MANUFACTURING

TRANSFORMATION
INSIGHTS REPORT 2019
 BACKGROUND

ABOUT THE REPORT

THE 12 MANUFACTURING INDUSTRIES

FINDINGS

EPILOGUE

INDUSTRY PERFORMANCE CARDS

ACKNOWLEDGEMENTS

1 SIRI Manufacturing Transformation Insights Report 2019

03
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 © 2020 Singapore Economic Development Board

All rights reserved.

Catalysing the transformation of manufacturing 2

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 abroad.

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

3 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
A benchmark for manufacturers to assess and
3
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

Catalysing the transformation of manufacturing 4

THE 12 MANUFACTURING
INDUSTRIES

Aerospace
The Aerospace Industry 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, avionics, and remanufactured parts.

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

Energy & Chemicals (Downstream)

The Energy & Chemicals (Downstream) Industry comprises companies that engage in the refining
and cracking of crude oil as well as the production of petrochemicals, specialty chemicals and
other chemical products. Products include but are not limited to petroleum naphtha, gasoline,
diesel, liquefied petroleum gas, olefins, fuel oils, plastics, synthetic fibres, additives, adhesives,
sealants, specialty paints, pigments, coatings, and fragrances.

Food & Beverage

The Food & Beverage (F&B) Industry comprises companies that process, produce, and package
food and beverage products. Products include but are not limited to baked goods, canned products,
dairy, alcoholic/non-alcoholic beverages, grains, and tobacco products.

General Manufacturing
The General Manufacturing Industry 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, packaging boxes, and printed media.

Logistics
The Logistics Industry 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.

5 SIRI Manufacturing Transformation Insights Report 2019

 Machinery & Equipment
The Machinery & Equipment Industry comprises companies that manufacture, assemble and
repair complex machinery and equipment serving a wide variety of industries such as electronics,
aerospace, and medical technology. Products include but are not limited to laser systems, welding
equipment, semiconductor foundry equipment, industrial process control equipment, robots,
transformers, and machine tools.

Medical Technology
The Medical Technology Industry comprises companies that engage in the production of life
science tools, implantables, eye-care, healthcare equipment and supplies. Products include but
are not limited to sequencers, hearing aids, heart valves, contact lenses, mass spectrometers, and
cardiovascular and orthopedic devices.

Oil & Gas (Upstream)

The Oil & Gas (Upstream) Industry comprises companies that manufacture, assemble, repair, and/
or service machinery and equipment for the exploration and extraction of crude oil and natural gas.
Products include land drilling rigs, completion tools, offshore platforms, and Floating Production
Storage & Offloading (FPSO) conversion units.

Pharmaceuticals
The Pharmaceuticals Industry comprises companies that engage in the production of
pharmaceuticals products. Products include but are not limited to active pharmaceutical
ingredients, medicines, and veterinary drugs.

Precision Parts
The Precision Parts Industry comprises companies that manufacture precision parts, modules
and components serving a wide variety of industries such as electronics, aerospace, and
medical technology. Products include but are not limited to bearings, tubes, rings, springs,
wires, gears, casings, and seals.

Semiconductors
The Semiconductors Industry comprises companies engaged in the production, assembly and
testing of semiconductors and related products. Products include but are not limited to integrated
circuits, solar wafers and cells, and electronic discrete components such as diodes and transistors.

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

Catalysing the transformation of manufacturing 6

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 ahead in its industrial
transformation journey.
SIRI Variance is a measure of how much the
companies’ SIRI Assessment Matrix Scores deviate
from the mean within an industry. The lower the SIRI
Variance, the more uniform the pace of industrial
transformation in the sector.
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 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.

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

Electronics

Energy & Chemicals

(Downstream)

Medical
Technology
SIRI MATURITY

Logistics

Aerospace

Machinery &
Equipment

General
Manufacturing

Precision Parts

Oil & Gas

(Upstream)

Food &
Beverage

LOW
HIGH SIRI VARIANCE LOW

SAVANNA TUNDRA

Figure 3: The four Archetypes of Transformation

Catalysing the transformation of manufacturing 8

 Coniferous Forest

A coniferous forest is associated with rows of
uniform-looking pine trees growing tall and strong.
The Coniferous Forest Archetype describes industries
that rank high in SIRI Maturity and low in SIRI Variance.
Companies from these industries are generally further
ahead in their Industry 4.0 journeys, and 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
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.

Case Study

BMAC Knowledge sharing within an industry

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.
Leveraging SIRI as a common framework,
BMAC companies banded together to
consolidate their SIRI Assessment Matrix
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.

9 SIRI Manufacturing Transformation Insights Report 2019

 Rainforest
The rainforest is 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 still falter.
The Rainforest Archetype thus describes industries
that rank highly in both SIRI Maturity and SIRI
Variance. While most firms in a Rainforest Archetype
industry 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 a high 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.
Catalysing the transformation of manufacturing
Savanna
The savanna is a semi-arid habitat scattered with
shrubs and isolated trees.
The Savanna Archetype 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.
An industry in this archetype usually has a large base
of small- and medium-sized enterprises.
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 Machinery & Equipment and Precision Parts
sectors. This gives rise to very diverse attitudes,
resources, and constraints 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.
10
 Tundra

The tundra habitat is associated with harsh climates –
strong winds, low temperatures, and limited rainfall.
The Tundra Archetype characterises industries that
rank low in both SIRI Maturity and SIRI Variance.
Just as wildlife in the tundra battle formidable
conditions to survive, industries in this Archetype
face greater challenges in industrial transformation.
Often, this is 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 Oil & Gas (Upstream). 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 year 4; 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 sectors to explore initiatives such
as redesigning manufacturing process, enhancing
workforce training programs, and fostering closer
partnerships with key suppliers and customers.

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

11 SIRI Manufacturing Transformation Insights Report 2019

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
manufacturing site in Singapore,
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. 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

”
built on the results by engaging a Transformation roadmap.
consultant, who helped develop a
comprehensive transformation roadmap. ― Mr Goh Hin Tiang,
The planned improvements, targeted for General Manager,
completion in 2020, include enhancing Coherent Singapore
connectivity, increasing integration
across various systems, and developing
new skills roadmaps to train employees.

Catalysing the transformation of manufacturing 12

 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 Best-in-Class, representing the top 10
per cent of companies;
B Broad Middle, representing the middle 80
per cent of companies; and
The SIRI Assessment Matrix Scores of the Best-in-
Class 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.

3B Maturity Benchmark

BOTTOM PERFORMERS BROAD MIDDLE BEST-IN-CLASS

Bottom 10% of companies Middle 80% of companies Top 10% of companies

Figure 4: The 3B Maturity Benchmark

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

BEST-IN-CLASS
PROCESS

2 Horizontal
SUPPLY CHAIN Integration BROAD MIDDLE

BOTTOM
Integrated
PERFORMERS
PRODUCT 3
Product
LIFECYCLE Lifecycle

4 Shop Floor
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
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy
& Governance

BAND 0 1 2 3 4 5

Figure 5: Performance of 200 companies across the 16 SIRI dimensions (2018 - 2019)

Catalysing the transformation of manufacturing 14

 3 Process Building Block: The Broad Middle and Bottom Performers
are working to digitise their processes, while the Best-in-Class 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

BEST-IN-CLASS
PROCESS

2 Horizontal
SUPPLY CHAIN BROAD MIDDLE
Integration

BOTTOM
PERFORMERS

3 Integrated
PRODUCT Product
LIFECYCLE Lifecycle

BAND 0 1 2 3 4 5

Figure 6: 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 Assessment Matrix 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 Best-in-Class average
SIRI Assessment Matrix 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.

15 SIRI Manufacturing Transformation Insights Report 2019

Case Study

Process design as a key enabler of

PEOPLE BEE HOON 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
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

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

Catalysing the transformation of manufacturing 16

 4 Technology Building Block: The biggest gaps between the
Best-in-Class, Broad Middle and Bottom Performers are in Connectivity.

Technology Building Block

5 5

LARGEST GAP IS
IN CONNECTIVITY

4 4
BEST-IN-CLASS

BROAD MIDDLE

BOTTOM
PERFORMERS
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 7: 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 Best-in-Class 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
Case Study
CHEVRON ORONITE
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
information from different instruments and
systems while in the control room, hence
reducing time in the field. Worker efficiency
has surged, saving the manufacturer
Catalysing the transformation of manufacturing
connectivity across shop floors, enterprises
and facilities.
Interestingly, while the Best-in-Class 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 Best-in-Class, to
unlock the true potential of Industry 4.0.
Connectivity as a cornerstone for
long-term transformation
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
― Mr Goh Koon Eng,
General Manager Asia Pacific, Manufacturing
and Supply, Chevron Oronite
18
 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.

“
For example, the company has
implemented a structured data integration
and analytics platform combined with
predictive modelling and visualisation to
enable centralised process monitoring
across its entire manufacturing network.
With this, the company is able to carry out
activities like analysing historical
information across products and sites to
predict overall performance, quality,
and the likelihood of successfully
In the biomanufacturing industry,
connectivity on the shop floor is
generally high and as a result, a lot of
data is being collected. The key is to
integrate all the data and the systems,
like our manufacturing execution
system, enterprise resource planning,
[and] raw materials system, into a
single enterprise data lake. This will
allow for greater accessibility and
aggregation of data that can then drive

”
manufacturing additional batches innovation and deliver impact.
without extending 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 BEST-IN-CLASS

5 5
BROAD MIDDLE

BOTTOM
PERFORMERS
Adaptive Independent Collaborating Scaling
4 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 8: Performance of 200 companies in the Organisation Building Block

Catalysing the transformation of manufacturing 20

At first glance, the Leadership Competency SIRI
Assessment Matrix Scores of the Best-in-Class,
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
21 SIRI Manufacturing Transformation Insights Report 2019
on 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
transformation process. It has thus invested
heavily into organisational readiness,
partnered with Institutes of Higher Learning
to design and 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.

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

”
the only way for transformation to scale.
expose employees to the benefits of its smart
factory projects and educate its supplier
community about the latest developments ― Dr Laurent Filipozzi,
VP and Site Head of Plant Singapore,
in Industry 4.0. In addition, Infineon has
Infineon Technologies Asia Pacific

Catalysing the transformation of manufacturing 22

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

Catalysing the transformation of manufacturing 24

 Aerospace
The Aerospace Industry 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, avionics, 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 1.00 Basic

6 Facility
Automation 1.17 Basic

7 Shop Floor
Connectivity 1.00 Connected
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity 2.17 Interoperable

9 Facility
Connectivity 0.50 Approaching Connected

10 Shop Floor
Intelligence 1.00 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
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy &
Governance 1.83 Approaching Development

BAND 0 1 2 3 4 5

25 SIRI Manufacturing Transformation Insights Report 2019

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

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.79 Approaching Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.64 Approaching Digital

PRODUCT 3 Integrated
LIFECYCLE
Product 1.71 Approaching Digital
Lifecycle

4 Shop Floor
Automation
1.93 Approaching Advanced

5 Enterprise
AUTOMATION Automation 1.86 Approaching Advanced

6 Facility
Automation
1.57 Approaching Advanced

7 Shop Floor
Connectivity
1.36 Connected
TECHNOLOGY

8 Enterprise
2.21 Interoperable
CONNECTIVITY Connectivity

9 Facility 1.21 Connected

Connectivity

10 Shop Floor 1.71 Approaching Visible

Intelligence

11 Enterprise 1.50 Approaching Visible

INTELLIGENCE Intelligence

12 Facility 1.36 Computerised

Intelligence

13 Workforce
Learning & 1.86 Approaching Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 2.00 Informed

15 Inter- and
Intra-Company 2.57 Approaching Coordinating
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy & 2.00 Development
Governance

BAND 0 1 2 3 4 5

Catalysing the transformation of manufacturing 26

 Energy & Chemicals (Downstream)
The Energy & Chemicals (Downstream) Industry comprises companies that engage in the refining and cracking of
crude oil as well as the production of petrochemicals, specialty chemicals and other chemical products. Products
include but are not limited to petroleum naphtha, gasoline, diesel, liquefied petroleum gas, olefins, fuel oils, plastics,
synthetic fibres, additives, adhesives, sealants, specialty paints, pigments, coatings, and fragrances.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 2.04 Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.28 Defined

PRODUCT 3 Integrated
Product 1.24 Defined
LIFECYCLE Lifecycle

4 Shop Floor
Automation 2.00 Advanced

5 Enterprise
AUTOMATION Automation 1.40 Basic

6 Facility
Automation 1.52 Approaching Advanced

7 Shop Floor
Connectivity 2.32 Interoperable
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity 2.04 Interoperable

9 Facility
Connectivity
1.24 Connected

10 Shop Floor
Intelligence
1.88 Approaching Visible

11 Enterprise 1.20 Computerised

INTELLIGENCE Intelligence

12 Facility 1.48 Computerised

Intelligence

13 Workforce
Learning & 2.12 Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership 2.24 Informed
Competency

15 Inter- and
Intra-Company 2.52 Approaching Coordinating
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy & 1.88 Approaching Development
Governance

BAND 0 1 2 3 4 5

27 SIRI Manufacturing Transformation Insights Report 2019

 Food & Beverage
The Food & Beverage (F&B) Industry comprises companies that process, produce, and package food and beverage
products. Products include but are not limited to baked goods, canned products, dairy, alcoholic/non-alcoholic
beverages, grains, and tobacco products.

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
Automation 0.78 Approaching Basic

7 Shop Floor
Connectivity 0.31 None
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity 0.97 Approaching Connected

9 Facility 0.33 Approaching Computerised

Connectivity

10 Shop Floor 0.89 Approaching Computerised

Intelligence

11 Enterprise 0.64 Approaching Computerised

INTELLIGENCE Intelligence

12 Facility 0.50 Approaching Computerised

Intelligence

13 Workforce
Learning & 1.11 Structured
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 1.64 Approaching Informed

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

BAND 0 1 2 3 4 5

Catalysing the transformation of manufacturing 28

 General Manufacturing
The General Manufacturing Industry 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, packaging
boxes, and printed media.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.38 Defined
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.31 Defined

PRODUCT 3 Integrated
LIFECYCLE
Product 1.23 Defined
Lifecycle

4 Shop Floor
Automation 1.62 Approaching Advanced

5 Enterprise
AUTOMATION Automation 1.38 Basic

6 Facility 1.00 Basic

Automation

7 Shop Floor 0.54 Approaching Connected

Connectivity
TECHNOLOGY

8 Enterprise 0.69 Approaching Connected

CONNECTIVITY Connectivity

9 Facility 0.31 None

Connectivity

10 Shop Floor 1.23 Computerised

Intelligence

INTELLIGENCE
11 Enterprise 0.77 Approaching Computerised
Intelligence

12 Facility
Intelligence 0.54 Approaching Computerised

13 Workforce
Learning & 1.15 Structured
Development
TALENT
ORGANISATION

READINESS
14 Leadership 1.85 Approaching Informed
Competency

15 Inter- and
Intra-Company 2.00 Cooperating
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy & 1.46 Formalisation
Governance

BAND 0 1 2 3 4 5

29 SIRI Manufacturing Transformation Insights Report 2019

 Logistics
The Logistics Industry 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 2.00 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
Connectivity
1.29 Connected
TECHNOLOGY

8 Enterprise 1.29 Connected

CONNECTIVITY Connectivity

9 Facility
Connectivity
0.86 Approaching Connected

10 Shop Floor
Intelligence 1.00 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
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy & 1.71 Approaching Development
Governance

BAND 0 1 2 3 4 5

Catalysing the transformation of manufacturing 30

 Machinery & Equipment
The Machinery & Equipment Industry comprises companies that manufacture, assemble and repair complex machinery
and equipment serving a wide variety of industries such as electronics, aerospace, and medical technology. Products
include but are not limited to laser systems, welding equipment, semiconductor foundry equipment, industrial process
control equipment, robots, transformers, and machine tools.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.44 Defined
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.63 Approaching Digital

PRODUCT 3 Integrated
Product 1.48 Defined
LIFECYCLE Lifecycle

4 Shop Floor 1.19 Basic

Automation

5 Enterprise 1.26
AUTOMATION Automation
Basic

6 Facility 1.07 Basic

Automation

7 Shop Floor 0.81 Approaching Connected

Connectivity
TECHNOLOGY

8 Enterprise 1.44 Connected

CONNECTIVITY Connectivity

9 Facility 0.44 None

Connectivity

10 Shop Floor 1.07 Computerised

Intelligence

INTELLIGENCE
11 Enterprise 1.07 Computerised
Intelligence

12 Facility 0.78 Approaching Computerised

Intelligence

13 Workforce
Learning & 1.37 Structured
Development
TALENT
ORGANISATION

READINESS
14 Leadership 1.70 Approaching Informed
Competency

15 Inter- and
Intra-Company 2.19 Cooperating
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy & 1.59 Approaching Development
Governance

BAND 0 1 2 3 4 5

31 SIRI Manufacturing Transformation Insights Report 2019

 Medical Technology
The Medical Technology Industry comprises companies that engage in the production of life science tools,
implantables, eye-care, healthcare equipment and supplies. Products include but are not limited to sequencers,
hearing aids, heart valves, contact lenses, mass spectrometers, and cardiovascular and orthopedic devices.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.80 Approaching Digital
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.80 Approaching Digital

PRODUCT 3 Integrated
LIFECYCLE
Product 2.00 Digital
Lifecycle

4 Shop Floor
Automation 1.20 Basic

5 Enterprise
AUTOMATION Automation 1.40 Basic

6 Facility
Automation 2.00 Advanced

7 Shop Floor
Connectivity 0.80 Approaching Connected
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity 0.80 Approaching Connected

9 Facility
Connectivity 1.40 Connected

10 Shop Floor
Intelligence 1.80 Approaching Visible

11 Enterprise
INTELLIGENCE Intelligence 1.20 Computerised

12 Facility 1.80 Approaching Visible

Intelligence

13 Workforce
Learning & 1.80 Approaching Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 2.20 Informed

15 Inter- and
Intra-Company 2.20 Cooperating
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy & 1.80 Approaching Development
Governance

BAND 0 1 2 3 4 5

Catalysing the transformation of manufacturing 32

 Oil & Gas (Upstream)
The Oil & Gas (Upstream) Industry comprises companies that manufacture, assemble, repair, and/or service machinery
and equipment for the exploration and extraction of crude oil and natural gas. Products include land drilling rigs,
completion tools, offshore platforms, and Floating Production Storage & Offloading (FPSO) conversion units.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.10 Defined
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.80 Approaching Digital

PRODUCT 3 Integrated
LIFECYCLE
Product 1.70 Approaching Digital
Lifecycle

4 Shop Floor
Automation 1.20 Basic

5 Enterprise
AUTOMATION Automation 1.00 Basic

6 Facility
Automation 0.60 Approaching Basic

7 Shop Floor
Connectivity 0.70 Approaching Connected
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity 1.30 Connected

9 Facility
Connectivity
0.20 None

10 Shop Floor
Intelligence 0.80 Approaching Computerised

11 Enterprise
INTELLIGENCE Intelligence 0.80 Approaching Computerised

12 Facility
Intelligence 0.30 None

13 Workforce
Learning & 1.80 Approaching Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 1.70 Approaching Informed

15 Inter- and
Intra-Company 1.90 Approaching Cooperating
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy & 1.30 Formalisation
Governance

BAND 0 1 2 3 4 5

33 SIRI Manufacturing Transformation Insights Report 2019

 Pharmaceuticals
The Pharmaceuticals Industry comprises companies that engage in the production of pharmaceuticals products.
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 Approaching

Connectivity
2.85 Interoperable and Secure
TECHNOLOGY

8 Enterprise 1.77 Approaching Interoperable

CONNECTIVITY Connectivity

9 Facility
Connectivity 2.15 Interoperable

10 Shop Floor
Intelligence 2.00 Visible

11 Enterprise
INTELLIGENCE Intelligence 1.77 Approaching Visible

12 Facility 2.08 Visible

Intelligence

13 Workforce
Learning & 2.00 Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 2.08 Informed

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

BAND 0 1 2 3 4 5

Catalysing the transformation of manufacturing 34

 Precision Parts
The Precision Parts Industry comprises companies that manufacture precision parts, modules and components
serving a wide variety of industries such as electronics, aerospace, and medical technology. Products include but
are not limited to bearings, tubes, rings, springs, wires, gears, casings, and seals.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 1.29 Defined
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 1.21 Defined

PRODUCT 3 Integrated
LIFECYCLE
Product 1.29 Defined
Lifecycle

4 Shop Floor
Automation 1.38 Basic

5 Enterprise
AUTOMATION Automation 1.18 Basic

6 Facility
Automation 0.68 Approaching Basic

7 Shop Floor
Connectivity 0.47 None
TECHNOLOGY

8 Enterprise
CONNECTIVITY Connectivity
1.15 Connected

9 Facility
Connectivity 0.29 None

10 Shop Floor
Intelligence 1.47 Computerised

11 Enterprise
INTELLIGENCE Intelligence 0.85 Approaching Computerised

12 Facility
Intelligence 0.50 Approaching Computerised

13 Workforce
Learning & 1.50 Approaching Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership
Competency 1.71 Approaching Informed

15 Inter- and
Intra-Company 2.00 Cooperating
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy & 1.53 Approaching Development
Governance

BAND 0 1 2 3 4 5

35 SIRI Manufacturing Transformation Insights Report 2019

 Semiconductors
The Semiconductors Industry comprises companies engaged in the production, assembly and testing of
semiconductors and related products. Products include but are not limited to integrated circuits, solar wafers
and cells, and electronic discrete components such as diodes and transistors.

BAND 0 1 2 3 4 5

1 Vertical
OPERATIONS Integration 2.75 Approaching Integrated
PROCESS

2 Horizontal
SUPPLY CHAIN Integration 2.13 Digital

PRODUCT 3 Integrated
LIFECYCLE
Product 2.00 Digital
Lifecycle

4 Shop Floor
Automation 2.38 Advanced

5 Enterprise
AUTOMATION Automation 1.25 Basic

6 Facility
Automation
2.38 Advanced

7 Shop Floor
Connectivity
2.38 Interoperable
TECHNOLOGY

8 Enterprise 2.25 Interoperable

CONNECTIVITY Connectivity

9 Facility
Connectivity 1.50 Approaching Interoperable

10 Shop Floor
Intelligence 2.00 Visible

11 Enterprise
INTELLIGENCE Intelligence 1.38 Computerised

12 Facility 1.75 Approaching Visible

Intelligence

13 Workforce
Learning & 2.13 Continuous
Development
TALENT
ORGANISATION

READINESS
14 Leadership 2.25 Informed
Competency

15 Inter- and
Intra-Company 2.75 Approaching Coordinating
Collaboration
STRUCTURE &
MANAGEMENT
16 Strategy & 2 2.25 Development
Governance

BAND 0 1 2 3 4 5

Catalysing the transformation of manufacturing 36

ACKNOWLEDGEMENTS

The Singapore Economic Development Board (EDB) 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 Development 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 38
Copyright © 2020 Singapore Economic Development Board
All rights reserved.

www.edb.gov.sg