A year ago, AI assistants sent this business no visitors. Now they do. For transport, logistics and supply chain companies, the way buyers shortlist carriers and freight partners is changing too.

IMS‘s work with Big Talk Entertainment shows how AI search is starting to influence how South African businesses are found. The lessons apply across the sector, from freight operators, couriers and clearing agents to warehousing, cold chain and supply chain software firms.

Between February and July 2026, Big Talk Entertainment recorded 28 website sessions from AI assistants such as ChatGPT, Gemini and Perplexity. Over the same period in 2025, Google Analytics 4 recorded none. The Cape Town entertainment agency worked with Johannesburg-based digital agency IMS to make its website easier for search engines and generative AI tools to find, understand and cite.

The numbers are still small, and IMS is candid about that. “The direction is what matters,” says IMS’s Chief Disruptor, Francois Vorster. “A way of finding customers that did not exist a year ago now does.”

Over the same six months, new visitors from Google search rose 67%, and people typing the website’s address directly into their browser, often a sign that someone remembers a brand, rose 87%.

Why This Matters for Logistics

Big Talk is not a logistics business, but its corporate buyers behave like yours. They research several suppliers before they make contact, and in logistics a poor choice means late deliveries and damaged stock. More of that research now starts with a question put to an AI tool, such as “Which freight forwarders handle cross-border shipments to Zambia?” or “Who offers warehousing near the Durban port?”

“Choosing a logistics, transport or supply chain partner is a high-stakes decision, so buyers research thoroughly before they request a quote, and more of that research now starts in an AI tool and not a Google search,” says Vorster. “We can’t say for certain how much of the improvement came from traditional search work and how much from the AI-focused work. What we can say is that AI tools have become a measurable new source of visitors for a business that had none a year ago.”

What IMS Did

IMS combined traditional search work with making the business easier for AI tools to find and recommend: improving the website’s technical foundations, rewriting pages to answer the questions customers ask, and keeping the business’s details consistent everywhere AI tools look.

For a logistics business, that means clearly explained services, current coverage areas and routes, fleet and capabilities, licences and certifications, and answers to common shipper questions.

“A few years ago, nobody asked ChatGPT to recommend a band for their wedding. Now many people do,” says Deon Schlebusch, Managing Director of Big Talk Entertainment. “We are not walking away from the channels that have always worked for us, but we’d be foolish to ignore a new one that’s starting to send us business leads.”

A Word of Caution

The results come from Big Talk’s own analytics, comparing 1 February to 31 July 2026 with the same period in 2025. Because traditional and AI-focused work ran together, the growth cannot be credited to the AI work alone, and any link between AI recommendations and direct visits cannot be proven from the data. “We would rather show what we can actually measure than overclaim,” says Vorster.

Logistics businesses should also make sure claims about coverage, transit times, licences and safety records are accurate and verifiable, because buyers rely on what AI tools tell them.

What is GEO?

Generative Engine Optimisation, or GEO, is the practice of making a business easier for AI tools to find and recommend. Where SEO is about ranking on Google, GEO is about being the answer an AI tool gives.

The full case study is available at https://imsolutions.co.za/news/big-talk-entertainment/

By Nqobile Mthembu, Business Development Manager at ACTOM

South Africa’s move to an open‑access rail model from April 2027 marks one of the most significant shifts in the country’s freight logistics landscape in decades. For the first time, private operators will be able to run services on designated freight corridors, introducing competition above the rail while the state continues to steward the underlying infrastructure.

Under the Transnet Rail Infrastructure Manager (TRIM), created to manage South Africa’s national rail network infrastructure, access deals with eleven private freight train companies have been signed for major national corridors.

This reform has the potential to unlock capacity, improve reliability, and stimulate long‑overdue investment, but only if the physical network is ready for the increased demand it will need to support.

Physical Network Still Lagging

From an institutional and regulatory perspective, the foundations for open access are largely in place. The mechanisms for allocating slots, managing access and ensuring fair participation are emerging, creating a more transparent, commercially oriented environment.

However, readiness on paper does not equate to readiness on the ground. The country’s physical rail network has endured years of underinvestment, maintenance backlogs, security breaches and capacity constraints.

Signalling remains outdated across many corridors, traction power is inconsistent,and rolling stock availability remains insufficient to support rising throughput.While the system may be structurally prepared for multiple operators, the infrastructure is not yet ready at scale.

Open access will only succeed if modernisation accelerates and investment in track, signalling, electrical systems and rolling stock support keeps pace with operator growth.

Pressure Points to Intensify

As new operators enter the network, pressure will intensify across several critical areas. Signalling and train control systems need urgent upgrades to ensure safe, reliable operations.

Power infrastructure must also be stabilised and expanded to support more locomotive movements. Rolling stock shortages will worsen, and demand for maintenance facilities, components and refurbishment capacity will grow rapidly.

These are not isolated challenges; they are interconnected. A modernised signalling system is ineffective without reliable traction power, and additional locomotives and wagons add little value if maintenance capacity cannot support them. The entire ecosystem must evolve together.

Investment Ahead of Demand

The shift to a multi‑operator environment fundamentally changes how engineering and maintenance partners must plan. Under a single‑operator model, suppliers often aligned their investment cycles to one entity’s procurement patterns. That approach is no longer viable.

What is needed now is flexibility, responsiveness and local capacity. Engineering partners must invest in standardised components, strengthen technical support and shorten turnaround times. Operators will need reliable maintenance and engineering support throughout their assets’ lifecycles, and suppliers must be ready to meet that demand.

This is also an opportunity to reinvigorate local manufacturing. For years, limited investment in rail infrastructure weakened South Africa’s domestic rail supply chain. Open access can reverse this trend if suppliers invest early and decisively.

Collaboration Beyond Slot Allocation

Slot allocation determines when and where trains can run, but collaboration goes deeper. Infrastructure managers, operators, OEMs and engineering partners must share information, plan maintenance jointly and coordinate investment decisions. If suppliers are only brought in when equipment fails or procurement begins, the system becomes reactive rather than strategic.

Working together from the outset allows us to design fit‑for‑purpose solutions, plan spares and maintenance capacity, and ensure that assets are supported throughout their lifecycle. A fragmented approach will undermine the very benefits open access aims to deliver.

South Africa’s ambition to move 250 million tonnes of freight by 2030 is achievable, but not at the current pace of modernisation.Reaching the target will require accelerated investment in network capacity, signalling, traction equipment, rolling stock, and maintenance. Without this, the system will struggle to absorb additional operators and volumes.

The Biggest Risk

If infrastructure investment does not keep pace with operator growth, the benefits of open access will not fully materialise. Increased traffic on an already stressed network heightens safety risks, reduces reliability and accelerates wear. Investment in locomotives and wagons must be matched by the infrastructure that enables them to operate efficiently.

Despite these challenges, open access can rebuild South Africa’s domestic rail supply chain, stimulate investment in locomotives, wagons, signalling, electrical refurbishment and local manufacturing, and help restore the country’s position as a leader in rail engineering.

If we modernise decisively, collaborate meaningfully and invest ahead of demand, open access will not only expand freight volumes but will reshape the future of South Africa’s rail sector for generations to come.

South Africa’s future is being built by skilled young hands, and technical excellence deserves the same celebration as academic success.

This was the message at the 2026 National Skills Final Competition Awards Ceremony in Johannesburg yesterday, where the country’s emerging technical talent took centre stage.

The Sasol Foundation, in partnership with Kagiso Trust, the Department of Basic Education, government and industry stakeholders, celebrated the achievements of the finalists at an evening attended by Minister of Basic Education Siviwe Gwarube, senior government and education representatives, industry leaders, educators and partners.

The national final brought together 151 learners and 77 teachers from all nine provinces who reached the 2026 national final, celebrating their achievements after more than 17,000 learners participated in qualifying rounds across the country.

Over the previous two days, Grade 10 and 11 learners and teachers competed in 11 practical, industry-relevant disciplines, putting their technical knowledge, precision, creativity, problem-solving ability and practical application of skills to the test.

“There should be no hierarchy of dignity between these pathways. A country needs doctors and engineers. But it also needs artisans, technicians, electricians, welders, fitters, machinists, mechanics, plumbers, builders and skilled operators. These skills are not second-tier careers. They are essential careers,” said Minister of Basic Education Siviwe Gwarube.

Category winners were awarded cash vouchers, tools of the trade and online courses and one lucky winner, Simthandile Mkwanazi in the Construction category was awarded a R250 000 apprenticeship from Resolution Circle. 

Building a Skills Pipeline From School

For South Africa, the importance of developing these skills extends well beyond a two-day competition.

As the world of work changes through technological innovation, digitalisation, industrialisation and the transition to a greener economy, so too does the range of skills young people need to participate meaningfully in it. The challenge is not simply to create opportunities, but to ensure that young people are equipped to take advantage of them.

Building that capability needs to start early.

The National Skills Competition provides a practical example of what this can look like: identifying technical talent at school level, giving young people opportunities to test themselves against real-world challenges, exposing them to industry and creating greater visibility around technical and vocational pathways.

South Africa needs to continue rebuilding its technical skills pipeline – not as a short-term programme, but as a sustained pathway that starts at school and connects education with further learning, apprenticeships, entrepreneurship and employment.

“The competition provides young people with an opportunity to demonstrate what happens when knowledge meets practice,” said Minister Gwarube. “A textbook can explain a principle. A classroom can teach a process. But a skilled person must ultimately be able to apply that knowledge accurately, safely and efficiently.”

The competition is designed to demonstrate that technical and vocational education is not a fallback option, but a pathway into meaningful and rewarding careers. The 11 categories – spanning automotive technology, CAD, construction, digital systems, electrical power systems, engineering graphics and design, electronics, fitting and machining, plumbing, woodworking, and welding and metalwork – reflect the breadth of technical capability required in a changing economy.

For the young competitors, the national final was an opportunity not only to compete, but to build confidence, experience and a clearer understanding of where their skills can take them.

Dr Mankodi Moitse, Chief Executive Officer of Kagiso Trust, said the competition demonstrated the value of creating opportunities for young people to discover their strengths and apply what they have learned.

“Technical and vocational pathways are not alternatives to success. They are important pathways into it,” she said.

“Technical excellence requires discipline, curiosity, the willingness to learn, to make mistakes, to try again and to keep improving. These are qualities that will serve young people well, wherever their careers take them.”

Dr Mankodi Moitse CEO of Kagiso Trust

She also highlighted the role of educators in creating these opportunities.

“Skills are transferred through people. The knowledge, patience and commitment of teachers, trainers and mentors help create opportunities for others.”

Thabile Makgala, Executive Vice President: People, SHE Risk and Corporate Affairs at Sasol added, “Tonight we celebrate more than technical ability. We celebrate the confidence that comes from mastering a skill, the courage to compete, and young South Africans showing that excellence is found in practical achievement as well as academic.

“The young people we have seen over the past two days could be tomorrow’s artisans, engineers and entrepreneurs. Our responsibility is to make sure the pathway is there for them when they leave school.”

Celebrating Achievement – And The People Behind It

The awards ceremony recognised the achievements of the teachers and learners who reached the national final, with winners announced across the competition’s categories.

The competition also recognised the contribution of educators, mentors, industry partners and sponsors who supported the finalists throughout the process.

“Behind every successful learner is an educator who invested time, energy and belief,” said Makgala. “Their contribution extends far beyond the classroom. They are helping to shape the next generation of skilled South Africans.”

Thabile Makgala Executive Vice President People Risk SHE and Corporate Affairs at Sasol and Sasol foundation Trustee

The 2026 competition was supported by a growing network of partners, including the Department of Basic Education, the Department of Higher Education and Training, Kagiso Trust, Resolution Circle, Matus, Modena, ATI, John Orr Engineering School of Specialisation and other industry and category sponsors.

The organisers also acknowledged the contribution of industry partners in providing venues, expertise, equipment, judging and opportunities for young people to engage with the world of work.

The National Skills Competition began in 2018 as a partnership between the Sasol Foundation and the Free State Department of Education. Kagiso Trust joined in 2022, introducing the teacher component, with the competition expanding to five provinces in 2023 and becoming fully national in 2024.

Today, the competition brings together learners, teachers, government, education institutions and industry around a shared objective: to raise the profile of technical skills and help build a stronger pipeline of young South Africans equipped for the future.

The initiative supports South Africa’s three-stream education model and the National Development Plan 2030 target of producing 30,000 artisans a year, while providing a platform through which young technical talent can progress towards further opportunities, including international skills competitions.

For the 2026 finalists, however, the achievement is more immediate.

They have demonstrated what is possible when talent meets opportunity – and shown that South Africa is not short of ambition, ability or potential.

The task now is to continue creating the pathways that allow that potential to become opportunity.

To view the full list of winners, click here.