Delivering Journeys of Happiness at PCS
PCS began its story in Hanoi in October 2010 with the ambition of connecting Vietnam to international markets. Fifteen years later, it has become one of the country’s fastest-evolving logistics enterprises. With more than 300 employees and operations spanning both Hanoi and Ho Chi Minh City, the company has built strong global routes to Japan, SouthKorea, Singapore, and since 2023, the United States. By partnering with major international carriers including DHL, UPS, and FedEx, PCS now reaches over 220 countries, offering cost savings of up to 30 percent for clients and an on-time delivery rate of 99 percent.
This blog post is part of 80+ case studies of progressive organizations we created for the ZeroDX awards 2025. These organizations embody the principles of RenDanHeYi in their work structures:
Zero Distance to customer: Decision what to build is based on insights from the marketplace
Autonomy: Small teams with full decision-making autonomy enable speed in execution
Shared Rewards: Everyone in the micro-enterprise participates in its financial success.
From the outset, PCS positioned itself not only as a logistics operator but also as an organisation built around people. Its guiding motto was to “sow human values and deliver journeys of happiness,” and this outlook has shaped every stage of its expansion. Services have grown to include domestic parcel delivery, warehouse management, and cross-border e-commerce logistics, as well as specialist transport for high-value items such as VinFast EV batteries. In August 2025, the company will introduce halal logistics, establishing processes that meet strict hygiene and compliance standards for Muslim markets worldwide.
A major shift took place in 2019, when PCS entered domestic delivery and began reshaping how it organised itself. Supported by Teal Unicorn, the company introduced Open Management practices that moved away from reliance on top-down control. Employees across different functions were encouraged to identify challenges, propose ideas, and trial improvements. Short collaborative projects brought together people from operations, sales, and technology to respond rapidly to customer needs. Many of the most successful service innovations came from these frontlineinitiatives, including new logistics offerings for niche industries and leaner ways of running warehouses.
The company’s philosophy places both customers and employees at the core of decision-making. Management discussions are consistently guided by two questions: will this improve the customerexperience, and does it create value for staff? This dual focus has helped PCS maintain close connection with its users and reflects the RenDanHeYi principle of zero distance, ensuring that employees act directly on customer feedbackand shape services in real time.
Leadership also changed in nature. Rather than evaluating people on compliance with orders, managers turned their focus to developing skills and enabling participation. Day-to-day work was coordinated through short stand-ups, visual boards, and open conversations. At the same time, PCS’s proprietary warehouse and order management systems provided real-time data across the organisation, ensuring that those closest to issues had the information needed toact. This shift embodies the RenDanHeYi emphasis on transparency and accountability, with leaders held responsible by the teams they serve.
Rigid departments gave way to small, mixed teams that could shift towards the areas where they were most needed.Goals and progress were made transparent so that every group could see how its contribution linked to the larger mission. Employee development became continuous, combining technical training with mentoring and a Shu-Ha-Ri framework that encouraged people to move from learning rules, to adaptingthem, and ultimately to innovating. These practices align with RenDanHeYi’s focus on enabling colleagues to evolve into creators of value rather than followers of instructions.
Externally, PCS began treating international carriers, local providers, and overseas fulfillment centres as part of an extended value network. By sharing information and co-designing solutions, it reduced customs bottlenecks and accelerated delivery times. This collaborative approach mirrors the RenDanHeYi platform principle, where ecosystemsare built through trust, openness, and shared benefit.
The internal culture changed just as visibly. Old patterns of secrecy and finger-pointing gave way to openness and collaboration. Instead of competing for separate targets, the company merged six profit-and-loss accounts into a single shared P&L. Performance was assessed collectively, with success measured by value delivered to customersand the organisation as a whole. Thirty-three percent of annual profit is distributed among employees, strengthening fairness and giving everyone a tangible stake in long-term success.
By 2025, PCS had evolved into a logistics ecosystem with global reach. Its ePacket service became a flagship offering, enabling Vietnamese businesses to access US, European, and Korean markets through platforms such as Amazon, Walmart, TikTok Shop US, and Wayfair. Fulfillment hubs were established in California, Incheon, and Hertfordshire, alongside domestic centres in Bình Dương, Ho Chi Minh City, and Hanoi. All of these are managed withPCS’s own digital systems to ensure precision, transparency, and speed. At the same time, the upcoming halal logistics service reflects PCS’s ability to identify new opportunities and design solutions that respond to specific customer needs. These concrete achievements illustrate how the company has embedded RenDanHeYi principles: staying close to customers, integrating partners into its platforms, decentralising action, and sharing results across the organisation.
Fifteen years after its founding, PCS has built not just a logistics network but a people-centred system. In its own words, it continues to sow human values and deliver journeys of happiness.
