swift facilitation of the 3-way match between the delivery order, purchase order and Today, GBF’s offerings are a constant gastronomic delight to sales invoice, effectively halving the billing cycle. customers in 10 countries as far as Mongolia, and its overseas expansion shows no sign of abatement. According to Mdm Ong Chew Yong, Director of Operations, GBF has been enjoying a year-on-year 8 per cent to 10 per cent increase in revenue from its overseas sales, and concrete plans have been mapped out to raise its export sales up from 30 per cent to 50 per cent of total revenue. Standing at the core of its roadmap, digitalisation reigns supreme. Ms Yap Jia Huan, using the e-datalogger to record the inspection results of the finished From the development of a data centre to cloud computing, GBF product measurement is unquestionably a reverent adherent to technology. “The first IT system that we bought was way back in 1999 and as the macro- environment becomes increasingly challenging for Singapore businesses, IT upgrades have become a constant,” commented Mr George Tay, Group Manager, GBF. 20

MANUFACTURING Food Being the latest additions to the arsenal, Smart Manufacturing Ms Lee Ai Xuan of Operations using S-MOM system to record the status of the work- Operations Management (S-MOM) has further brought complete in-progress visibility over its shop-floor production while the eDataLogger+ has tightened its grip on the quality control and assurance daily As leaders, we ourselves reporting system. As paperless systems that mitigate human must be persistent. lapses, automation has substantially freed up GBF’s human capital for higher value-added jobs in R&D and management. “In We must be good role hindsight, these perks add up to less than 6 months of return on models to our staff, investment (ROI) – a bang for the buck in other words,” quipped Mdm Ong. continuously motivating them to embrace Yet, cost is not GBF’s primary concern. “Getting the staff to come on board for the suite of IT products was a major trial for digitalisation where it’s the management team,” Mdm Ong declared, “To manage the always darkest before discontentment towards technology, GBF devised a buddy system that usually pairs a technophobic senior with a technophilic junior the dawn. so that the former benefits from the transfer of technological knowledge while the latter gains from the transfer of technical Mdm Ong Chew Yong, experience.” Director of Operations, GBF Running at full steam almost every day, the food factory is not short of fans. Still, GBF’s visionaries know that digitalisation is no longer an option. “As leaders, we ourselves must be persistent. We must be good role models to our staff, continuously motivating them to embrace digitalisation where it’s always darkest before the dawn,” cautioned Mdm Ong. Golden Bridge Management Team from left to right: Mr George Tay, Group HR & IT Senior Manager, Mr Khor Zheng Hou, Group IT Engineer, Ms Ong Shiya, Assistant Digital Marketing Manager, Mr Jaren Tan, Process Engineering Manager, Mr Ong Bee Song, Director for Enterprise Business, Mdm Ong Chew Yong, Director for Operations, Mr Ong Chee Chip, Managing Director, Ms Evelyn Ching, Group Finance Manager, Ms Irene Chang, Group HR Manager, Ms Lee Ai Xuan, Assistant Operations Manager, Ms Teo Ni Zhn, Product Manager and Mr Christopher Pang, Senior Business Development Manager 21

MANUFACTURING General FROM SAWING WOOD TO A SOARING STAR LHT Holdings Limited IMPACT 50% 150,000 $100,000 25% MANPOWER ANNUAL ANNUAL THROUGHPUT EFFICIENCY PALLET RESOURCE FOR PALLET THROUGHPUT LEASING SAVING From a sawmiller in 1977 to a market leader in In 2010, the first project involving SIMTech’s RFID Pallet environmentally friendly pallet manufacturing today, Leasing & Tracking System took off in earnest and was LHT Holdings Limited has come a long way. As concluded with soaring success. Since then, LHT Holdings the first company in Asia to develop a smart pallet has never looked back. Its wholehearted devotion and system through its on-site R&D and pallet testing centres, enthusiasm towards technological transformation was met LHT Holdings endeavours to deliver products of sublime with reciprocal support and dedication from SIMTech’s quality to its trustful and loyal customers. “As wood is a team of consultants and researchers. “I’ve worked closely natural product, it is bound to suffer from insect infestations with LHT Holdings since 2010, seeing it grow from strength and cracks. Envisioning the centrality of R&D in the heyday to strength through our technology solutions, including of our trade, we decided to engage SIMTech to help us on the RFID technology implementation, OMNI and a 3D this journey,” recalled Ms May Yap, Chairwoman, CEO & system for pallet and crate design automation,” said Mr Managing Director, LHT Holdings. He Wei, SIMTech researcher and first project leader with LHT. From left to right, Mr Leonard Sim, Operation Technology Officer, Mr Thomas Yeo, Head Capitalising on SIMTech’s expertise, LHT Holdings managed of Strategic Planning, Mr Nicholas Ngam, Senior Sales Manager, and Mr Eu Leng Pleng, to slash the number of steps taken to convert a tree trunk into Senior Engineer, discussing the RFID implementation a pallet dramatically: from the original 18 steps to a maximum of merely 5 steps. Furthermore, pallet standardisation from 16 different sizes materialised into reality. The latest slew of programmes, specifically Inventory Tracking System (ITS) and Collection Delivery Management System (CDMS), revolving around RFID technology have received no less credit and recognition. All these developments eventually paved the way for a successful diversification into the pallet leasing model. “Initially contributing to less than 5 per cent of group revenue, the pallet rental business has now ballooned 22

MANUFACTURING General Operation staff using the Collection Delivery Management System to track the As one of the key movement of pallets appointment holders in Singapore Timber Automated raw material loader for pallet assembly line Association (STA), I often encourage fellow members to take up digitalisation. I believe that our common future lies in technology and I want them to benefit from this Ms May Yap, Chairwoman, CEO & Managing Director, LHT Holdings to 40 per cent. Today, it is a key pillar of the group business where we now face no direct competition in Singapore,” Ms and we are the only home-grown company in Singapore to Yap claimed. offer such flexible arrangements,” remarked Ms Yap. LHT Holdings does not simply pay lip service. In 2017, it Empowered by RFID technology, gone are the days of worked tirelessly with Model Factory@SIMTech to re- manual tracking and tedious counting. The ease of pallet engineer its pallet assembly line at its Sungei Kadut factory. management has become a breeze for many. From It was painstaking but definitely worthwhile. Now, the internal operational staff to external clients, the process of pallet assembly line is connected to the business process digitalisation has added value to stakeholders on all fronts management system and supply chain, enabling real-time – even the commonly neglected environment. “The pallet response, execution and visibility. Enriched by sensors leasing business essentially plugs into the sharing economy, that create an IoT-enabled environment, the shop-floor where customers neither have to concern themselves with operations are also seamlessly connected in a cyber-manner pallet damage nor disposal as we will decommission unusable using data. Collectively, these initiatives have seen LHT pallets for recycling, thereby achieving the zero-waste target,” Holdings scale yet another productivity peak resulted in added Ms Yap. higher pallet throughput and resource saving. LHT Holdings is a complete makeover from what it used to be Still, the future of digitalisation does not spare any room in 1977. Through unwavering commitment to modernisation, for companies that fail to keep up. “As one of the key evident in its 5 per cent to 8 per cent yearly investment appointment holders in Singapore Timber Association (STA), of group revenue into technology and research, it has leapt I often encourage fellow members to take up digitalisation. I far ahead of its competitors. “Indeed, all these years of believe that our common future lies in technology and I want technological upgrades have solidified our business model them to benefit from this,” a conviction long held by Ms Yap. 23

MANUFACTURING Chemical MAKING THE DIFFERENCE WITH OUR PEOPLE Michelman Asia-Pacific Pte Ltd IMPACT 50 initiatives from LEAN programme covering wide ranging aspects across all departments 90% 100% 20% MANPOWER MANPOWER REDUCTION IN EFFICIENCY EFFICIENCY INVENTORY for Location of for Work Order for top 3 Raw Delivery Order Materials Processing Singapore is shifting into a world of Industrie 4.0 (I4.0), To demonstrate its full commitment to its associates and their Michelman is taking no chances. As a developer and personal growth and development, Michelman enrolled over manufacturer of specialty chemicals that provide 60 per cent of its workforce in SIMTech’s LEAN programme, customised solutions to customers, Michelman has a formal 12-week training course targeted at identifying wastes to be at the top of the innovation game to add value to its or non-value-added activities, performing root-cause analyses customers. “But to achieve that effectively, we have to attract as well as implementing solutions to reduce wastes based on talent as well as retain experienced associates as they will be Lean techniques. To ensure that the remaining initiative, a LEAN the ones helming a future of sustainability,” said Mr Phillip awareness training programme was also conducted for them. Choo, Vice President & Managing Director of Michelman Asia- “People matter and we want to prove it. At every juncture Pacific. of our Lean journey, the first question that I always pose to Mr Phillip Choo,Vice President & Managing Director (centre) with associates of Michelman Asia-Pacific 24

MANUFACTURING Chemical Mr Han Yu, Chemist, performing a laboratory test to create new customised solution We have to for customer attract talent as well as retain experienced associates as they will be the ones helming a future of sustainability Mr Phillip Choo, Vice President & Managing Director, Michelman Asia-Pacific Mr Ng Wan Kiong, Production Team Leader, monitoring the processes at the company’s A firm believer in the triple bottom line – People, Planet and control room Profit – Michelman’s President and CEO, Mr Steve Shifman, emphasised that no one single measure should dominate. As my associates is: ‘Have you learned anything useful for yourself such, in powering a sustainable future through digitalisation and today?’” Mr Choo reiterated. customised product innovations, it has to first begin with People, then Planet and finally, Profit as a natural end result. “Countless The response to Mr Choo has been overwhelmingly reassuring good initiatives fail because associates don’t buy into them. They at all levels. “Through LEAN, I learned to stay positive and see those initiatives as money generating instruments for the embrace an attitude of continuous learning and advancement. company, not themselves. We are determined not to go down Through continuous improvement, my work area is now one of the same route,” Mr Choo commented. the ‘show areas’ when they talk about a good example of 6S,” said Mr Lim Eng Hwa from the Wastewater Team. The focus on human capital investment is clearly paying off. With all its associates completely behind the digitalisation venture, embracing change has now become the new normal. “Michelman firmly believes in its people. By empowering them to lead changes and be change agents themselves, we strive to harness a profound sense of self-confidence and in our associates self-belief in their own capabilities, where fear of the unknown will not beat them down,” Mr Choo affirmed. Similarly, Mr Ng Chye Beng from the Logistics Team has shared LEAN is not the end to their learning. Indeed, the most recent positive sentiments about the LEAN programme: “Now, I Digital Transformation & InnovationTM (DTITM) programme has think constructively and am more willing to contribute to been met with enthusiastic reception. “The digitalisation journey the company. The Lean programme has a magical power to remains an electrifying adventure for all of us; it is where we motivate, drive and transform people to perform at a much learn, we play and we work together,” chorused Michelman’s higher level.” associates. 25

MANUFACTURING Electronics OWNING THE BUSINESS Sanmina-SCI Systems Singapore Pte Ltd 100% IMPACT 24% oRvEerVE2 NyeUarEs 400% VALUE ADDED PER EMPLOYEE / THoRveOrU2GyHeaPrUs T YEAR Headquartered in the United States, Sanmina from all of our manufacturing equipment on the factory floor via Corporation is a tier one global electronic the cloud, enabling staff to monitor performance in real-time and manufacturing services (EMS) provider that produces remotely from any mobile device,” added Mr Chua. more than 230 million products annually from 75 manufacturing facilities around the world. In order to bite into Still, lying at the heart of this productivity drive is people. “In a coveted piece of the world’s fastest-growing commercial pie, answering to the call for Industrie 4.0, companies often pre- Sanmina-SCI Systems Singapore Pte Ltd has been set up as a occupy themselves with the selection of the most suitable premier facility for medical device manufacturing in the South hardware and software, yet leaving their most vital asset – human Asia Pacific region. resources – twisting in the wind,” sighed Mr Chua. “Although Singapore may not offer the lowest cost of operation, In Sanmina Singapore, things are done differently. To ease their we’re still thriving in the region because of the unique way our transition to Industrie 4.0, Sanmina Singapore collaborated operations are managed – investing in selective automation. with SIMTech to train all of their staff for the new, unfamiliar In other words, we will integrate new technological solutions environment that most were afraid of treading. “SIMTech’s OMNI into our operations if and only if it makes sense to offset the programme not only upgraded the skills of our workforce, but it need for a large volume of menial tasks in our processes and reporting structure,” said Mr Chua Yong-Wah, Vice President of Operations, Sanmina Singapore. In order to harness the invincible competitive advantage Application of disruptive technologies to improve productivity afforded by technology, Sanmina Singapore has re-engineered its processes at crucial process points and upgraded its equipment with state-of-the-art technology. However, such initiatives do not always naturally bear fruit. “The way they are integrated is equally important. This is where the implementation of our cloud-based manufacturing system (MES) has been critical. It connects data 26

MANUFACTURING Electronics also empowered them to add more value because automation Over the past two years, while took over many of the mundane aspects of their daily job duties,” many other factories have Mr Chua commended. stagnated in their growth, Evidently, the concept of mini-companies introduced through the we’ve doubled our operations. OMNI programme was well internalised. In each mini-company, SIMTech’s OMNI programme the staff rallied towards a clear mission and a common set of pre- agreed objectives. In the first mini-company, the staff collectively not only upgraded the created an Electronic Glasswall that displays their individual roles skills of our workforce, but and responsibilities, championing the visibility of performance it also empowered them to management and engagement of shop-floor members. In add more value because another instance, they strategically consolidated their warehouses automation took over many of in a concerted effort to maximise machine usage. Judging from the mundane aspects of their the acute sense of accountability and ownership that has been instilled company-wide, the concept of mini-companies has daily job duties proven to be an overpowering success. Mr Chua Yong-Wah, Vice President of Operations, Sanmina Singapore’s people-focused implementation of Industrie Sanmina Singapore 4.0 practices has stood them in good stead. “Over the past two years, while many other factories have stagnated in their growth, entrusted, no one waits for someone else to provide direction, we’ve doubled our operations,” Mr Chua observed, “essentially, resulting in visibly less idle time.” our collaboration with SIMTech has helped us to familiarise the concept of personal ownership across our workforce, all the Singapore faces many constraints, yet the companies here way down to the factory floor. Providing our staff with access to continue to make great strides. “With the fusion of technology data and empowering them to make decisions has dramatically and training programmes for our people, Sanmina Singapore improved productivity and instilled a sense of pride. Every year, has been able to overcome the manpower crunch by retaining our warehouse moves several hundred millions of dollars worth experienced and trained workers to support our business of goods, generating sizeable inflows of revenue. The warehouse expansion,” gathered Mr Chua, “honestly, we are very fortunate team now runs the warehouse as if it were their own with to have a very strong and technically competent workforce that is granted access to their performance and real-time data. Feeling willing to let their duties be redefined.” Mini-companies facilitators on OMNI programme 27

MARINE & OFFSHORE DIGITALISATION. ELECTRIFICATION. ENVIRONMENT. BH Global Corporation Ltd Ms Jasmin Lim, Business Development Director, BH Global Corporation Ltd As part of our digitalisation initiative, BH eStore, an online e-commerce platform was developed to educate Maritime With more than half a century of experience users and to serve global buyers with added efficiency and and presence in the marine and offshore, transparency. Getting the correct product onboard is vital to oil and gas, industrial, petrochemical ensure vessels’ operations are at optimal levels. BH eStore and commercial sectors, BH Global has offers transparency- allowing ship owners, management transformed from a pure supply chain management company companies, chandlers and end-users to procure the right serving the marine and offshore industries, to an integrated products at the right price with the right quality. Group providing products and services through four major divisions: Supply Chain Management, Green Lighting, Engineering Services, Cyber and Surveillance Security. 28

MARINE & OFFSHORE The Group also adopted an improved Warehouse Management the Group intends to ramp up its production capabilities and System (WMS) which aims to make Logistics operations more is well positioned to take on long-term OEM/ODM contracts productive, efficient and accurate through the utilisation of with major international customers. technology. With the WMS integrated with our in-house ERP System and through the usage of handheld devices and digital With the various on-going Initiatives in Digitization, process-monitoring dashboards, the accuracy of inventory Electrification and Environmental, the Group recognises the control is enhanced, productivity has improved significantly need for radically differentiated cyber technologies and thus and real-time data tracking is readily available. spun-off its IT arm into a cyber security business offering holistic non-detection based cyber security solutions to the Group On the Surveillance Security division front, with an additional and to both enterprise IT and ICS/SCADA OT protection. R&D facility recently established in Taipei to accelerate the Our solutions have been implemented in various Singapore pace of R&D activities, the Group has built up significant Government agencies and also state-owned enterprises in the advanced technical capabilities. Our infrared temperature APAC region. calibration laboratory is probably one of the most advanced With a series of encouraging developments, BH Global aims to build on its renewed momentum through continual transformation in Digitalisation, Electrification and Environment Ms Jasmin Lim, Business Development Director, BH Global Corporation Ltd privately-owned setup in the region. One of our notable With a series of encouraging developments, BH Global achievements would be the Mass Fever Screening System aims to build on its renewed momentum through continual that could identify individuals with mild fever of 37.6°C, with transformation in Digitalisation for consistency, Electrification an accuracy of +/-0.1°C. These systems have served well for and Environment. many years at several international airports, all of Singapore’s airports, seaports and land check points, as well as at many hospitals, corporations, learning institutions, government ministries and agencies among others to protect Singaporeans against pandemics and outbreak of influenza. To enhance BH Global’s portfolio of Sustainable Initiatives, the Group invested into Green LED Lighting Manufacturing in Kunshan(China). The mechanical and electronic production facility features automated processes with fully automatic Surface-mount Technology (SMT) lines, Cloud-enabled electronics manufacturing setup and Aerospace friction-stir welding technology. With the improved facilities and efficiency and compliance to strict safety and technical requirements, 29

MARINE & OFFSHORE BE DIGITAL READY Con-Lash Supplies Pte Ltd Con-Lash Supplies is an active member of Singapore Association of Ship Suppliers and Services (SASS) since 1996. Our Founder and Managing Director Tony Ng is a winner of the Entrepreneur of the Year Award in 2016, and served as Club President from 2009 - 2012. Con-Lash Supplies – Facilitating Your Voyages Global Access, Local Supply since 1986. Con-Lash Supplies is a premier ship supplier headquartered in the maritime hub of With 30 years of experience guiding us, we understand what Singapore. our customers need. Together with a robust network of global partners, we are constantly innovating and improving Founded in 1986 as an aptly supplier of container lashing so as to continually deliver world-class service. Whether a materials, over the years we diversified to become a leading multinational organisation, or a local business, we are well- marine services and solutions provider, specialising in 24/7, positioned to provide reliable, timely and cost-effective 365 service to operators of maritime fleets. Our expertise solutions to enable our customers’ fleet sail with confidence. includes ship supply, marine logistics, agency solutions, handling of owners’ spares and lubricant brokerage. Manpower Crunch Recognised for our reliable service and total commitment to Manpower constraints remains one of our top concerns. our customers, Con-Lash Supplies has received numerous Although the barriers to entry into the industry is not high, the accolades over the years, including the Asia-Pacific Brands marine trade faces considerable difficulties in attracting the Award in 2014. younger generation. Our current business process requires a lot of manual data entry, sourcing and decision-making. It is laborious and creates numerous bottlenecks. As a ship 30

MARINE & OFFSHORE chandler, speed and accuracy are vital ingredients for success. business operations so that we can continue to offer As a company, our mission is to provide superior customer unparalleled service and value to our customers. service. Hence, we need to future proof ourselves and elevate our business operations by tapping into digital solutions to These are some of the new initiatives we have in the pipeline. augment our existing workforce. • As a Ship Chandler, speed and accuracy is vital to obtaining the order. To enhance our productivity, we will automate all Competition On the Digital Age customer transactions. Currently, there is a lot of manual data entry. By automating the quotation process, we aim to The global uncertainties and slowdown in the maritime improve order fulfilment, productivity, track the status of each industry have intensified competition. There is constant RFQ and redeploy our human resource for higher-value jobs. pressure to lower our margins to remain competitive. Thus, it • Implement a Warehouse Management System to optimise is increasingly imperative to source more effectively. To thrive our warehouse process. Digital pick and place of items for in the changing dynamics of the global marketplace, we need efficient labour management. Data captured also ensure JIT to redefine ourselves to ensure profitability into the future. Inventory thereby reducing warehousing and storage. Improve We need to move away from the traditional, labour intensive operational control. and experience dependent procurement method towards • Improve procurement process by consolidating bulk data-driven decision making. purchase so that we can continue to offer the most economical price for our customers. Lack of Warehouse Management Successful Milestone of the Digitalisation, Our current warehouse is largely manual. When an order is Integration & Automation Journey received, our warehouse assistants will pick and put the items according to their own discretion. This process is susceptible As we just started the second half of the year, it is still too early to human error, which is costly. We also lack visibility on to say but the projected benefits are improved operational inventory movement and the stock-take process is an onerous efficiency and business profitability. endeavour. Our Journey for Digital Transformation and By employing digital solutions to some of our existing challenges, Productivity Improvement we hope to eliminate some of the current inefficiencies. We are upgrading our ERP system to enable us to capture more To tackle our current challenges as well as future proof sales data that we intend to use for better decision-making. ourselves, we are embarking on a digital overhaul of our 31

MARINE & OFFSHORE TIDES ARE CHANGING. BE THE CHANGE! eGenie Forum T he maritime supply industry has There must be better ways to structure, harness historically been analog and transactional and consolidate the procurement and supply chain in nature. As the world changes around functions for the industry – while improving the us with rapid technological development, services experienced by the crews onboard. The customers and suppliers in the maritime supply companies that lead the wave to digitalisation, will industry need to embrace technical and digital be the successful market leaders of the future. opportunities, to streamline the purchasing process in order to harvest efficiencies and thus, counter the The eGenie Forum core purpose is to be the “Think constant cost pressures. Digital transformation has Tank ” and “ Voice of the Indus tr y”. The eGenie For um completed its transition – from initiative to business seeks to motivate, innovate and inspire the industry imperative. in Shaping the Future through the Digitalisation tion of the Procurement and Supply Chain functions – by 32

MARINE & OFFSHORE the Industry, for the Industry, with the Industry. The Our mission is eGenie Forum will focus on harmonising standards, Shaping the processes and digitalisation related to value chain in Future through maritime and shipping industry initially in the areas of provisions, stores, machinery spares, etc – but Creative over time can expand into other areas. Innovation and by Embracing Digital The eGenie Forum brings together relevant industry players to advise and agree on underlying Transformation documentation and product standards (including as well as defining the product Unit of Measure, nomenclature, sizes and packing, etc) and solutions to shape the Encouraging future through creative innovation and improved Change usage of digital solutions. BK Lim, Managing Director, To move the indus tr y into the digi t al age , we need to Lighthouse eSolutions Pte Ltd agree on standards, defined as Document, Product and Process Standardisation. This will enable proper The eGenie Forum works on a membership basis, eCatalogues and proper transaction integrations with members from owners/managers as well as between buyers and suppliers, thus cutting down on suppliers and integrators. As a core path, the manpower in the current very time-consuming RFQ eGenie Forum Executive Council, works closely process – as well as enabling proper comparisons of with the Singapore Government Agencies (A*Star), q u ot e s /of fe r s . Employment and Employability Institute (e2i.) as well as research ins titute, SIMTech. The benefits will be similar to those experienced in more advanced B2B industries – in B2C: namely that convenience, transparency and TCO become stronger buying criteria as compared to transactional and often not-transparent price comparisons. Now more than ever, not just buyers and suppliers, but also competitors, must collaborate and work together to improve operational efficiency to reduce costs and losses due to errors and build true partnerships by agreeing to uniform standards and IT software. 33

MARINE & OFFSHORE INTELLIGENT PATH OPTIMISER IPO SG PTE LTD I PO is a Singapore-based company specialising handled and self-learnt by “Softbots” freeing “Man” to and focusing on “Intelligence Technology” for the per form decision-making and strategy thinking. Together Maritime Industry. The company is formed in 2017 with “Man and Machine” relationship- we believe to build a single data base model following the our Technology can lead to great improvement in an success story of LeS (Lighthouse eSolutions Pte Ltd) Organisation’s efficiency. Automation, Digitalisation and Integration trek. The IPO team consists of veteran technologists and Our intelligence path optimisers are designed through leading influencers in the Maritime who had grown up the “Man and Machine” principle and philosophy – amidst changes in Technology; many of us witnessed how where routine and manual tasks are to be performed/ Technology’s rapid changes have impacted organisations 34

MARINE & OFFSHORE such as “Traditional – Brick & Mor tar” organisations are With the fast-changing landscape in the maritime sector, IPO also further impacted by other intrigued factors such SG is already creating new values for customers by harnessing: as sharing economy, data exponential growth, common data model to most recently AI & Machine Learning. • Common Data Model • Business Control Centre Organisations are faced with a variety of technology • Powers of Big Data recommendations and many made decisions that are not • Artificial Intelligence practical, nor process are streamlined for the Maritime • Machine Learning Industry. We, IPO SG - Intelligent Path Optimiser leads • Robotic Process Automation in enterprise grade Business Application for the Maritime • Augmented/Virtual Reality Industry • One Marine Solution (OMS) IPO is on a journey to take customers to be digital- IPO SG has been known for cutting-edge innovations enabled, data-driven, insights-led company that utilizes and technology renewal. New game-changing ideas and cutting-edge technology. With our company name continuous improvements are part of our corporate DNA. (IPO) Intelligent Path Optimiser, we set to be a different Working together with many of our renowned technology/ player in the industry – one that provides “Intelligence research partners – we are creating new forms of partnership Thinking” end-to-end digital business solutions. and co-creation for open innovation in the industry. 35

MARINE & OFFSHORE SPEARHEADING THE CHANGE IN DIGITALISATION Lighthouse eSolutions Pte Ltdighthouse eSolutions Pte Ltd is spearheading Today, LeS is still the only digital service provider who can Automation, Integration and Digitalisation in the offer 100 per cent data accuracy and seamless simplicity of working between the buyers and suppliers. Lmaritime market. Lighthouse eSolutions Pte Ltd (LeS) was formed in 2011 in Though LeS is still a SME, our progress has been significant. response to the challenge of a fragmented eCommerce On 9th October 2017 in Dubai, LeS and their LeSConnect solution in the maritime. Over the last 2 decades, eCommerce software services, made it to the final shortlist for the Smart in shipping has not progressed as much as expected. Both Shipping Award at the reputable Seatrade Maritime Awards the customers and suppliers are putting up with a lot of Middle East, Indian Subcontinent & Africa. On 25th April 2018 inefficiencies end results are wastage, unproductivity and in in Singapore, LeS was again shortlisted for Seatrade Maritime turn increase cost, time and money. Award Asia Technical Innovation Award. For a small and relatively young company, this is a great achievement. With the support of the largest local ship supplier, Sinwa Singapore Pte Ltd, LeS developed a digital solution that IMPACT: eliminates the challenge of manual and dual entry – taking automation, integration and digitalisation in the maritime 1. Reduce manual work by 50-60 per cent industry to a whole new level. 2. Increase order success rate by 20-30 per cent 3. Automate manual entry with 100 per cent accuracy Automation, Integration and Digitalisation Race with machines - Not against machine 36

MARINE & OFFSHORE 4. Seamless conversion of the document formats between Mr BK Lim, Managing Director excel, pdf and xml The speed of innovation 5. Read and extract documents automatically and directly and breakthroughs is from email unprecedented and is at its 6. Robotic Process Automation - Read and write on your fastest yet… customers’ eProcurement portal. Regardless of what lies in 7. All-In-One (AIO) connection - connects you to any the future, the bottom line, eCommerce service provider and customer eProcurement however, remains the same. portal We need to understand the changing environment and 8. Speed in integration with new application – 3 to 4 weeks 9. Deliver customised solutions to your business process embrace realities. with minimum or zero changes 10. Deliver the digital business solutions in your own dedicated private server Regardless of what lies in the future, the bottom line, however, remains the same. We need to understand the changing environment and embrace realities. We need to re-examine the way we conduct business, and be prepared to restructure and reinvent to create new opportunities. The impact on Human Capital will be challenging. The main drivers for job creation and economic development will be the use of research analysis, technology and innovative practical application. The simplicity and ease of use will drive innovation. Automate, integrate and digitise to create jobs. Mr BK Lim, Managing Director 37

MARINE & OFFSHORE FROM FIDGET TO DIGIT Peter Machado Marketing Management In December 2016 after 45 years in the marine industry, Considering himself both lucky and blessed, Captain Peter, as Peter Machado established Peter Machado Marketing he is more popularly known, is amongst the very few who have Management (PM3) with two objectives in mind - to enjoyed a career at sea, followed by a generous stint ashore share knowledge and experience with the younger as fleet manager, and subsequently walked across 180º to the generation, and contribute positively to increasingly other side of the deck to become a ship chandler and service competitive commercial business organisations, in particular provider. Additionally, 24 years of working with the allied the move to digitisation and automation. military forces the world over, Peter supplied predominately 38

MARINE & OFFSHORE food products, and subsequently, MRO and BOS supplies In the fast-paced and ever-changing technological world, and services to warships and bases ashore. It was here that PM3 aims to adopt new technologies and contribute to he developed his immense liking for procurement and supply increased innovation through the effective use of artificial chain functions as well as logistics and transport. intelligence and machine learning. Increased use of robotics and automation as well as the advent of 3D printing and 4D PM3 is a marketing company that represents reputed business scanning will turn the manufacturing world on its head. New entities in the maritime and industrial sectors, offering technologies will need new methods of education and more fire safety and inspection services equipment (Coltraco streamlined processes; thereby increasing the number of Ultrasonics); lubrication and maintenance products (Ferryl); jobs and different skills of the workforce, as well as improving an entry into the digital world – automation and machine productivity by reducing the human error factor. learning (Lighthouse eSolutions); maritime cybersecurity (Saiber Innovation Technologies); EU HMT document Roadblocks to these visions include the more defensive and compliance services (Verifavia Shipping); ship services insular protectionist paths that world trade and commerce is (YourShore Shipping) and full line food supply (Richmond likely to see taken by short-sighted politicians. Another large Peak Quality, American Bounty and Ocean Direct). challenge will be a workforce that wishes to retain their jobs as they see automation as a threat. PM3 hopes to overcome It is fair to say that there is mutual recognition and these challenges by working with their principals as well as appreciation with what PM3 and their principals bring to the partnering with A*STAR/SIMTech to bring in more efficiency table together. PM3 chooses their principals based on their and reduced human errors. reputation, recognition, product quality and sustainability. Simply put, all PM3 principals are forerunners in their area of expertise. PM3 is not a broker or a commission agent – instead they add value and are employed by principals to spread and share their values, competence and capacity; the reason for their motto SHAPING THE FUTURE. PM3 and their principals work closely together in alignment with marketing plans and shared objectives, including the appointment of global distribution and sales agencies, conducting product and customer reviews, even making improvements in the manufacturing and packing processes and assisting with the logistics and transport element. 39

MARINE & OFFSHORE THE SINGAPORE SHIP SUPPLIERS STORY Singapore Association of Ship Suppliers and Services (SASS) With the signing of a MOU between SASS and eGenie Forum at A*STAR SIMTech on 30th Aug 2019 Since SASS was formed 38 years ago in 1981, it The gravity of CEOs without the foresight of digitalising their has witnessed numerous events that have greatly business is severe. Kodak found out the hard way, having impacted the shipping industry. From the shipping pioneered the digital camera and not believing that it will crisis in the 80’s, to the Gulf War in the 90’s, the be the future. Borders Bookstore, like many other brick & global financial crisis in the new millennium and the latest mortar establishments without a digital strategy, continued to global trade wars. All these events have one way or another lose market share to online retailers and eventually folded up. compelled companies to operate more efficiently to stay The revenues of companies like Amazon and Taobao continue relevant. However, none of the former events have forced to grow exponentially while the likes of Sears and Macys companies across industries to radically change their modus continue to decline. Companies like Grab continue to ride operandi than the march towards adoption of technology. the digitalisation wave to include more product and service Today, digitalisation is the game changer. Early adopters of offerings to users apart from just transportation. An entire digitalisation continue to disrupt their industry, putting late lifestyle ecosystem is now built around an initial application adopters at risk of losing market share and competitiveness, that was developed for booking a ride. even going out of business. 40

MARINE & OFFSHORE The shipping industry is known to be slow in adopting technology. As the industry is very fragmented, it is extremely challenging to have the industry adopt a common digital platform. While many have started some form of digitalisation in their respective organisations, it is done individually with little communication or co-ordination within the industry. This lack of uniformity and standardisation makes digitalisation of the industry even more challenging. SASS, together with SIMTech and eGenie, is now leading the ship supplies industry forward in digital transformation. The arduous task of working towards the industry adopting a standard product catalogue and a uniform unit of measure will be the key first step. Developing an end-to-end solution that deploys artificial intelligence, IoT, blockchain and robotics will allow the industry to scale, and for Singapore to become the global thought leader in the digitalisation of the maritime supply chain. SASS will continue with work with the Singapore government agencies to bring major players and stakeholders in the ship supplies industry together in the digitalisation journey. Danny Lien, President of SASS conducted a workshop About SASS on LEAN Process & Best Practices during eGF Industry Roundtable on LEAN Efficiency 4.0 on 30 Aug 2019. SASS is the voice of the ship supplies and services industry. It’s role is to: Promote, regulate, protect, represent and further the interests, conduct and operations of our members Disseminate advice, industry updates and other useful information to our members Encourage social interaction among our members and with other related organisations Co-operate with any other organisation whose objectives and activities are beneficial to the association Vision To be the global leader in ship supply industry transformation Mission Upskilling and professionalising the ship supplies industry through adoption of technology, training and education. www.sass.org.sg 41

MARINE & OFFSHORE DIGITISING THE MARITIME INDUSTRY, WHAT DOES IT MEAN? Star Information System AS Being a dedicated maritime software provider for time ago. The “new economy” and “e-commerce” were also more than 20 years we have already participated contributors to the digitising of the world and the maritime in the process of digitising the maritime industry. industry. For the time being it is a hype and a hype that will Digitising is not something new and glorious, it bring something good to this industry. has been going on for decades. But this industry has still many areas where digitising more processes will give important Information of high quality can be used in many ways, to give improvements and cut costs. status of the fleet, the operational status of a ship, the condition of an equipment, the availability of an important spare part, the Digitising is an ongoing journey qualification of the crew, the status of certificates, etc. However, information of low quality or wrong information often leads to The term “digitising” has also become a hype and a buzz- wrong decisions, inoperability, delays and high costs. word like “the new economy” and “e-commerce” were some 42

MARINE & OFFSHORE The key in any digitising process is data quality STAR Information Systems are involved in many digitising processes for our customers If the data is incorrect it does not help to have a lot of it. If you are not able understand the data, you have it doesn’t help As one of our contributions to bring quality into the digitising to have a lot of it (“big data”). If you receive a lot of data you process we have introduces the Star Catalogue Service, where don’t need or don’t use because it is irrelevant information, it the suppliers continuously can update information about the is more or less digital junk. products they deliver. This update can be automated as the suppliers update product information on e.g. their own web- In 2001 we introduced SISCommerce as one of the first, and site. Buyers/customers will automatically get this updated data still existing, e-commerce portals for the maritime industry. for the products they have selected to subscribe to and within It represented a major improvement for the purchasing and the STAR software this quality information is automatically logistics process for our customers, a big cost saver. However, replicated to the vessels as well. it did not solve all data quality issues, there are still too many wrong items delivered due to incorrect or insufficient Automate the purchasing process information about the items being ordered and delivered. Quality cost and freight cost is a big issue in the industry. In combination with supplier contracts, pre-defined processes and approval steps the entire purchasing/replenishment Software from STAR Information Systems has also been used process can be “automated”, either as an internal supply/ in the drilling industry where the consequences of not being transfer from internal warehouses or as a high data quality operational has extremely high costs. Just a few years ago the purchase order to a supplier that don’t need to spend time day-rate for a semi-submersible drilling rig was up to USD on investigating what the customer is asking for, and finally an 800 000. Consequently, this industry has had a focus on data efficient and correct delivery. quality to avoid downtime due to e.g. missing critical spare parts or having/getting the wrong parts. Having good systems This was just one example of how STAR Information Systems and high data quality has been key elements to avoid such is assisting the maritime industry in the digitising process. costs. 43

MARINE & OFFSHORE WILHELMSEN LOOKS TO THE FUTURE OF MARITIME Wilhelmsen Group Mr Thomas Wilhelmsen, Group CEO, Wilhelmsen Group 43-year-old Thomas Wilhelmsen is the head of one of maritime’s biggest names. The group has close to 15,000 Thomas Wilhelmsen, the CEO of the Wilhelmsen employees, of which over 9,000 are seafarers. Wilhelmsen group of companies, wants his firm to lead from Ship Management serves nearly 400 vessels globally, and the front with a smart balance of innovation and Wilhelmsen Ships Service handles about 75,000 ports calls and tradition. The diversified company has been 210,000 product deliveries per year, serving about half of the serving the industry for nearly 160 years, and it is building on entire global merchant fleet. In other words, Mr Wilhelmsen its history with investments in the latest technology: it just has a strong foundation to build on. launched the world’s first autonomous shipping firm, Massterly, as well as Raa Labs, a maritime digital start-up. “There’s been a lot of focus on Massterly, our drone Autonomous innovation developments, smart rope, 3D printing etc and on one level that’s excellent,” says Wilhelmsen. “But it’s hard-core, Massterly, a joint initiative with KONGSBERG, was one of practical and operational maritime competency that forms the 2018’s biggest maritime news announcements. The company foundation of this business. What we want to do is take that aims to establish the infrastructure and services needed to conventional platform and utilise new digital skills to build upon design and operate autonomous vessels, creating a network it, positioning ourselves to take advantage of future business of land-based control centres to monitor and operate a new oppor tunity.” breed of ships. The first will be based at Wilhelmsen’s group headquarters in Oslo. 44

MARINE & OFFSHORE “If we want to help shape the future of the industry, not just environmental performance. It’s a digital accelerator the this business, we have to position ourselves at the vanguard of whole industry can use.” development,” he explains. “Autonomous shipping may seem like a distant dream, but, through projects such as the Yara So far, Raa has recruited seven team members who, Birkeland, it will be a reality, albeit on a limited scale, very Wilhelmsen says, would never have otherwise considered a soon. There’s a need for the infrastructure and solutions to career in the maritime industry. “I’m a little amazed we have support that development.” attracted digital experts of this calibre,” he says. “But they understand that shipping is a huge industry with huge potential “If we can play a key role in enabling developments we can for digitalisation. As such, they can make a genuine difference.” also help inform and mould regulations, using our expertise and experience to steer a course for the future,” he adds. Positive but cautious outlook While autonomous shipping will be primarily seen in short- Nor-Shipping, the industry conference on June 4-7, 2019 in sea applications for the near future, the technology has Lillestrøm and Oslo, as it “brings the global industry to Norway, multiple applications for manned ocean-going vessels. “The showcasing our reputation for innovation and providing a key industry will be able to cherry pick relevant systems out of forum for discussions, ideas and doing business.” the autonomous domain and install them on existing vessels, “Maritime expertise will be key to generating value from, as enabling next generation conventional shipping,” Wilhelmsen well as managing and regulating, the commercial use of ocean says. “So we shouldn’t be looking at autonomy in isolation, space in the future. So Nor-Shipping can play an important but rather as a facilitator for nurturing wider development. role as a platform for enabling developments,” Wilhelmsen There’s always going to be a need for maritime skill, for real says. operational understanding. From the design phase through to operations, people need to feed in individual expertise of However, he sees clouds on the horizon over the year ahead. stability, navigation, loading and discharging, a whole range Wilhelmsen believes that the maritime industry is “deep into of different scenarios. That knowledge does not stand in an up-cycle,” raising concerns of a future correction. “You opposition to digital competency, it helps inform it. As an can see uncertainty creeping into the stock markets. And industry we cannot afford to overlook the ‘old fashioned’ skills, trade wars and tariffs are obviously not good for this industry. they must be valued and preserved.” That said, there are not that many people who would favor stopping world trade, so I believe, I hope, that common sense Internal Start-up will prevail,” he says. At the end of November Wilhelmsen announced the launch Given these macroeconomic concerns, Wilhelmsen is of Raa Labs. Backed by a $2 million seed investment, split exercising caution with regards to group expansion. “I think between the Wilhelmsen group and Wallenius Wilhelmsen, the immediate focus will be on organic development,” he Raa Labs aims to deliver digital solutions to meet industry concludes. “We’ll aim to nurture and grow all parts of the challenges and realise opportunities, for both Wilhelmsen portfolio. There’s no one standalone area I’d like to pinpoint itself and external customers. as a potential star performer, but I do think we will use our group strength to continue growing, delivering the value and “We’d been scratching our heads a little about how to standards we are known for, and the innovation we believe open up and create a ‘start-up’ culture, one where we can can help shape this industry.” move quickly to really seize on digital and tech prospects,” Wilhelmsen explains. “We came to the conclusion that our And that, at the end of the day, is a well balanced approach. own start-up was the solution. An entity that could serve our business areas, but also design digital infrastructure and applications for outside customers, helping them better utilise their data or, for example, enable collaboration or improve 45

MARINE & OFFSHORE TAKING SHIP SUPPLY TO THE NEXT LEVEL Wrist Ship Supply Mr Robert Kledal, CEO, Wrist Ship Supply The Industry Challenge Wrist Ship Supply is the world’s leading ship In recent years, Wrist has invested heavily in digital solutions with and offshore supplier of provisions and the aim to make the purchasing process easier for its customers. stores with a market share of around 9%. The industry lacks a bit behind when it comes to band width, Wrist offers a global 24/7 service, including old browser versions and operating systems, but Wrist strongly handling of shipowners’ spare parts, shipping, airfreight and believes in the benefit of online customer interaction. related marine services that meet the demands of international organisations as well as local businesses. Wrist subsidiary, Garrets “Focusing on e-business and digital interaction with customers International, is the world’s largest service provider for shipping and vendors is key to maintaining the position as the world’s companies wishing to outsource the budgeting and procurement leading ship and offshore supplier” says Robert Kledal, CEO in of provisions for their vessels. Wrist. Wrist supplies a broad range of products, including provision The ship supply industry is characterised by many transactions and deck, engine, elec¬trical, cabin and bonded stores. Logistics in the “procure to pay” process, a time-consumer for both ex¬pertise is a core element of Wrist’s competi¬tive edge and buyer and supplier. However, the “seamless transaction” based provides the foundation for serving the world fleet based on a on integration between the buyer purchasing system and thorough understanding of individual needs. supplier ERP is as customer-by-customer exercise, as there is no standardised formats in place. 46

MARINE & OFFSHORE Further, the e-commerce trend to expose products in online Focusing on e-business catalogues with extended product information and pictures is and digital interaction with not demanded. Purchasers do not want to shift between supplier customers and vendors is key platforms and some do not want their seafarers to do so either. to maintaining the position Wrist experiences that an increasing number of customers show as the world’s leading ship an interest in the import of product descriptions, pictures and certificates from their data repository into the customers’ own and offshore supplier catalogue solutions. Mr Robert Kledal, CEO, A customer centric approach Wrist Ship Supply Wrist has plenty of ideas on how to improve the interaction with Digital solutions customers and knows by experience that the best development is made in close cooperation with customers to ensure solutions Wrist’s online solutions are mostly customer specific with unique that are beneficial and valuable to their business models. “We login access. Through the platforms, customer-specific content think we know our customers, but digital development is indeed is shared to provide full transparency and added services such a very explorative field that demands even more knowledge in as business intelligence and other useful information. Interactions order to identify the customer needs” says Robert Kledal. span from traditional ordering processes to a virtual room for planning of deliveries. Thus, we have prioritised to develop solutions for customer and supplier integration automation in order to optimise transactions The digital solutions introduced include: and Wrist has already started the digital transformation journey • Main storing tool with ongoing development and introduction of new solutions. Online planning tool for optimisation of the entire supply chain to provide overall cost transparency and coordination Process Automation • Stores catalogue 2000 stores items from Wrist’s global assortment are available in Wrist offers several solutions for process automation. Today, this a digital catalogue for online shopping is done via third party partnerships specialised in robotics and • Stores shopper Artificial Intelligence (AI). Digital tool that simplifies the order process for stores items while providing full overview of the customers’ stores orders Automated integrations aim to increase the percentage of while at sea transactions handled electronically and Wrist has reached 46 • Cookbook per cent of its sales quotation volume through semi Or fully Digital and innovative cookbook with more than 1,000 recipes automated processes – up from 25 per cent only 1½ years ago. Stores catalogue for online shopping Digital and innovative cookbook with more than 1,000 recipes 47

SERVICES Logistics & Supply Chain GOING BEYOND THE EXTRA MILE Grocery Logistics of Singapore Pte Ltd IMPACT 79% TIfMorELoTgAistKicEs N Planning Ms Jia Hui, Escalation Team Lead, monitoring delivery using the LM2 system Alogistics mammoth sprawling across total 1.2 million square foot of multiple warehousing 48 facilities and a proud fleet boasting more than 200 operating vehicles in Singapore, Grocery Logistics of Singapore Pte Ltd (GLS) leads the marathon to customer service excellence. Running 365 days a year moving more than 500 million kilogramme of fast moving consumer goods island-wide annually, GLS has a major responsibility on its shoulders. In the new age of digital consumers, GLS is the answer to efficiency, convenience and sustainability. By offering a hassle-free online shopping experience to its customers, it is increasingly plugged into a typical Singaporean everyday life. A key logistics service provider to NTUC FairPrice’s brick and mortar as well as e-commerce business units, GLS bolsters the growth of the local retail giant through fundamental functions of warehousing and distribution. “This is where on-time goods delivery is of upmost importance. However, it is usually jeopardised by many factors beyond our control, be it traffic situation, weather conditions, or unavailability of customers. Once the delivery window slips, a snow ball effect will ensue, adversely affecting subsequent deliveries,” said Mr Jalil Bin Sam, Deputy Director of Transportation, GLS. Given the mounting challenges of keeping to a tight delivery schedule, particularly on the back of a rapidly expanding

SERVICES Logistics & Supply Chain online presence, GLS knew that there was no room for SIMTech’s LM2 procrastination. Agilely, it leveraged SIMTech’s capabilities solution has in Last Mile Logistics (LM2), which is essentially an On-the- go Planning and Monitoring Solution (OPMS) for logistics indeed added delivery planning and operations monitoring. “To fulfil GLS’s great value to our operational requirements, SIMTech has customised the planning, routing, OPMS to include, but not limited to, critical functions such as job balancing between drivers, optimal load allocation, order scheduling and sorting, delivery progress tracking, generation of late delivery monitoring report for the planners, and addition of ad-hoc orders to operations existing approved routes,” added Mr Jalil. Ms Toh Hui Leng, To imbue a deeper sense of empowerment among the staff Chief Executive Officer, GLS of GLS, SIMTech has gone an extra mile. “In the last phase of deployment and testing of the customised OPMS system we chose to collaborate with SIMTech – known to be amenable on GLS’s site, we trained their IT team to develop additional to clients’ requests – to perfect our solutions. As a result of modules on the system after providing them with the source these new capabilities, our customers are now notified of their code,” underscored Dr Xu Chi, Scientist and Team Lead at deliveries on a timely basis while drivers are able to perform SIMTech, “so that they can be more responsive to future their deliveries more efficiently. Most importantly, digitalisation enhancement to the system.” has eased data analytics extraordinarily, precipitating further process improvement,” Mr Jalil remarked. The favourable outcomes from this rewarding partnership have brought many smiles, from the Delivery Specialists to the customers. “Right from the get-go, we knew that shelf-ready solutions would not suit GLS’s demanding needs. Therefore, By amalgamating all the SIMTech’s enhancements to GLS’s logistics management capabilities, productivity has skyrocketed by 79 per cent. “SIMTech’s LM2 solution has indeed added great value to our planning, routing, scheduling and monitoring operations,” declared Ms Toh Hui Leng, Chief Executive Officer, GLS. Ms Toh Hui Leng, Chief Executive Officer, GLS Mr Hairul, Delivery Specialist, checking the LM2 application for delivery route 49