How ST Logistics Is Automating Its Clementi Warehouse Without Leaving Workers Behind

At ST Logistics’ Clementi warehouse, the storage upgrade is also a workforce project. Autonomous shuttles take on more pallet movement, while employees learn to operate the system, monitor its work and handle problems that still need human attention. The warehouse stores items including uniforms, shoes and berets for the Singapore Police Force and Singapore Civil Defence Force.1

What the warehouse upgrade changes

The smart storage and retrieval system uses 14 autonomous shuttles. ST Logistics reports that storage capacity has risen by more than 20 per cent; a separate account puts the new capacity at up to 10,600 pallets. Reported throughput has climbed from about 10 to more than 70 pallets an hour.12

The project description says the shuttles move across 23 storage levels in a 28m-tall structure, replacing three automated cranes that served seven aisles. It also says the added capacity fits within the existing 2,000 sq m storage area. Software tracks pallet locations and coordinates shuttle movements, while demand-based positioning and retrieval scheduling aim to cut unnecessary movement and waiting.1

The system was unveiled on September 23, 2026, after reportedly starting operations in August. The project description places the investment at at least $10 million and identifies Lenovo as a development partner.1 Those installation and cost details are less clearly corroborated in the available source excerpts than the headline capacity and throughput figures.

What happens to the jobs?

Frederick Wong illustrates the shift. After nine years in logistics, his work has moved from driving material-handling equipment and moving stock towards managing software and troubleshooting robotic equipment. NTUC also reports that he is pursuing a Work-Study Diploma in Supply Chain Management to build his understanding of the automation he oversees.17

His reported month-long system training prepares him to operate the equipment and address routine issues; mechanical faults go to technicians. That distinction matters: a redesigned warehouse role requires new technical judgment, but does not turn every operator into a specialist repair technician.1

ST Logistics is working with the Supply Chain Employees’ Union through an NTUC Company Training Committee initiative on job redesign and skills development.4 About 40 of roughly 100 employees identified for redesigned roles have been trained.12 The reported grant support of up to 70 per cent applies to qualifying transformation costs, not automatically to the warehouse’s full investment.1

The Clementi project shows how faster storage and retrieval can be paired with training rather than treated as a separate technology purchase. It does not, by itself, establish that every employee’s role is secure or that another warehouse would achieve the same performance gains.