Vic Cheung's Vision for Automotive Innovation

Vic Cheung’s Vision for Automotive Innovation In the wake of global supply chain disruptions and an unprecedented surge in demand for third-party logistics (3PL) services, few leaders have navigated the turbulent waters as effectively—or strategically—as Vic Cheung. As CEO of KLN, one of Asia’s most dynamic logistics providers, Cheung has not only steered the company through the pandemic but also redefined its trajectory, placing innovation at the heart of its future, especially within the rapidly evolving automotive sector.

From his modest beginnings founding a freight forwarding firm in 1990 to joining KLN in 2016, Cheung’s journey is one of resilience, foresight, and adaptability—qualities that have become the hallmark of his leadership. Today, with KLN operating in 59 countries and managing a diverse portfolio from e-commerce to industrial logistics, Cheung is setting his sights on automotive innovation, recognizing it as a pivotal frontier in the 3PL space.

We sat down with Cheung to explore how he's transforming KLN into a leader in automotive logistics, what it takes to lead during times of disruption, and why innovation isn’t just about technology—it’s about mindset.

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our publication: You took over as CEO of KLN during one of the most challenging periods in modern business history—the onset of the pandemic. How did you approach leadership under such uncertainty? Vic Cheung: Leadership during a crisis isn’t about having all the answers; it’s about creating the environment where your team can find them. When I stepped into the CEO role, the world was in flux. Supply chains were collapsing, customers were panicking, and internal operations were under immense pressure.

My approach was simple: transparency and unity. I made sure communication was constant, honest, and two-way. We held weekly town halls, shared real-time updates, and encouraged teams across regions to collaborate. In logistics, you don’t solve problems in isolation—you solve them together. That’s always been my philosophy.

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CSM: The 3PL market is projected to more than triple by 2032. What strategic moves did KLN make early on to position itself for that growth? VC: Timing is everything, but so is clarity. While the 3PL boom caught many off guard, KLN had already begun diversifying its core capabilities years prior. We expanded beyond traditional freight forwarding into integrated logistics (IL), contract logistics, and project-based solutions. These aren’t just add-ons—they’re foundational shifts that allow us to be partners, not just service providers.

We also invested heavily in digital infrastructure. Automation, real-time tracking, predictive analytics—these tools became non-negotiable. But more importantly, we focused on integration. Technology alone doesn’t win markets; seamless execution does.

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CSM: One area where you’ve placed significant emphasis is automotive logistics. Why is this sector so critical for KLN’s future? VC: The automotive industry is undergoing a revolution. Electrification, autonomous driving, shared mobility—these trends are reshaping the entire value chain. And with that transformation comes complexity. EVs require specialized handling, cold chain storage for batteries, and precision in cross-border movement. Traditional logistics models don’t cut it anymore.

KLN recognized this shift early. We began tailoring our end-to-end supply chain offerings to meet the unique needs of automotive manufacturers—from raw material sourcing to final delivery. Whether it’s lithium-ion battery transport or just-in-time parts delivery to assembly plants, we’re building systems that are agile, secure, and scalable.

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CSM: How do you ensure innovation isn’t just a buzzword at KLN, especially in a sector as complex as automotive logistics? VC: Innovation isn’t something you announce—it’s something you embed. At KLN, we’ve built innovation labs within our regional hubs, bringing together engineers, data scientists, and logistics experts. We test new ideas in controlled environments before rolling them out globally.

One recent example is our smart warehouse initiative, which uses AI-driven inventory management and robotics to optimize throughput in high-volume facilities. This wasn’t born in a boardroom—it emerged from frontline feedback.

We also partner with startups, universities, and even clients to co-create solutions. Innovation thrives in ecosystems, not silos.

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CSM: With KLN operating across 59 countries, how do you manage cultural and operational differences while maintaining consistency in service delivery? VC: Asia isn’t a monolith. Every country—and often every province—has its own rhythm. In China, for instance, consumer behavior and regulatory frameworks can vary dramatically between Shanghai and Guangzhou. You have to respect those nuances while still aligning around shared goals.

We tackle this through localization with global standards. Local teams are empowered to make decisions based on their market realities, but they operate within a unified framework that ensures quality and compliance. It’s a delicate balance, but it’s essential for scale.

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CSM: You once compared integrated logistics to farming and international freight forwarding to hunting. Can you elaborate on that analogy and how it influences your strategy? VC: (laughs) Yes, that was a metaphor I used internally to explain the difference in approach. In integrated logistics, you’re planting seeds. You build long-term relationships, invest in infrastructure, and wait for compound growth. It’s patient, methodical work.

IFF, on the other hand, is like hunting. It’s fast-paced, reactive, and highly situational. You need agility, intuition, and the ability to adapt quickly. Both require different skill sets and mindsets.

At KLN, we’re cultivating both. Our strength in IFF gives us speed and reach, while our IL operations provide stability and scalability. Together, they give us a full toolkit for serving clients across industries, including automotive.

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CSM: You mentioned earlier that you streamlined KLN’s Express business to focus on core strengths. What lessons did that teach you about strategic prioritization? VC: That decision wasn’t easy, but it was necessary. We looked at performance, resource allocation, and market positioning—and realized that chasing every opportunity was diluting our impact. By divesting or restructuring non-core assets, we freed up capital and attention to double down on what we do best.

It’s a lesson I carry into every strategic discussion: focus sharpens power. Whether it’s entering new markets or launching new services, we ask ourselves: Does this align with our strengths and long-term vision?

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CSM: Looking ahead, what excites you most about the intersection of logistics and automotive innovation? VC: The potential for sustainability is what gets me excited. The automotive industry is under massive pressure to reduce emissions, and logistics plays a huge role in that. We’re already piloting electric delivery fleets, carbon-neutral warehousing, and green corridors for cross-border shipments.

But beyond environmental impact, there’s a broader vision: creating intelligent, responsive, and resilient supply chains that support the next generation of mobility—whether it’s electric vehicles, flying taxis, or smart city infrastructure.

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CSM: As someone who started with a small freight company and now leads a global enterprise, what advice would you give to aspiring logistics leaders? VC: Stay curious. The logistics landscape changes fast, and if you’re not learning, you’re falling behind. Embrace discomfort—it’s where growth happens. And never lose sight of the human element. Behind every shipment, every milestone, there’s a person making it happen. Treat them well, and they’ll move mountains for you.

Also, don’t wait for permission to innovate. If you see a problem that needs solving, take initiative. That’s how careers—and companies—are built.

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CSM: Finally, what does success look like for KLN under your leadership five years from now? VC:** I want KLN to be synonymous with innovation, reliability, and thought leadership in logistics—especially in sectors like automotive that are redefining the future. We’re not just moving goods; we’re enabling progress. If we can continue to anticipate change, empower our people, and deliver value in ways others can’t, then we’ll have achieved something meaningful.

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In a world where speed and adaptability define competitive advantage, Vic Cheung stands out as a visionary leader who understands that true innovation begins with clarity of purpose and a commitment to collaboration. Under his guidance, KLN is not just responding to the future—it’s shaping it, one shipment at a time.