ceo OF
heo vàng & mtk transportation jsc
My journey as a CEO began in 2020, when I took on the leadership of two transportation companies - Heo Vàng and MTK - each serving distinct customer segments.
Heo Vàng focuses on truck-based delivery, while MTK specializes in container transportation. This strategic separation allows each company to target its respective market more effectively, optimize operations, and avoid overlap. It also enables more efficient management of key differences in cost structures, driver requirements, and delivery routes.
Despite operating in different segments, both companies share an integrated operational system, including sales, customer service, coordination, technical management, incident resolution, TMS and POD management, accounting, and HR.
As CEO, I oversee all core functions, ensuring alignment, efficiency, and consistent operational performance across both organizations.
my business operations & scale
KEY SERVICE
YEARS OF OPERATION
TRUCK FLEET
We specialize in transporting products by road vehicles.
Heo Vàng: 18 years
MTK: 11 years
We currently own more than 150 vehicles, ranging from small trucks (1 tons) to large containers.
BUSINESS PHILOSOPHY
Goods is Gold
SCOPE OF OPERATION
From Ho Chi Minh City and Binh Duong to the central and southern provinces of Vietnam.
WEBSITE
Working in the logistics industry, particularly in Vietnam, is a continuous process of learning and unlearning. Over the past six years, I have gained a range of experiences and insights that I believe I cannot seek elsewhere.
As a transporter, you serve as the critical link that holds the entire supply chain together. Any disruption can immediately impact multiple downstream stakeholders, often with significant consequences.
Unlike other segments of the supply chain, transportation requires managing a broader and more complex network of stakeholders - including suppliers, manufacturers, customers, end-users, warehousing partners, and regulatory authorities. This complexity is further amplified by the nature of the business: while most industries deal with static assets, transportation operates through constant movement, where each journey introduces new variables and risks.
Operating in this environment requires more than theoretical knowledge. It demands adaptability, real-time decision-making, and the ability to manage uncertainty at scale.
The following section highlights key challenges I have encountered and how I have navigated them.
our past challenges
i.covid-19
In 2020, during the COVID-19 lockdown, we faced a severe workforce shortage as drivers and employees were unable to travel to work. Given the nature of the logistics industry, operations could not shift to remote work, creating significant disruption at a critical time. As a newly appointed leader, I had to navigate this highly unstable environment with limited experience.
To address this, I took immediate action to restore operational capacity from the ground up. I worked directly with local authorities to secure “Luồng xanh” permits, enabling our trucks to operate during lockdown. Despite high demand and repeated rejections, I persistently reapplied until we obtained our first approvals.
Once permits were secured, I coordinated driver mobility by arranging transportation for vaccinations and COVID-19 testing, ensuring full compliance with government regulations. To stabilize the workforce, I introduced financial support for drivers, helping them sustain their families during lockdown and remain committed to operations.
Through these measures, we were able to restore and maintain service continuity during one of the most challenging periods in the industry. Our company remained operational while many others were forced to suspend services, allowing us to continue supporting key clients across Ho Chi Minh City.
II. GOVERNMENT REGULATORY CHANGES
2025 has been a highly volatile year for the Vietnamese logistics industry, marked by the implementation of Decree No. 168 as well as widespread flooding across the country.
While these regulations were introduced for the broader public benefit, immediate adaptation has proven challenging in an industry that traditionally operates in established cycles.
As a result, the increased operational pressure has made it difficult for some drivers to fully comply with the new requirements. This has led to traffic violations, financial penalties, and in some cases, the suspension of driver's licenses. Consequently, our company has faced workforce shortages and financial losses, as we have had to absorb certain penalties on behalf of drivers.
To address this issue, we organized immediate meetings to guide drivers on the new regulations and to strengthen supervision of vehicle operations to minimize violations and avoid penalties.
iii.geopolitical tensions
Recent geopolitical tensions in the Middle East have significantly impacted global fuel prices, with the transportation sector being among the most affected.
Like many logistics companies, we experienced pressure on our profit margins due to rising fuel costs. However, I was able to mitigate these losses by leveraging our industry network to access early updates on fuel price changes. Based on this information, we proactively instructed vehicles to refuel in advance of price increases.
Through this approach, we were able to save approximatey 100–200 million VND by acting quickly on market insights.
Beyond these challenges, our business continued to face multiple complications that required flexibility, as well as fast and accurate decision-making. To overcome these obstacles, I focus on several key strategies:
1. Vehicle Quality Improvement
As most of our clients are electronics brands requiring careful handling, I invested in equipping our trucks with liftgates to support the unloading of large, bulky, and high-value goods. This significantly reduced the risk of damage during handling and improved overall service quality.
2. Fleet Optimization
I phased out older, unreliable trucks that frequently experienced technical issues and replaced them with newer vehicles. This not only improved delivery reliability and ensured on-time performance, but also reduced maintenance costs that previously exceeded the value generated by these assets.
3. Pricing Strategy
With improved fleet quality and service reliability, we refined our pricing strategy to remain competitive while still ensuring safe and timely delivery. This allowed our clients to optimize costs without compromising service standards.
4. Customer Expansion
Leveraging these strengthened capabilities, I proactively expanded our customer base by reaching out to new potential clients and partnerships. This contributed to increased profitability and enhanced our market reputation.
As a result, our business achieved strong growth, as outlined below:
business development
from 2021 to 2026
+5,000
shipments per month
100
number of
increased
80%
growth in revenue
90+
new customers
100%
on-time delivery rate
our truck with lifting gate
Success is not about how fast you move,
It’s about how long you're willing to keep going.
As a CEO, I will continue to explore new opportunities and develop innovative solutions to enhance business performance, while advancing sustainable logistics practices that not only benefit our customers but also contribute to the growth of Vietnam’s logistics industry.
