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Impact of Attacks on Trucks on Van Reenen’s Pass (KZN): 08 July 2023

Published

3 years ago

on

Gavin Kelly standing

The Road Freight Association (RFA) cannot accept the scenes that played out on the N3 in the early hours of 09 July 2023 as anything else but a coordinated attack on the road freight sector. Both the specific spot on the N3, as well as the timing, were chosen to cause the best outcome in terms of mayhem and disruption.

The road freight sector (trucks) carries 80% of the goods that are moved in and around South Africa, as well as for those countries that trade with international markets and use South African ports for import and export.

Those who attack the road leg of logistics supply chains need to understand that the long-term effects will bring greater destruction to employment levels, and will result in further job losses, as businesses and supporting sectors shrink and trade moves away from South Africa.


However, with regard to freight and the economy of South Africa: Without trucks, South Africa stops. As noted earlier, the scene that played out on the N3 at Van Reenen’s Pass in the early hours of 09 July 2023 was a ruthless attack on the road freight supply chain – and the effects (economic, business confidence, security, law and order and corridor movement) are far reaching.

Whilst the immediate short-term losses will run into millions of Rands (including cost of vehicles, cargo, personal effects, road damage, EMS response, delays in movement and shipping penalties), the long-term impact will be felt in terms of increased security costs into the cost of logistics, higher insurance premiums, higher SARIA cover premiums, higher toll fees, less freight movement through South Africa, closure of freight companies, loss of jobs: the list continues.

  • Depending on the category of vehicle, the type and value of cargo, the specialised equipment required for the cargo: this can be anywhere between R3 to R10-million. A simple calculation of capital losses (assets and cargoes) of the six trucks destroyed to date amounts to anything between R18 to R60 million;
  • The cost of loss of income through businesses closing is far greater: If any of the trucks belonged to a small business – it will have lost its only truck, or trucks: This means loss of earnings / revenue for the business, loss of salaries paid to staff who would no longer have jobs (due to business shutdown), loss of revenue through the services and support the business uses (eg. fuel, storage, maintenance, tolls, staff requirements, licencing, etc);
  • Potential closure of businesses means less transporters available to perform work. Some companies might feel the industry is not a safe / secure environment and so their owners could decide to simply close their business;
  • Freight travelling through South African ports (especially the Port of Durban and along the corridor that has been targeted): cargo owners / customers will choose to move cargo through neighbouring countries. This has already been happening as South African ports become inefficient and the surrounding ports develop, improve and drive efficiencies up. South Africa’s “Gateway to Africa” status has been lost and these attacks will further cement the move of transit freight from South Africa to neighbouring countries. Port revenues will drop, as will income through all support and related freight logistics users;
  • 7 000 container deliveries are done through the South African ports per day (Port of Durban does roughly 4 000 containers a day). Any delay along the N3 (- here the majority of containerised freight is destined to the Port – will result in backlogs / delays for imports and exports;
  • Depending on the configurations of the vehicles, delays in moving (for trucks) costs the transporter between R5 000 and R7 500 a day (rough estimate of loss of revenue to the 7 000 odd vehicles from various destinations who would be affected for one day delay at various points of entry, and along the N3 corridor) would be around is R35 million – this is the broad road freight sector impact.

The cost to communities where jobs will be lost (those that provide various services to the trucks that travel the routes through South Africa and the rest of the Continent, are not factored in). That figure will increase as freight moves away from South African ports to neighbouring countries.
The N3 is probably the busiest corridor in South Africa, carrying far higher volumes of traffic (freight, passenger and light motor vehicles for commercial, tourism and private use) than any other corridor.

Once again, the cost to the South African economy, taking all the above into consideration, will run into Billions of Rand lost, as business confidence from foreign investors plummets, and those who use South Africa as a transit hub, turn away from us and move to other countries that are SAFER and more efficient.

However, the more important questions to be answered are: Who is behind this attack, and why. There was no looting of vehicles (therefore not cargo theft in intent), and thankfully none of the drivers or staff on the vehicles were injured or killed.

The targeted precision of the attack is worrying. This was well planned and efficiently implemented. At this point, no group has acknowledged that they are responsible.

If this is the same grouping that has been behind such attacks across the country over the past six years, then action needs to be taken against those who promote, plan and implement such criminal actions. We have heard the Minister of Police refer to economic sabotage and many other forms of description, but it would seem that this behaviour continues unabated.

If this is, indeed, the work of the All Truck Drivers Foundation (ATDF-SA) and its counterparts relating to the employment of illegal foreigners in the road freight (or any other) sector, then the responsible Department of Employment and Labour, and its inspection structures, must ensure that their responsibility to protect employees and employers from non-compliant labour practices is strictly and swiftly applied.


Whilst the Road Freight Association (RFA) is currently unaware of which companies were targeted and attacked (and whether this was a random choice of trucks or an actual specific set of transporters), it is always those who are compliant and innocent of the complaints or issues raised by others, that get caught up in these activities, and ultimately pay the price of closed businesses and severe cost increases to operations.

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Logistics

DP World Leaders Announced as Keynote Speakers at GCCA African Cold Chain Conference 

Published

4 days ago

on

July 22, 2026

By

Admin

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

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Management

The Hidden Formula Behind High-Performance Warehousing

Published

5 days ago

on

July 21, 2026

By

Admin

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

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Logistics

Delivering Change: How Logistics Helps Connect Communities and Create Social Impact in South Africa

Published

1 week ago

on

July 17, 2026

By

Admin

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.“

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