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Sohrab Cycles
Sohrab Cycles
Sohrab Cycles
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Sohrab (Urdu: سُہراب) was a Pakistani bicycle manufacturer based in Lahore.[1][2][3]

Key Information

History

[edit]

Sohrab began in 1952 with a core of traders in Lahore, following a foreign exchange crisis which severely restricted imports in Pakistan. The traders saw an opportunity to domestically produce and sell bicycles, and consequently founded Sohrab on 8 September 1953 under Section 9 of the Co-operative Societies Act II of 1912. It initially had 22 members and produced 5 bicycles a day.[2]

Structure

[edit]

Sohrab was setup keeping its workers in mind. All controlling powers of the company laid with the general body, who were elected into power every 3 years. Since its inception, elections were held on a regular basis. Sohrab provided subsidized workers canteen and company hospital. It also paid for five of its workers to attend the Hajj pilgrimage in Mecca each year.[2]

Products

[edit]

Sohrab initially manufactured a single-speed roadster bicycle. This had a lugged steel frame and rod-brakes. More modern MTB and BMX style bicycles were added to the range in the 1990s.[4] Sohrab also diversified into producing cargo-tricycles, gymnasium equipment, push-chairs and wheelchairs.[2] In 1994, Sohrab entered the motorcycle market with the JS70. A larger version of this was later used as the basis for an auto-rickshaw.[4]

Sohrab's primary market was in mainly remote and rural population areas of Pakistan.[1][5] It also exported cycles to Afghanistan and Bangladesh and wheelchairs to Madagascar through a French rotary club.[6]

References

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Sohrab Cycles

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Sohrab Cycles is the flagship brand of produced by the Cycle Industrial Co-operative Limited, a Lahore-based industrial founded in 1953 that revolutionized local manufacturing by creating affordable, durable two-wheelers from domestically sourced materials. As 's oldest and largest producer, the operates a 25-acre facility capable of outputting up to 2,000 units daily, employing over 2,000 workers at its peak and serving markets in , , and . The cooperative emerged in the early years of Pakistan's independence, when a group of traders identified the need for self-reliant production amid limited imports, registering under Section 9 of the Co-operative Societies Act, 1912 to form what would become a of the nation's . Key figures, including founding trader and long-time chairman Sheikh Muhammad Akram, drove its expansion from a modest assembly operation to a major exporter, with the brand name ""—inspired by the legendary Persian —symbolizing strength and reliability in everyday use. By the late , Sohrab Cycles dominated the market, powering urban commuting, rural transport, and even ventures like the short-lived Sohrab Project launched in 1995. Sohrab bicycles are characterized by their robust steel frames, single-speed drivetrains, and classic roadster design, often featuring black finishes, rear carriers, and mudguards suited to Pakistan's varied terrains and heavy loads. The society also markets the complementary Rustam brand, named after another mythical figure, broadening its appeal to families and utility riders. Despite facing challenges from inexpensive Chinese imports in the , which eroded its , Sohrab remains operational as of , offering models priced from approximately PKR 30,000 to 40,000 and available through dealerships and online platforms, preserving its legacy as an emblem of Pakistani ingenuity following the passing of its longtime chairman in 2021.

History

Founding and Early Years

Sohrab Cycles originated in 1953 as the Pakistan Cycle Industrial Co-operative Society Ltd. in , , established as a venture to promote local manufacturing and address the country's heavy reliance on imports following in 1947. This initiative emerged amid a severe crisis that curtailed bicycle imports, prompting local traders to form the society under the Cooperative Societies Act to pool resources and initiate domestic production. The was registered as a private entity, enabling members to secure initial capital through shared contributions and negotiate agreements for assembling bicycles with imported components. In its early years, the society operated from a modest assembly unit, focusing on basic models suited to the post-independence market. Production began on a small scale, emphasizing manual assembly processes due to the era's technological constraints and the nascent state of Pakistan's industrial infrastructure. Key figures among the founding traders played pivotal roles in organizing the effort, though specific leadership details remain tied to the collective structure. This approach allowed the society to gradually build operational capacity while navigating the economic context of the , including import substitution policies promoted by the government. The founding period was marked by significant challenges, including limited access to advanced machinery, dependence on manual labor, and broader economic hurdles such as shortages and political instability under multiple prime ministers between 1951 and 1958. These factors slowed technological adoption and local part sourcing, confining early output to simple assemblies rather than full manufacturing. Despite these obstacles, the model fostered resilience, laying the groundwork for subsequent growth in Pakistan's sector.

Expansion and Peak Dominance

During the and 1970s, the Cycle Industrial Society, which operates Sohrab Cycles, experienced significant growth in its cooperative membership, expanding from an initial group of 22 traders to over 220 members by the late 1970s. This increase in membership facilitated the acquisition of approximately 150 kanals of land in Lahore's Shahdara area for expanded production facilities, up from the original 2 kanals purchased in the early . Concurrently, the cooperative shifted toward full local of components, reducing reliance on imports through in-house production and vendor networks. This period of expansion was bolstered by government import substitution policies under Prime Minister in the 1970s, which included subsidies for domestic industries and efforts to promote local manufacturing and reduce foreign exchange outflows on imported bicycles. These measures, combined with export initiatives targeting neighboring countries like and , enabled Sohrab Cycles to establish itself as a key player in regional trade, with thousands of units exported annually. By the and , Sohrab Cycles reached its peak dominance, capturing over 80% of Pakistan's domestic market, particularly in the standard segment targeted at low-income users. The company introduced the iconic "" standard model, a durable, black-framed roadster designed for everyday use, which became synonymous with affordability and reliability in rural and urban areas. Annual production scaled to hundreds of thousands of units, contributing to the industry's overall output of around 700,000-800,000 per year during this era. The adoption of assembly lines and basic mechanization, including automatic plants and computerized , drove daily output to approximately 2,000 bicycles by the , a dramatic rise from the initial 5 units per day in the 1950s. This operational efficiency solidified Sohrab's leadership, employing over 2,100 workers directly and supporting thousands more through its vendor network of around 300 suppliers.

Recent Developments and Challenges

In the early 2000s, Sohrab Cycles began experiencing a significant decline in its market dominance, primarily due to the influx of low-cost Chinese bicycles entering the Pakistani market through smuggling and legal imports. This eroded the company's position, with its domestic market share dropping and cheaper alternatives capturing around 25% of the overall market as of 2003. Operational challenges compounded this downturn, including outdated manufacturing technology that failed to keep pace with global standards, frequent disruptions from rising costs and shortages, and intensified rivalry from new entrants in the offering more diverse and affordable models. As of the early , industry-wide production had fallen to around 658,000 units annually from a capacity of 1.45 million, with utilization rates around 45%. Sohrab and competitor Eagle's combined output was approximately 0.59 million units per year during this period. Adaptation efforts have been limited, focusing primarily on spare parts sales to sustain revenue amid declining bicycle assembly, alongside modest attempts at modernization such as producing fancy variants like mountain bikes. However, has not significantly pursued emerging trends like electric bicycles, despite growing global and domestic demand. Broader industry pressures, including inadequate government enforcement of tariffs and anti-smuggling measures, have further hindered recovery, as lax policies allowed Chinese imports to continue flooding the market without sufficient protective barriers. As of 2025, Sohrab Cycles remains operational, producing standard models priced from PKR 10,000 to 20,000 and available through dealerships and online platforms, though specific production volumes and market share remain limited by ongoing competition.

Organizational Structure

Cooperative Ownership Model

Sohrab Cycles operates under the ownership of the (PCICS), a member-owned established in 1953 by 22 bicycle shop owners in to enable local production and reduce import dependency. Registered under Section 9 of the Co-operative Societies Act II of 1912 and governed by the subsequent Co-operative Societies Act, 1925, the society has evolved from its initial 22 members to 228 as of 2023, primarily comprising shop owners and distributors who contribute to and benefit from the enterprise. Governance within the cooperative emphasizes democratic participation, with a general body of members overseeing operations and electing a working and every three years; these directors, as owners themselves, make key decisions responsibly. Annual general meetings facilitate collective decisions on investments, dividends, and strategic directions, ensuring no external shareholders influence the society's affairs. Profits are shared among members in line with cooperative principles outlined in the Co-operative Societies Act, 1925, which permits distribution after allocating portions to reserves and limits dividends to promote sustainability and mutual aid. This mechanism bases allocations on members' shareholdings and contributions, fostering equitable returns for participants. In the Pakistani context, this cooperative model offers distinct advantages, including risk-sharing across a network of local distributors and shop owners, which stabilizes operations amid economic fluctuations, and a strong emphasis on bolstering domestic distribution channels to support widespread access to affordable bicycles.

Management and Operations

The Pakistan Cycle Industrial Cooperative Society (PCICS), which operates Sohrab Cycles, is governed by an elected managing committee comprising directors selected from its membership at general meetings, in accordance with the Societies Act, 1925, which vests management authority in such a body to oversee strategic decisions. This structure ensures member involvement in high-level direction while delegating day-to-day administration to dedicated staff, including managers, administrators, and engineers, a model that has contributed to the society's reputation as a well-managed and profitable entity. Leadership roles have historically included a chairman responsible for guiding overall ; Muhammad Shaikh, who died in 2021, served in this capacity, as evidenced by his representation of the on national technical committees in the early . Following expansions in the , the society appointed a managing director to handle operational affairs, supporting the growth from a small assembly unit to a major producer with integrated administrative functions. The currently has 228 members as of 2023, drawn from its founding base of 22 traders, who elect the board to align operations with collective interests. Operational divisions encompass , , and , coordinated through specialized staff to maintain efficiency across Lahore-based facilities spanning 25 acres. These departments facilitate daily output of approximately 2,000 and related products as of 2023, employing a that has scaled significantly since inception, though exact current figures reflect the cooperative's focus on member-driven scalability rather than exhaustive hiring. emphasizes localization, with the society producing or sourcing 98% of bicycle spare parts domestically through in-house capabilities and vetted vendors, marking a shift from early reliance on imports to bolster self-sufficiency and reduce costs. Compliance and standards are adapted to the cooperative framework, prioritizing internal quality norms overseen by and administrative teams to ensure product reliability and viability, including adherence to basic industry benchmarks for and parts production. The Punjab Cooperatives Department highlights the society's profitable operations and activities in bicycles, motorcycles, and spares as indicative of robust .

Products and Manufacturing

Bicycle Models and Variants

Sohrab Cycles' core offering has long been the standard "" single-speed roadster, a durable designed for everyday urban and rural use in . Introduced as part of the company's early efforts in the , this model features a robust suited to heavy loads and varied terrains, with basic rod brakes and a focus on affordability to meet the needs of the mass market. In parallel, the company experimented with variants like the "" model during the same decade, intended as a differentiated option but ultimately discontinued due to lack of commercial success. By the 1990s, product diversification accelerated with the introduction of children's bicycles, ladies' models, and styles, including the popular Sohrab steel bicycle launched in 1990, which quickly gained widespread appeal for its sturdy build and youthful design. Further evolution brought multi-speed options, such as the international-class 10-speed racer in 1993 and multi-speed mountain bikes in 1994, incorporating 3- to 7-speed gearing for enhanced versatility in recreational and light off-road applications. Sports-oriented variants like the VIP, , and Panda models followed, emphasizing lighter specifications while retaining frames for cost-effectiveness. These developments marked a shift from the initial single-speed focus to broader appeal, with production evolving from imported assemblies in the to nearly fully localized by the . The company also produces other utility products, including tricycles, wheelchairs, push chairs (fold and fixed), and exercise cycles. Complementing its bicycle lineup, Sohrab Cycles produces a wide array of in-house spare parts, including pedals, bottom brackets, freewheels, and cranks, which support aftermarket repairs and extend the lifespan of models across urban and rural settings. This integrated approach to accessories underscores the company's commitment to and for its affordability-driven products.

Production Facilities and Processes

Sohrab Cycles' primary production facility is the Cycle Factory, situated on Sheikhupura Road in Shahdara Town, , . This plant serves as the core infrastructure for the company's operations, encompassing specialized sections for various stages of bicycle production. The factory occupies 25 acres, having expanded progressively from an initial 3.5 kanals since its establishment in the . Key sections include assembly halls fitted with modern tools and machinery for component integration, welding shops equipped with automatic plants for frame joining, and painting units utilizing electrostatic spray- systems for durable finishes. Additional facilities comprise computerized plants for metal coating, a heat treatment plant for material strengthening, and dedicated areas for producing components such as axles, pedals, freewheels, and cranks. These sections were developed in phases to support growing output, reflecting the cooperative's evolution from basic assembly to more integrated . The manufacturing process at Sohrab Cycles emphasizes in-house production of nearly 98% of components, sourced from local vendors as of the early . It commences with frame fabrication, where high-strength tubes are cut, shaped, and joined via and automatic to form the bicycle's core structure. Subsequent stages involve assembling key components, including wheel construction with spokes and rims, brake installation, and integration of elements like chains and pedals, all conducted along semi-automated assembly lines in the dedicated halls. occurs throughout, with final testing for structural integrity, alignment, and functionality before packaging for distribution. This sequential approach ensures reliability in the predominantly manual and semi-automated workflow. At its peak operational levels, the facility achieved a daily production capacity of approximately 2,000 bicycles, supporting the company's historical dominance in Pakistan's market. The employed remains largely semi-automated, relying on imported machinery for critical processes like and , with limited adoption of computer (CNC) systems due to economic constraints in the local industry. Management oversight from the structure coordinates these operations to maintain efficiency across the plant.

Market Position and Impact

Domestic Market Share

Sohrab Cycles achieved significant dominance in Pakistan's domestic bicycle market during the 1970s through the 1990s, capturing over 80% of the market share through its innovative advance payment sales model, which required buyers to pay upfront, ensuring financial stability and reducing credit risks. This approach, combined with a robust nationwide distribution network via its cooperative member shops, allowed Sohrab to penetrate both urban and rural areas effectively, making its affordable standard bicycles accessible to a broad consumer base. Sohrab's market share has declined primarily due to the surge in low-cost imports from , which flooded the market and eroded local production's competitiveness, with Chinese imports capturing about 25% of the market by 2003. Competitors such as Unique Cycles have gained ground by offering similar low-cost options, further pressuring Sohrab's position in the standard segment. Within this context, Pakistan's overall market remains substantial, with annual sales estimated at around 800,000 units as of the early 2000s; more recent projections indicate approximately 380,000 units for 2025. Sohrab continues to rely on its cooperative structure for sales, operating through more than 220 member shops that focus on the low-cost market, with bicycle prices typically ranging from PKR 10,000 to 20,000 per unit as of to maintain affordability. This pricing strategy targets budget-conscious consumers, emphasizing durability over premium features in a market where imports often undercut local manufacturers on cost; however, prices have increased in amid economic pressures, boosting demand for affordable options like amid rising costs.

Economic and Social Contributions

Sohrab Cycles, operated by the , has played a pivotal role in 's sector since its establishment in as the country's largest industrial . As the leading producer of bicycles and motorcycles, the contributes to through local production and exports of bicycles, motorcycles, and spare parts, exemplifying a profitable and well-managed model that supports industrial development in . The cooperative's operations have fostered employment opportunities within Pakistan's bicycle industry, aligning with broader efforts that promote job creation and across communities. By prioritizing domestic , Sohrab Cycles has helped sustain supply chains and reduce reliance on imports, thereby bolstering the national economy. Socially, Sohrab Cycles has advanced affordable transportation options, particularly for low-income populations, by producing durable and cost-effective bicycles that facilitate daily mobility and access to essential services like education. Its cooperative ownership model further enhances community benefits by empowering member participation, which aids local economic resilience without delving into operational specifics. The Sohrab bicycle symbolizes Pakistan's post-independence industrial progress and evokes widespread nostalgia, often featured in media and personal narratives as a hallmark of everyday life and national pride.

References

  1. https://cooperatives.punjab.gov.pk/industrial_societies
  2. https://www.bikeradar.com/news/this-man-is-riding-across-pakistan-on-a-locally-made-bike-straight-out-of-the-1950s
  3. https://medium.com/bz-notes/sohrab-cycle-a27cdb418692
  4. https://pakistaniat.com/2006/09/23/sohrab-cycle/
  5. https://www.citysearch.pk/pakistan-cycle-industry-cooperative-society-ltd--lahore
  6. https://gnnhd.tv/news/3441/owner-of-renowned-cycling-company-dies-unattended-in-hospital
  7. https://www.reddit.com/r/pakistan/comments/ntx4jt/a_post_to_reminisce_the_iconic_sohrab_and_the/
  8. https://www.scribd.com/presentation/357431708/Pakistan-Cycle-Industrial-Cooperative-Society-Ltd-to-Cooperative
  9. https://www.daraz.pk/products/sohrab-standard-bicycle-for-adults-i461870582.html
  10. https://www.pakwheels.com/bikes/sohrab/
  11. https://www.linkedin.com/pulse/sohrab-cycles-pakistan-from-dominance-decline-
  12. https://www.nation.com.pk/20-Apr-2011/bicycle-pedals-down-memory-lane-in-pakistan
  13. https://www.nber.org/system/files/chapters/c8736/c8736.pdf
  14. https://mpra.ub.uni-muenchen.de/116553/1/MPRA_paper_116553.pdf
  15. https://www.youtube.com/watch?v=FS9sDNI_ECU
  16. https://www.scribd.com/document/63803180/Sohrab-Factory
  17. https://www.youtube.com/watch?v=G9_GswITzfk
  18. https://www.worldscientific.com/doi/pdf/10.1142/9789811253799_0001
  19. https://www.thefreelibrary.com/Sohrab%3A+-+a+success+story.+(Cover+Story).-a0100243549
  20. https://faolex.fao.org/docs/pdf/pak195681.pdf
  21. https://www.lookup.pk/57115/pakistan-cycle-industry-cooperative-society-ltd-sohrab
  22. https://www.scribd.com/document/232230875/Sohrab
  23. https://www.statista.com/outlook/mmo/micromobility/bicycles/pakistan
  24. https://www.researchgate.net/publication/368346371_A_Socio-Economic_Scenario_of_Cooperative_Societies_Responding_to_the_COVID-19_Crisis
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