Speech by SMS Low Yen Ling at the Opening Ceremony of Chasen Logistics Hub

Mr Justin Low, Managing Director and Chief Executive Officer of Chasen Holdings Limited

Mr Eddie Siah, Executive Director of Chasen Holdings Limited

Distinguished guests,

Ladies and gentlemen,

Opening & Welcome

1.             I am delighted to be here with you to celebrate the official opening of Chasen’s Logistics Hub. Two years ago, we marked the start of this ambitious project with a groundbreaking ceremony. Today, we see that vision realised with the completion of this impressive new facility.

Singapore’s Supply Chain Hub Strategy

2.             The global trade and investment landscape is presently undergoing significant change. Rising tariffs, protectionist measures and retaliatory actions have prompted companies to re-evaluate their global footprint. Many are now redesigning supply chains not just for efficiency, but also for resilience and reliability. These shifts may raise costs, but they also create opportunities for Singapore to capture a larger share of global trade flows.

3.             Singapore’s goal is to strengthen our position as a trusted and efficient node in global supply chains. We are doing this by enhancing our supply chain ecosystem in two ways.

4.             Firstly, we are expanding our cargo handling capacity by investing in our sea and air cargo infrastructure. Tuas Port, upon completion, is expected to handle up to 65 million twenty-foot equivalent units (TEUs) annually by the 2040s. This is almost 60% more than today’s capacity. Work has also begun on Changi East Industrial Zone, next to the Airport Logistics Park 2. This will increase our air cargo handling capacity to 5.4 million tonnes per year by the 2050s, up from the current 3 million tonnes. These investments will ensure that Singapore remains well-equipped to handle rising cargo volumes efficiently and reliably, both now and in the years ahead.

5.             Secondly, building specialised capabilities. Advanced industries rely on partners that can manage complex and sensitive cargo flows. High-value goods, such as semiconductor equipment, pharmaceuticals, and aerospace components, require specialised handling. This often includes precise, vibration-controlled transport, tightly regulated environments, and secure end-to-end tracking. We aim to build a supply chain ecosystem that is trusted to deliver these specialised services seamlessly. To achieve this, every part of our supply chain ecosystem must be equipped with the technologies and talent to support this ambition.

Chasen’s Role in Singapore’s Hub Strategy

6.             Singapore enterprises play a vital role in building this efficient and trusted supply chain ecosystem.

7.             Chasen is one such enterprise. This new integrated facility consolidates its operations into a single hub, almost doubling warehouse capacity to 300,000 square feet. This enables Chasen to serve more customers and handle larger cargo volumes, supporting Singapore’s growing base of advanced manufacturing firms.

8.             About one-third of this facility is cleanroom-ready and equipped with vibration control to handle sensitive, high-value semiconductor equipment. These modular cleanrooms enable the testing, assembly, and refurbishment of semiconductor manufacturing equipment to be carried out here in Singapore, rather than overseas. This saves around 20-30% in turnaround time. I understand that many of Chasen’s customers from the semiconductor industry are here today, and we are confident that this new value-added capacity will open up more opportunities for collaboration and partnership.

9.             Beyond physical infrastructure, people remain at the heart of every successful enterprise. I commend Chasen’s strong commitment to developing and empowering its workforce. The company has upskilled its staff to handle the latest semiconductor manufacturing equipment and created specialist roles, providing new growth opportunities as it expands. I understand that Chasen also conducts cross-training programmes with its overseas teams, allowing employees to share expertise and gain valuable international experience. This investment in Chasen’s people ensures that skilled teams and high operating standards support the company’s state-of-the-art facilities.

Supporting Enterprise Growth and Transformation

10.          Today, Chasen’s success extends well beyond Singapore. It has a global footprint spanning Malaysia, Vietnam, China, the United States, and India, with more than 60% of its revenue from overseas. Chasen is a sterling example of how Singapore enterprises can scale effectively to meet regional and international demand, while upholding the standards of trust and efficiency valued by customers.

11.          The Government will continue to support companies with the ambition and vision to transform and grow. Enterprise Singapore offers programmes, funding, and networks to help enterprises expand their capacity, deepen their capabilities, and strengthen their global connections. Through these efforts, we aim to ensure that our logistics companies and broad base of enterprises remain competitive, resilient, and ready for the future.

Conclusion

12.          Let me extend my warmest congratulations to the Chasen team, and Mr Justin Low and Mr Eddie Siah, on bringing this vision to life. This new logistics hub marks a milestone for Chasen and is an invaluable addition to Singapore’s logistics ecosystem.

13.          I wish Chasen and your partners every success as you continue to keep global supply chains moving. Thank you.