For decades, supply chain performance was measured by one overriding objective: efficiency. Businesses invested heavily in reducing inventory, shortening lead times, consolidating warehouse networks and removing unnecessary costs from their operations. Leaner supply chains were widely seen as stronger supply chains.

Today, that assumption is being challenged.

Disruptions are no longer isolated events that happen once every few years. Port congestion, supplier shortages, transport delays, infrastructure constraints and shifting customer demand have become familiar parts of the logistics landscape. The question is no longer whether disruption will occur, but how well a business can respond when it does.

An efficient supply chain is designed for normal operating conditions. A resilient supply chain is designed for the exceptions.

When Efficiency Creates Risk

Lean operations have transformed supply chains around the world. Lower inventory levels reduce carrying costs, fewer suppliers simplify procurement and centralised distribution networks often improve operational efficiency.

Those same decisions, however, can also reduce flexibility. A manufacturer relying on a single supplier may benefit from lower purchasing costs, but a disruption at that supplier can quickly affect production. Likewise, a centralised distribution centre may reduce operating expenses, yet any disruption at that facility can impact customers across an entire region.

Efficiency remains essential, but many businesses are recognising that removing every buffer from the supply chain can introduce new risks that are far more expensive when something goes wrong.

The Return of Strategic Buffers

For years, holding additional inventory was often viewed as inefficient. Today, that conversation is becoming more balanced.

Safety stock, once seen primarily as an added cost, is increasingly being recognised as a practical way to manage uncertainty. The same applies to supplier diversification. While working with multiple suppliers can increase procurement complexity, it also reduces dependence on a single source for critical materials or components.

These decisions don’t represent a move away from efficiency. They reflect a growing recognition that resilience sometimes requires carefully planned redundancy rather than eliminating every spare capacity within the network.

Looking Beyond a Single Distribution Centre

For many businesses, operating from one large distribution centre has always made financial sense. It can simplify operations, reduce overheads and make inventory easier to manage. The challenge comes when that one facility experiences delays or has to support customers spread across a large geographic area.

That’s why some organisations are taking another look at how their networks are set up. Regional distribution centres may cost more to operate, but they can shorten delivery times, reduce transport distances and make it easier to keep goods moving when one part of the network comes under pressure.

Technology is helping businesses make those decisions with greater confidence. Instead of relying on assumptions, supply chain teams can see how inventory is moving, where transport delays are occurring and which parts of the network are carrying the most risk.

Looking Beyond the Lowest Cost

For a long time, supply chain performance was judged largely on cost. Lower transport spend, leaner inventory and better warehouse utilisation were all signs of an efficient operation.

Those measures still matter, but they’re no longer telling the whole story. Businesses are also asking different questions. How quickly can we recover if a supplier can’t deliver? How much disruption can our network absorb before customers feel the impact? Are we meeting service expectations consistently, even when conditions change?

Those questions don’t replace efficiency – they add another layer to it. The strongest supply chains aren’t always the cheapest to run. More often, they’re the ones that continue performing when the unexpected becomes part of the working day.

By Sahil Affriya, Founder & CEO, Shiprazor

I find myself having the same conversations with business owners in late November – always too late to make a difference. They typically have three strong trading days as customers work through their wish lists. Then a public holiday comes and nothing moves, followed by a new week that opens with forty parcels sitting on a late collection and customers on WhatsApp politely asking where their orders are. You know that courtesy has a shelf life.

Most merchants treat that new week as something to survive, but working with them day-to-day has shown us that it is far more useful to use these long weekends as a dry run for the biggest shopping weekend of the year – Black Friday/Cyber Monday.

The upcoming Women’s Day long weekend provides an excellent opportunity to dry run the three pressures that define Black Friday: an order spike, a pause in collections, and a backlog clearing while new orders land. Get it wrong in August and you could lose a few customers; in November, you stand to lose the season.

This matters more each year as larger retailers keep shrinking the gap between order and doorstep, and shoppers expect everyone to match it. Services like Checkers Sixty60 have passed 100 million orders across close to 700 stores. The delivery speed shoppers expect from their grocery run has become the benchmark every other vendor is measured against. More people are placing more orders, and growing less patient with a poor delivery service.

Business owners have roughly ten weeks before an October system freeze locks things down. Here are four things you can do to stress test for Black Friday before it’s too late to make code changes.

1. The gap between purchase and waybill

Your first possible bottleneck sits just past checkout in the time between an order landing and you being able to create a waybill. Ideally, that gap is seconds. If it takes hours, or you are typing an address into a courier portal, you have found your first problem and higher order volumes will only worsen it.

Get ahead of this by tracking what stalls: failed connections, duplicate shipments, orders stuck on pending, anything needing a manual fix. On a well-integrated platform, that count sits near zero and the waybill follows the sale automatically, freeing your team to focus on the customer, not the admin.

2. What the customer sees after dispatch

Late parcels don’t automatically lose customers but silence can. A shopper who cannot see their order assumes the worst and messages you. Each assumption puts the success of your weekend and reputation at risk. Your focus should be on tracking exceptions, non-delivery reports (an NDR is logged when a courier cannot complete a delivery), return-to-origin rates, repeat attempts, and “where is my order” messages piling up.

Many failed deliveries are caused by a wrong or incomplete address, and each one comes with costs: a redelivery, the time cost of a support call, and sometimes the sale itself. Proactive tracking systems that keep customers up to date answer most of those questions before they are asked.

3. Courier performance on your own routes

Most merchants set their courier rules once and never look at them again, and many take advertised transit times at face value rather than as a claim to test. Testing these systems and asking critical questions of your courier partner is the key to getting ahead of any problems.

Testing lets you quantify the value you are getting from each courier and plan for contingencies. Relying on a single courier means your only backup plan is hope. The stress of managing multiple delivery providers, however, pulls your attention away from your customer. Platforms that give you the option to choose from multiple couriers enable stability even when systems are under pressure.

4. Every step that still needs a person

Question every manual process: courier allocation, waybill generation, address correction, customer notifications, status updates. When you are small, doing some of these by hand is manageable; for a business that is scaling, this quickly becomes unsustainable.

Note every point where someone had to step in to complete a routine task and treat each one as something to automate or rewrite. The right setup takes that work off your team entirely: a single integrated platform that turns a sale into a waybill, multi-courier routing that reroutes in seconds, and tracking that keeps customers informed before they need to ask.

Read the data the week after the holiday, fix your three biggest weaknesses by the end of September, and confirm the fixes hold before the freeze. Do that and the calm forty-order weekend and the frantic four-hundred-order one should feel the same to your team. Leave the diagnosis until Black Friday and you will learn the same lessons at a far higher price.

Sahil Affriya, Founder & CEO, Shiprazor

The South African Freight and Logistics Association (SAFLA) and the Association of Meat Importers and Exporters of South Africa (AMIE SA) have signed a Memorandum of Cooperation (MoC) to deepen collaboration on the logistics, port-operational and regulatory issues affecting South Africa’s meat trade.

SAFLA and AMIE SA will use the MoC to identify recurring constraints, exchange evidence and develop practical, solutions-focused proposals for engagement with government agencies and stakeholders. The partnership will support constructive dialogue on port operations, border processes, veterinary and sanitary requirements, market access, rail and road connectivity, and supply-chain resilience.

A United Voice to Find Practical Solutions

“Logistics is fundamental to food security, trade competitiveness and economic growth,” says Jonathan McDonald, Vice Chairman of SAFLA. “This MoC gives SAFLA and AMIE SA a stronger platform to speak with one informed voice, engage constructively with government agencies and work with them to resolve issues that affect cargo flow, costs and reliability. We are most effective when industry brings evidence, expertise and practical solutions to the table.”

Paul Matthew, CEO of AMIE SA, adds that improved collaboration between industry and government is essential if South Africa is to turn trade opportunities into measurable growth. “We have the product, the capability and markets that are ready to buy South African meat,” Matthew notes. “What is required is effective coordination: clear communication between national and provincial authorities, efficient certification and inspection processes, and a willingness to bring the private sector into the solution.”

For meat exporters, the ability to supply international customers consistently is crucial. Delays in market-access processes and veterinary approvals can cause buyers to source from alternative suppliers. Animal-health events remain a trade risk, underlining the importance of robust traceability, credible controls and internationally accepted approaches to regionalisation.

Matthew highlights that trade is not a zero-sum choice between exports and domestic affordability. “Export markets enable producers to obtain value for different cuts across the carcass. That improves overall carcass balance and can support a more sustainable, affordable domestic supply,” he says.

The MoC recognises that food safety and regulatory compliance are non-negotiable. Its purpose is to support processes that are rigorous, proportionate and consistently applied, while ensuring that avoidable administrative bottlenecks do not undermine trade, jobs or consumer access to protein.

AMIE SA estimates that South Africa exported approximately 81,000 tonnes of red meat, including beef, sheep and goat meat, worth around R63 billion between 2025 and May 2026, demonstrating the significant economic potential of the sector even amid disease-related and administrative constraints.

The freight-forwarding sector that enables this trade is itself substantial, with South Africa’s freight-forwarding market estimated to have generated approximately R81 billion in revenue in 2025. Freight forwarders also coordinate more than 80% of the country’s international trade, reinforcing the strategic importance of efficient, reliable logistics systems.

Room for Further Improvement

“Meat trade depends on logistics, predictable inspection and cargo-release processes, veterinary controls, and reliable access to international markets,” continues McDonald. “When these systems do not operate in concert, the consequences are felt by producers, importers, exporters, cold stores, transporters, processors, retailers and consumers.”

While there have been encouraging improvements in infrastructure and equipment in the Durban port, industry continues to confront operational pressure points, including cold-chain capacity, container handling, inspection coordination and release of consignments.

“Through industry engagement, communication and joint advocacy, SAFLA and AMIE SA intend to help convert recurring challenges into coordinated action,” concludes McDonald. “The associations believe that a unified industry voice, combined with respectful partnership with government, can improve the country’s logistics ecosystem, strengthen national supply-chain performance and support a competitive, resilient South African meat sector.”

Jonathan McDonald – Vice Chair of SAFLA, with Paul Matthew, CEO of AMIE SA

Jonathan McDonald – Vice Chair of SAFLA, with Paul Matthew, CEO of AMIE SA