The Head of Transport at Sunbeth Shipping & Logistics, Musa Abdul, speaks with BENJAMIN ALADE on the critical issues shaping distribution and haulage, from fleet reliability and maintenance to technology, driver development, and the transition towards greener transportation.

How critical is distribution to the success of a business, and why should companies treat it as a strategic issue rather than simply a logistics function?

Distribution is a crucial part of any business that wants to thrive. You can produce a product, but if you cannot get it to the right market, you cannot turn that production into revenue. It is all connected. You produce, distribute, sell and replenish. If distribution is not properly planned, you can have stock sitting in one location while another market experiences shortages.

Businesses need to think about where their products are required, how they will get there and how reliably they can be delivered. Distribution should be part of the business plan, not an afterthought.

What are the major business consequences when distribution is poorly planned?

You can have too much stock in one location and not enough in another. Products can sit for too long and become obsolete, while customers in another market are unable to find what they need. It can also create bottlenecks between production and sales. When distribution is properly planned, the business is better positioned to respond to demand.

Beyond simply moving goods from one point to another, how does transportation influence customer experience and business growth?

It comes down to the customer’s experience throughout the delivery process. We have received feedback from customers about the reliability of our trucks, the professionalism of our drivers and the condition in which products arrive.

Delivering on time and in full is also important.

The driver is an ambassador. The customer may not see everyone behind the operation, but they see the truck and the person delivering the product. When you consistently deliver a good experience, customers have a reason to continue doing business with you.

What distinguishes a logistics provider that simply transports goods from one that becomes a strategic partner to its customers?

You need to understand the customer’s business and respond as their needs change. Cost is important, but it cannot be the only consideration. A good logistics partner should help the customer meet their own commitments and, ultimately, satisfy their customers.

Sometimes, that means having conversations about changing demand, moving resources or finding a better way to use available capacity. It is about building a relationship beyond a single transaction.

Reliability is often promised by logistics operators, but maintaining it consistently can be challenging. What does it take to achieve it?

One of the things we have prioritised in our company is our maintenance culture. We maintain our trucks ourselves, so we have a clear understanding of each vehicle’s service and maintenance history. We also monitor mean time to repair, mean time to breakdown and work to return vehicles to operation as quickly as possible.

Our trucks operate across different parts of the country. So, fleet availability is critical. Reliability means having a truck that is ready to do the job when the customer needs it.

What operational advantage does maintaining your fleet in-house provide for you?

We know the history of each truck; we maintain the records, and we control the repair process. Where parts are required, we use Original Equipment Manufacturer (OEM) parts. It also helps us reduce downtime.

If a truck needs attention, we can respond quickly rather than depending entirely on a third party. Ultimately, the goal is to keep the fleet available and ready for operations.

How is technology changing the way haulage operations are managed?

Technology gives you visibility. When a truck is on the road, you need to know where it is and what is happening along the journey. Tracking allows you to monitor the operation in real time and respond when something goes wrong.

As the fleet grows, that visibility becomes even more important because you are managing more trucks, drivers and customer requirements.

What should businesses actually measure when assessing the performance of their logistics partners?

They should look beyond whether the product simply arrived. Was it on time? Was it delivered in full? Did it arrive in good condition? Was the customer satisfied?

We pay attention to these things. Our customer complaints are relatively low, and most of our deliveries are on time and in full. We also engage our drivers regularly and use their feedback to identify areas for improvement.

Sustainability is becoming an increasingly important issue in transportation. How do you see this affecting the future of haulage?

It is becoming increasingly important. We are looking to increase the use of CNG trucks to reduce emissions and manage operating costs. Going green is not only about the environmental impact. There is also a business case because greater efficiency can help reduce costs.

Beyond fleet and technology, what human-capital issues must the industry address?

Driver development is one area. There is a need for more structured driver training in Nigeria. Drivers are ambassadors. So, they need to be properly trained, disciplined and equipped to represent the organisation well.

We also need to continue looking at greener transportation and stronger operational systems. These will shape the future of the industry.