As early signs of supply chain structural recovery in the SADC region emerge, logistics operators are beginning to shift from crisis response to more deliberate, practical navigation of the volatile international freight arena. So says Kobus Maree, Managing Director of global logistics and forwarding company subsidiary, Savino Del Bene South Africa.
South Africa’s logistics sector has faced years of port backlogs, rail disruptions and supply chain strains from factors outside most logistics operators’ control and, according to Maree, “structural changes and emerging tools are starting to steady the course, opening space for shippers and carriers to address ongoing challenges together” in 2026.
“These aren’t overnight fixes, but they’re moving us from policy talk to action,” Maree adds, pointing to tangible developments across the network.
Private rail operator Traxtion is set to enter the mainline network by Q3, supported by R3.4-billion in investment, while Transnet, Maree notes, is targeting 181 million tonnes in the 2025/26 financial year with R145.8-billion in government backing, up from R150-million in 2023.
Ports such as Durban, Cape Town and Gqeberha, says Maree, “are now handling cargo in as little as two days thanks to new equipment, while the Independent Economic Regulator for Transport and Logistics is expected to help balance access across the system.”
Technology, trucks and tactical adaptation
Technology is also reshaping operational response, with Maree stating that “AI for predictive routing and real-time tracking is becoming standard to handle geopolitical shifts and weather events”.
Within this evolving mix, road freight continues to play a critical bridging role. “Road freight, especially overnight express, is filling gaps between air and traditional rail,” says Maree, adding that some carriers are already electrifying last-mile delivery in major cities.
At the same time, he points out that “companies are adjusting from just-in-time to just-in-case models, building warehousing buffers against delays” as part of a broader shift towards resilience.
Ongoing constraints on the system
Despite these improvements, the operating environment remains under pressure. “Challenges persist,” Maree states, noting that “security threats drive up costs along key routes, extreme weather strains infrastructure, and AfCFTA progress stalls on border delays and regional coordination”.
Global conditions are equally uncertain. Maree explains that “global shipping is more volatile and more expensive than it was a few years ago”, with transit times shifting, ports congesting unpredictably and fuel and currency movements adding further strain.
For importers and exporters, the impact is immediate. “That translates into tighter margins and real pressure on working capital,” he says, adding that “stock that lingers in a warehouse locks up cash; stock that arrives late disrupts sales and production”.
Freight forwarding moves to the centre
In this environment, Maree argues that freight forwarding must take on a more strategic role. “Freight forwarding cannot sit on the sidelines as a back-office function. It needs to form part of the commercial strategy,” he says.
This, he explains, requires a detailed understanding of how businesses operate – “how quickly a company turns stock, what its burn rate looks like, how much buffer it can realistically carry and where the pressure points are”.
At Savino Del Bene, this translates into a broader logistics approach. Maree says the work “goes beyond booking cargo space” to include “assessing alternative routes to reduce transit time, staggering shipments to ease cash flow and storage constraints, and aligning delivery schedules more closely with sales cycles”.
He adds that “shipping timelines are mapped against inventory levels to limit over-ordering and reduce excess stock”, with contingency options built into higher-risk trade lanes “so that one delay does not derail the entire chain”.
From service provider to partner
Ultimately, Maree maintains that alignment is the goal. “The aim is simple: to ensure logistics decisions support financial and operational goals,” he says, noting that when freight planning is aligned with cash flow and sales realities, businesses are better equipped to manage uncertainty and balance cost, speed and risk.
This shift is also redefining the role of the logistics provider. “We don’t see ourselves as just moving freight,” Maree concludes. “We sit down with clients to understand how their business works and where the strain is. Once we have that clarity, we can plan in a way that makes sense commercially. That’s when we move from being a service provider to being a partner.”
Editor’s comment: What emerges is a clearer picture of a supply chain still under strain, but no longer purely reactive. Rail access, port performance and regulatory reform may be improving the baseline, yet it remains the truck that carries continuity when disruption hits. The real shift lies in integration. Logistics is moving decisively into the realm of financial strategy – and operators that can connect movement with money will define the next phase of supply chain resilience.
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