Vietnam SuperPort CEO on Shifting U.S. Tariffs and Planning for Uncertainty – News and Statistics

A logistics executive in Vietnam is expressing frustration over the shifting state of U.S. tariffs on Vietnamese goods, according to Fortune. The CEO of Vietnam SuperPort told the publication that tariff levels have changed three times over the course of the year, forcing companies to abandon assumptions of stability.

At the start of the year, tariffs on Vietnamese goods stood at 20%, a level set under an interim trade framework agreed by Washington and Hanoi in October 2025. In February, the Supreme Court struck down the reciprocal tariffs imposed by U.S. President Donald Trump in April 2025 as unlawful, prompting the administration to apply a global 10% tariff on all imports. Since July, most Vietnamese goods have carried a 12.5% import duty following a U.S. Section 301 investigation into forced labor enforcement.

The executive, Yap Kwong Weng, said companies have stopped looking at stability and are now planning for uncertainty. He noted that tariffs could change again, either through ongoing trade negotiations between the U.S. and Vietnam or as a result of further U.S. probes into industrial overcapacity and intellectual property protections.

Yap leads Vietnam SuperPort, a joint venture between Singapore’s family-owned logistics company YCH Group and Vietnamese conglomerate T&T Group. The 83-hectare logistics hub is based in Phu Tho province, north of Hanoi, and sits on corridors linking Vietnam’s electronics manufacturing belt to the Chinese border, where most components originate. The facility is designed so that road, rail, air, and sea transit operate as a single service, allowing an exporter to rely on one predictable route rather than four separate modes.

The SuperPort’s air cargo terminal is already operational. Yap claims monthly revenue has increased fivefold since July, with customers including FedEx, major global forwarders, and top electronics and AI hardware companies. The terminal handles consumer electronics, AI server racks, and networking gear, freight valuable enough for air cargo and sensitive enough to require TAPA certification for security.

The roughly $300 million hub represents a bet that Vietnam can move beyond routine final assembly to become a genuine logistics and value-added base. Yap described his guiding rule as being the most trusted first, an instinct now being tested on a national scale.

The strategy faces two challenges. The first is Washington: whether goods labeled as made in Vietnam keep flowing as tariffs whipsaw and U.S. probes on Vietnam grow in number. The U.S. buys roughly a third of all Vietnamese exports. The second is Hanoi: whether the country can build the infrastructure, energy, and skills needed to sustain its high pace of growth.

1. 1. INTRODUCTION

   Report Scope and Analytical Framing

   1. Report Description
   2. Research Methodology and the Analytical Framework
   3. Data-Driven Decisions for Your Business
   4. Glossary and Product-Specific Terms

2. 2. EXECUTIVE SUMMARY

   Concise View of Market Direction

   1. Key Findings
   2. Market Trends
   3. Strategic Implications
   4. Key Risks and Watchpoints

3. 3. DOMESTIC MARKET SIZE AND DEVELOPMENT PATH

   Market Size, Growth and Scenario Framing

   1. Market Size: Historical Data (2012-2025) and Forecast (2026-2035)
   2. Growth Outlook and Market Development Path to 2035
   3. Growth Driver Decomposition
   4. Scenario Framework and Sensitivities

4. 4. CATEGORY SCOPE, DEFINITIONS AND BOUNDARIES

   Commercial and Technical Scope

   1. What Is Included and How the Market Is Defined
   2. Market Inclusion Criteria
   3. Product / Category Definition
   4. Exclusions and Boundaries
   5. Distinction From Adjacent Products and Substitute Categories

5. 5. CATEGORY STRUCTURE, SEGMENTATION AND PRODUCT MATRIX

   How the Market Splits Into Decision-Relevant Buckets

   1. By Product Type / Configuration
   2. By Application / End Use
   3. By Customer / Buyer Type
   4. By Channel / Business Model / Technology Platform
   5. Segment Attractiveness Matrix
   6. Product Matrix and Segment Growth Logic

6. 6. DOMESTIC DEMAND, CUSTOMER AND BUYER ARCHITECTURE

   Where Demand Comes From and How It Behaves

   1. Consumption / Demand: Historical Data (2012-2025) and Forecast (2026-2035)
   2. Demand by End-Use and Buyer Group
   3. Demand by Customer / Consumer Segment
   4. Purchase Criteria, Switching Logic and Adoption Barriers
   5. Replacement, Replenishment and Installed-Base Dynamics
   6. Future Demand Outlook

7. 7. DOMESTIC PRODUCTION, SUPPLY AND VALUE CHAIN

   Supply Footprint and Value Capture

   1. Production in the Country
   2. Domestic Manufacturing Footprint
   3. Capacity, Bottlenecks and Supply Risks
   4. Value Chain Logic and Margin Pools
   5. Distribution and Route-to-Market Structure

8. 8. IMPORTS, EXPORTS AND SOURCING STRUCTURE

   Trade Flows and External Dependence

   1. Exports
   2. Imports
   3. Trade Balance
   4. Import Dependence
   5. Sourcing Risks and Resilience

9. 9. PRICING, PROMOTION AND COMMERCIAL MODEL

   Price Formation and Revenue Logic

   1. Domestic Price Levels and Corridors
   2. Pricing by Segment / Specification / Channel
   3. Cost Drivers and Margin Logic
   4. Promotion, Discounting and Procurement Patterns
   5. Revenue Quality and Commercial Levers

10. 10. COMPETITIVE LANDSCAPE AND PORTFOLIO POWER

    Who Wins and Why

    1. Market Structure and Concentration
    2. Competitive Archetypes
    3. Segment-by-Segment Competitive Intensity
    4. Portfolio Breadth and Product Positioning
    5. Capability Matrix
    6. Strategic Moves, Partnerships and Expansion Signals

11. 11. DOMESTIC MARKET STRUCTURE AND CHANNEL LOGIC

    How the Domestic Market Works

    1. Core Demand Centers
    2. Local Production and Distribution Roles
    3. Channel Structure
    4. Buyer and Procurement Architecture
    5. Regional Imbalances Within the Country

12. 12. GROWTH PLAYBOOK AND MARKET ENTRY

    Commercial Entry and Scaling Priorities

    1. Where to Play
    2. How to Win
    3. Distributor / Partner / Direct Entry Options
    4. Capability Thresholds
    5. Entry Risks and Mitigation

13. 13. WHERE TO PLAY NEXT: MOST ATTRACTIVE GROWTH OPPORTUNITIES

    Where the Best Expansion Logic Sits

    1. Most Attractive Product Niches
    2. Most Attractive Customer Segments
    3. White Spaces and Unsaturated Opportunities
    4. High-Margin and Underpenetrated Pockets
    5. Most Promising Product Adjacencies

14. 14. PROFILES OF MAJOR COMPANIES

    Leading Players and Strategic Archetypes

    1. Leading Manufacturers and Suppliers
    2. Production Footprint and Capacities
    3. Product Portfolio and Segment Focus
    4. Pricing Positioning and Indicative Price Logic
    5. Channel / Distribution Strength
    6. Strategic Archetypes

15. 15. METHODOLOGY, SOURCES AND DISCLAIMER

    How the Report Was Built

    1. Modeling Logic
    2. Publications, Regulatory and Industry References
    3. Analytical Notes
    4. Disclaimer