INTERVIEW WITH LUBOS LUKAC FROM QCS - QUICK CARGO SERVICE
- barboraarendasova
- 3 days ago
- 6 min read
Lubos Lukac, CCO and Regional Managing Director for Central Eastern Europe and the UK of the QCS Group
With a career focused on the development and management of the global Freight Forwarding network, Lubos is a key leader in the company's expansion and growth across highly demanding markets, bringing a deep perspective on air and ocean cargo.
His expertise, grounded in Management and Economics and consolidated through directorships in Europe, centers on building structure, motivating teams, and cementing strategic alliances under the conviction that global business relies on credibility, mutual respect, and culture. As an active member of key alliances like WOF, his approach integrates operational improvement and product development with a resilient and adaptable network strategy.
In this interview, he shares his insights on how the human factor and trust sustain alliances in international logistics, the cultural impact of digitalization on the forwarder, and a comparative analysis between the rigor of Central Europe and the resilience of Latin America against the challenges of global trade, highlighting the forwarder's role as a solutions designer in a collaborative ecosystem.
From International Education to Global Logistics Leadership
Your career combines management, economics, and international trade, with solid experience in regional leadership positions within the logistics sector. Which aspects of your education and early professional experiences shaped your understanding of logistics as a global business? Looking back, was there any project, challenge, or turning point that defined the direction of your career and led you to the role you hold today?
"My academic background in management and economics—shaped through studies in the UK, Czech Republic, and Slovakia—gave me a structured understanding of international business fundamentals. However, it was my early exposure to international trade that truly shaped my view of logistics as a connector of global economies. Working across different positions and markets taught me that logistics is not only about transport—it’s about people, trust, solutions, timing, and the ability to use the right systems and partners effectively. A key turning point in my career was joining QCS Quick Cargo Service, where I had the opportunity to expand our offices across Central and Eastern Europe. Supporting the QCS Group and helping to build new entities gave me a deep appreciation for what makes a business sustainable. The family-oriented culture and strategy focused on helping people grow remain core pillars that continue to guide me today."
Building International Networks and Strategic Alliances
Throughout your career, you’ve been part of organizations with strong global presence and have participated in their expansion into new markets. What do you consider the key factors for building solid and sustainable partnerships within the international logistics ecosystem? In particular, how do you assess opportunities in emerging markets, and what role do trust, adaptability, and shared vision play in the success of these alliances?
"Partnerships in logistics rely less on contracts and more on credibility. The key is to build networks based on shared values, mutual respect, and a long-term view of cooperation. When assessing opportunities in new or emerging markets, I focus on three factors: local reliability, market potential, and cultural fit. Trust and adaptability are what turn transactions into partnerships. Equally important are the right people and the right culture — one that motivates talented individuals to challenge the current environment and drive business development. Brave and enthusiastic people need space to prove themselves and grow. Success in building alliances also depends on spending time in the field: traveling to meet partners and customers, engaging in open discussions, and identifying areas where we can truly help each other. Ultimately, trust with business partners who bring new challenges and opportunities is what pushes us to raise the bar and explore new territories. When more people share this same mindset, that’s when we move beyond simple cooperation — and start creating real alliances."
Commercial Transformation and Digitalization in Freight Forwarding
Technological progress is reshaping traditional freight forwarding models—from commercial management to operational traceability. How do you see the real impact of digitalization on efficiency and service quality within the logistics sector? And complementarily, which technologies or approaches do you find most relevant to balance automation, customer experience, and commercial competitiveness in an increasingly demanding global environment?
"Digitalization has already proven its value in visibility and data accuracy, but its biggest impact is cultural—it pushes organizations to rethink their processes and decision-making speed. Technology should simplify, not complicate. At QCS, we focus on combining automation and human expertise, using tools that enhance efficiency while maintaining a personalized customer approach. The right balance lies in using technology as an enabler, not as a replacement for relationships. For many years, digitalization felt like a “cloud in the air,” with companies unsure how to approach it. Today, we clearly see the tangible impact of quotation platforms and automation tools, which are reshaping how we work. Speed and HR cost optimization have become crucial to staying competitive. Larger organizations will face major P&L challenges as they adjust staff levels, services, and market focus, while smaller players will thrive by specializing in niche segments—offering added value, expertise, and the human touch that technology alone cannot replace."
Logistics Trends in Central Europe and Latin America
Your experience gives you a close view of two very different, yet increasingly interconnected, logistics realities. In your opinion, what are the main differences and points of convergence between the logistics models of Central Europe and Latin America? And in that sense, which lessons or practices from the European ecosystem do you think could successfully be applied in LATAM to improve efficiency, sustainability, and regional connectivity?
"Central Europe is characterized by structured processes, strong compliance, and high infrastructure standards, while Latin America shows impressive resilience, creativity, and flexibility. The convergence point between both regions lies in digital transformation and regional connectivity. LATAM can benefit from Europe’s approach to standardization and sustainable logistics models, while Europe can learn from LATAM’s agility in adapting to volatility and complex markets. Central Europe remains deeply connected to Germany—not only through trade but also through shared working standards and industrial culture. The automotive industry, in particular, has been a major driver shaping the growth of Central and Eastern Europe, supported for years by strong import flows from China and exports to North America. However, these trade patterns are gradually changing. Europe will face increasing challenges in sustaining growth under new geopolitical and cost conditions, while Latin America still holds greater potential for expansion. Unlike Europe, LATAM lacks a unifying structure such as the EU, which has provided weaker economies with access to development funds and integration opportunities. This absence makes it more difficult to create a comparable ecosystem of collaboration. Nevertheless, the current global trade shifts and emerging supply chain realignments—especially involving China—may open new windows of opportunity for Latin America to strengthen its position in global logistics networks."
Strategic Closing: Leadership and Collaboration in Global Freight Forwarding
In your current role at QCS and as an active member of WOF Alliance, you combine the technical side of forwarding operations with the strategic building of global collaborative networks. From that dual perspective, what technical and strategic changes do you believe are transforming how forwarders operate and interact with each other? And looking ahead, how do you envision the evolution of international alliances—like WOF—in process standardization, digitalization, and overall competitiveness in the global logistics sector?
"The logistics industry is moving toward greater collaboration, transparency, and specialization. Forwarders are no longer just service providers—they are becoming solution designers who connect technology, people, and processes to create real value. The most successful companies will be those able to integrate digital tools, sustainability principles, and human networks into a single, cohesive ecosystem. Alliances like WOF play a critical role in this transformation. By operating on a semi-exclusive or exclusive model, WOF creates bridges between independent forwarders, sets common standards, and helps mid-sized players stay competitive against global giants through cooperation, digitalization, and shared innovation. Beyond that, WOF provides access to strategic markets in Central and Eastern Europe as well as Latin America, offering members unique opportunities for collaboration. The focus on curated events with customers and trade experts fosters a more focused, quality-driven environment—where genuine partnerships and business development take precedence over scale alone"
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