Press Releases
Conference Highlights Opportunities for the Air Cargo Industry on the Continent
The air cargo industry has a key role to play in helping drive economic growth in Africa. There are also tremendous opportunities that it can leverage, through the Africa Continental Free Trade Area (AfCFTA). These opportunities were explored at the Chartered Institute of Logistics and Transport’s Air Cargo Conference, held at the Air Cargo Africa expo and conference at Emperors Palace, Gauteng, on 23 February 2023.
The Programme included:
- Increasing connectivity and the movement of air cargo across the region by Dr Joachim Vermooten – Owner: Vermooten and Associates
- What is needed for AfCFA to work and what is the impact of AfCFTA on the supply chain? by Devlyn Naidoo – Executive: SARS and Other Government Agencies (OGAs): the SA Association of Freight Forwarders
- Potential and possibilities on the Continent: Airlink Cargo’s perspective by Hardus Kuschke – Executive Manager, Cargo: Airlink Cargo
- Data Driven Decisions Enabled by Digital Transformation by Munya Husvu, CEO: ISB Optimus
- The role technology will be playing within the African cargo space in the next decade vs. the African unemployment challenge by Gerhard van Zyl – AsimoTech
- Video telematics and the use of Artificial Intelligence by Divan Delport – Sales Director – MiX Telematics East Africa
- Trade opportunities in Africa for South African business by Thina Nodada – Director: Waymaker Trade Solutions
- Changes to Dangerous Goods Regulations for Air Cargo by Elliot Molemi – General Manager, Compliance: Professional Aviation Services
Key takeaways from the event
Increasing connectivity and the movement of air cargo across the region by Dr Joachim Vermooten – Owner: Vermooten and Associates
“AfCTA creates a new basis on which African air transport liberalisation can be based, with the objective of creating an internal integrated air transport market, instead of a small step “piecemeal” approach based on arrangements between individual States.”
“The African Continental Free Trade Area (AfCTA) provides a new opportunity to re-start African air transport liberalisation with the objective to actually achieve a truly internal single African air transport market. This is in contrast to the current Single African Air Transport Market (SAATM), which only seeks to implement the Yamoussoukro Declaration of 1988 (35 years ago) still based on Bi-lateral Air Service Agreements (BASAs) between States, of which the implementation is inadequate.”
Potential and possibilities on the Continent: Airlink Cargo’s perspective by Hardus Kuschke – Executive Manager, Cargo: Airlink Cargo
“There is endless potential for growth in Africa – due to the increase in demand. Aviation traffic is predicted to more than double by 2037. The boom in the movement of cargo will accelerate development. Cargo yields are declining at the moment, but are still higher than pre-Covid levels.”
“There is endless potential for growth in Africa:
- There are freighter operations to main hubs, but there is a need for connectivity to smaller hubs.
- E-commerce is underdeveloped.
- Africa’s annual economic growth remains strong.
- The need for bonded transport continues to grow.”
“There are however some limitations:
- Frustrations: Support functions from an airline’s perspective, like reliable port and rail infrastructure for jet fuel.
- Challenges: Inconsistent authorities, border control processes, corruption and competitiveness. Some IT systems are incapable of integration.
- Security: Security standards are poor in some countries.”
What is needed for AfCFA to work and what is the impact of AfCFTA on the supply chain? by Devlyn Naidoo – Executive: SARS and Other Government Agencies (OGAs): the SA Association of Freight Forwarders
“What is required for AfCFTA to work and how do we make it work?
- Overcoming supply-side constraints to boost African trade.
- Closing the infrastructure deficit to boost AfCFTA’s development impact.
- Eliminating non-tariff barriers to increase cross-border trade.
- Establish inter-governmental international trade department support.”
“Equally important to the elimination of tariff barriers (Free Trade Area) is the elimination of non-tariff barriers and the creation of an intact continental logistics network to support the growth of intra-Africa trade.”
“Supply chains are dependent on an efficient logistics network. This includes, inter alia, efficient port infrastructure, road and rail networks, a secure and safe trading environment and efficient customs and other government agency compliance processes and procedures.”
“Skills development and capacity building for a young supply chain are key.”
Data Driven Decisions Enabled by Digital Transformation by Munya Husvu, CEO: ISB Optimus
“We see a world where every employee will work side by side with digital workers. When human and digital workers work side by side, amazing things happen! It creates a world of endless possibilities!”
“To be a digital enterprise, you need digitized processes – and a digital workforce that complements your human workforce. ‘Complement’ is an important word, because despite concerns about AI, automation, and Robotic Process Automation (RPA) eliminating jobs, we believe very strongly that digital workers should complement the strengths of people.”
“Digital workers transcend RPA: Their core attributes are bots that are intelligent, using AI to learn and improve over time; they use analytics to ensure that their work is effective; and finally, they are capable of discovering processes that can benefit from their help.
People’s core attributes feature creativity, connecting dots, building strong relationships, and having empathy and compassion for others. For people, this manifests in driving strong customer engagement, identifying opportunities, whether that be a new sales opportunity or business model. We also strive at problem solving -arguably one of our best skills.”
The role technology will be playing within the African cargo space in the next decade vs. the African unemployment challenge by Gerhard van Zyl – AsimoTech
“On the one hand, we face the African unemployment challenge. The unemployment rate in Africa (estimated) 2022 was estimated at 8%, which means 41,9 million are without work.
On the other hand, we perceive the opportunities available through technology-led productivity. Since we compete with the rest of the world, we need to keep abreast of global developments in areas such as autonomous vehicles (drones), Artificial Intelligence, augmented reality, object and image recognition and other breakthroughs.
Thus, our logistics industry needs to maintain a balance between people skills and automation in the workplace. This calls for a commitment to a spectrum of skills development that fuses traditional methods with innovation and even quantum-leaps.”
“By lowering standards education, we are not doing our youth any favours.”
Video telematics and the use of Artificial Intelligence by Divan Delport – Sales Director – MiX Telematics East Africa
“Artificial Intelligence (AI) in video telematics has transformed the way we manage and monitor vehicle fleets by improving safety, enhancing efficiency, reducing costs, and providing real-time insights. AI-powered systems can monitor driver behaviour, optimise routes, reduce idle time, and improve productivity. This technology provides real-time insights into driver behaviour and vehicle performance, enabling fleet managers to respond quickly to issues as they arise. As the technology advances, we can expect even more benefits and applications in the future.”
Trade opportunities in Africa for South African business by Thina Nodada – Director: Waymaker Trade Solutions
“South Africa could position itself as a brains-trust country for skills development across the rest of the continent as momentum picks up for the realisation of trade under the AfCFTA.”
“What we’ve seen is that there is a strong emphasis on skills and knowledge development from African countries to partner with South Africa in achieving these aims. “If South Africa got its act together, a lot of goodwill could be invested through the transference of goods, services, skills and knowledge needed to achieve AfCFTA’s aim of boosting trade across the Continent by at least 52.3%. It would take a bit of a mind-shift though, as South Africa still sees itself in different terms in relation to the rest of the Continent.”
“We must stop thinking of ourselves as the gateway to the Continent. We aren’t the gateway to Africa, never have been, and never will be. What we can be is an enabler of trade improvement.”
Changes to Dangerous Goods Regulations for Air Cargo by Elliot Molemi – General Manager, Compliance: Professional Aviation Services
“The new dangerous goods regulations have undergone a rigorous Carcom (Civil Aviation Regulations Committee) process and are awaiting the Transport’s Minister signature. The express parcel industry has over the years seen the introduction of drop-off facilities, enabling customers to drop off parcels, with little inconvenience. Examples of these facilities include Aramex’s Drop Box, Courier Guy’s PUDO and DSV’s Locker, which are stationed at shopping complexes and filling stations.
These products of convenience have come with their own problems. Customers are likely to include hazardous items like lithium batteries, corrosives and flammable liquids – out of ignorance. The SACAA has come up with a set of regulations that seeks to minimise such incidents. The regulations when summarised will require a company offering the parcel drop-off facilities to educate their users on the dangerous goods. This will be done by:
- Requiring that the user declares if their package contains dangerous goods or not.
- Providing information about dangerous goods to the user through the website or other electronic forms.
- Displaying dangerous goods prohibition messages and other signages at drop off facilities.
These regulations extend to other courier products at shopping malls like Postnet and Pepkor’s Paxi – if their parcels end up in an aircraft.”
The CILTSA Air Cargo Conference was sponsored by Air Cargo Africa, AsimoTech, ISB Optimus, Messe Munchen, MiX Telematics and Professional Risk.
About CILTSA
The Chartered Institute of Logistics and Transport supports the professionals who plan the systems, who bring in the raw materials, who manage the movement of people and goods, who ensure safety standards, maintain mobility, and keep the economy working.
We are the leading professional body for everyone who works in supply chain, logistics and transport. We are a global family, representing professionals at all levels across all sectors, with a mission to give individuals and organisations access to the tools, the knowledge and the connections vital to success in the logistics and transport industry.
Founded in 1919 with a mission to improve industry practices and nurture talent, our Institute supports over 35,000 members in 35 countries. Through our educational suite, our strong community and our commitment to high standards, we help professionals at all levels to develop their careers and access better jobs. Visit www.ciltsa.org.za and https://ciltinternational.org/ for more information
Issued by:
Contact Persons: Catherine Larkin – CVLC Communication
Telephone: 087 822 2858 / 083 300 0331
E-mail: [email protected]
Postal Address: P O Box 44945, Linden, 2104, South Africa
Two leaders at global logistics pioneer DP World are announced as keynote speakers for the Global Cold Chain Alliance (GCCA) African Cold Chain Conference in Johannesburg, taking place September 2-3, 2026.
DP World operates in every continent of the globe, employing more than 126,000 people from 169 nationalities, powering international trade through a range of solutions including cold chain logistics across ocean, air, road and rail. William Sears, Chief Commercial Officer Logistics for Africa at DP World; and Mohammed Mahomedy, Head of Infrastructure and Rail for Africa at DP World, will take to the conference main stage on September 3 to share their insights into DP World’s approach to integrated logistics at scale in practice.
- William Sears has over 20 years’ experience in logistics and supply chain optimisation across a range of industries and disciplines. Having joined South African logistics business Imperial in 2010, William was appointed to DP World leadership following Imperial’s acquisition by the global business in 2022.
- Mohammed Mahomedy leads DP World’s development of the company’s rail and ports integration strategy across the African continent. He is responsible for identifying strategic opportunities that support the expansion of DP World’s presence across the broader logistics value chain in line with its long-term objectives in Africa.
The GCCA African Cold Chain Conference will bring together temperature-controlled logistics businesses and partners from across the continent to examine the industry’s most pressing challenges and exciting opportunities, exploring the theme of ‘It’s Time for Dialogue: Exploring Progress, Priorities, and Partnerships’. The event includes an outstanding program of renowned speakers, panel discussions, networking receptions and a high-quality exhibition. Find out more and register at www.gcca.org/events/gcca-african-cold-chain-conference.
GCCA Senior Vice President Global Market Engagement Adam Thocher said: “I am delighted that DP World’s William Sears and Mohammed Mahomedy will be sharing their insights and experiences on the crucial topic of integrated logistics at scaleas the keynote speakers at the 2026 GCCA African Cold Chain Conference. Temperature-controlled logistics operations are expanding throughout the continent:connecting Africa’s cold chain and investing in associated infrastructure will be fundamental to Africa’s future food resilience and global trade opportunities. The GCCA conference is creating a unique forum for cold chain operators and partners to discuss the food supply chain’s challenges and opportunities at national and global levels.”
The two DP World leaders will be joining an outstanding line-up of expert speakers at the conference, including:
- Brent Melvin (General Manager RSA Logistics Dubai) sharing experiences of the cold chain’s response to extreme disruption in the Middle East
- Dr. John Deng Diar Diing (Executive Secretary of the Northern Corridor Transit and Transport Coordination Authority), discussing regional corridors as catalysts for intra-African trade
- Dr. Newton Matope (CEO of Cold Solutions Kenya and GCCA Africa Chairman), exploring the temperature-controlled logistics industry in the continent, and
- Sara Stickler (President & CEO, GCCA) and Adam Thocher (Senior Vice President, Global Market Engagement, GCCA) on GCCA’s priorities and action in Africa.
Find out more about the GCCA African Cold Chain Conference 2026 at www.gcca.org/events/gcca-african-cold-chain-conference/
Mohammed Mahomedy Head of Rail and Infrastructure for Africa at DP World
William Searss, Chief Commercial Officer Logistics Africa, DP World
As SAPICS celebrates 60 years of impact in 2026 under the theme “Legacy to Leadership: 60 Years of Connection, Collaboration & Transformation,” South African supply chain executives face an urgent call to action.
With soaring road freight volumes, warehouse occupancies topping 85%, and compounding rental hikes, local leaders rushing to automate frequently fall into a costly trap. While modern warehousing technology can greatly assist in slicing operational costs and slashing inventory losses, investing heavily in off-the-shelf systems without addressing underlying operational bottlenecks often amplifies the chaos rather than solving it.
True leadership requires recognising that technology is not a standalone silver bullet; transformation happens when advanced process design meets a flexible, digitally prepared workforce.
Why More Technology Doesn’t Always Mean More Progress
When margins shrink, the instinctive corporate reflex is to slash headcount or purchase an automated tool because a competitor did. However, automating a broken process simply yields an automated mess.
“A lot of technology is available off the shelf, and it is dangerous to buy something you don’t thoroughly understand,” warns Willie du Preez, Managing Director of Programmed Process Outsourcing (PPO). “If you don’t understand where your operational bottlenecks are, you will introduce the wrong technology.“
Du Preez notes that real return on investment (ROI) stems from a deep diagnostic phase. This means utilising industrial engineering to map workflows and eradicate systemic friction before buying hardware. Without this groundwork, companies end up with fragmented patches instead of a unified ecosystem, losing critical institutional knowledge.
Furthermore, traditional data tracking compounds this vulnerability. “After-the-shift or month-end information has become obsolete,” Du Preez stresses. “We need real-time data frameworks to make decisions proactively before bottlenecks disrupt the entire chain.“
The Business Case for What Doesn’t Appear on the Balance Sheet
Optimising a warehouse requires looking far beyond obvious hardware and immediate software implementation costs. True operational leadership requires a comprehensive evaluation of regulatory complexity, strategic risk, and financial agility.
“When an organisation conducts a deep cost-benefit analysis, the ‘invisible’ levers of outsourcing become undeniable,” explains Jeandie Leone, Commercial Executive at Workforce Staffing and Outsourcing. “A strategic partner doesn’t just manage transactional headcounts; they absorb significant balance-sheet liabilities. For instance, compliant employers in South Africa must navigate complex regulatory requirements, spending 1% of payroll on Skills Development Levies and up to 6% on continuous training. In outsourcing key components of your workforce, these administrative and training burdens shift entirely to the expert partner.“
Leone emphasises that this strategy fundamentally transforms how human capital impacts corporate finances. “Labour is traditionally one of the highest flat operational expenses (OpEx) for most logistics businesses, yielding zero return on scorecards. Outsourcing allows companies to route this heavy spend through a fully compliant partner, converting a standard operating cost into powerful preferential procurement spend for their B-BBEE scorecard.“
Furthermore, Leone highlights immediate cash flow advantages. “In high-volume environments, managing internal payrolls places immense pressure on working capital. Partnering with an provider that offers standard 30-day payment terms effectively allows a business to defer massive payroll expenses for that period, interest-free. This frees up vital cash flow to reallocate into core technological infrastructure.“
The Strategic Power of Operational Convergence
Even with engineered processes and real-time dashboards, technology remains inert without the people trained to pilot it. In South Africa’s high-attrition warehousing environments, the traditional model of renting generic labour on one side and managing operations on the other is no longer viable. To maintain operational continuity and protect margins, supply chains must merge Temporary Employment Services (TES) and Business Process Outsourcing (BPO) into a singular, symbioticoperating model.
“The relationship works best when both parties are intertwined within the exact same operating solution for the client,” explains Quintus Sliep, Managing Director of Worldwide Staffing. “The TES partner delivers workforce agility by sourcing, onboarding, and scaling compliant personnel as volumes shift. Concurrently, the BPO partner injects the process structure, productivity metrics, and management control that allow that workforce to perform properly.“
When these two disciplines operate in isolation, operations fracture. Integrated, the client receives a scalable solution that maintains strict process discipline during volatile demand spikes.
Leone concurs, adding a regulatory and risk perspective: “Outsource partners bring dedicated legal and operational expertise needed to handle industrial relations, recruitment pipelines, and time and attendance. This ensures absolute continuity, leaving the client’s internal teams free to focus strictly on macro supply chain strategy.“
Bridging the Digital Skills Gap
This integrated approach is critical to addressing one of the industry’s most pressing operational challenges: preparing workers for increasingly digital environments. In modern, data-driven warehouses, traditional once-off classroom training is no longer enough. Software platforms evolve continuously, compliance requirements shift rapidly, and scanning and automation systems are updated in real time.
“We shouldn’t talk about automation or robotics purely as job threats; they support people rather than replace them completely,” says Sliep. “The bigger risk is the skills gap between where operations are going and where the workforce is today. The TES provider must prepare people for the environment, and the BPO must manage that environment so workers can use technology productively.”
Closing this gap requires ongoing collaboration between workforce enablement and operational management. Together, TES and BPO partners create continuous learning environments that equip workers to adapt alongside technology rather than be displaced by it. The result is a more resilient, digitally capable workforce able to engage confidently with evolving systems, workflows, and operational demands.
Operational resilience depends on aligning technological progress with human capability. As du Preez concludes, “Technology alone does not drive transformation; people and their knowledge do.”
Willie du Preez
Quintus Sliep
Jeandie Leone
Logistics
Delivering Change: How Logistics Helps Connect Communities and Create Social Impact in South Africa
Every day, FedEx connects people, businesses and communities through its global network. While that network is best known for moving packages around the world, its impact extends beyond commerce. The same expertise that helps keep supply chains moving can also help connect communities with the resources, opportunities and support they need to thrive.
Across South Africa, community organisations are working to address local challenges and expand opportunities for young people. Their impact, however, depends not only on funding and commitment, but also on the ability to reach people consistently and effectively. From delivering essential resources to bringing together volunteers and community partners, logistics plays an important role in turning good intentions into meaningful action.
“Social impact does not happen in isolation,” says Nelson Teixeira, Managing Director of Operations for Sub-Saharan Africa at FedEx. “Whether it’s supporting youth programmes, enabling volunteers or helping organisations reach underserved communities, reliable logistics plays an important role in making that impact possible.“
Through FedEx Cares, the company’s global community engagement programme, FedEx works alongside nonprofit organisations, customers and team members to help strengthen communities, create opportunities for young people and inspire employee volunteerism. In South Africa, this commitment comes to life through initiatives that reflect the spirit of Mandela Day – bringing people together to make a meaningful difference through collective action.
One example is FedEx Play Parks, delivered in partnership with Kids Collab. The initiative expands access to safe, inclusive and structured play spaces for children in underserved communities, helping support physical development, social wellbeing and stronger social connections.
Complementing this effort, FedEx Day of Play brings together children, community organisations and FedEx volunteers through activities that encourage participation, play and connection. As part of the company’s Mandela Day activities, it reflects FedEx’s commitment to creating positive experiences that leave a lasting impact.
FedEx also supports organisations such as Sporting Chance, whose Street Soccer Programme uses sport to promote youth development, life skills and social inclusion. Together, these initiatives help create environments where young people can build confidence, develop new skills and realise their potential.
“Collaboration is essential when it comes to addressing complex social challenges,” says Teixeira. “Community organisations bring local knowledge and trusted relationships, while businesses can contribute skills, resources and operational expertise. When these strengths come together, it becomes possible to create initiatives that have a broader and more lasting impact.“
That spirit of collaboration is reflected in the commitment of FedEx team members, who volunteer their time and expertise alongside community organisations throughout the year. Their involvement demonstrates that creating meaningful impact is not only about investment, but also about showing up, contributing and supporting the communities where they live and work.
As South Africa continues to create new opportunities for young people and strengthen community wellbeing, collective action will remain essential. Through FedEx Cares, FedEx remains committed to using its people, expertise and global network to help create opportunities, strengthen communities and deliver lasting social impact.
“At its core, logistics is about connecting people with possibility,” concludes Teixeira. “When those connections help young people access new opportunities and strengthen the communities around them, we see the impact that is possible when we work together.“
The Ripple Effect of One Late Delivery
Why Regional Trade Isn’t as Simple as Crossing a Border
DP World Leaders Announced as Keynote Speakers at GCCA African Cold Chain Conference
-
Management3 weeks agoSEO, AEO, GEO and SEO for AI: What Is the Difference for the Supply Chain Industry?
-
Logistics2 months agoDHL Expands Asia Pacific Data Center Logistics Capabilities to Support Growing Regional Demand
-
Logistics2 months agoDHL Group to invest around € 160 million in 2026-2027 to strengthen logistics infrastructure and support clean energy transition in France
-
Logistics4 weeks agoTop 5 Warehousing and Logistics Companies in the Western Cape by Google Review Rating
-
Press Releases1 month agoKuehne+Nagel to reduce air freight emissions for Google Cloud shipments with sustainable aviation fuel
-
Logistics1 month agoDHL Group Ramps Up New Energy Logistics as Demand for Energy Resilience Surges
-
Transport1 month agoLDV T60 Max vs GWM P500 vs Isuzu D-Max vs Toyota Hilux vs Ford Ranger: Which Double-Cab Bakkie Offers the Best Value?
-
Freight Forwarding2 months agoThe Hidden Cost of Shipping from China to South Africa — What Every SA Importer Needs to Know in 2026