How the TCB transformed public distribution

This year, the Trading Corporation of Bangladesh (TCB) hit a milestone. 

The programme, once marked with inefficiencies, corruption and uneven access, reclaimed its identity as a crucial public service. For many across the country, the 2025 initiative was not just timely but also life-changing.

Yasin Ali, a rickshaw puller from Dhaka's Karwan Bazar, was standing patiently in line at a designated TCB truck station. 

"I live in the slums; the TCB trucks are the only hope we have this year. I don't know what I would have done if TCB goods were not given. I cannot afford to buy things at market price," he said.

But this renewed vigor came after a brief halt in October 2024, following which TCB resumed its truck-based sales on 10 February this year, initially focusing on Dhaka and Chattogram during Ramadan and Eid.

It began with 70 trucks — 50 in Dhaka and 20 in Chattogram — but by the end of February, the number reached 130, almost double. By 5 March, the initiative expanded nationwide, reaching all 64 districts with 410 trucks in operation — a nearly sixfold increase from the standard fleet size.

Each truck carried enough goods for 400 individuals per day, compared to the usual 200 from previous years. Over just 23 days, from 5 March to 27 March, TCB served approximately 4.1 million people. 

That is over 164,000 people per day receiving government-subsidised essentials — edible oil at Tk100 per litre, lentil at Tk60 per kg, sugar at Tk70 per kg, onion at a reduced rate of Tk30–40 per kg, and chickpeas at Tk60 per kg. Dates and flour were also part of the offering, with prices kept within affordable limits.

The pricing was significant not just in absolute terms but in comparison to the broader market. Onion prices, for instance, were down 42.86% from the previous year, and flour prices had decreased by 10.53%.

Mahbub Mia, a day labourer from Habiganj, said this year's initiative reached him for the first time. 

"Even though I don't have a family card, they sold things to me. The prices were far better than last year. This should continue; only then can poor people like me survive," he said.

So, what changed?

The answer lies in scale, structure and sincerity. The expansion from 70 to 410 trucks, doubling the stock per vehicle, and a shift from politically influenced family cards to digital records marked a significant operational shift.

There is also a new resolve. While the problems of underfunding and understaffing persist, the current leadership has demonstrated a commitment to transparency and reach. Whether it is scaling up logistics, streamlining beneficiary identification, or prioritising direct access, the message is clear: This time, it is different!

The shift from selectivity to inclusivity, and from opacity to transparency, has brought back trust in TCB. What was once viewed as a symbolic institution of the post-war economy is now making a real, measurable impact in the lives of millions of Bangladeshis.

A flawed past

This turnaround was necessary, because the previous model was deeply broken. The last few years saw TCB experimenting with "family cards," issued to low-income households to access subsidised goods. While the intention was sound, the implementation left much to be desired.

The previous government had called off the truck-based service and replaced it with a family card system that restricted access to only selected households. In many cases, these cards were reportedly handed out exclusively to supporters of the ruling party, effectively excluding a large segment of the actual poor population.

Allegations emerged that political bias determined who received these cards, with many being distributed only to supporters of the ruling party by the local representatives. Others, reportedly, were used by the same politicians to hoard TCB goods and resell them in the open market at inflated prices.

Aslam Fakir, a day labourer from Pabna, said, "The old government did not give me a TCB family card because I support the opposition party. Even though I needed it the most, I was left out. But now they are selling to everyone. This is real progress."

Human effort behind the numbers

Behind these numbers are dedicated workers operating under immense pressure. Md Humayun Kabir, spokesperson of TCB, acknowledged the toll. "We've increased our capacity by almost 500% from 5 March to 27 March. Our staff have worked tirelessly to ensure that people don't go home empty-handed," he said.

But the rapid expansion has not been without strain. "We are low on manpower. Even though our staff provided exceptional service, they didn't get a break. If we had more manpower, we could do even better and reach our goal," he added.

Sahadat Hossain, a security guard at the TCB warehouse in Dhaka said, "I work for TCB. I am a security guard, but I cannot buy goods from TCB myself. It is very painful and hard for me and my family. We worked 14–16 hours daily during Ramadan. At least we should get this much," he said.

One of the programme's most significant upgrades this year was the introduction of digital family cards. Previously handwritten and prone to forgery, the cards are now being digitised to create a more transparent and accountable distribution system.

"We've increased our capacity by almost 500% from 5 March to 27 March. Our staff have worked tirelessly to ensure that people don't go home empty-handed. [But] we are low on manpower. Even though our staff provided exceptional service, they didn't get a break. If we had more manpower, we could do even better and reach our goal."

Md Humayun Kabir, spokesperson, TCB

TCB aims to issue 10 million digital family cards to ensure broader access and avoid manipulation. As of March, 5.7 million beneficiaries had already been identified, including many awaiting the physical issuance of their cards.

Commerce Adviser Sk Bashir Uddin, who led the push for the expansion, said, "The initiative, which was active in six districts, is now extended to all 64 districts. We are committed to reaching one crore marginalised people."

The digital cards are expected to standardise eligibility criteria and curb misuse. "We're also selling to people without family cards because our main goal is to provide essential goods at a reasonable price," added Humayun Kabir.

But challenges remain.

Manpower shortages, logistical bottlenecks, and digital infrastructure development require sustained attention. But the momentum built this year provides a roadmap.

There is now an understanding that TCB's role is not just transactional — it is transformational. It is about securing dignity for the marginalised, restoring faith in governance, and rewriting the narrative of what public service can look like.

TCB officials are now looking at improving warehousing systems, enhancing digital verification tools, and developing a more inclusive database that won't rely solely on political channels.

For now, people like Yasin, Mahbub, and Aslam can breathe a little easier. The trucks rolled in, bringing with them not just goods but fairness, access and hope.