It is widely acknowledged that the Islamic Republic of Iran, by virtue of its unique geostrategic position and direct access to major production and consumption markets in both the East and West, as well as the North and South, is recognized as a vital global transit corridor. However, as is evident, the development of infrastructure and facilities has not kept pace with this advantageous positioning. In proportion to its significant potential, there are notable deficiencies in administrative, operational, executive, and at times political capacities, particularly in terms of equipment and infrastructure.
These gaps necessitated the initiation of a major undertaking to address such challenges. It was in this context that the Tarabar Iranian Development Investment Group (TTI) entered the field following extensive research and on-site assessments. The Group embarked on substantial and diversified investments across all modes of transport—including road, sea, air, and rail—as well as related industries, with the mission of playing a decisive and dynamic role in revitalizing Iran’s transportation sector.
Among the key enterprises founded by TTI was Khate Saba International and Domestic Transportation Company. Established in mid-2010 with an initial investment exceeding 500 billion IRR, the company originally operated under the name “Khat-e Sabz.” It launched operations with a fleet of 250 state-of-the-art proprietary trucks and 500 semi-trailers of various types, including container carriers, side-loaders, tankers, dumpers, and curtain-side trailers, to meet the diverse demands of the market. In 2011, the company rebranded as Khate Saba.
The year 2012 marked a period of intense activity and rapid growth for Khate Saba. Owing to diligent efforts and divine favor, the company quickly rose to become one of the most prominent names in Iran’s transport sector, earning the trust of commercial and economic stakeholders and solidifying its reputation as a reliable brand in the industry.
The same year proved to be a turning point of prosperity for Khate Saba, as it successfully obtained official permits to operate in the domestic transportation market in addition to its international operations. This dual capability positioned the company as one of the few transportation firms in Iran authorized to issue both domestic and international consignment notes—an achievement that places it among the top-tier logistics companies in the country.
To enhance its service delivery and geographic reach, Khate Saba established operational branches and agencies in key logistics hubs such as Bandar Abbas, Bandar Imam Khomeini, and Akbarabad Terminal (Nasim Shahr). These strategic expansions enabled the aggregation and organization of a wide network of independent truck owners under the company’s umbrella, further reinforcing Khate Saba’s position as a major player in the industry. The company continues to extend its branch network across most major freight centers nationwide.
From inception, Khate Saba was designed to function as a corporate fleet-based transportation company. This vision aimed to overcome the fragmented nature of Iran’s transportation industry, where over 90% of fleets are privately owned by individual operators, resulting in systemic inefficiencies and lack of centralized planning. The entrenched, outdated “garage-based” model of operation has impeded modernization and continues to limit the utilization rate of available freight capacity—estimated at only 50%.
A more detailed discussion on transitioning from traditional to modern transport models, including corporate ownership of fleets, will be presented in subsequent sections.
Initial Investment
It is evident that one of the main barriers to corporate ownership of fleets is the substantial capital investment required—exacerbated by the lack of financial support from the banking system or the presence of minimal support with excessively high interest rates. These factors render investments in the hardware components of the transport industry economically unfeasible for many.
TTI, as a specialized holding group, fully understood these obstacles and, backed by comprehensive strategic planning, facilitated the formation of Khate Saba in 2010 with an initial capital investment of approximately 500 billion IRR. This allowed for the creation of a robust and economically viable road transport company, which today stands as a successful model for corporate fleet ownership in Iran’s transportation community. As the company’s operations have expanded, additional capital injections have also been made, which will be elaborated upon in subsequent sections.
Fleet, Facilities, and Operational Capabilities
In alignment with its founding mission, Khate Saba procured 250 premium heavy trucks from globally recognized brands such as Scania and Mercedes-Benz, as well as 500 advanced trailers of various configurations—tankers, curtainsiders, flatbeds, and more—placing them under full company ownership and integrating them into the national logistics network.
Recognizing key bottlenecks in Iran’s transportation infrastructure, Khate Saba equipped all vehicles from the outset with online GPS tracking systems. This enabled real-time fleet monitoring and the implementation of a comprehensive intelligent fleet management system. These tools improved traffic efficiency, reduced empty mileage, and allowed for prompt and accurate responses to client demands through continuous tracking.
Another major obstacle to fleet efficiency was repair and maintenance delays, which often disrupted operations and affected economic performance. To address this, Khate Saba implemented rapid maintenance services at its dedicated terminals, enabling quick repair of malfunctioning vehicles and their swift return to service.
To centralize and coordinate its operations, Khate Saba constructed a dedicated logistics terminal spanning 120,000 square meters. This terminal serves as the operational nerve center of the company. Strategically located 45 kilometers along the Tehran–Qazvin highway, it is fully equipped with essential infrastructure for a top-tier transportation enterprise and is continually being upgraded to boost its logistical capabilities.
In addition to hardware and software infrastructure, the terminal is staffed with skilled personnel to streamline services and avoid duplication of efforts. All operations are conducted in full compliance with national and international regulations and standards.
Human Capital, Financial Resources, and Capability Development
One of the major early challenges was recruiting drivers who met Khate Saba’s rigorous selection criteria. From the outset, the company committed itself to a philosophy based on three foundational values: Speed, Precision, and Safety. These principles have served as the doctrine guiding Khate Saba’s establishment, growth, and development.
Achieving these values required a careful selection of professional and reliable drivers who could embody the company's service promise. As part of this effort, Khate Saba implemented a driver screening program to maximize the efficiency of its proprietary fleet and gradually replace underperforming or uncommitted personnel with more qualified individuals. Despite the challenges, this initiative enabled the company to retain top performers and eliminate unsuitable candidates, leading to a high-quality workforce.
A structured recruitment framework was developed, subjecting prospective drivers to rigorous multi-phase assessments to ensure only the most qualified candidates joined the company. In the administrative domain, emphasis was placed on candidates’ reputability, professional experience, and academic qualifications to form a cohesive, high-performing team.
As a company built around teamwork, Khate Saba has combined experienced, reliable operational staff with knowledgeable and seasoned administrative professionals—a synergy that has directly contributed to its ongoing success.