The Chartered Institute of Logistics and Transport South Africa (CILTSA), in partnership with Commerce Edge and Alto Training, officially launched the fully funded CILT Level 5: International Diploma in Logistics and Transport programme on Monday, 6 July 2026. The launch took place at the IMM Graduate School Conference Centre in Parktown and marked the start of an important professional development journey for women working in logistics, transport, warehousing, operations and supply chain environments. 

The programme, funded by the Transport Education and Training Authority (TETA), is designed to strengthen operational, management and leadership capability among women in the sector. “It offers participants access to internationally recognised learning, practical workplace-based experience, mentorship support and a professional designation pathway through CILTSA,” explains Catherine Larkin, CILTSA’s Executive Director. 

The launch was well attended, with 10 Gauteng-based candidates participating in person and additional candidates joining online from across the country, including the Western Cape, KwaZulu-Natal and the Eastern Cape. Three mentors also attended the session in person, demonstrating the strong support structure that will underpin the learning journey.  

Representatives from TETA were present, reinforcing the funder’s commitment to skills development, transformation and the advancement of women in the logistics and transport industry. 

Commerce Edge, the programme provider, will deliver the learning components of the qualification, while Alto Training serves as the project management company responsible for coordinating and supporting programme implementation and TETA processes. Together with CILTSA, these partners will help ensure that candidates are guided through a structured programme that combines online contact learning sessions, workplace experiential learning, practical assignments, logbook completion, coaching and evidence gathering. 

Running from July 2026 to July 2027, the programme covers key areas including Management in Logistics and Transport, Supply Chain Management, Transport Operations and Warehousing. Through these internationally recognised units, candidates will build practical knowledge and leadership competence that can be applied directly in the workplace. 

“The launch highlighted the value of collaboration between professional bodies, funders, training providers, employers and mentors in creating meaningful opportunities for women,” concludes Larkin. “As the candidates begin their learning journey, the programme stands as a significant investment in professional growth, industry transformation and the development of future leaders in logistics and transport.” 

Investing in women. Developing industry. Building the future. 

As disruption becomes part of the normal operating environment, Jaimé Manuel of Unitrans considers why resilient African supply chains will depend on clearer processes, stronger partnerships and solutions designed for local realities. 

For years, supply chains were judged largely by how efficiently they could move goods, reduce cost and maximise output. But in an operating environment shaped by persistent disruption, changing customer expectations and increasingly interconnected value chains, efficiency alone is no longer enough. 

That was one of the clearest reflections I took from SAPICS 2026. Its theme, “Legacy to Leadership: 60 Years of Connection, Collaboration & Transformation”, invited the industry to consider not only how far supply chains have come, but what leadership now requires of us. I believe it requires a shift away from static models and isolated decisions to adaptability and collective problem-solving. 

Jaimé Manuel Executive Growth at Unitrans

Disruption is now the norm for supply chains, which face infrastructure, regulatory, climate, and technological challenges. The task is not to design a system that never experiences disruption, but to build the capability to respond when conditions change. 

This shifts competitive advantage, as it now depends on whether an organisation can see change early, bring the right capabilities together and adjust its operating model without compromising safety, service or control. 

Stronger Supply Chains Require Clearer Roles 

A recurring idea at SAPICS was the need for organisations to become more deliberate about their core competencies. Delivering an end-to-end outcome does not require one organisation to perform every component independently. It requires the lead partner to integrate the right internal expertise and specialist capabilities, establish clear accountability and keep the customer’s operational outcome at the centre. 

It’s better to start by understanding where an organisation creates the most value, where specialist capability is required and how the right partners can be brought together around a defined customer need. 

This is particularly important in complex African supply chains. A logistics provider, customer, technology business, equipment manufacturer and local operating team may each understand a different part of the challenge and bring a different capability to solving it. None has the complete answer in isolation. The value lies in creating an effective interface between those capabilities, supported by shared accountability and a clear outcome. 

Collaboration requires greater visibility across the value chain and a willingness to share relevant information to support decisions, while protecting commercially-sensitive information. 

The real test of a partnership is whether it helps solve the customer’s actual problem. A challenge that initially appears to be about transport or technology may have its roots in an inefficient process, a safety constraint, limited connectivity or an operating practice that no longer serves the customer. Listening and defining the problem correctly must come first. 

Technology Cannot Repair a Broken Process 

Technology was understandably prominent in many of the conversations at SAPICS, but its value depends on whether the operation is ready to use it effectively. 

Before introducing another platform/application, businesses must understand and simplify the underlying process. Who performs each task? What information do they require? Where are delays/errors introduced? How will the user’s role change? What governance is needed when the system identifies an exception? Without those foundations, digitisation adds complexity instead of reducing it. 

The same applies to mobile devices, which must be integrated into operations to deliver value. Human judgement remains essential. Technology can improve visibility, identify patterns and automate routine decisions, but people must interpret, manage exceptions, and ensure technology is useful. 

Practical Improvement Starts at the Frontline 

A Unitrans agricultural operation provides a practical example. In remote sugarcane environments, manual field inspections and connectivity constraints made it difficult to capture and share information consistently. 

Unitrans worked with a specialist technology partner to digitise the existing inspection process through a custom mobile application. This meant that operational teams could record field conditions, identify hazards and make more informed decisions before vehicles entered an area.

The real value was in operational knowledge, not just the app. This approach improved decision speed and safety, reducing in-field rollovers.

The example shows why adoption matters. Technology creates value when it strengthens frontline expertise rather than replacing it. When employees see that a tool helps them work more safely and effectively, compliance becomes curiosity – and operational teams begin driving improvement themselves.

Continuous improvement is rarely one dramatic intervention. More often, it comes from questioning existing practices and using data to make targeted changes.

African Solutions Must Reflect African Conditions 

Common principles can be applied across a supply chain network, but implementation cannot be one-size-fits-all. African countries and operating environments differ in infrastructure, regulation, language, culture, connectivity, road conditions, skills and customer requirements. A solution that works in one market may not in another. 

This requires closer collaboration with all stakeholders and a realistic view of what operations can support now and in the future. The next era of supply chain leadership will be defined by how well leaders connect people, processes, information and expertise around real operational needs. 

While efficiency will remain fundamental, the supply chains best equipped to grow will be those that can adapt without losing control, share information without losing accountability, and collaborate without losing sight of their own strengths. 

In practical terms, leaders must clarify the outcome, map the process, identify where specialist expertise is needed and assign someone to be accountable for each decision. Technology should then be introduced against that operating model, with frontline users involved early enough to shape how it works in practice.

The greatest opportunity lies in building collective capability to solve problems, together.

A significant milestone has been reached in the Passenger Rail Agency of South Africa’s (PRASA’s) ongoing modernisation of KwaZulu‑Natal’s rail network, with the installation of a new diamond crossing at Crossmoor Station.

The crossing was delivered by Maziya Group subsidiary, Maziya General Services, in partnership with voestalpine South Africa (VAE SA).

Athanacious Makgamatha, PRASA Executive: Group Capital Delivery and Execution

“The upgrade forms part of PRASA’s multi‑year Passenger Rail Recovery Programme and will dramatically improve reliability, safety and travel times for thousands of daily passengers,” says Athanacious Makgamatha, PRASA Executive: Group Capital Delivery and Execution at PRASA.

A Flawless Design

Designed and manufactured by VAE SA at its Isando, Johannesburg facility, the crossing is built on durable concrete sleepers, offering improved longevity, reduced maintenance and enhanced ride quality for passengers.

“This diamond crossing is a highly specialised piece of rail infrastructure that enables trains to switch between lines in areas with limited space, replacing a worn‑out installation that previously sat on wooden sleepers,” explains Sizwe Mkhize, Business Development Officer at VAE SA.

Sizwe Mkhize, Business Development Officer at VAE SA

The installation of the diamond crossing and associated turnouts in Crossmoor was performed by PEM-LEM turnout replacement machines, together with a specialised, dedicated track installation team.

Rails, turnouts and diamond crossings ensure safe train movements. Their installation requires a high level of precision, coordination, and specialised railway engineering skills to complete. The PEM-LEM team managed and executed the placement, gauging, levelling, and securing of these elements to ensure the track geometry meets strict operational and safety standards.

Impact Felt in More Ways Than One

According to Heinrich Mostert, Signalling Director at Maziya General Services, the upgrade is about far more than technical renewal. “This work restores mobility, restores dignity and restores opportunity,” he says. “For years, large sections of the line have been operating on a single track due to vandalism. Once all upgrades are complete, trains will be able to run in both directions on both lines again—10 minutes apart—instead of one hour apart.”

Heinrich Mostert, Signalling Director at Maziya General Services

For the communities served by Crossmoor Station and neighbouring areas, the benefits are already being felt. The previous speed restriction of 15 km/h over the old crossing has been lifted to 60 km/h now that installation, testing and commissioning are complete. The improved track geometry also reduces vibration and noise, resulting in a smoother, more comfortable passenger experience.

A South African Solution, Built for Local Needs

Kedibone Madiba, Head of the Perway Department at Maziya General Services, explains that the design and installation process is uniquely tailored to the constraints of the Crossmoor site.

“This is a brownfield environment with limited space, curves and a platform very close to the installation. A diamond crossing is the only viable solution,” he explains. “We designed everything locally, conducted the surveys, modelled the geometry and worked closely with VAE SA to ensure every component meets the required standards. The result is a system that fits perfectly and performs reliably, even under challenging operating conditions.”

Kedibone Madiba, Head of the Perway Department at Maziya General Services

“VAE SA’s local presence is critical. When you run a railway, you need immediate support during derailments or faults, and VAE SA has always responded quickly. Their quality and reliability give us unshakeable confidence,” states Madiba.

Partnership Delivers Real Community Impact

Ultimately, the crossover project forms part of PRASA’s long‑term commitment to rebuilding a safe, modern, dependable public transport system.

“The Crossmoor upgrade is one step among many, but its impact on the surrounding communities will be profound. Reliable rail transport transforms lives. It connects people to jobs, education and economic opportunities. We’re proud to revitalise a network that many people rely on,” concludes Makgamatha.