The logistics industry in Malaysia has experienced significant growth in recent years, driven by multiple factors such as the rapid rise of e-commerce, government initiatives, and regional trade growth. One of the key players in the industry is Swift Haulage Berhad (Swift), which began its journey in 2011 and has become Malaysia’s largest haulier and leading integrated logistics provider.
During its inception, Swift Haulage aimed to provide high-quality logistics solutions, primarily focusing on container haulage, land transportation, and warehousing services. Over the years, it has diversified into several segments, including freight forwarding and cross-border logistics, placing sustainability at the forefront. What differentiates them from other third-party logistics players is that they own their assets, which results in minimal outsourcing to control their costs more efficiently and provide better service.
Although he initially studied Chemical Engineering, Loo Yong Hui joined Swift in 2013, a business managed by his father, Loo Hooi Keat. Since he assumed the role of Executive Director in 2014 and later ascended to the group CEO position in 2021, Loo has been integral in the company’s evolution and rise.
“I took the helm from my father in 2021 and I still sustain the core values of the group, such as safety, teamwork, discipline, commitment, initiative, integrity, and quality. But I have also introduced some changes such as focusing on having a more structured approach. As the organisation gets larger, we need to be less focused on being a management-run business and more organisational-run. But we still have an empowerment and entrepreneur spirit throughout our management.”
“We also became a public listed company in the same year, and Bursa Malaysia places a lot of emphasis on ESG and sustainability targets; similarly, a lot of customers also place an importance on these as well. In 2022, I had an opportunity to speak to Volvo to bring in the first fully electric heavy-duty prime mover truck in Malaysia. It was the first such vehicle to be launched in the Southeast Asian region.”
“As I only worked outside for two years before joining Swift, I’ve been directly under my father’s stewardship throughout my entire career, and he has passed on his values that I still hold fast to this day. Despite being from the baby boomer generation, which is more traditional, he has a more risk-taking approach than myself. Now, we have a staff strength of almost 4,000. He also taught me that, at the end of the day, customers can come and go, but your staff is the core bloodline of the company. For example, we treat our drivers the same as the rest of our staff and give them the same benefits, so that they can work with peace of mind. Despite taking over numerous companies over the years, we have staff that have been around for more than 30 years.”
“When it comes to the future generation of Swift, I will take my children’s wishes into consideration if they want to take over the company, because I was never pressured into the family business myself. I will let them make their own decisions because it is better that they join willingly, should they wish, rather than being forced to.”
“Being a leader is knowing how and when to delegate, and also how to empower staff so that things can run smoothly. I also tell my staff that it is better to make the wrong decision than no decision at all. If they cannot make one, I tell them to refer upwards so that I can ultimately make the final decision. In the logistics industry, things are very dynamic and things change very fast.”
“Being in power also means taking on a lot of responsibility because the decisions I make can also affect the livelihood of all my staff and even their families. Therefore, it’s important to make decisions that take everyone into account. Recently, we have been working on installing an onboard camera for all of our 1,500 trucks, with AI technology to check on matters such as fatigue and driver negligence. This will cost us a substantial amount but, ultimately, I find it necessary to ensure the safety of our drivers and other road users.”
“I think my strength is looking at things from the big-picture approach. I am quite well aware of everything that is going on in the group, so that I can look at it from a holistic view to make the best decision. At the same time, I also listen to all of my peers, and take into account everyone’s opinions and feedback, including those of stakeholders to make decisions.”
“The Business Circle programme created by UOB has been instrumental in providing knowledge exchange opportunities for Swift, because it allows us to discuss issues with our peers, which relieves pressure, and we can share our experience on how to tackle it. At an executive level, we don’t have many people to share with about such matters. For me, the next level is only my father. Rather than getting business, it’s a good place to share our experiences.”
Loo Yong Hui is an inaugural member of the UOB Business Circle.
Illustrations by Dawum Jeong
