Malaysia’s logistics landscape has transformed rapidly over the past two decades, shaped by expanding trade flows, accelerating digitalisation and the rise of e-commerce. As VHL Logistics Sdn Bhd entered its 18th year, its trajectory reflected how a mid-sized operator could build enduring strength by recognising opportunity within a shifting economic environment.
Founded in 2008 under the VH Group, VHL steadily evolved into a trusted operator within Malaysia’s logistics ecosystem. Leading the organisation was Eric Lim, who oversaw a 108-strong workforce spanning forwarding, haulage, warehousing, breakbulk vessel management, e-commerce distribution and customs clearance.
The group’s capabilities covered Less-than-Container Load (LCL) freight shipping, breakbulk handling, heavy-lift chartering and out-of-gauge cargo solutions, supported by warehouse facilities in Pulau Indah, container haulage fleets and direct ownership of maritime assets under the VH Group. This integrated structure enabled VHL to serve industries that required end-to-end visibility and operational reliability.
According to Lim, VHL’s distinct advantage lay not in its size, but in its ability to deliver a coordinated and dependable logistics ecosystem—one he described as capable of supporting clients through shifting conditions.
Built from real industry pain points
Lim’s entry into logistics was shaped by insights from his early career in shipping, where he witnessed recurring operational bottlenecks: congested ports, volatile schedules, unpredictable weather and geopolitical headwinds that could reroute global trade overnight. These disruptions, he noted, were not anomalies but structural realities.
Guided by his mentor, VH Group founder Simon Wong, he was encouraged to view logistics as a sector in need of new thinking—particularly in how data was used, how workflows were designed and how customers were kept informed.
It was in this environment that Lim recognised a persistent gap: customers often faced delays without clear information, leaving them uncertain while operators focused on internal adjustments.
That realisation formed the foundation of VHL’s early blueprint, which centred on transparency, reliability and a customer-first mindset. From its earliest days, the company embedded real-time digital tools—GPS tracking, planning systems and fully digital documentation—into its operations. These were not merely upgrades; they became the infrastructure that shaped how VHL worked and the standard by which it sought to differentiate itself.
A journey of strength
Throughout VHL’s 18-year journey, every milestone was shaped not only by strategy but by the people who believed in the company’s purpose even when the odds were uncertain.
2008 — During one of the most challenging periods for global trade, VHL advanced rather than retreated, expanding to Ipoh amid a global economic downturn and demonstrating the resilience that would anchor its early growth.
2014 — The company took a major step forward by venturing into vessel operations through Hallmark Symphony, investing in two breakbulk vessels—Rainbow Symphony and VF Glory—and becoming one of the few medium-sized Malaysian operators with owned maritime assets.
2018 — VHL deepened its operational integration by acquiring Perwira Logistik, bringing licensed haulage and warehousing under direct control and strengthening coordination across the logistics chain.
In the same year, the group expanded into the fast-growing e-commerce segment with the launch of VH SCL, introducing specialised fulfilment, customs clearance and domestic distribution services to support the rapid rise of online retail.
Most recently, in July 2025, VHL Logistics Sdn Bhd was honoured with the Golden Bull Award 2025 – Outstanding Bull Award at the gala held at One World Hotel. As one of Malaysia’s most respected SME accolades, it recognised organisations that demonstrated strong growth, resilience and innovation.
This achievement reflected VHL’s disciplined operations and the dedication of its team, clients and partners, reinforcing the company’s commitment to elevating logistics standards across the region.
Together, these achievements charted a steady progression from a modest logistics outfit to a fully integrated operator with the capacity to navigate shifting trade realities. They also signalled a company consistently willing to evolve its capabilities in step with the demands of a more complex supply chain landscape—an approach that positioned VHL for the next phase of regional growth.
Anchored by principles
Lim attributed VHL’s stability to four core principles: partnership, commitment, operational discipline and integrity. These values were reinforced by a leadership structure of seven directors who oversaw specialised logistics segments. “Logistics involved too many moving parts for a centralised system. Each segment needed leaders who understood daily challenges,” he noted.
Building on these foundations, VHL’s growth was driven by value creation for existing clients. Exporters who began with basic services often expanded their engagement to warehousing, import operations or customs clearance once trust had been established. In an export-led economy like Malaysia’s, this relationship-centred approach became a significant competitive advantage.
At the same time, the industry landscape continued to be shaped by geopolitical shifts, policy changes and weather-related disruptions. These pressures heightened the demand for real-time communication, prompting VHL to issue continuous updates—from cargo tracking to regulatory alerts—through WhatsApp and other channels so clients could manage risk more effectively.
Sustainability then emerged as another priority within the company’s long-term strategy. VHL adopted solar technology, energy-efficient lighting and responsible packaging practices, aligning itself with wider efforts to reduce environmental impact. For Lim, industry recognition was encouraging but not definitive. “The aim was to build systems that lasted,” he said.
Lessons for entrepreneurs from an 18-year climb
As VHL moved into its next decade, its priorities included strengthening digital capabilities, improving operational systems and investing in talent. Lim believed the fundamentals of business endurance remained constant: “Strong systems, strong teams and a clear direction formed the base.”
His reflections offered a practical message to entrepreneurs:
Build meaningful partnerships – sustainable growth emerged from strong relationships, not solo efforts.
Adopt digital and green transitions early – technology and sustainability reduced business risk and strengthened long-term competitiveness.
Measure what truly matters – operational clarity, performance data and customer experience drove progress more effectively than short-term gains.
Support your frontline – frontline workers understood real-world challenges and were essential to shaping practical solutions.
VHL’s 18-year journey stood as a reminder that progress did not require dramatic scale or perfect conditions. It required clarity, discipline and a willingness to evolve.
As Malaysia’s logistics sector continued to transform, VHL Logistics aimed to contribute to a more transparent, technologically enabled and reliable supply chain—one built on systems that endured and leadership grounded in experience.
Find out more about VHL Logistics and the wider VH Group via the group’s official website.
This series of Business Stories is in collaboration with BMI.
The views expressed here are those of the author/contributor and do not necessarily represent the views of Malaysiakini.
