South African importers are facing a volatile trade environment, where disruptions from geopolitical tensions, tariffs, local power cuts, and port delays have become the new normal. The question is no longer whether disruptions will occur, but whether businesses are prepared to manage them.
According to Vernon Sinden, head of logistics at Investec, importers can thrive amid uncertainty—but only if the right foundations are in place.
"Agility and supplier resilience aren’t just nice to have anymore. They’re survival tools," Sinden says.
Despite challenges at Transnet, which reported a R1.9 billion loss for the year ending March 2025, government support—including R94.8bn in state guarantees—signals a strengthening of South Africa’s logistics infrastructure, providing a platform for future growth.
"In this environment, the businesses that will endure are those that recognise agility and supplier resilience as their most valuable assets. It’s no longer enough to manage suppliers on a transactional basis. The companies that thrive are those that treat suppliers as strategic allies, partners who can provide priority access, flexibility, and creative problem-solving when disruption inevitably strikes," Sinden adds.
Monitoring early warning signs
Key indicators such as supplier lead times, shipping reliability, and inventory turnover rates can help businesses anticipate disruptions before they escalate.
"The lesson here is simple: don’t wait for a full-blown crisis to act. If shipments from a certain region consistently slip, it’s time to diversify or renegotiate – before the costs escalate," Sinden advises.
Shifts in consumer behaviour add another layer of complexity. Market research from NetZero indicates that South Africans are increasingly price-sensitive and moving online, intensifying pressure on stock management.
"Overstocking eats into margins, understocking risks customer loyalty. The result? Importers are being forced to invest in smarter systems and forecasting tools to synchronise demand with supply and optimise stock levels," Sinden explains.
Mindset as much as tools
"But tools alone aren’t enough. Crisis management is as much about mindset as it is about data. Resilient importers need a posture of flexibility, holding buffer stock where necessary, and meeting suppliers halfway – in negotiation, in logistics, and sometimes quite literally on the ground. Open lines of communication, regular check-ins, and transparency around challenges transform relationships from fragile to formidable," he adds.
Sinden concludes: "The reality is that resilience in South Africa isn’t a corporate cliché. It’s a survival strategy. Importers who cultivate suppliers as strategic allies – not just vendors – will be best positioned to turn disruption into opportunity.
"In a trade environment where uncertainty is guaranteed, strong supplier relationships and logistics partners with buying power remain one of the few advantages businesses can control."
