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By uniting digital tools, redesigned roles and a people-first culture, Commonwealth Kokubu Logistics created a scalable, modern operating model that strives to power stronger performance and a more future-ready workforce.
Commonwealth Kokubu Logistics’ (CKL) award-winning transformation journey began with one bold question: What would the organisation look like if it were redesigned from a blank sheet of paper? This spark led to the creation of reimagineCKL, a company-wide movement that challenged how cold chain logistics could operate in the future, as well as set the stage for a modern, scalable and people-centred operating model.
What followed was a multi-year digital and workforce transformation, supported by tools such as IntelliFlow for control tower visibility, SyncGate for dock optimisation, Cognify for automated documentation and the world’s first remote forklift driving supported by teleoperations within a live warehouse. These platforms enabled CKL to redesign roles, uplift skills and create more accessible jobs aligned with national workforce priorities. As the business expanded into its new campus, the need for clarity, discipline and measurable performance became even more important.
One defining challenge tested this movement during the onboarding of a major MNC customer at the new facility. The go live pushed systems, processes and people beyond expected limits, with volumes peaking and operations under intense pressure. Teams from operations, planning, transport, QA and commercial rallied quickly, supported by HR colleagues who came on site to maintain welfare, morale and presence on the ground. These simple yet meaningful actions demonstrated the essence of reimagineCKL: unity, discipline and people first leadership.
Speaking to HRO following the team's gold win for 'Excellence in Business Transformation' at the HR Excellence Awards 2025, Singapore, Audrey Koh, Group Chief Human Resource Officer and Group Chief Transformation Officer, shares:
Transformation begins the moment you choose to see potential where others see limitations.
Q Tell us about your inspiring HR initiative. What sparked the idea, and how did you know it was the right path to take?
The spark for transformation began several years ago with the launch of 'reimagineCKL', a movement that challenged us to rethink how cold chain logistics could operate in the future. It asked one simple question: What would CKL look like if we redesigned it from a blank sheet of paper?
That question shifted our mindset. We realised that to lead in a rapidly evolving industry, we needed a modern operating model where people, process and technology were not separate initiatives but a single integrated engine for growth.
This led to a multi-year digital and workforce transformation. IntelliFlow strengthened control tower visibility. SyncGate optimised dock movements. Cognify automated documentation. Teleoperations introduced the world’s first remote forklift driving within a live warehouse environment. These tools allowed us to redesign jobs, uplift skills, and create more accessible roles aligned with national workforce goals.
The expansion into our new campus made the need for scalable, tech enabled operations even clearer. Guided by our managing director’s belief that what you cannot measure, you cannot improve, we built the discipline, dashboards and accountability frameworks that became the backbone of our business excellence. As employees gained clarity, capability, and confidence, it became clear that 'reimagineCKL' had evolved from a movement into a new way of operating.
Q Every journey has its ups and downs. Can you share a challenge your team faced and how you worked through it together?
One defining challenge occurred during the onboarding of a major MNC customer at the new facility. The go live pushed systems, people, and processes beyond anticipated thresholds. Volumes spiked, workflows strained and every operational demand seemed to converge at the same moment.
What happened next reflected the spirit of 'reimagineCKL' at its best. Teams from operations, planning, transport, QA and commercial rallied instantly. HR colleagues from across the group came on site to support, ensuring welfare and morale were not overlooked. Simple yet meaningful gestures, such as arranging meals and maintaining presence on the ground, sustained the team through intense pressure.
This experience reinforced the essence of our movement: that transformation is not just technology. It is unity, discipline, and people first leadership. It strengthened our resolve to deepen capability building, tighten process discipline, and continue maturing our digital platforms for future scale.
Q What impact has this initiative had on your organisation so far, and what do you hope it inspires in the wider HR and logistics community?
The 'reimagineCKL' movement reshaped CKL from the ground up. Digital tools such as IntelliFlow, SyncGate and Cognify reduced manual tasks, strengthened safety and opened new pathways for job redesign and upskilling. Together, they form the core digital infrastructure of our expanding campus and are laying the foundation for CKL’s unique digital USP in cold chain logistics.
Culturally, CKL shifted firmly into a performance driven organisation. Leaders gained clarity in expectations. Feedback became structured and constructive. Employees had clearer pathways for growth and impact.
Our engagement scores increase steadily since 2021, reflecting deeper alignment, stronger communication and a workforce that sees purpose in the transformation.
National and industry recognition followed. CKL received awards for innovation, transformation, and people development — including the 2025 Enterprise 50 Award and Sustainability Innovation Special Recognition Award, gold in Excellence in Business Transformation (HR Excellence Awards 2025), gold in Excellence in Transformation and Innovation (18th Singapore HR Awards), and Best Cold Chain Service Provider Award (LogiSYM Awards 2025). These achievements reinforce that logistics can be modern, people centric and technologically advanced.
For the wider HR and logistics community, 'reimagineCKL' is proof that transformation becomes powerful when people, process and technology operate as one system rather than three separate pillars.
Q Looking back, is there a moment, person or value that kept you and your team motivated throughout the journey?
The movement’s core belief carried us: people matter. Technology elevates capability, but people give transformation meaning. This value shaped every decision in the 'reimagineCKL' journey.
A turning point was when CKL fully embraced performance driven practices. Leaders set clearer expectations and employees leaned into accountability and growth. This was a clear sign that the movement had taken root and that CKL was ready for the next era of expansion.
Leadership support magnified this momentum. The managing director’s insistence on measurement and discipline sharpened our approach to process governance and dashboards. The encouragement for innovation guided bold initiatives such as teleoperations, AI supported scheduling and predictive visibility.
These voices and values kept us grounded. They reminded us that reimagineCKL was never just a digital transformation. It was a cultural transformation focused on building a stronger, more future ready CKL community.
Q If you could offer one golden nugget of wisdom to HR or transformation leaders in logistics, what would it be?
Transformation begins the moment you choose to see potential where others see limitations. Logistics may appear traditional, but beneath the surface lies immense untapped opportunity.
Invest in your fundamentals. Know your operations intimately. Build trust with your people. Strengthen your processes until they become the backbone of everything else. Then introduce technology with intention so it empowers people rather than overwhelms them.
When people, process and technology align with purpose, even the most complex cold chain environment can evolve into a future ready, high performing ecosystem. CKL’s 'reimagineCKL' journey shows that with clarity, discipline and belief, transformation can take root anywhere and grow far beyond what you first imagined.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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