Management

Google Searches Are Becoming Zero-Click. What Does This Mean for the Supply Chain Industry That Relies on Google Ads and Organic Clicks?

Published

3 weeks ago

July 13, 2026

SCN Africa

Admin

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?”

Management

What Makes a Strategic Supplier?

Published

6 days ago

July 31, 2026

SCN Africa

Business partners shaking hands with each other

Not every supplier plays the same role.

Some provide products when they’re needed, invoices are paid and the relationship goes no further than that. It works perfectly well because that’s all either side expects.

Then there are suppliers who gradually become something more.

They begin to understand how the business operates, when demand typically increases and which products are most critical to keep moving. Over time, they’re no longer simply fulfilling orders. They’re helping the business operate more effectively.

That’s often the difference between a supplier and a strategic supplier.

It Starts Long Before Something Goes Wrong

It’s easy to judge a supplier when everything is running smoothly.

Orders arrive on time, stock levels remain healthy and customers receive what they’ve been promised.

The real test comes when something unexpected happens.

A shipment is delayed. Demand suddenly increases. Production falls behind schedule.

Strategic suppliers don’t make those challenges disappear, but they work with their customers to find a way through them. They communicate early, discuss alternatives and look for practical solutions instead of simply reporting that a deadline has been missed.

Those moments build confidence in a relationship that no contract can guarantee.

Understanding the Business Matters

The strongest supplier relationships become more valuable over time because knowledge builds with experience.

A supplier who has worked with the same customer for several years begins to recognise seasonal demand, understand production schedules and appreciate which deliveries are genuinely time-sensitive.

That familiarity often leads to better decisions on both sides.

Instead of treating every order the same, suppliers can respond in ways that reflect how the business actually operates.

Sometimes the Best Answer is “Not Yet”

People often assume a good supplier is the one who always says yes.

In reality, that isn’t always the case.

Sometimes the most valuable supplier is the one willing to have an honest conversation before a problem becomes a bigger one. They might explain that a deadline is unrealistic, suggest a different approach or raise concerns that haven’t yet been considered.

Those conversations aren’t always easy, but they’re usually far more helpful than a promise that can’t be kept.

Most businesses would rather adjust their plans early than find out at the last minute that an order won’t arrive when expected.

Trust Is Built in the Everyday Moments

Strategic supplier relationships don’t usually develop because of one major event.

They grow over time.

A supplier who keeps customers informed when plans change. A quick phone call before a small issue turns into a bigger one. Deliveries arriving when they were promised, week after week. Small moments like these rarely attract much attention on their own, but they slowly build confidence between two businesses.

Over time, that confidence becomes one of the most valuable parts of the relationship.

The Suppliers Businesses Remember

Every supplier plays an important role, but some leave a lasting impression for reasons that have very little to do with price.

They’re the suppliers who are honest when something isn’t going to plan. The ones who communicate early instead of waiting until there’s a problem. The ones who understand how the business operates because they’ve taken the time to build a genuine working relationship.

Price will always matter, and procurement teams will always look for value.

But ask someone to name the best supplier they’ve worked with, and chances are they won’t begin by talking about cost.

They’ll probably remember the supplier who made their job easier when it mattered most.

Logistics

ESG Conference Sets New Standard for Purpose-Driven Leadership in Logistics, Transport and Supply Chain

Published

1 week ago

July 28, 2026

SCN Africa

Admin

Speakers at the Chartered Institute of Logistics and Transport South Africa’s ESG Conference held on 23 June 2026 have called on the logistics, transport and supply chain sectors to move beyond ESG compliance and make leadership, skills development and community impact measurable across the value chain.

Keynote Sets the Tone

Delivering the keynote address, Dr Andile Sangqu, Chairperson of Transnet SOC Limited, said ESG could no longer be treated as a reporting exercise. He explained that the sector’s response had to be rooted in honesty, leadership and accountability, with particular attention paid to communities that live with the outcomes of logistics decisions.

“A supply chain that takes value from a community without reinvesting in it is putting its own future at risk,” he said. “We cannot build a strong logistics network on top of struggling communities.”

Dr Sangqu urged delegates to see skills as a sovereign asset and build capability at every level of the supply chain, from the boardroom to the loading bay. He noted that South Africa has much of the required knowledge in its universities, technical colleges, industry bodies and development finance institutions, as well as experienced logistics professionals.

“The skills gap in our sector is central. If we do not close it before 2030, we will end up with excellent strategies and no real capacity to deliver them,” he stressed.

CILTSA President Elvin Harris commented: “Dr Sangqu reminded us that ESG is a leadership responsibility. The quality of conversation and calibre of people in the room shows how seriously South Africa’s logistics community is taking that responsibility.”

Panel Discussions Provide Rich Insights

The Funding Panel, facilitated by DP World’s Lauren Rota, explored the tension between green finance availability and the realities facing logistics operators, particularly SMEs navigating thin margins and complex reporting requirements. Panellists included Bernard Vilakazi from Absa; Sashen Singh from Nedbank Limited; Neo Molomo from the Industrial Development Corporation; Shaheed Alli from the Development Bank of Southern Africa and Jonathan McDonald from the South African Freight and Logistics Association.

The panel agreed that green financing must be integrated into mainstream financial products, and that development finance institutions must signal growth potential by backing early-stage transitions.

The Talent Panel, moderated by Liesl de Wet from the Road Freight Association’s Green Transport Working Group, made the case that ESG capability is a value to be embedded across organisational culture, rather than a qualification held by a few specialists. Input came from Associate Professor Rose Luke from the University of Johannesburg; Chantal Kading from People Shop; Maphefo Anno-Frempong, CEO of the Transport Education and Training Authority (TETA); Aimee Girdwood of Stories Evolved and Sandile Khoza from the Ethekwini Maritime Cluster.

Maphefo Anno-Frempong highlighted the need for industry to collaborate directly with TVETs aligned to local economic activity, while Girdwood said visible leadership support is the starting point for meaningful ESG integration.

Commitment in Action

Michelle van den Berg from Takealot Fulfilment Solutions detailed the company’s fleet electrification efforts, advising anyone considering a similar transition to “start small, move on data and do not treat the transition as plug-and-play.”

Fundiswa Mahlanyana from Isuzu Motors South Africa said Africa’s transition pathway must be phased and grounded in local realities. “We need to start with internal efficiencies, deploy technology that fits routes, and invest when the system is ready,” she said.

The conference, held at the IMM Graduate School, also featured a presentation on efficiency and sustainability by Renko Bergh from CtrlFleet. It was sponsored by Isuzu Motors South Africa, Ctrack Africa, the IMM Graduate School, CtrlFleet and Chery.

Dr Sandile Sangqu, Chairperson of Transnet SOC Limited

Elvin Harris, President of Chartered Institute of Logistics and Transport South Africa

Bernard Vilakazi, Absa

Lauren Rota, DP World

Shaheed Ali, Development Bank of Southern Africa

Ronald Muringai, IMM Graduate School

Sandile Khoza, Ethekwini Maritime Cluster

Sashen Singh, Nedbank Limited

Liesl De Wet, Unitrans

Maphefo Anno-Frempong, CEO of the Transport Education and Training Authority (TETA)

Neo Molomo, Industrial Development Corporation

Renko Bergh, CtrlFleet

Chantal Kading, People Shop

Fundiswa Mahlanyana, Isuzu Motors South Africa

Jonathan McDonald, South African Freight and Logistics Association

Rose Luke, University of Johannesburg

Aimee Girdwood, Stories Evolved

Michelle van den Berg, Takealot Fulfilment Solutions

Logistics

Why Every Degree Matters in Cold Chain Logistics

Published

1 week ago

July 27, 2026

SCN Africa

Admin

Most supply chains are built around one simple objective: getting products from one place to another as efficiently as possible. Cold chain logistics adds another layer of complexity. It’s not enough for goods to arrive on time—they also need to arrive at exactly the right temperature.

For businesses transporting fresh produce, pharmaceuticals, dairy products, frozen foods and other temperature-sensitive goods, even a small change in temperature can have serious consequences. Product quality may be affected, regulatory requirements may no longer be met and entire shipments can be rejected before they ever reach the customer.

That’s why cold chain logistics has become less about reacting to problems and more about preventing them in the first place.

Small Temperature Changes Can Have Big Consequences

Unlike many other types of freight, temperature-sensitive products often have very little room for error. A refrigeration unit that stops working, a trailer door left open for too long or an unexpected delay at a distribution centre can all affect the condition of the goods inside.

The financial impact goes well beyond replacing spoiled stock. Delayed deliveries, insurance claims, customer complaints and damage to long-standing business relationships can all follow when products fail to arrive in the expected condition.

In cold chain logistics, every degree matters because every degree can influence the value of the shipment.

Visibility Changes the Conversation

Not long ago, many businesses only discovered temperature issues once a delivery had reached its destination. By then, there was often little that could be done.

Today, connected sensors and real-time monitoring give logistics teams a live view of what’s happening while goods are still moving. If temperatures begin to drift outside acceptable limits, teams can investigate, contact the driver or adjust the journey before a small issue becomes a rejected load.

The greatest value isn’t collecting more information. It’s having enough visibility to act while the shipment is still recoverable.

The Journey Doesn’t End When the Truck Leaves

Cold chain management doesn’t stop once products are loaded onto a vehicle.

Traffic congestion, vehicle breakdowns, border delays, loading times and unexpected route changes can all affect delivery schedules. The longer products remain in transit, the greater the pressure on refrigeration systems and temperature controls to perform consistently.

That’s why transport planning has become just as important as temperature monitoring. Choosing the right route, planning realistic delivery schedules and reducing unnecessary delays all help protect the integrity of temperature-sensitive goods.

It’s About More Than Saving the Shipment

When a cold chain shipment fails, replacing the product is often only the beginning. Businesses also have to manage disappointed customers, investigate what went wrong and, in some industries, demonstrate that strict temperature standards were maintained throughout the journey.

For suppliers serving supermarkets, hospitals, pharmacies or food manufacturers, consistency is everything. Customers expect products to arrive in the same condition every time, regardless of the distance travelled or the challenges along the route. Maintaining that consistency helps build trust, and in many cases, it’s that trust that keeps long-term business relationships intact.

Every Shipment Leaves Behind Valuable Information

Temperature readings are no longer collected simply to prove that products stayed within the required range. They also provide a clearer picture of how the supply chain is performing from one delivery to the next.

Over time, that information can reveal recurring delays on certain routes, identify locations where temperature fluctuations occur more frequently or highlight opportunities to improve transport planning. Those small insights help businesses reduce risk before it affects the next shipment.

No two cold chain deliveries are exactly the same, but each one leaves behind information that can help make the next journey more reliable. In an industry where even a small change in temperature can have significant consequences, those lessons quickly become one of the most valuable parts of the supply chain.