With an impressive career spanning almost three decades in the logistics industry, Turab Ur Rahaman has worked his way through various roles, gaining invaluable experience across a wide range of regions. Over the years, he has earned a reputation as a transformative leader—one who consistently excels in driving operational efficiency, strategic growth, and excellence. His journey began with managing data collection early in his career, and today, he is at the helm of overseeing the strategic growth and operational direction of SAB Express. His leadership journey has been characterized by resilience and a profound understanding of the logistics sector, navigating its challenges while leading transformative change.
One of the most notable achievements of his career was his time leading operations in Bangladesh, where he achieved considerable success despite operating in a highly challenging market. This phase of his career stands out due to his ability to innovate, drive growth, and build an operational culture grounded in collaboration and constant improvement. In this interview with Business Frontier, Turab shares his insights on how he has shaped the future of logistics at SAB Express, always keeping a clear vision and a strong commitment to excellence.
Q. As the Director of Operations at SAB Express, what key metrics do you focus on to evaluate the effectiveness of operational strategies?
At SAB Express, we prioritize a range of operational metrics to track and measure the success of our strategies. As part of a time-definite service industry, one of the most important metrics for us is on-time performance, which includes timely clearance and delivery. Being able to deliver on time to our customers is paramount, as any delays can significantly impact our reputation and customer satisfaction. In addition to this, we consistently monitor our team’s productivity, making sure that our workforce operates efficiently and maintains high levels of output. We also keep a close eye on operational costs and budgets to ensure that we’re managing our resources effectively and staying within financial constraints. These metrics are designed to ensure that our operational efforts align closely with the broader goals of the business and result in the highest-quality service to our customers.
When failures occur, we take a structured approach to understand what went wrong. We perform root cause analyses to pinpoint where the breakdown happened and what can be done to rectify it. We apply Six Sigma methodologies in such cases to drive continuous improvement, ensuring that we learn from our mistakes and don’t repeat them in the future. This process is central to maintaining the high standards we’ve set for ourselves and ensuring that the performance metrics we track lead to better outcomes for the company and, most importantly, for our customers.
Q. How do you foster a culture of innovation and continuous improvement within your operations team?
Fostering a culture of innovation and continuous improvement requires both a structured approach and an openness to new ideas. Within our operations team, we follow a structured process for addressing day-to-day issues, focusing on minimizing errors and streamlining processes. All of our Supervisors and Managers are trained in Six Sigma methodologies to promote operational efficiency and problem-solving skills. This training is essential for ensuring that our team has the tools and knowledge necessary to improve processes continuously.
We conduct weekly performance reviews where we analyze our key metrics and discuss how we can improve our processes moving forward. These reviews are designed to be open, allowing for constructive feedback from all levels of the team. We encourage a culture of collaboration and creativity in these meetings, and everyone, from senior managers to front-line workers, is encouraged to contribute ideas. Creative solutions are always welcomed, and we actively seek out new ways to improve our services and operations.
Additionally, we have dedicated roles, such as Process Excellence Managers at the country level and Service Quality Assurance members at the station level, to ensure that we maintain high operational standards and drive continuous improvement. These dedicated roles help oversee quality control and performance, and they serve as key players in the overall strategy to deliver excellence. They also ensure that we are consistently evaluating our processes and identifying new areas where we can innovate and improve.
Q. What do you believe are the most important leadership traits required for a Director of Operations to succeed in today’s rapidly evolving business landscape?
In today’s fast-paced and ever-evolving business world, leadership requires a unique set of traits to stay relevant and effective. One of the most important qualities for a Director of Operations is the ability to stay grounded and connected with people at all levels of the organization. While strategic decision-making is important, it’s equally vital for a leader to understand the challenges faced by their teams on the ground. This connection ensures that the leader can guide and support their team through challenges while remaining aware of the nuances of day-to-day operations.
Creativity is also a crucial leadership trait. The ability to think outside the box and find innovative solutions to complex problems is essential in today’s competitive environment. Transparency is equally important, especially when navigating through uncertainty or times of crisis. As a leader, it’s important to communicate openly with your team, set clear expectations, and keep them informed about the company’s vision and goals.
Another essential trait is adaptability. Market conditions, technology, and customer expectations are constantly changing, and a successful leader must be able to pivot quickly when necessary. Adaptability also extends to embracing new technologies and understanding their impact on business operations. Finally, humility plays a key role in leadership. Whether in times of success or failure, it’s important to approach both with humility. A good leader learns from their mistakes and celebrates successes by sharing credit with the team.
Accolades & Achievements
- ‘Moving Hearts Award’ (2008): Honored by TNT & WFP for exceptional contributions to CSR initiatives during Cyclone Nargis relief efforts
- DAST Award (2015): Awarded second runner-up position for the Bio Diesel project at the Dubai Awards for Sustainable Transport (DAST) for pioneering sustainability in the UAE
- Top 10 Indian Business Leaders in KSA (2023 & 2024): Recognised twice by a leading publication for leadership excellence in Saudi Arabia
- Leader of the Year – Global Inspirational Leaders (Logistics & Transportation): Recognized by WCRC International and awarded at the House of Commons, UK, by British Parliamentarians for outstanding leadership in logistics and transportation
Q. Given your experience in mergers and acquisitions, what are the most critical factors for a successful M&A integration, particularly in the logistics industry?
The logistics industry has seen a significant amount of mergers and acquisitions in recent years. M&A activities are typically driven by the desire for higher profits, market expansion, and leveraging economies of scale. However, many mergers and acquisitions fail to meet their objectives, and this failure often stems from one key factor: a mismatch in organizational cultures.
In my experience, the culture of an organization plays a central role in the success of an M&A integration. Every organization has its own unique culture, shaped by its values, its people, and its ways of doing business. For a merger or acquisition to succeed, both parties need to complement each other, aligning their cultures toward a common goal. Like a marriage, a merger or acquisition can only thrive when both parties are committed to working together for mutual growth and understanding. Without a cultural fit, even the best strategic or financial plans can unravel.
Q. What are some key projects you have managed throughout your career?
I have managed several impactful projects, including:
- Cyclone Nargis Relief Operations (2008, Bangladesh): Coordinated the transportation of 25,000 metric tonnes of rice in partnership with the World Food Program (WFP) to support disaster relief efforts.
- Bio Diesel Fuel Initiative (2015, UAE): Led the adoption of bio-diesel fuel for the vehicle fleet in the UAE, contributing to sustainability efforts.
- TNT-FedEx Integration (2016-17, UAE): Led the operational integration of TNT with FedEx in the UAE, ensuring a smooth transition post-acquisition.
- 3PL Project for Hotel Room Logistics (2023, KSA): Managed a 70M SAR 3PL project that included freight, customs clearance, warehousing, and installation of hotel rooms in Saudi Arabia.
- BOT RPA Automation Project (2022-23, KSA): Led a project using Robotic Process Automation (RPA) to streamline the customs clearance process in Saudi Arabia.
Q. How do you approach managing operational risks, especially in a market that’s so susceptible to disruptions like global pandemics or geopolitical tensions?
In today’s world, logistics companies face an increasing number of operational risks, particularly from external factors like global pandemics and geopolitical tensions. The COVID-19 pandemic, for example, threw many logistics operations into disarray, with global supply chains severely disrupted. Similarly, geopolitical tensions, trade wars, and other global challenges can have significant implications for the logistics sector.
To manage these risks, we take a proactive and flexible approach. First, we ensure that we have contingency plans in place for various disruption scenarios. Flexibility and agility are key in navigating such unpredictable challenges. Additionally, we maintain open and transparent communication with our customers, setting clear expectations about what they can expect during times of disruption. This helps build trust and keeps the lines of communication open, allowing us to work together toward finding solutions. Being adaptable and prepared for disruptions is crucial to ensuring that we can deliver on our commitments to our customers, even in the face of uncertainty.
Q. In your opinion, what are the most pressing challenges facing logistics companies today, and how should they prepare for the future?
One of the most pressing challenges facing logistics companies today is the ongoing pressure to adapt and evolve in the face of technological advancements. The logistics industry is undergoing significant transformations, driven by technologies like IoT, AI, Digital Twins, and Robotic Process Automation (RPA). These technologies are fundamentally changing how logistics companies operate, from automating processes to providing real-time tracking and data analysis. Companies that fail to invest in these technologies risk falling behind their competitors, who are increasingly using them to improve operational efficiency and enhance the customer experience.
Another key challenge is the continued disruption from external factors like the COVID-19 pandemic and geopolitical tensions. These disruptions have highlighted the importance of maintaining flexible, resilient operations. Companies need to invest in contingency planning, develop agile systems, and adopt technologies that help them better respond to sudden changes in the global landscape.
Q. Looking back at your career, is there any challenge in particular which was highly rewarding and taught you a lot?
Looking back over nearly 30 years in the logistics industry, every day has provided valuable learning experiences. One of the most rewarding and challenging periods in my career was my time as Country Manager in Bangladesh. Arriving in the country in 2005 with limited knowledge of the culture and market dynamics, I had to quickly adapt, build relationships, and improve infrastructure while driving organic growth. This period was both incredibly challenging and incredibly fulfilling. Achieving double-digit growth for five consecutive years was a significant accomplishment and underscored the importance of understanding local markets and working closely with a dedicated team. That experience taught me the importance of resilience, patience, and the value of fostering strong partnerships.
Q. Being in such a demanding position, how do you strike a balance between your personal and professional lives?
I enjoy spending quality time with my family whenever I am off work and am grateful to be blessed with a wonderful one that helps me strike the right balance. My wife is a devoted homemaker and we have three daughters, with the elder two being twins. While one of the twins is pursuing a degree in law with a specialisation in international relations, the other one is building a career in architecture. Our youngest daughter is currently in school.
