To further align its efforts with national goals, PLG has in recent years concentrated on bringing in brands that specialize in sustainable products, to align with Singapore’s sustainability goals. The hard work has borne fruit, with PLG successfully bringing in one of the world’s largest gas engine technology companies, and one of the largest battery manufacturers to set up shop here.
“With our established network of partners, we hope to be the gateway connecting Singapore to Asia and the world,” says Mr Kelvin Lim, founder and group managing director of PLG, on the company’s plans.
Going digital for Industry 4.0
Since 2019, PLG has embarked on several digitization initiatives, including implementing semi-automated operations to increase operational efficiency, and developing software to improve workflows. Despite facing some challenges, such as having to train staff to sharpen their IT skills, PLG’s digital transformation efforts have already started making an impact.
The company’s in-house software development initiative led to marked improvements in communication and the flow of information between departments, as well as its international offices. PLG’s semi-automated operations initiative achieved higher productivity with a 20 to 30 percent increase in throughput.
“Technology will play a key role moving forward, particularly as Singapore embarks on its Smart Nation Ready Plan and Industry 4.0. PLG has long taken pride in its ability to move quickly and adapt, and the use of such technology will enable us to uphold these values more effectively, transforming PLG into a different organization,” says Mr Edwin Lim, PLG’s commercial director, of the company’s digital transformation efforts.
PLG is planning to take their digitization efforts one step further as it explores the possibility of automating the allocation of container loading bays. Currently, drivers must wait for an operator to manually search for and assign them a loading bay, a process that consumes time. With automation, PLG hopes to reduce the waiting time by as much as 42 percent.
Building a people-first workplace for the future
PLG may be in the business of managing supply chains and transporting goods, but the logistics firm recognizes that it is its human capital that matters the most. Over the last two years, PLG has launched several initiatives aimed at improving the work-life balance of its employees, while building a positive culture at work.
For example, since the Covid-19 pandemic, PLG has provided flexible working arrangements for some departments, as well as for its older staff, allowing them to telecommute when their work does not require them to be on-site. The company is also actively working on incorporating more technology to its operations so that more employees can benefit from working remotely in the future.