Projects

Conglomerate Logistics Operations: Commonwealth Capital

Building Continuous Improvement Capability through LEAN

Challenge:
Commonwealth Capital, a Singapore conglomerate spanning food services, cold-chain logistics and manufacturing, sought to build internal continuous improvement capabilities as the business accelerated its growth. The organisation needed a disciplined and sustainable approach that would enable teams to identify operational waste, improve processes and take ownership of improvements across different functions.

Solution:
Commonwealth Capital partnered with COI-SCM on the goLEAN Transformation programme. Cross-functional teams mapped end-to-end value streams, identified sources of waste and developed practical kaizen solutions grounded in daily work. Structured coaching in standard work and visual management equipped frontline teams to lead and sustain improvements internally, rather than relying on external consultants.

Outcome:
The programme embedded a people-powered, process-disciplined approach to continuous improvement across the organisation. The operational impact included:

• 57% reduction in warehouse pick-and-pack time

• 75% reduction in man-hours for delivery order generation

• 48% reduction in payroll processing time

• 45% reduction in billing process completion time

More importantly, Commonwealth Capital strengthened its internal capability to sustain disciplined, employee-led improvement over the long term.

Food Distribution: QB Food Trading

Improving Order Fulfilment Performance through Picking Process Enhancement

Challenge:
Q.B. Food Trading, a leading distributor of fresh and frozen products, sought greater visibility and responsiveness across its delivery operations. Experience-based driver assignment and limited real-time tracking made it difficult to provide timely updates, optimise routes, and manage peak-period demand efficiently.

Solution:
Q.B. Food Trading partnered with COI-SCM to redesign its delivery operations through a digital delivery tracking solution. The initiative improved pick sequencing, storage layout, labelling clarity, and checking controls, while building internal capabilities through a structured train-the-trainer programme.

Outcome:
The transformation improved order fulfilment performance by increasing picking accuracy and reducing short loads. The enhanced process delivered 20% manpower savings through improved pick sequencing and optimised layout, while workforce upskilling and on-the-job training strengthened operational capabilities and supported sustainable continuous improvement.

Beauty & Wellness Distribution: Best World International

LEAN Methodology Transforms Warehouse Operations

Challenge:
Best World International, a Singapore-headquartered premium skincare, personal care, beauty, health and wellness company, needed its warehouse operations to support annual growth of 20% to 30%. Its pick-and-pack processes required a more structured and scalable approach to sustain this expansion.

Solution:
Best World International partnered with COI-SCM to optimise pick-and-pack operations at its new Ang Mo Kio facility. Using LEAN process mapping, the project introduced standardised work practices and scan-packing operations. A structured on-the-job training blueprint was also developed to strengthen staff capabilities and sustain the improvements.

Outcome:
The initiative transformed warehouse operations into a scalable growth enabler for Best World International. Enhanced process efficiency, improved order accuracy, and stronger workforce capabilities positioned the company to support 20% to 30% annual growth while maintaining high service standards. The project also established sustainable operating practices that will continue delivering value as the business expands.

Logistics Service Provider: Hock Teoh Huat Transport

Digitalising Statement Processing and Container Monitoring

Challenge:
Hock Teoh Huat Transport relied on manual processes to manage statement generation and container tracking. As business volumes grew, these workflows became increasingly time-consuming, impacting efficiency, accuracy, and financial visibility.

Solution:
Working with COI-SCM, the company implemented automated bots to streamline statement processing and monitor container status in real time. Staff were trained to manage and enhance the solution, ensuring long-term sustainability and adoption.

Outcome:
The solution enhanced operational efficiency through a 60% reduction in process time and 4 man-hours saved per day. Greater process visibility and accuracy supported faster reconciliations, while automation enabled the redesign of roles towards more value-adding and customer-focused work.

Container Logistics: CWT Integrated

Computer Vision for Operational Excellence

Challenge:
CWT Integrated, which manages container depots and tank cleaning and repair facilities in Singapore and Malaysia, faced throughput constraints and safety risks from manual checks of truck positioning and twist-lock status before crane activation. As site activity intensified, automating these operational checks became increasingly important.

Solution:
CWT Integrated partnered with COI-SCM to develop AI-powered computer vision models for automated vehicle detection and twist-lock monitoring. The feasibility study also examined camera placement and integration pathways, providing a practical foundation for future deployment and scale-up.

Outcome:
The feasibility study delivered two functioning AI models that achieved more than 95% performance accuracy in the evaluated scenarios. The project established a foundation for reducing manual checks, strengthening safety compliance and supporting higher operational throughput as CWT Integrated expands its container depot operations.

Logistics Sustainability: Call Lade Enterprises

Implement Sustainability Reporting Capability

Challenge:
Call Lade Enterprises, a long-serving labour-contracting partner to PSA Singapore, sought to strengthen governance, transparency and long-term organisational readiness through its inaugural sustainability report. The company required a systematic approach to materiality assessment, sustainability data collection and reporting that could be integrated across its operational teams.

Solution:
Call Lade Enterprises partnered with COI-SCM to establish a structured sustainability foundation aligned with recognised reporting frameworks, including the Global Reporting Initiative. The engagement combined stakeholder coordination, materiality assessment and sustainability data processes with competency assessments, reporting framework co-development, train-the-trainer support and on-the-job training blueprints.

Outcome:
The initiative embedded sustainability capability within Call Lade Enterprises’ everyday operations and equipped staff to manage materiality assessments, data collection and reporting more systematically. More than 20 staff members became Sustainability Ambassadors through in-house workshops, creating internal ownership to support company-wide initiatives. Practical templates, guidance and training pathways established a sustainable foundation for future reporting and continuous capability development.

Equipment Distribution: Chong Lee Leong Seng (CLLS)

Improving warehouse layout for better space utilisation

Challenge:
CLLS needed to optimise its limited warehouse space to support business growth.

Solution:
COI-SCM evaluated various storage systems—both manual and automated—against the company’s operational needs (e.g., order profiles, throughput requirements, physical constraints). Simulations were used to validate shortlisted options before finalising the recommendation.

Recommendations adopted:

• Installed an automated vertical storage system

• Removed 70% of open shelving and reconfigured the warehouse layout

Outcome:
CLLS achieved significantly better space utilisation and increased its picking capacity by 50%—all without increasing headcount.

Logistics Service Provider: DPEX

Building scalability, enabling growth

Challenge:
Rapid business growth was constrained by DPEX’s existing warehouse processes and systems, which were not scalable.

Solution:
COI-SCM conducted a full operational review and re-engineered the business process to support long-term scalability.

Recommendations adopted:

• Implemented an automated sorting line to boost throughput and reduce reliance on manpower

• Introduced a put-to-light system for secondary sorting

• Installed vertical storage systems to maximise space

Outcome:
DPEX freed up significant space and capacity for future growth, reduced manpower costs, and completely resolved its manpower shortage.

E-Commerce: EzBuy

Using wearables to enhance time-sensitive processing

Challenge:
As ezbuy’s customer base grew, its warehouse operations struggled to keep pace while maintaining service quality.

Solution:
Using LEAN techniques, COI-SCM identified areas for improvement in inventory management, storage strategies, and picking efficiency.

Recommendations adopted:

• Improved inventory management to reduce space usage

• Introduced a new stock allocation method to minimise redundant picking

• Deployed wearable scanners and a put-to-light system to support the revised picking process

Outcome:
Ezbuy reduced its picking time significantly and improved productivity by 30%.

Logistics Service Provider: Sim Solutions

Improving delivery visibility and customer satisfaction

Challenge:
Sim Solutions had limited visibility over delivery operations once goods left the warehouse. Customer service staff had to manually call drivers for updates, affecting both service quality and driver focus.

Solution:
COI-SCM customised and implemented EasiTracker, a real-time delivery tracking system.

Key features implemented:

• Live tracking of drivers’ locations and job statuses

• Electronic proof of delivery (e.g. customer signature, geo-tagged photo)

• Customer self-access portal for delivery updates

Outcome:
Sim Solutions improved customer satisfaction, eliminated paperwork, and reduced the burden on both drivers and office staff.