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Following real estate and energy, T&T Group, led by Do Quang Hien, is accelerating in the logistics race through a series of port projects, dry ports, expressways, airports, and air cargo transport. The group’s ambition is to participate more deeply in solving Vietnam’s logistics and infrastructure challenges.
According to SHS’s Vietnam logistics industry report, Vietnam’s logistics costs are currently about 16% of GDP, well above the 10–12% range seen in many ASEAN economies. The report also highlights an imbalanced transport mix: road transport accounts for nearly 80% of total goods volume, while inland waterways and railways remain underutilized.
SHS argues that the core issue in Vietnamese logistics is not mid-term growth, but the structure of the overall system. As the State cannot shoulder all infrastructure investment, the private sector’s role becomes decisive. In this context, T&T Group is described as an early mover into the logistics core through concrete projects and a long-term investment perspective aligned with national strategic infrastructure.
The SHS report for 2025 points to a paradox: demand is rising rapidly, while system capacity cannot keep pace.
For 2025–2029, logistics is forecast to grow at 6–7% per year, driven by exports, e-commerce, and foreign direct investment. E-commerce is estimated at about USD 31 billion in 2025 and is projected to grow at double-digit rates in the coming years, raising logistics requirements for faster, more reliable, cost-effective movement of goods with scalable capacity.
The sector continues to face several bottlenecks. The road network still dominates nearly 80% of goods, limiting the ability to reduce logistics costs sustainably despite improvements in individual segments. Lower-cost modes for bulk transport, such as inland waterways and rail, have not fulfilled their potential due to a lack of integrated logistics centers and coherent connectivity. The outcome is a “growth-constrained” logistics landscape, where demand grows quickly but supply-chain organization lags.
A decisive bottleneck is the limit of public investment. The 2025–2035 period is identified as a new cycle of logistics infrastructure investments, including large-scale projects such as Long Thanh International Airport, the Lao Cai–Hanoi–Hai Phong railway, and networks of expressways, belts, and regional logistics hubs. As the State shifts toward creating conditions and institutional frameworks for infrastructure development, many projects are implemented through socialization, with private enterprises leading investment and execution and improving financial management and asset utilization.
Within this framework, logistics becomes less about optimizing isolated projects and more about testing system-wide implementation capability, with private sector players such as T&T Group increasingly taking a direct role in addressing Vietnam’s logistics structure.
In 2015, T&T Group became a strategic shareholder of Quang Ninh Port. Rather than treating the port as an independent asset, T&T repositioned Quang Ninh Port within the northern logistics network. Within a year of T&T’s involvement, cargo throughput through the port rose about 30%, handling throughput increased 33%, revenue grew 31%, and profits rose as much as 280%. The port also began sharing pressure with the Haiphong port system, helping improve throughput capacity in Vietnam’s key northern economic region.
After more than a decade of restructuring, Quang Ninh Port’s role in northern logistics has grown. In 2025, throughput exceeded 11 million tons, revenue was around VND 702 billion, and profit was nearly VND 165 billion—the highest since the port’s founding in 1977. The port holds more than 90% market share in port and logistics services for bulk agricultural products in Cai Lan and northern Vietnam, while gradually expanding from a loading hub into an integrated logistics center.
In 2018, T&T Group partnered with YCH of Singapore. YCH proposed creating a regional smart logistics network called Vietnam SuperPort, aligned with T&T’s vision. The project is described as distinguished by an integrated multi-modal approach rather than operating as a traditional warehouse and distribution center. Road, rail, inland waterways, and high-tech logistics are organized within a single connected framework aimed at reducing transport costs and improving the efficiency of moving goods at scale.
The project uses technologies including robot sorting, artificial intelligence, autonomous vehicles, and an extended warehouse model to optimize operations and strengthen supply-chain connectivity. Over the long term, it is expected to raise national logistics capacity and gradually reduce Vietnam’s logistics costs toward the level of leading regional logistics hubs.
T&T also aims to establish logistics centers that coordinate at regional scale rather than functioning only as local hubs. On the Hanoi–Lao Cai–Hai Phong axis, ICD Vinh Phuc is highlighted as a potential regional and national point to reorganize goods flows rather than merely a local transshipment site.
In the north, Quang Ninh Port and Nam Phuc Tho Industrial Zone (Hanoi) are described as anchoring flows to distribute traffic more evenly. In the south, the nearly 200-hectare Vam Co Industrial Park near An Giang is presented as a similar approach, integrating industrial zones with logistics, processing, and high-value supply chains.
In the Central region, T&T’s participation in the Bao Loc–Lien Khuong Expressway is cited as a key link in reconfiguring regional logistics connectivity. Once completed, the road is expected to improve connections between the Central Highlands and port complexes, regional logistics hubs, and export chains for agricultural and aquaculture products, reducing costs and reorganizing supply chains.
Beyond land-based logistics, T&T expands its logistics architecture to air transport, reflecting the growing importance of high-value exports and cross-border e-commerce. Quang Tri Airport in central Vietnam is described as nearing completion and positioned as a multi-modal logistics hub for the region, linking aviation with port, road, and rail networks in the future.
Operationally, T&T’s strategic stake in Vietravel Airlines is presented as supporting the development of a sea–land–air logistics structure in a context of rising demand for high-value cargo and cross-border e-commerce.
Data cited in the article shows Vietravel Airlines’ air cargo segment growing. In Q3 2025, air cargo volume reached about 1,025 tons; by Q4 2025 it more than doubled to 2,332 tons. In Q1 2026, despite Tet holidays and aircraft maintenance, cargo volume remained above 2,100 tons. The fleet is also planned to expand to 12 aircraft by the end of 2026, enhancing cargo and passenger transport capacity.
The article argues that most components in which T&T Group participates are long-investment-cycle infrastructure sectors requiring substantial capital and governance—areas that fewer private firms pursue over extended periods.
It also notes lessons from top Asian logistics hubs such as Singapore and Dubai, where national logistics strength is built not through single projects but through the ability to organize a multi-modal network at scale. These models, the article says, were developed by firms participating concurrently in infrastructure, logistics, and supply-chain organization.
Looking at T&T Group’s path, the article suggests Vietnam is beginning to see private enterprises take a deeper role in creating integrated logistics infrastructure rather than investing in isolated components. This is presented as a key condition for gradually reducing logistics costs, boosting supply-chain competitiveness, and moving closer to Vietnam’s aspiration to become a regional transshipment hub.
Founder and CEO Do Quang Hien is quoted as saying: “Logistics is the lifeblood of the economy, and if Vietnam wants to break out, it must become a regional distribution hub.” The article frames the group’s ecosystem as an example of how a private enterprise can address key bottlenecks in the sector.
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