Border delays that stretch weeks instead of days create inefficiencies, raise costs, and impact Africa’s growth potential. For fast-growing economies, these challenges are not only a hindrance to realising this potential, but also an opportunity to rethink how goods move across borders.

This was the theme that shaped the conversation as senior executives from logistics, supply chain, procurement and operations gathered in Johannesburg for a roundtable hosted by Fast Company Middle East in partnership with DP World.

The discussion was part of Trade in a Connected World, an ongoing series by Fast Company Middle East that explores the changing dynamics of global trade, the growing role of Africa in cross-border commerce, and what it takes for supply chains to remain adaptable and effective while navigating both opportunities and challenges.

Created to spark meaningful conversations with industry leaders about the future of trade, the series will continue in the coming months with sessions addressing different dimensions of trade and logistics, offering strategic insight into building more integrated and sustainable trade systems.

Participants spoke about their challenges, from border delays and uneven infrastructure to hidden inefficiencies in fragmented import ecosystems. Yet there was a shared recognition that addressing these barriers is key to unlocking regional integration and intra-African trade, boosting competitiveness, and positioning African economies as stronger players in global markets.

FORCES SHAPING TRADE

For Mohammad Sultan, Head of Supply Chain Management at SPAR, the most pressing disruptors are macroeconomic and geopolitical. He pointed to global currency volatility, instability, and the ripple effects of conflict as forces reshaping trade flows locally and internationally. These pressures, he noted, can cause sudden shifts in sourcing strategies, delay shipments, and inflate costs for both businesses and consumers. At the same time, he sees a significant opportunity if inefficiencies in supply chains are addressed through closer collaboration between suppliers. Stronger partnerships, he added, could create more resilient systems capable of withstanding external shocks.

Infrastructure emerged repeatedly as a decisive factor shaping Africa’s trade future. Mark Rylance, Chief Operating Officer for Logistics sub-Saharan Africa at DP World, described it as both a bottleneck and an investment opportunity. While infrastructure gaps continue to constrain trade across much of the continent, he pointed to DP World’s investments in ports, logistics facilities, and transport networks designed to strengthen emerging trade corridors over the next three to five years. These projects, he explained, are not just about physical capacity but also about integrating systems and processes to speed up the movement of goods. “As these markets mature,” he said, “the flow of trade will improve dramatically.” DP World sees infrastructure not as concrete and steel alone, but as an integrated system that allows trade to flow seamlessly and efficiently across corridors.

For Desilan Pillay, Logistics Director at Coca-Cola Beverages, the critical enabler, if made reliable, safe, and efficient, will be the rail network. She argued that if reliability, safety, and lead times can be improved, rail could become the backbone of a more predictable and efficient pan-African trade system. Rail, she noted, is already attracting interest from customers who want more sustainable and cost-effective alternatives to road transport. A well-connected rail system, she added, could ease border congestion and provide a backbone for regional flows. Companies investing early will secure a long-term advantage.

Several participants echoed the need for more connected networks. Joanne Habig, Head of Supply Chain Management at Omnia Holdings, observed that Africa’s ports, railways, and roads often operate in isolation, creating inefficiencies that ripple through supply chains. This disconnection, she said, leads to missed opportunities and higher costs. Instead of waiting for government-led solutions, she urged companies to work together across industries to establish stronger, shared flows of goods. Collaborative approaches, she argued, could deliver results faster than policy reforms alone.

This theme of integration was reinforced by Roderick John, General Manager for Supply Chain Planning at Boxer Superstores. He said consolidating responsibility for goods movement under a single point of contact could reduce reliance on multiple agents, cut costs, and ultimately deliver better value to end customers.

THE ADVANTAGE OF MOVING EARLY

When the discussion turned to how businesses can position themselves in high-potential markets, there was a consensus that partnerships are the quickest route to competitive advantage. Sultan said that end-to-end supply chain collaboration helps companies identify opportunities sooner, control costs, and enter new markets with greater competitiveness.

Rylance described how DP World works closely with governments in emerging trade corridors to align strategies and ensure infrastructure development keeps pace with growing demand. He explained that coordinated planning between the public and private sectors is essential for building trade capacity sustainably.

Pillay returned to her focus on rail, framing it as a structural advantage for companies prepared to invest early. She noted that reliable, well-integrated rail services could give early movers a logistical edge that would be difficult for competitors to match later.

Habig argued for greater visibility across industries, saying that shared intelligence on market shifts and infrastructure readiness can help companies make better, faster decisions.

Adding to the theme, Tony Roderigues, General Manager for Distribution and Procurement at Clover, stressed the importance of strengthening alliances with key infrastructure players such as DP World to accelerate market entry. Building these relationships early, he said, can secure access to critical capacity and resources before competitors do.

FROM INSTINCT TO INTELLIGENCE

Technology, particularly AI and predictive analytics, is beginning to reshape African supply chains, although most participants acknowledged they are still in the early stages of adoption. While the tools and potential are well understood, scaling them across complex, multi-country networks remains challenging.

Sultan shared that his organisation has already integrated AI into parts of its operations, using it to speed up decision-making, optimise stock flow, and reduce costs. These improvements, he said, are not just operational but also strategic, allowing his team to anticipate demand shifts and allocate resources more effectively.

Rylance explained how DP World is harnessing AI to predict cargo arrivals and pre-clear border documentation, significantly reducing turnaround times and driving down costs along critical trade corridors.

Pillay said Coca-Cola Beverages is using AI to turn large datasets into practical insights, with uses ranging from monitoring driver fatigue to managing warehouse inventory. Habig pointed out that while Omnia has achieved real-time visibility in South Africa, the integration of AI across the broader African supply chain is still limited because of data silos.

For John, the starting point is always data accuracy, noting that flawed or incomplete data undermines every subsequent decision. If businesses take the time to clean and verify their information, they unlock the true potential of AI. Once the data is trustworthy, AI tools can elevate decision-making, provide sharper insights, and give companies stronger negotiation leverage in competitive markets.

Roderigues shared the same perspective. He pointed out that accurate data alone is not enough. The real advantage emerges when companies combine reliable data with people who have the expertise to interpret it and translate insights into action. Skilled analysts can identify trends, highlight inefficiencies, and propose strategies directly impacting profitability.

Both agreed that the companies leading in this space treat data not just as a byproduct of operations, but as a core asset. By investing in its quality and the people who work with it, they position themselves to move faster, adapt quicker, and seize opportunities ahead of the competition.

As companies experiment with predictive tools, the real test lies in scaling across multi-country networks. DP World is deploying AI along trade corridors, showing how technology can unlock both speed and cost efficiency.

PRIORITIES FOR AFRICA’S CONNECTED FUTURE

Across the discussion, three priorities stood out: collaboration, infrastructure, and practical use of AI. Participants described AI adoption as an early stage and said its value depends on accurate data and people who can interpret it. Rail was identified as a major opportunity if reliability and lead times improve. There were calls for better links between ports, rail, and roads, and for a single point of accountability to reduce the use of multiple agents and cut costs. Speakers also noted the value of working with infrastructure providers and governments in key corridors so capacity keeps pace with demand.

Africa’s growth will not wait for perfect conditions. It will be built through partnership, smart investment, and early adoption of technology. By working with governments, industries, and supply chain providers like DP World, businesses can ensure trade flows faster, safer, and more sustainably.