Gulraiz Khan, CEO Secure Logistic Group (SLG) sat down with Editor Global Village Space to reflect on Pakistan’s logistic challenges; he explains why this industry has not grown, what government can do and how this underdeveloped, unregulated, fragmented sector is being affected by the arrival of CPEC.
He was once a soldier at the country’s physical borders, remained an instructor at the prestigious Command & Staff College Quetta, an Honour Graduate of Fort Levenworth United States where he was awarded the prestigious “George S Patton Jnr Award”.
But then his life changed, leaving the army he went on creating a start-up, learnt the mysteries of balance sheet and raising finance at London Business School, and focused the strategic mindset that was once trained by NDU into Pakistan’s logistic challenges. In a short period of time, he has created the country’s one of the largest integrated logistics group – and this appears like a beginning.
You have a much diversified professional and educational background, how did you end up running a logistics company?
That’s true! I have moved around but trust me that diversified exposure is so helpful in running a logistics business. And I feel blessed to have had exposure to both the public and private sectors. Having served as an officer in Pak Army for almost 22 years in different Command, Staff and Instructional appointments, I embarked upon my entrepreneurial career in 2009.
At that time the overwhelming advise from family members and friends was to first seek the private sector exposure by way of a job, however, after much deliberation, I opted for the more difficult and bumpy road of a start-up business. And I am glad that I chose a road less travelled.
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Though I had several graduate-level degrees and specific qualifications from armed forces training institutes, I realised that I have to equip myself with formal business education, with an understanding of financial management, and my initiative was rewarded when I was able to secure MBA degree from London Business School.
Those initial few years were excruciatingly difficult as I was setting up a business from the ground up and pursuing my MBA degree. Logistics was in a way the chronological extension of our first two business lines of security services and vehicle fleet management. However, with time it has become our mainstay with the largest contribution to Profit & Loss Statement and the Balance Sheet. Today, we are branded as an integrated Logistic Group.
Today “SLG” is a key player in Pakistan’s Logistic Industry, if I am not wrong you are almost third or fourth largest group; what now is the scope of your services and target market? What is the vision ahead and what strategy are you following to achieve that?
Secure Logistics Group (SLG) is now a leading domestic logistic private sector with three horizontally synergetic business lines of logistics, vehicle fleet management and security services. Within logistics, we are currently focused upon the long and short-haul transportation segments with planned entry into warehousing in 2021.
We serve over 150 clients, mostly MNCs, domestic corporates, banks, insurance companies and Foreign Missions/NGOs through our management and non-management staff of 3,600 and by leveraging the Group’s nationwide network of offices and Marshalling Yards in Islamabad, Lahore, Karachi, Peshawar and Quetta. Our vision is to be a “Top 3 domestic Integrated Logistic group” providing 3 PL solutions with a regional outreach.
Accordingly, we have embarked upon an ambitious growth plan involving the addition of transportation and warehousing assets, support infrastructure such as Marshalling Yards and workshops, IT infrastructure with a focus upon ERP and fleet management software’s and most importantly, quality human resources to our team.