MANUFACTURING

TRANSFORMATION
INSIGHTS REPORT 2019
 BACKGROUND

ABOUT THE REPORT

THE 12 MANUFACTURING INDUSTRIES

FINDINGS

EPILOGUE

INDUSTRY PERFORMANCE CARDS

ACKNOWLEDGEMENTS

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SIRI Manufacturing Transformation Insights Report 2019
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04
05
07
23
24
37 Singapore Economic Development Board (EDB), a government agency under the Ministry

of Trade and Industry, is responsible for strategies that enhance Singapore’s position as

a global centre for business, innovation, and talent. We undertake investment promotion

and industry development, and work with international businesses, both foreign and local,

by providing information, connection to partners and access to government incentives

for their investments. Our mission is to create sustainable economic growth, with vibrant

business and good job opportunities for Singapore.

For more information, please visit www.edb.gov.sg.

Copyright © 2019 Singapore Economic Development Board

All rights reserved.

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Catalysing The Transformation Of Manufacturing
BACKGROUND

The Smart Industry Readiness Index (SIRI) Assessments

To help manufacturers take the first step in their
Industry 4.0 transformation, we launched the Smart
Industry Readiness Index (SIRI) in November 2017.
Created by the Singapore Economic Development
Board (EDB) in partnership with a network of leading
technology companies, consultancy firms, as well
as industry and academic experts, SIRI comprises a
suite of frameworks and tools to help manufacturers
– regardless of size and industry – start, scale, and
sustain their manufacturing transformation. SIRI covers
the three core elements of Industry 4.0 – Process,
Technology, and Organisation. To date, more than 200
official SIRI Assessments have been completed for
companies in Singapore and aboard.

SMART INDUSTRY READINESS INDEX

PROCESS TECHNOLOGY ORGANISATION

Product Structure &

Operations Supply Chain Automation Connectivity Intelligence Talent Readiness Management
Lifecycle

Shop Floor
Workforce Learning Inter- and Intra-
4. 7. 10. & Development Company
Collaboration
Integrated 13. 15.
Vertical Horizontal
Product Enterprise
Integration Integration
Lifecycle
5. 8. 11.
Leadership Strategy &
Competency Governance
Facility
1. 2. 3. 6. 9. 12. 14. 16.

Figure 1 The Smart Industry Readiness Index (SIRI) framework

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SIRI Manufacturing Transformation Insights Report 2019
ABOUT THE REPORT
Two years after the launch of SIRI, we have arrived
at the next phase: sharing insights to illuminate the
current state of manufacturing transformation. The
Manufacturing Transformation Insights Report 2019
analyses data collected from the SIRI Assessments
of 200 Singapore-based manufacturing facilities.
They span 12 manufacturing industries, ranging from
small, family-owned Singaporean enterprises to large,
multinational corporations (MNCs) whose parent
companies originate from 14 different countries across
Europe, North America and Asia Pacific.
While we focused our report on Singapore-based
facilities, the international profile and diversity of
industries covered by the data make the report’s
findings relevant for the global manufacturing
community as well.
As such, this report seeks to provide all stakeholders
within the industrial sector with:
1 A data-backed snapshot of the current state
of industrial transformation across multiple
manufacturing industries;
2 Observations relating to the three building blocks
of Industry 4.0 – Process, Technology, and
Organisation; and
3 A benchmark for manufacturers to assess and
compare their Industry 4.0 maturity levels against
those of their peers in the same industry.
We hope that the insights will prove useful to
manufacturers, governments, trade associations, and
other stakeholders in ideating and developing new
solutions and interventions that will accelerate global
industrial transformation towards the digital era.

Overview of Data Set

29%
51%
33%
%
20

SMALL AND

200
MEDIUM ENTERPRISES

12
MANUFACTURING
INDUSTRIES

COMPANIES
14
Annual Entity Turnover* COUNTRIES

< $100M
$100M - $500M 2018
-2019
> $500M
ASSESSMENT
PERIOD

*All figures are in Singapore dollars

Figure 2 Overview of data set used in the SIRI Manufacturing Transformation Insights Report 2019
4
Catalysing The Transformation Of Manufacturing
THE 12 MANUFACTURING
INDUSTRIES

Aerospace
The Aerospace sector comprises companies that manufacture, assemble, repair, and/or service
equipment, parts, and products for civil aircraft, military aircraft, and spacecraft. Products include but
are not limited to engines, fan blades, and remanufactured parts.

Chemicals
The Chemicals sector comprises companies that produce specialty and other chemicals. Products
include but are not limited to plastics, synthetic fibres, additives, adhesives, sealants, specialty paints,
pigments, coatings, and fragrances.

Electronics
The Electronics sector comprises companies that manufacture electronic components, equipment,
and consumer electronics products. Products include but are not limited to connection devices,
electron tubes, electronic capacitors, resistors, and printed circuit boards.

Energy
The Energy sector comprises companies that engage in refining and cracking of crude oil as well as
the production of petrochemical primary products. Products include but are not limited to petroleum
naphtha, gasoline, diesel, liquefied petroleum gas, olefins, and fuel oils.

Food & Beverage

The Food & Beverage (F&B) sector comprises companies that process, produce, and package food
and beverage products. Products include but are not limited to baked goods, canned products, and
dehydrated food items.

General Manufacturing
The General Manufacturing sector comprises companies that manufacture broad-based consumer
and commercial products that are not classified under other industries. Products include but are not
limited to bicycles, clothes, packaging boxes, and shoes.

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SIRI Manufacturing Transformation Insights Report 2019
 Logistics
The Logistics sector comprises companies that provide freight transportation, courier, warehousing
and other logistical services. Services include but are not limited to storage, distribution, freight
forwarding, and end-to-end goods delivery.

Marine & Offshore Engineering

The Marine & Offshore Engineering sector comprises companies that manufacture machinery and
equipment for exploration and extraction of crude oil and natural gas. Products include land drilling
rigs, offshore platforms, and Floating Production Storage & Offloading (FPSO) conversion units.

Medical Technology
The Medical Technology sector comprises companies that manufacture healthcare equipment
and devices. Products include but are not limited to medical instruments, drug delivery systems,
cardiovascular and orthopedic devices, and diagnostic equipment.

Pharmaceuticals
The Pharmaceuticals sector comprises companies engaged in the research, development, and
production of pharmaceuticals. Products include but are not limited to active pharmaceutical
ingredients, medicines, and veterinary drugs.

Precision Engineering
The Precision Engineering sector comprises companies engaged in the production of complex
machinery and systems as well as precision modules and components, serving a wide variety of
industries such as electronics, aerospace, and medical technology. Products include but are not
limited to laser systems and machine tools.

Semiconductors
The Semiconductors sector comprises companies engaged in the design and fabrication of
semiconductors and related products. Products include but are not limited to integrated circuits and
electronic discrete components such as diodes and transistors.

Adapted from The Global Industry Classification Standard (https://www.msci.com/gics)

6
Catalysing The Transformation Of Manufacturing
FINDINGS

1 Manufacturing industries exhibit varying transformation profiles.

Many in the industry today lack awareness about the
state of transformation across different manufacturing
sectors, and how the sectors compare against one
another. To shed some light, we analysed and compared
the 12 manufacturing industries’ transformation
profiles, utilising two key parameters: SIRI Maturity and
SIRI Variance.
SIRI Maturity1 is a ranking measure of how an industry
or company has performed in the SIRI Assessment
across all 16 dimensions, relative to the other industries
or companies. A higher ranking indicates that the
industry or company is more likely to be further down
the road in its industrial transformation journey.
SIRI Variance is a measure of how much the
companies’ SIRI scores deviate from the mean within an
industry. The lower the SIRI Variance, the more uniform
the pace of industrial transformation in the sector.
low positional ranking on either parameter does not
necessarily suggest a fundamental or systemic problem
with an industry’s current state of transformation. This
is because the pace and uniformity of transformation
is highly sector-specific and often heavily influenced
by factors like the nature/volume of products,
complexity of manufacturing processes, competitive
dynamics within the industry, and macroeconomic
trends like overall business conditions and industry
operating environment. Nonetheless, the SIRI Maturity
x Variance Map offers a useful starting point for anyone
keen to have a general understanding of the varying
transformation profiles across manufacturing sectors.
To help interpret the SIRI Maturity x Variance Map, we
have classified the 12 manufacturing industries into
four main Archetypes of Transformation, each named
after a type of natural habitat.

Taken together, SIRI Maturity and SIRI Variance provide

a frame to help us visualise and make sense of the 12
manufacturing industries’ transformation profiles.
Here, we want to make an important disclaimer that a

1
The SIRI Maturity of an industry is calculated using the SIRI Maturity Ranking Methodology, which is described as follows:

I. In each SIRI dimension, the 12 industries are ranked against each other, from 1 (highest) to 12 (lowest).

II. Each industry’s rankings across all 16 SIRI dimensions are aggregated to obtain a cumulative ranking value. The smaller the cumulative ranking value,
the better that industry has fared compared to others.

III. Using the cumulative ranking value, industries are ranked from 1 (lowest SIRI Maturity) to 12 (highest SIRI Maturity).

The SIRI Maturity Ranking Methodology applies at both the industry and company level. This methodology was adopted because the bands in different SIRI
dimensions represent varied states and are not equivalent, hence using a pure aggregation of SIRI bands across all 16 SIRI dimensions would not be meaningful in
evaluating performance. For instance, a Band 1 in Vertical Integration is not equivalent to a Band 1 in Shop Floor Automation.

7
SIRI Manufacturing Transformation Insights Report 2019
 Archetypes of Transformation

RAINFOREST CONIFEROUS FOREST

HIGH Semiconductors

Pharmaceuticals

Energy

Medical
Technology

Electronics
SIRI MATURITY

Chemicals

Logistics

Aerospace

Precision
Engineering

General
Manufacturing

Marine &
Offshore Engineering

Food &
Beverage

LOW
HIGH SIRI VARIANCE LOW

SAVANNA TUNDRA

Figure 3 The four Archetypes of Transformation

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Catalysing The Transformation Of Manufacturing
 Coniferous Forest
A coniferous forest is associated with rows of uniform-
looking pine trees growing tall and strong. This habitat
is used to illustrate the key characteristic of industries
in this archetype: they rank high in SIRI Maturity and low
in SIRI Variance.
Companies within these sectors are generally further
along in their Industry 4.0 journeys and are largely
similar in their pace of transformation. Of course, an
industry may fall into the Coniferous Forest Archetype
due to a deliberate effort to transform, but there are
also other reasons why some sectors may inherently
tend toward the Coniferous Forest Archetype. Such
industries typically manufacture products that are
technologically intensive and highly regulated; this
generally favours sectors that mostly consist of
MNCs with resources to pursue higher standards in
Case Study
BMAC
The Platform
The Biopharmaceutical Manufacturers’ Advisory Committee (BMAC) is a public-private
platform in Singapore that comprises representatives from the pharmaceuticals, biologics,
and nutritional sectors, as well as local government agencies.
What they did right
As an industry-led initiative, BMAC has created
an open and trusted environment where
leaders of Singapore’s biopharmaceutical
sector can come together to discuss emerging
industry trends, opportunities, and challenges.
Over time, this has created a culture of
collaboration and today, member companies
feel comfortable approaching one another for
help and support as they adopt and source for
new Industry 4.0 solutions.
9
SIRI Manufacturing Transformation Insights Report 2019
manufacturing processes, technology adoption, and
organisational development. Having a small group of
large companies in turn facilitates more coordinated
knowledge sharing amongst key players to address
common problem statements, which can further
accelerate transformation across the sector.
To support these industries that are continuously
forging ahead, governments should ensure that the
sectors’ physical and social infrastructure enables and
does not constrain development. For instance, it would
be critical to groom a highly skilled workforce to help
these industries achieve their Industry 4.0 ambitions. In
turn, companies within the Coniferous Forest Archetype
can serve as role models, thought leaders, and
inspirations for others to embark on their own industrial
transformation.
Knowledge sharing within an industry
Leveraging SIRI as a common framework,
BMAC companies banded together to
consolidate their SIRI scores, as well as
identify common problem statements
and priority areas that they could work on
collectively. This not only allowed the group to
gain deeper insights into industry challenges,
but also facilitated their discussions with
vendors to develop meaningful solutions
that would benefit all BMAC members.
Ultimately this has provided a timely push to
accelerate the transformation of the broader
biopharmaceutical sector.
 Tundra
The next archetype is represented by the tundra, a
habitat with strong winds, low temperatures, and limited
rainfall. With its harsh climate, the tundra illustrates the
key characteristics of industries in this archetype: they
rank low in SIRI Maturity and SIRI Variance.
Just as wildlife in the tundra battle formidable
conditions to survive, certain industries in the Tundra
Archetype face greater challenges in industrial
transformation because the nature of their products and
manufacturing processes limit the ease and feasibility
of deploying certain Industry 4.0 improvements.
Evidence can be found in sectors like Aerospace
and Marine & Offshore Engineering. Their products
are highly customised and manufactured in small
quantities, which may limit opportunities for
commercially viable improvements in areas such as
automation and digitisation. To illustrate the disparity,
Boeing and Airbus delivered a total of 1,606 aircraft in
20182,3 and Keppel delivers an average of five to twenty
oil rigs each year4; in contrast, Energizer manufactures
more than six billion battery cells annually5 with
lower product variability. Moreover, certain high-value
activities in Tundra Archetype sectors may not be so
easily subjected to the traditional types of Industry 4.0
improvements found in other industries. One example
is maintenance, repair and & overhaul, a major segment
of Singapore’s aerospace industry that is highly bespoke
and heavily reliant on skilled manpower.
For these reasons, it is more challenging for some
Tundra Archetype industries to embark on any form of
large-scale manufacturing transformation, in contrast
to sectors characterised by simpler products, smaller
product variabilities, and higher volumes. Fortunately,
opportunities for transformation still exist in the
Process and Organisation building blocks. Governments
and trade associations can partner companies in these
2
“Boeing: Commercial.” Boeing, www.boeing.com/commercial/
3
“Orders and Deliveries.” Airbus, www.airbus.com/aircraft/market/orders-deliveries.html
4
“Performance Review: Operating & Financial Review.” Kepcorp.com, Keppel Corporation, 2019,
www.kepcorp.com/annualreport2018/pdf/keppel-corporation-limited-performance-review.pdf
5
“Year 2000 Energizer Holdings, Inc. Annual Report.” Annualreports.com, Energizer Holdings Inc., 2000,
www.annualreports.com/HostedData/AnnualReportArchive/e/NYSE_ENR_2000.pdf
Catalysing The Transformation Of Manufacturing
sectors to explore initiatives such as redesigning
manufacturing process, enhancing workforce training
programs, and fostering closer partnerships with key
suppliers and customers.
Rainforest
The third archetype is based on the rainforest, a
habitat with year-round rainfall, ample sunlight, and
comfortable temperatures, all of which facilitate the
growth of lush vegetation. Yet, despite such favourable
conditions, some plants falter. The Rainforest Archetype
thus describes industries that rank highly in both SIRI
Maturity and SIRI Variance, indicating that while most
firms in the sector are ahead in their Industry 4.0
journeys, a small group has not kept pace.
One reason for this high variance could simply be that
some firms are slow to adopt the latest processes
and technologies. In other instances, it could be
due to differing levels of Industry 4.0 maturity
across a sector’s value chain. Such is the case in
the Semiconductor industry; while it has the highest
SIRI Maturity among the 12 manufacturing sectors,
it also has the second highest SIRI Variance. This is
because the front-end wafer fabrication plants are
very progressive, but the back-end assembly & testing
players undertake vastly different activities that may not
require the technological and process sophistication
needed by their upstream counterparts.
For industries in the Rainforest Archetype, it is
important for governments and trade associations to
identify the sources contributing to the high variance.
Depending on whether it is caused by a few anomalous
manufacturers or differences in business expectations
across sub-clusters of companies, governments should
customise the necessary interventions accordingly.
10
 Savanna
The last archetype is represented by the savanna, a
semi-arid habitat scattered with shrubs and isolated
trees. The Savanna Archetype thus describes industries
that rank low in SIRI Maturity but exhibit high SIRI
Variance. While most companies within these industries
are in the earlier stages of industrial transformation,
a small number of players have forged ahead, like the
occasional large trees that rise above the grasslands.
Unlike industries in the Coniferous Forest Archetype,
industries in the Savanna Archetype are usually home
to large bases of companies that heavily skew towards
small- and medium-sized enterprises, as exemplified by
the F&B and Precision Engineering sectors. This gives
rise to very diverse attitudes, resources, and constraints
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SIRI Manufacturing Transformation Insights Report 2019
when it comes to transformation, with only a few larger
or more forward-looking players able to pull ahead of
the rest.
While many companies in this archetype remain passive
towards transformation, those that have decided to
be more proactive can start by drawing lessons from
early movers and emulating their best practices.
To encourage more businesses to actively pursue
transformation, governments and trade associations
can consider replicating effective initiatives from
sectors in the Coniferous Forest Archetype, such as
fostering platforms for industry knowledge sharing
or profiling, promoting, and celebrating the success
stories of more forward-looking firms.
Case Study

COHERENT Uncovering opportunities for transformation using SIRI

The Company
Headquartered in California, Coherent is among the top three manufacturers of industrial
laser systems and components globally. In 2011, Coherent established its manufacturing
presence in Asia with the setup of a factory and regional headquarters in Singapore.

What they did right

“
With intentions to upgrade its Singapore
manufacturing site, Coherent completed
the SIRI Assessment in 2018 as a
starting point for its transformation plan.
The assessment enabled Coherent to
uncover new opportunities that were
not previously considered. Building on
the assessment results, the company
The SIRI Assessment helped us better
understand the current state of our
facility and how it compared to the rest
of the industry. Through it, we realised
that there was a lot of room for us to
improve and opportunities we could
work on. This knowledge guided the
development of our Lean-Digitalisation

”
then engaged a consultant to develop a Transformation roadmap.
comprehensive transformation roadmap.
The planned improvements, which ― Mr Goh Hin Tiang,
Coherent targets to complete by 2020, General Manager,
include enhancements to connectivity and Coherent Singapore
integration across the company’s various
systems as well as developing new skills
roadmaps to train its employees.

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Catalysing The Transformation Of Manufacturing
 2 The leading companies consistently outperform the rest across all 16
SIRI dimensions.

Three groups of companies

To give readers a sense of what it means for a facility
to be best-in-class, average or elementary, the 200
surveyed companies have been ranked6 according to
their SIRI Maturity and classified into three main groups:
A Top Performers, representing the top 10 per cent
of companies;
B Broad Middle, representing the middle 80 per cent
of companies; and
The SIRI scores of the Top Performers were
consistently higher than those of the Broad Middle and
the Bottom Performers across all 16 SIRI dimensions.
This validates the importance of adopting a holistic
approach towards industrial transformation, which is to
devote attention and resources to progressively develop
all three building blocks of Industry 4.0 ― Process,
Technology, and Organisation ― in a stepwise fashion.

C Bottom Performers, representing the bottom 10

per cent of companies.

6
The same SIRI Maturity Ranking Methodology described in Footnote 1 was applied at the company level.

13
SIRI Manufacturing Transformation Insights Report 2019
Performance of 200
Performance of 200 Companies Companies
(2018-2019)

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration
PROCESS

2 Horizontal
SUPPLY CHAIN Integration

TOP 10%
PRODUCT 3 Integrated
Product
LIFECYCLE Lifecycle MIDDLE 80%

BOTTOM 10%
4 Shop Floor 4
Automation

5 Enterprise
AUTOMATION Automation

6 Facility
Automation

7 Shop Floor
Connectivity
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity

9 Facility
Connectivity

10 Shop Floor
Intelligence

INTELLIGENCE 11 Enterprise
Intelligence

12 Facility
Intelligence

13 Workforce
Learning &
Development
TALENT
READINESS
ORGANISATION

14 Leadership
Competency

15 Inter- and
Intra-Company
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy &
Governance

BAND 0 1 2 3 4 5

Figure 4 Performance of 200 companies across the 16 SIRI dimensions (2018 - 2019)

14
Catalysing The Transformation Of Manufacturing
 3 Process Building Block: The Broad Middle and Bottom Performers are
working to digitise their processes, while the Top Performers are
working to integrate their digitised processes.

Process Building Block

UNDEFINED DEFINED DIGITAL INTEGRATED AUTOMATED INTELLIGENT

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration

TOP 10%
PROCESS

2 Horizontal
SUPPLY CHAIN MIDDLE 80%
Integration

BOTTOM 10%

3 Integrated
PRODUCT Product
LIFECYCLE Lifecycle

BAND 0 1 2 3 4 5

Figure 5 Performance of 200 companies in the Process Building Block

Across the three dimensions within the Process
Building Block, the Broad Middle and Bottom
Performers are mostly at a stage where their operations,
supply chain, and product lifecycle processes are
generally defined and ready for digitisation. As seen in
the graph above, the average SIRI scores of the Broad
Middle and Bottom Performers falls between a Band 1
(Defined) and Band 2 (Digital) across the three Process
dimensions (Vertical Integration, Horizontal Integration,
and Integrated Product Lifecycle). In comparison,
the Top Performers’ average SIRI score for each of
the three dimensions sits between a Band 2 (Digital)
and Band 3 (Integrated), demonstrating that these
companies have largely completed the digitisation of
their processes and are taking the next steps towards
integrating them.

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SIRI Manufacturing Transformation Insights Report 2019
Case Study

Process design as a key enabler

PEOPLE BEE HOON of technology deployment

The Company
A small, family-owned enterprise founded in 1943, People Bee Hoon manufactures a variety
of rice vermicelli products for Southeast Asian, US, and European markets.

What they did right

“
In 2017, People Bee Hoon started planning for
the expansion of its existing facility in order to
triple production capacity from 25,000 packets
a day to 75,000 packets a day. The company
understood that having a well-designed
manufacturing process would be critical for
brownfield expansion. As such, it consulted
industry veterans and visited other food
The SIRI Assessment provided me
with an overall snapshot of my factory
and informed my thinking about how
my company should approach digital
transformation. The journey to design
a better process to manufacture
vermicelli has been a very educational
and enriching one for my employees

”
manufacturing facilities to learn how to design and me.
an integrated and efficient manufacturing
― Mr Desmond Goh,
process that could reduce manual labour
General Manager,
and facilitate deployment of new shop floor People Bee Hoon Factory
automation technologies. People Bee Hoon
now anticipates being able to improve product
quality and increase production volume while
maintaining existing workforce size.

16
Catalysing The Transformation Of Manufacturing
 4 Technology Building Block: The biggest gaps between the Top
Performers and the Broad Middle and Bottom Performers are
in Connectivity.

Technology Building Block

5 5

LARGEST GAP IS
IN CONNECTIVITY

4 4
TOP 10%

MIDDLE 80%

BOTTOM 10%
3 3

2 2

1 1

0 0

4 5 6 7 8 9 10 11 12
BAND

BAND

Shop Floor Enterprise Facility Shop Floor Enterprise Facility Shop Floor Enterprise Facility

AUTOMATION CONNECTIVITY INTELLIGENCE

TECHNOLOGY

Figure 6 Performance of 200 companies in the Technology Building Block

In the Technology Building Block that comprises the
Automation, Connectivity and Intelligence Pillars, the
biggest gaps separating the Top Performers from the
Broad Middle and the Bottom Performers are in the
three dimensions within the Connectivity Pillar.
A common school of thought is that automation forms
the basis for industrial transformation. However, in this
digital age where data is the new oil, connectivity has
become even more critical. A highly connected factory,
where all assets (machines, products, materials, labour,

17
SIRI Manufacturing Transformation Insights Report 2019
and peripherals) are linked via a common network, will
not only enable more extensive and effective machine-
to-machine and human-to-machine communications,
but also enable firms to better leverage data to generate
new insights and facilitate more real-time decision
making. Establishing a comprehensive Industrial
Internet-of-Things (IIoT) architecture will accelerate
a firm’s ability to achieve enhanced collaboration and
synchronisation throughout the manufacturing site,
thereby generating long-term advantages. To truly
extract value from Industry 4.0, manufacturers should
therefore consider allocating more resources to further
augment connectivity across shop floors, enterprises
and facilities.
Interestingly, while the Top Performers fare exceedingly
well in the Connectivity Pillar, they only perform slightly
better in the Intelligence Pillar as compared to the Broad
Middle and the Bottom Performers. The benefits of high
levels of connectivity will be limited if companies do
not know what to do with the data. Intelligence across
the shop floor, enterprise, and facility will be the next
frontier for companies, particularly the Top Performers,
to unlock the true potential of Industry 4.0.

Case Study

Connectivity as a cornerstone for

CHEVRON ORONITE long-term transformation

The Company
Chevron Oronite, the California-based subsidiary of energy giant Chevron, operates a
lubricant additives plant in Singapore, which is not only its largest in Asia but also one of
its pioneer facilities in digital transformation.

What they did right

With a strong focus on long-term planning
and IIoT, Chevron Oronite has recently
completed the installation of a plant-wide
wireless infrastructure ― ranging from
process equipment and field instruments to
mobile devices for staff ― to enhance the
overall connectivity of its Singapore facility.
To date, close to 1,000 wireless sensors and
devices have been installed across the plant.
Chevron Oronite has begun to reap the
benefits of this initiative. With the wireless
sensors, field operators can extract key
thousands of man-hours a year. Asset
efficiency has also improved significantly;
Chevron Oronite remotely monitors the
performance of assets, and uses the data
collected to build predictive models for
anticipating equipment failure.
“ We are invested [in building] our
foundation in data and asset
connectivity and interoperability to
enable more innovative projects that
we believe can bring much more

”
value to our operations in the future
information from different instruments and
systems while in the control room, hence
reducing time in the field. Worker efficiency ― Mr Goh Koon Eng,
General Manager Asia Pacific, Manufacturing
has surged, saving the manufacturer
and Supply, Chevron Oronite

18
Catalysing The Transformation Of Manufacturing
 Case Study

AMGEN Unlocking the value of data through enhancing connectivity

The Company
US biotechnology firm Amgen is a world-leading manufacturer of biologics medicine. Its
Next-Generation Biomanufacturing facility in Singapore is the company’s first manufacturing
facility in Asia, and the first to use latest innovations and multiple technologies to achieve
greater speed, productivity, and flexibility in commercial-scale manufacturing.

What they did right

Hundreds of millions of data points are
currently generated through the development
and execution of biopharmaceutical
processes. The volume and complexity of
biomanufacturing data is also expected
to grow exponentially in the coming years.
Therefore, a key part of Amgen Singapore
Manufacturing’s Industry 4.0 strategy is to
build a robust digital infrastructure to enable
optimal and real-time use of big data for
analytics and other applications.
To date, this system has reduced manpower
requirements for process monitoring by 67
per cent and nearly halved the volume of
process monitoring documentation, saving
the company 1,200 man-hours. This has
allowed the biotechnology pioneer to continue
delivering optimal business performance
and productivity improvements to ensure
uninterrupted supply of medicines to its
patients.

“
In the biomanufacturing industry,
For example, the company has implemented
connectivity on the shop floor is
a structured data integration and analytics
generally high and as a result, a lot of
platform combined with predictive modelling
data is being collected. The key is to
and visualisation to enable centralised process
integrate all the data and the systems,
monitoring across its entire manufacturing
like our manufacturing execution
network. With this, the company is able to
system, enterprise resource planning,
carry out activities like analysing historical
[and] raw materials system, into a
information across products and sites to
single enterprise data lake. This will
predict overall performance, quality, and the
allow for greater accessibility and
likelihood of successfully manufacturing
aggregation of data that can then drive
additional batches without extending

”
innovation and deliver impact.
production schedules.
― Mr James Weidner,
Executive Director of Process Development,
Amgen Singapore

19
SIRI Manufacturing Transformation Insights Report 2019
 5 Organisation Building Block: While Leadership Competency is an
important starting point for any company’s industrial transformation,
strong Inter- and Intra-Company Collaboration is critical to scale and
sustain it.

Organisation Building Block

Forward-looking Adaptive Integrated Adaptive

5 5
TOP 10%

MIDDLE 80%

Adaptive Independent Collaborating Scaling

4 BOTTOM 10% 4

Integrated Semi - dependent Coordinating Implementation

3 3

Continuous Informed Cooperating Development

2 2

Structured Limited Understanding Communicating Formalisation

1 1

Informal Unfamiliar Informal None

0 0

13 Workforce Learning 14 Leadership Competency 15 Inter- and Intra-Company 16 Strategy & Governance
BAND

BAND
& Development Collaboration

TALENT READINESS STRUCTURE & MANAGEMENT

ORGANISATION

Figure 7 Performance of 200 companies in the Organisation Building Block

20
Catalysing The Transformation Of Manufacturing
 At first glance, the Leadership Competency SIRI scores
of the Top Performers, Broad Middle and Bottom
Performers are not too dissimilar. However, it is clear
that the Bottom Performers could do better in Inter- and
Intra-Company Collaboration.
A well-informed management team is a necessary
starting point on any company’s manufacturing
transformation journey. Within corporate leadership
ranks, awareness of Industry 4.0 has grown
significantly over the years, and executives from all
200 manufacturers covered in this report have some
familiarity with the latest Industry 4.0 trends and
technologies. Now, it is time for leaders to translate
this knowledge into action. This could be done
through establishing digital transformation as a key
organisational mandate, empowering teams to work on
21
SIRI Manufacturing Transformation Insights Report 2019
small digital transformation projects for quick wins, or
simply facilitating the proliferation of these new ideas
and concepts to the rest of the company.
It takes a village to raise a child, and the same
principle applies in transforming a manufacturing
plant. Industrial transformation is not something that
can be achieved in a day, nor by a single individual.
The ability for any company to transform at scale is
largely dependent on whether all key stakeholders ―
employees, customers, and suppliers ― are energised,
empowered, and committed to the transformation
cause. As corporate leaders in the manufacturing
sector mull over the next steps for transformation,
enhancing Inter- and Intra-Company Collaboration or
Workforce Learning & Development would be important
initiatives to consider.
Case Study

A deliberate approach to engage the whole

INFINEON organisation in the transformation journey

The Company
German semiconductor company Infineon Technologies is a world leader in semiconductor
solutions. The company manufactures microelectronics that link the digital and the real
world, with semiconductors that enable smart mobility, efficient energy management, and the
secure capture and transfer of data.

What they did right

In 2017, Infineon announced a five-year
transformation roadmap for its global test
innovation and back-end manufacturing
site in Singapore. The company is a firm
believer that the entire organisation, across
all rank and file, needs to be engaged in the
implement comprehensive learning roadmaps
so that employees at all levels – operators,
technicians, engineers, and managers – are
equipped with the soft and technical skills
critical for Industry 4.0.

“
transformation process. It has thus invested
heavily into organisational readiness, change
management, people development, and
community building.
For instance, Change Ambassadors have
been appointed to facilitate two-way
communication of new initiatives and promote
feedback between shop floor staff and
It is essential to ensure that the
organisational element is not neglected,
but rather given equal or even greater
attention, in any major transformation.
At Infineon, we are very deliberate
and proactive in engaging our entire
workforce to obtain their buy-in for the
transformation initiatives and prepare
them for the digital working life. That is

management. The company also holds regular
internal and external roadshows to expose
employees to the benefits of its smart factory
projects and educate its supplier community
about the latest developments in Industry
4.0. In addition, Infineon has partnered with
Institutes of Higher Learning to design and
”
the only way for transformation to scale.
― Dr Laurent Filipozzi,
VP and Site Head of Plant Singapore,
Infineon Technologies Asia Pacific

22
Catalysing The Transformation Of Manufacturing
 EPILOGUE
The Manufacturing Transformation Insights Report
2019, based on findings from the first 200 official SIRI
Assessments, illustrates how SIRI is a robust tool
which can enable a data-driven approach towards
understanding the state of industrial transformation,
both in Singapore and around the world.
At the back of this report, information on how each
manufacturing industry performed across the 16
SIRI dimensions is captured in its respective Industry
Performance Card. We are confident that the Industry
Performance Cards, Archetypes of Transformation and
Insights from this report will collectively serve as a
useful guide for corporations and governments alike,
23
SIRI Manufacturing Transformation Insights Report 2019
as they develop solutions and interventions to support
and accelerate digital transformation.
We hope that the report can also function as a powerful
platform to educate and energise the manufacturing
community, ultimately inspiring more companies to also
kickstart their Industry 4.0 journeys.
We have come a long way since the launch of SIRI
almost three years ago. In that time, we have had
the privilege to work alongside a vast network of
technology players, manufacturers, trade associations,
and international organisations. To all who have helped
us bring SIRI to where it is today, we thank you.
INDUSTRY
PERFORMANCE
CARDS

24
Catalysing The Transformation Of Manufacturing
 Aerospace
The Aerospace sector comprises companies that manufacture, assemble, repair, and/or service equipment, parts, and
products for civil aircraft, military aircraft, and spacecraft. Products include but are not limited to engines, fan blades, and
remanufactured parts.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.50 Approaching Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.50 Approaching Digital

PRODUCT 3 Integrated
Product 1.33 Defined
LIFECYCLE Lifecycle

4 Shop Floor
Automation 1.33 Basic

5 Enterprise
AUTOMATION Automation 1 Basic

6 Facility
Automation 1.17 Basic

7 Shop Floor
Connectivity 1 Connected
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity 2.17 Interoperable

9 Facility
Connectivity 0.50 Approaching Connected

10 Shop Floor
Intelligence 1 Computerised

11 Enterprise
INTELLIGENCE Intelligence 0.83 Approaching Computerised

12 Facility
Intelligence 0.67 Approaching Computerised

13 Workforce
Learning & 2.17 Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 2.17 Informed

15 Inter- and
Intra-Company 2.67 Approaching Coordinating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy &
Governance 1.83 Approaching Development

BAND 0 1 2 3 4 5

25
SIRI Manufacturing Transformation Insights Report 2019
 Chemicals
The Chemicals sector comprises companies that produce specialty and other chemicals. Products include but are not
limited to plastics, synthetic fibres, additives, adhesives, sealants, specialty paints, pigments, coatings, and fragrances.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 2 Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.32 Defined

PRODUCT 3 Integrated
Product 1.37
LIFECYCLE Lifecycle
Defined

4 Shop Floor
Automation 1.95 Approaching Advanced

5 Enterprise
AUTOMATION Automation 1.53 Approaching Advanced

6 Facility
Automation 1.53 Approaching Advanced

7 Shop Floor
Connectivity 1.95 Approaching Interoperable
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity 2.21 Interoperable

9 Facility
Connectivity
1.21 Connected

10 Shop Floor
Intelligence
1.68 Approaching Visible

11 Enterprise 1.32 Computerised

INTELLIGENCE Intelligence

12 Facility 1.37 Computerised

Intelligence

13 Workforce
Learning & 1.95 Approaching Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership 2.16 Informed
Competency

15 Inter- and
Intra-Company 2.42 Cooperating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 1.63 Approaching Development
Governance

BAND 0 1 2 3 4 5

26
Catalysing The Transformation Of Manufacturing
 Electronics
The Electronics sector comprises companies that manufacture electronic components, equipment, and consumer
electronics products. Products include but are not limited to connection devices, electron tubes, electronic capacitors,
resistors, and printed circuit boards.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.75 Approaching Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.58 Approaching Digital

PRODUCT 3 Integrated
LIFECYCLE
Product 1.58 Approaching Digital
Lifecycle

4 Shop Floor
Automation 1.92 Approaching Advanced

5 Enterprise
AUTOMATION Automation
1.75 Approaching Advanced

6 Facility
Automation
1.58 Approaching Advanced

7 Shop Floor
Connectivity
1.25 Connected
TECHNOLOGY

8 Enterprise
2.17 Interoperable
CONNECTIVITY Connectivity

9 Facility 1.25 Connected

Connectivity

10 Shop Floor 1.67 Approaching Visible

Intelligence

11 Enterprise 1.50 Approaching Visible

INTELLIGENCE Intelligence

12 Facility 1.25 Computerised

Intelligence

13 Workforce
Learning & 1.83 Approaching Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership 2 Informed
Competency

15 Inter- and
Intra-Company 2.58 Approaching Coordinating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 2 Formalisation
Governance

BAND 0 1 2 3 4 5

27
SIRI Manufacturing Transformation Insights Report 2019
 Energy
The Energy sector comprises companies that engage in refining and cracking of crude oil as well as the production of
petrochemical primary products. Products include but are not limited to petroleum naphtha, gasoline, diesel, liquefied
petroleum gas, olefins, and fuel oils.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 2.14 Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.14 Defined

PRODUCT 3 Integrated
Product 0.86 Approaching Defined
LIFECYCLE Lifecycle

4 Shop Floor 2.29 Advanced

Automation

5 Enterprise 1.29 Basic

AUTOMATION Automation

6 Facility 1.71 Approaching Advanced

Automation

7 Shop Floor 3.14 Interoperable

Connectivity and Secure
TECHNOLOGY

8 Enterprise 1.43 Connected

CONNECTIVITY Connectivity

9 Facility 1.29 Connected

Connectivity

10 Shop Floor 2.14 Visible

Intelligence

INTELLIGENCE
11 Enterprise 1 Computerised
Intelligence

12 Facility 1.71 Approaching Visible

Intelligence

13 Workforce
Learning & 2.57 Approaching Integrated
Development
TALENT
ORGANISATION

READINESS
14 Leadership 2.57 Approaching Semi-dependent
Competency

15 Inter- and
Intra-Company 2.86 Approaching Coordinating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 2.43 Development
Governance

BAND 0 1 2 3 4 5

28
Catalysing The Transformation Of Manufacturing
 Food & Beverage
The Food & Beverage (F&B) sector comprises companies that process, produce, and package food and beverage
products. Products include but are not limited to baked goods, canned products, and dehydrated food items.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.11 Defined
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.19 Defined

PRODUCT 3 Integrated
LIFECYCLE
Product 1.03 Defined
Lifecycle

4 Shop Floor
Automation 1.36 Basic

5 Enterprise
AUTOMATION Automation 1.17 Basic

6 Facility 0.78 Approaching Basic

Automation

7 Shop Floor
Connectivity
0.31 None
TECHNOLOGY

8 Enterprise
0.97 Approaching Connected
CONNECTIVITY Connectivity

9 Facility 0.33 None

Connectivity

10 Shop Floor 0.89 Approaching Computerised

Intelligence

11 Enterprise 0.64 Approaching Computerised

INTELLIGENCE Intelligence

12 Facility 0.50 Approaching Visible

Intelligence

13 Workforce
Learning & 1.11 Structured
Development
TALENT
ORGANISATION

READINESS
14 Leadership 1.64 Approaching Informed
Competency

15 Inter- and
Intra-Company 1.67 Approaching Cooperating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 1.17 Formalisation
Governance

BAND 0 1 2 3 4 5

29
SIRI Manufacturing Transformation Insights Report 2019
 General Manufacturing
The General Manufacturing sector comprises companies that manufacture broad-based consumer and commercial
products that are not classified under other industries. Products include but are not limited to bicycles, clothes,
packaging boxes, and shoes.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.29 Defined
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.36 Defined

PRODUCT 3 Integrated
LIFECYCLE
Product 1.36 Defined
Lifecycle

4 Shop Floor
Automation 1.50 Approaching Advanced

5 Enterprise
AUTOMATION Automation
1.29 Basic

6 Facility 0.86 Approaching Basic

Automation

7 Shop Floor 0.71 Approaching Connected

Connectivity
TECHNOLOGY

8 Enterprise 0.93 Approaching Connected

CONNECTIVITY Connectivity

9 Facility 0.36 None

Connectivity

10 Shop Floor 1.43 Computerised

Intelligence

INTELLIGENCE
11 Enterprise 0.93 Approaching Computerised
Intelligence

12 Facility 0.64 Approaching Computerised

Intelligence

13 Workforce
Learning & 1.21 Structured
Development
TALENT
ORGANISATION

READINESS
14 Leadership 1.71 Approaching Informed
Competency

15 Inter- and
Intra-Company 1.93 Approaching Cooperating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 1.43 Formalisation
Governance

BAND 0 1 2 3 4 5

30
Catalysing The Transformation Of Manufacturing
 Logistics
The Logistics sector comprises companies that provide freight transportation, courier, warehousing and other logistical
services. Services include but are not limited to storage, distribution, freight forwarding, and end-to-end goods delivery.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.71 Approaching Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 2 Digital

PRODUCT 3 Integrated
Product 1.43 Defined
LIFECYCLE Lifecycle

4 Shop Floor
Automation 1.29 Basic

5 Enterprise
AUTOMATION Automation 1.14 Basic

6 Facility
Automation 1.14 Basic

7 Shop Floor 1.29 Connected

Connectivity
TECHNOLOGY

8 Enterprise 1.29 Connected

CONNECTIVITY Connectivity

9 Facility
Connectivity
0.86 Approaching Connected

10 Shop Floor
Intelligence 1 Computerised

11 Enterprise 1.43 Computerised

INTELLIGENCE Intelligence

12 Facility 1.14 Computerised

Intelligence

13 Workforce
Learning & 2.29 Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 1.86 Approaching Informed

15 Inter- and
Intra-Company 2.57 Approaching Coordinating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 1.71 Approaching Development
Governance

BAND 0 1 2 3 4 5

31
SIRI Manufacturing Transformation Insights Report 2019
 Marine and Offshore Engineering
The Marine & Offshore Engineering sector comprises companies that manufacture machinery and equipment for explo-
ration and extraction of crude oil and natural gas. Products include land drilling rigs, offshore platforms, and Floating
Production Storage & Offloading (FPSO) conversion units.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.09 Defined
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.82 Approaching Digital

PRODUCT 3 Integrated
LIFECYCLE
Product 1.73 Approaching Digital
Lifecycle

4 Shop Floor
Automation 1.18 Basic

5 Enterprise
AUTOMATION Automation 1 Basic

6 Facility
Automation 0.55 Approaching Basic

7 Shop Floor
Connectivity 0.73 Approaching Connected
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity 1.45 Connected

9 Facility
Connectivity
0.18 None

10 Shop Floor
Intelligence 0.82 Approaching Computerised

11 Enterprise
INTELLIGENCE Intelligence 0.82 Approaching Computerised

12 Facility
Intelligence 0.27 None

13 Workforce
Learning & 1.82 Approaching Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 1.82 Approaching Informed

15 Inter- and
Intra-Company 2 Cooperating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 1.36 Formalisation
Governance

BAND 0 1 2 3 4 5

32
Catalysing The Transformation Of Manufacturing
 Medical Technology
The Medical Technology sector comprises companies that manufacture healthcare equipment and devices. Products
include but are not limited to medical instruments, drug delivery systems, cardiovascular and orthopedic devices, and
diagnostic equipment.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 2 Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 2 Digital

PRODUCT 3 Integrated
LIFECYCLE
Product 2 Digital
Lifecycle

4 Shop Floor
Automation 1.25 Basic

5 Enterprise 1.75 Approaching Advanced

AUTOMATION Automation

6 Facility
Automation 2 Advanced

7 Shop Floor
Connectivity 0.75 Approaching Connected
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity
1 Connected

9 Facility
Connectivity 1.50 Approaching Interoperable

10 Shop Floor
Intelligence 2 Visible

11 Enterprise
INTELLIGENCE Intelligence 1.50 Approaching Visible

12 Facility 1.75 Approaching Visible

Intelligence

13 Workforce
Learning & 2 Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 2.50 Approaching Semi-dependent

15 Inter- and
Intra-Company 2.50 Approaching Coordinating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 2 Development
Governance

BAND 0 1 2 3 4 5

33
SIRI Manufacturing Transformation Insights Report 2019
 Pharmaceuticals
The Pharmaceuticals sector comprises companies engaged in the research, development, and production of
pharmaceuticals. Products include but are not limited to active pharmaceutical ingredients, medicines, and
veterinary drugs.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.92 Approaching Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.69 Approaching Digital

PRODUCT 3 Integrated
LIFECYCLE
Product 1.46 Defined
Lifecycle

4 Shop Floor
Automation 1.77 Approaching Advanced

5 Enterprise
AUTOMATION Automation 1.23 Basic

6 Facility 2.23 Advanced

Automation

7 Shop Floor 2.85 Approaching Interoperable

Connectivity and Secure
TECHNOLOGY

8 Enterprise 1.77 Approaching Interoperable

CONNECTIVITY Connectivity

9 Facility
Connectivity 2.15 Interoperable

10 Shop Floor
Intelligence 2 Visible

11 Enterprise
INTELLIGENCE Intelligence 1.77 Approaching Visible

12 Facility 2.08 Visible

Intelligence

13 Workforce
Learning & 2 Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 2.08 Informed

15 Inter- and
Intra-Company 2.54 Approaching Coordinating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 1.92 Approaching Development
Governance

BAND 0 1 2 3 4 5

34
Catalysing The Transformation Of Manufacturing
 Precision Engineering
The Precision Engineering sector comprises companies engaged in the production of complex machinery and systems
as well as precision modules and components, serving a wide variety of industries such as electronics, aerospace, and
medical technology. Products include but are not limited to laser systems and machine tools.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.39 Defined
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.37 Defined

PRODUCT 3 Integrated
Product 1.39 Defined
LIFECYCLE Lifecycle

4 Shop Floor
Automation 1.32 Basic

5 Enterprise
AUTOMATION Automation 1.24 Basic

6 Facility
Automation 0.89 Approaching Basic

7 Shop Floor
Connectivity 0.66 Approaching Connected
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity
1.24 Connected

9 Facility
Connectivity 0.37 None

10 Shop Floor
Intelligence 1.32 Computerised

11 Enterprise
INTELLIGENCE Intelligence 0.95 Approaching Computerised

12 Facility
Intelligence 0.66 Approaching Computerised

13 Workforce
Learning & 1.42 Structured
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 1.71 Approaching Informed

15 Inter- and
Intra-Company 2.05 Cooperating
STRUCTURE Collaboration
&
MANAGEMENT
16 Strategy & 1.60 Approaching Development
Governance

BAND 0 1 2 3 4 5

35
SIRI Manufacturing Transformation Insights Report 2019
 Semiconductors
The Semiconductors Sector is comprised of companies engaged in the design and fabrication of semiconductors and
related products. Products include but are not limited to integrated circuits (“IC”) and electronic discrete components
such as diodes and transistors.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 2.56 Approaching Integrated
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 2.11 Digital

PRODUCT 3 Integrated
LIFECYCLE
Product 2 Digital
Lifecycle

4 Shop Floor
Automation 2.22 Advanced

5 Enterprise
AUTOMATION Automation 1.22 Basic

6 Facility 2.22 Advanced

Automation

7 Shop Floor
Connectivity 2.11 Interoperable
TECHNOLOGY

8 Enterprise 2.11 Interoperable

CONNECTIVITY Connectivity

9 Facility
Connectivity 1.44 None

10 Shop Floor
Intelligence 1.89 Approaching Visible

11 Enterprise
INTELLIGENCE Intelligence 1.22 Computerised

12 Facility 1.67 Approaching Visible

Intelligence

13 Workforce
Learning & 2.22 Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership 2.11 Informed
Competency

15 Inter- and
Intra-Company 2.78 Approaching Coordinating
STRUCTURE Collaboration
AND
MANAGEMENT
16 Strategy & 2 Development
Governance

BAND 0 1 2 3 4 5

36
Catalysing The Transformation Of Manufacturing
 ACKNOWLEDGEMENTS
The Singapore Economic Development Board would like to thank all the organisations and individuals that have
contributed to the development of this report. Special thanks go to all the contributing organisations for openly
sharing their transformation stories with us. EDB would also like to acknowledge all individuals who have set aside
time to provide their thoughts, insights, and suggestions.

Authors
From the Singapore Economic Developement Board:
1. Lim Kok Kiang, Assistant Managing Director
2. Fong Pin Fen, Director, Strategy Group (Advanced Manufacturing)
3. Ben Ong, Head, Strategy Group (Advanced Manufacturing)
4. Ng Wei Wen, Senior Lead, Strategy Group (Advanced Manufacturing)
5. Ong Shu Fen, Senior Lead, Strategy Group (Advanced Manufacturing)
6. Tey Hui Jie, Lead, Strategy Group (Advanced Manufacturing)
7. Jerome Ong, Lead, Strategy Group (Advanced Manufacturing)

Contributing Organisations
1. Amgen Singapore Manufacturing Pte. Ltd.
2. Biopharmaceutical Manufacturers’ Advisory Committee
3. Chevron Oronite Pte. Ltd.
4. Coherent Singapore Pte. Ltd
5. Infineon Technologies Asia Pacific Pte. Ltd.
6. People Bee Hoon Factory Pte. Ltd.

37
SIRI Manufacturing Transformation Insights Report 2019
Catalysing The Transformation Of Manufacturing
Copyright © 2019 Singapore Economic Development Board
All rights reserved.

www.edb.gov.sg