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.”

When goods move from one country to another, there’s far more happening behind the scenes than simply booking space on a ship or aircraft. Freight forwarders coordinate every stage of the journey, from transport and customs clearance to warehousing and final delivery, helping businesses navigate an increasingly complex global supply chain.

Although many freight forwarders offer similar core services, their strengths can vary considerably. Some specialise in time-sensitive air freight, while others focus on ocean freight, project cargo or cross-border transport across Africa. Understanding those differences can help businesses choose a logistics partner that best suits their operations.

Global Reach and International Networks

For businesses importing or exporting goods, access to an established global network can make a significant difference. International freight forwarders work with shipping lines, airlines, customs authorities and logistics partners around the world, helping shipments move more smoothly between countries.

Companies such as DHL Global Forwarding, Kuehne+Nagel and DSV are recognised for their extensive international networks, making them a popular choice for businesses that regularly move freight across multiple markets.

Industry Expertise Matters

Every industry has different logistics requirements. A shipment of automotive components doesn’t move in the same way as pharmaceutical products or oversized mining equipment, and each comes with its own compliance, handling and transport considerations.

Many freight forwarders have developed specialist expertise in particular sectors. DB Schenker has built a strong reputation in industrial and automotive logistics, while Rhenus Logistics supports industries ranging from manufacturing and retail to project cargo and supply chain management.

Technology Is Becoming Part of the Service

Freight forwarding has become far more transparent than it was a decade ago. Businesses increasingly expect to know where their shipments are, receive regular updates and access documentation without lengthy delays or unnecessary administration.

Many of the industry’s leading providers now offer digital tracking, online shipment management and real-time reporting, giving customers greater visibility throughout the freight journey. For businesses managing international supply chains, that information has become just as valuable as the transport itself.

Looking Beyond Transport

A freight forwarder often provides much more than transport. Customs brokerage, warehousing, cargo insurance, distribution and supply chain consulting have become part of the broader service offering, allowing businesses to work with a single logistics partner across multiple stages of the supply chain.

This is particularly valuable for businesses looking to simplify operations, reduce administrative complexity and improve coordination between suppliers, transport providers and customers.

Choosing the Right Freight Forwarder

There’s no single freight forwarder that’s right for every business. The best choice depends on what you’re moving, where it’s going and the level of support your operation requires.

For some businesses, a global network may be the priority. Others may place greater value on specialist industry experience, digital visibility or customs expertise. Taking the time to compare capabilities, rather than simply comparing prices, often leads to stronger partnerships and more resilient supply chains.

For many companies in the supply chain industry, Google has become one of the most important sources of new business.

Whether a customer is looking for a forklift supplier, a warehouse racking company, a freight forwarding partner, a logistics provider, a packaging supplier, a cold-chain solution or an industrial equipment specialist, the buying journey often starts with a search.

For years, the model was fairly simple:

Rank on Google.
Run Google Ads.
Get clicks.
Turn those clicks into enquiries.

That model is not disappearing, but it is changing.

According to research published by IMS, using Similarweb clickstream data, 68.01% of Google searches in the first four months of 2026 ended without a click. In 2024, that number was reported at 60.45%.

In simple terms, more users are getting what they need directly on Google without clicking through to another website.

For supply chain businesses that rely on organic search traffic and Google Ads enquiries, this matters.

What Is a Zero-Click Search?

A zero-click search happens when someone searches on Google but does not click through to a website.

This may happen because Google gives the answer directly through:

• AI Overviews
• Featured snippets
• Maps results
• Knowledge panels
• People Also Ask results
• Product panels
• YouTube results
• Instant answers
• Google Business Profile information

For example, someone searching for “forklift rental Gauteng” may see maps, ads, business listings and quick information without immediately visiting a supplier’s website.

Someone asking “what is the best racking system for a warehouse?” may get a summary answer before opening any article.

Someone searching for a logistics provider may compare options directly from the results page.

This does not mean the customer journey has ended. It means the first stage of research may now happen before the website visit.

Why This Matters for Supply Chain Companies

The supply chain industry is heavily search-driven.

Customers often use Google to find suppliers, compare options and understand technical requirements before they contact a business.

This is especially true for categories such as:

• Forklifts and lift trucks
• Warehouse equipment
• Materials handling
• Freight and logistics
• Cold-chain solutions
• Packaging
• Racking and shelving
• Last-mile delivery
• Industrial automation
• Mining and heavy equipment
• Import, export and customs services
• Fleet and transport services

Many of these searches are high-value. One enquiry can lead to a rental contract, equipment sale, maintenance agreement, logistics partnership or long-term supply relationship.

If fewer searchers are clicking through to websites, businesses need to understand that visibility is no longer only about traffic.

It is also about influence.

Google Ads Are Still Important, but the Journey Is Changing

Google Ads remain highly relevant for supply chain businesses, particularly for high-intent searches.

If someone searches for “forklift rental near me”, “warehouse racking supplier Johannesburg” or “freight forwarding South Africa”, they may still be close to making an enquiry.

Paid search can still capture this demand.

However, businesses should not assume that every customer will click immediately. A buyer may see an ad, notice a brand name, compare it with other suppliers, search again later or ask an AI tool for recommendations.

The role of Google Ads may shift from being only a direct click channel to being part of a broader visibility and trust-building journey.

That means advertisers should look beyond clicks alone and ask:

• Are we appearing for the right high-intent searches?
• Are our ads clear and specific?
• Do our landing pages answer the customer’s real questions?
• Are we tracking calls, forms and quote requests properly?
• Are we measuring branded search growth?
• Are customers searching for us after seeing our ads?
• Are we building trust before the enquiry happens?

In a zero-click environment, paid media still matters, but it must be connected to strong content, strong landing pages and clear measurement.

Organic SEO Still Matters, but It Needs to Do More

The rise of zero-click search does not mean SEO is dead.

In fact, SEO may become more important.

The difference is that SEO should no longer be measured only by website traffic. It should also be measured by how well the business is represented in search results, AI summaries and customer research journeys.

A supply chain business with a weak website, thin content and vague service pages is unlikely to be properly understood by search engines or AI-powered platforms.

A strong website should clearly explain:

• What the company does
• Which industries it serves
• Which regions it operates in
• What products or services it provides
• What technical capabilities it has
• What problems it solves
• Why customers should trust it
• How customers can make contact

For example, a page that says “we offer logistics solutions” is too vague.

A stronger page would explain whether the business provides freight forwarding, warehousing, cross-border logistics, transport management, last-mile delivery, customs clearing, supply chain consulting or cold-chain logistics.

The clearer the content, the easier it is for customers, search engines and AI systems to understand the business.

AI Search Adds Another Layer

AI-powered search is adding further complexity.

Customers are no longer only typing short search terms. They are asking longer questions, such as:

• Which forklift company in Gauteng offers rental, servicing and spare parts?
• What should I consider before choosing a warehouse racking supplier?
• Which logistics company can handle cross-border freight into Southern Africa?
• What is the best materials handling solution for a high-volume warehouse?
• How can a distribution centre reduce picking errors?
• What are the advantages of outsourcing warehousing?

These questions are more detailed and often show stronger buying intent.

If a business wants to be considered in these journeys, its website and wider digital presence must provide enough information for AI-powered tools to understand and reference it.

This is where content quality, structure and authority become critical.

The Website Is Still the Source of Truth

Even if users do not click immediately, the website remains important.

Search engines and AI systems still need reliable sources to understand businesses, services and industries. A company’s website is often one of the clearest sources of that information.

For supply chain companies, the website should not only be a brochure.

It should be a structured knowledge base that supports both customers and search platforms.

Useful website content may include:

• Detailed service pages
• Product category pages
• Industry pages
• Location pages
• FAQs
• Case studies
• Technical explainers
• Equipment guides
• Comparison articles
• Maintenance advice
• Compliance information
• Customer success stories
• Downloadable brochures and specifications

This type of content helps customers make better decisions. It also gives search engines and AI systems stronger information to work with.

Supply Chain Businesses Need to Think Beyond Clicks

If Google sends fewer clicks to websites, businesses need to expand how they measure digital success.

Traffic is still useful, but it is not the only metric.

Supply chain companies should also track:

• Enquiry quality
• Quote requests
• Phone calls
• Branded search growth
• Google Business Profile activity
• Search impressions
• Visibility for high-intent terms
• Assisted conversions
• Returning users
• Direct traffic
• AI mentions and citations
• Share of voice against competitors
• Lead source quality
• Sales pipeline value from digital channels

A decline in website clicks does not always mean a decline in business value. A customer may discover a company in search, research it elsewhere and contact it later.

This is why attribution and reporting need to become more sophisticated.

What Is Zero-Click Marketing?

Zero-click marketing means building awareness, trust and demand without relying only on users clicking through to your website.

For the supply chain industry, this could include:

• Strong Google Business Profile content
• LinkedIn thought leadership
• YouTube explainers
• Industry news features
• Technical articles
• Case studies
• Supplier comparison content
• Email newsletters
• Webinars
• Product videos
• Digital PR
• Social media content
• Participation in industry conversations

The point is not to stop driving traffic.

The point is to build visibility in more places than your website alone.

If a logistics buyer, warehouse manager, procurement officer or operations director repeatedly sees your brand associated with useful expertise, your business becomes more likely to be considered when the need becomes urgent.

Practical Steps for Supply Chain Companies

Supply chain businesses should not panic. They should adapt.

Here are practical steps to take now:

1. Strengthen High-Intent Service Pages

Make sure your most commercially important pages are clear, detailed and specific.

For example:

• Forklift rental
• Warehouse racking
• Freight forwarding
• Cold-chain logistics
• Customs clearing
• Last-mile delivery
• Packaging supplies
• Materials handling equipment
• Fleet maintenance
• Warehouse automation

Each page should explain what you offer, who it is for, where it is available and what action the customer should take next.

2. Add Useful FAQs

FAQs help customers and AI-powered search tools understand your business.

For example:

• Do you offer forklift rental or only sales?
• Which areas do you service?
• Do you provide maintenance and parts?
• What information is needed for a freight quote?
• What is the difference between selective and drive-in racking?
• How quickly can equipment be delivered?
• Do you support national or cross-border logistics?

These questions often reflect real sales conversations.

3. Build Case Studies

Case studies are powerful because they prove capability.

Supply chain buyers want evidence that a supplier can deliver. Case studies can show:

• The problem
• The solution
• The equipment or service used
• The outcome
• The operational improvement
• The commercial value

This is especially useful for complex B2B purchases.

4. Improve Local and Regional Visibility

Many supply chain searches are location-based.

Businesses should make sure they clearly communicate where they operate, including cities, provinces, industrial areas and cross-border regions where relevant.

For example:

• Gauteng
• Johannesburg
• Pretoria
• Durban
• Cape Town
• East Rand
• Midrand
• Southern Africa
• SADC regions

Local visibility can still be highly valuable in a zero-click search environment.

5. Use Google Ads More Strategically

Google Ads should focus on high-intent queries, clear landing pages and measurable outcomes.

Avoid sending all traffic to a generic homepage.

Instead, send users to pages that match their search intent, such as forklift rental, warehouse racking installation, customs clearing, or cold-chain logistics.

The closer the landing page matches the customer’s need, the better the chance of conversion.

6. Invest in AI Discoverability

AI discoverability is the process of making a business easier for AI-powered search platforms to understand, trust and surface.

This includes:

• Clear website structure
• Strong service pages
• Helpful FAQs
• Schema markup
• Authoritative content
• Case studies
• Consistent business information
• Strong third-party mentions
• Industry relevance
• Technical SEO

For supply chain businesses, this is becoming increasingly important because customers are using AI tools to research suppliers and compare options.

SEO and Google Ads are not dead.

But the way customers search, compare and make decisions is changing.

For the supply chain industry, this is a major shift. Businesses that rely only on website clicks may miss the bigger picture.

The future of search is not only about ranking and traffic. It is about being visible, useful and trusted wherever customers are researching.

That includes Google, AI search, LinkedIn, YouTube, industry websites, maps results, email, social media and other digital touchpoints.

The supply chain companies that adapt early will be better placed to influence buyers before they ever complete a form or pick up the phone.

In a zero-click world, the question is no longer only:

“Did they click?”

The better question is:

“Did they find us, understand us and trust us enough to take the next step?”