Thursday, 11 June 2026

Maximizing Fleet Efficiency: Daimler's New Actros Models

Maximizing Fleet Efficiency: Daimler's New Actros Models

For transport operators running fleets across Southern Africa, the real measure of a truck is not found on the price tag but in the ledger at year end. It is a calculation of downtime, fuel bills, component life, maintenance intervals and resale value. And it is precisely this equation that Daimler Truck Southern Africa says guided the introduction of its latest Actros Base and Line Haul models.

The new arrivals expand the existing Mercedes-Benz Trucks portfolio, but the message from the manufacturer is less about shiny new metal and more about what happens over hundreds of thousands of kilometres. Total cost of ownership, or TCO, sits at the centre of the conversation.


Olaf Petersen, Vice President of Sales and Marketing at Daimler Truck Southern Africa, makes little effort to hide his scepticism about what he calls deceptive packaging in the industry. He points to a trend where competitors cram ever higher horsepower figures into smaller displacement engines, a practice he likens to tuning a small passenger car engine to produce twice its rated power only to have it fail after a few hard laps.

"You can take a Polo 1,0-litre, tune it up to 200 horsepower, and drive three rounds around the racetrack. Then the engine is buggered," Petersen says. The German term he uses is Mogelpackung, deceptive packaging, where a big number on the spec sheet masks a small engine pushed to its limits.

Daimler takes a different approach. The OM460 engine, a 12,8-litre unit, is kept in the 330 kilowatt or 450 horsepower class. The larger OM473, a 15,6-litre big block, delivers 380 kilowatts or 520 horsepower.

“Neither engine is overworked,” says Petersen, “and that translates directly into engine life, fuel efficiency and ultimately a lower TCO for the operator.”

The OM473 comes with a feature called Turbo Compound, which extracts energy from the exhaust stream to deliver an additional 37 kilowatts, roughly 50 horsepower, at no fuel cost. That energy is fed back to the crankshaft, reducing fuel consumption while maintaining output. Daimler claims to be the only manufacturer in the segment offering this technology.


Gearbox selection follows the same philosophy. The G281 gearbox, rated for 2 800 Nm of input torque, is paired with the OM460 engine producing 2 200 Nm. That gives a 27% reserve margin, meaning the gearbox is never stressed to its limit. The larger OM473, with 2 600 Nm, is matched to a gearbox rated for 2 900 Nm. Petersen contrasts this with competitors where the engine output exceeds what the gearbox is designed to handle.

The braking systems differ by model. The OM460 equipped trucks use a hydraulic retarder delivering 420 kilowatts of friction free braking power, roughly 570 horsepower of stopping capability without wearing service brakes. The OM473 variants use a high performance engine brake that achieves similar figures.

Axles are another area where Daimler builds in headroom. The 13 ton tandem axles are typically loaded to nine tons in South African operations, a substantial reserve that contributes to longevity. Air suspension provides ride quality and load stability, while the chassis has been upgraded from E5100 steel to E6100 high tensile material, allowing an eight millimetre thickness that is lighter but stronger than previous generations.

Then there are the small items that add up. LED headlights are rated for 30 000 to 50 000 hours of continuous operation, a lifespan of 10 to 15 years, longer than many trucks remain in service. Petersen says this eliminates the repeated cost and downtime of replacing halogen bulbs, which may last 1 000 hours. A blown headlamp can also mean being turned away from mine sites or other premises with strict light requirements, an operational disruption that carries its own cost.

Fuel theft remains a persistent problem in the transport industry. Daimler has fitted a siphon proof device called Tank Safe into the filler neck, making fuel theft virtually impossible according to the company. Turntables are specified according to application, with the Jost 37 for line haul work and the heavier Jost 38 for side tipper operations where stress loads are higher.

All models share a gross combination mass of 65 tons and dual fuel tanks of 480 litres and 400 litres respectively, providing extended range for long distance operations. The cab meets European ECE R29 strength standards and includes a driver airbag to reduce head, neck and chest injuries in a collision. ABS and ASR, anti slip regulation, come standard.

Olaf Petersen

The four new models are split between Base and Line Haul specifications. The Actros 2645LS/33 Base features a ClassicSpace Long Cab with a single bed and the OM460 engine producing 330 kilowatts and 2 200 newton metres, coupled with a hydraulic retarder. The Actros 2652LS/33 Base uses the OM473 big block producing 380 kilowatts and 2 600 newton metres with the high performance engine brake and air suspension for heavy duty applications.

For long haul operations, the Actros 2645LS/33 Line Haul upgrades to a StreamSpace Long Cab with dual beds, maintaining the OM460 engine and hydraulic retarder but with additional safety systems and higher fuel capacity. The Actros 2652LS/33 Line Haul pairs the OM473 with the dual bed cab, high performance engine brake and driver focused features.

A built in fridge, standard on the line haul variants, is a practical inclusion that Petersen says came after internal debate. Drivers on long routes need cold food kept at proper temperatures, and the company concluded this was not a luxury but a necessity for driver wellbeing on extended trips.

The existing Actros Pure models continue to offer value focused durability, while the RoadEfficiency range targets maximum long haul fuel economy. Actros Fuel Specification models serve hazardous goods transport with enhanced safety features, and the specialised range covers niche applications.

Daimler Truck Southern Africa operates as a wholly owned subsidiary with assembly facilities in East London and a sales and marketing hub in Centurion. A third facility recently opened on the West Rand to serve used vehicle customers. The company also manages nine African markets beyond South Africa, including Namibia, Botswana, Mozambique, Malawi, Zimbabwe, Zambia and Eswatini.

Petersen says the new regional structure under the Lamia division, which groups Latin America, Middle East and Africa, gives the African market a stronger voice in product decisions. Senior management now sits on the truck board rather than reporting through intermediate layers, a change that Petersen believes will result in vehicles better suited to local conditions.

The underlying philosophy remains consistent across the range. Components are sized with reserves. Engines are not pushed to their limits. Small details like lighting and fuel security receive attention because they affect operating costs over time. For transport operators watching their margins, that may matter more than any single specification sheet figure.

https://bit.ly/3Qhyi54

Tuesday, 9 June 2026

UD Trucks ADC 2026: Shaping Sub-Saharan Market Futures

UD Trucks ADC 2026: Shaping Sub-Saharan Market Futures

Sun City served as the stage last week for UD Trucks Southern Africa’s annual get together of dealer principals, business leaders and key players from across Southern Africa and the rest of the continent. The Importer and Dealer Conference 2026 unfolded over two days under the theme ‘Own the Future’, and focused squarely on the company’s growth plans.

This gathering has long been a key date on the UD Trucks calendar, giving importers and dealers a chance to line up behind the company’s main priorities, build on partnerships, swap best practices and celebrate solid work across the business.


This year came with a notable shift. For the first time, the opening day was set aside entirely for Sub Saharan African markets, a move that underlined UD Trucks Southern Africa’s intention to push further into the continent and back its long term goals heading towards 2030.

Fabrice Gorlier, who looks after International Sales at UD Trucks as Senior Vice President, told those present just how important the dealer network is when it comes to lasting business success. He explained that as customer expectations shift and the transport industry changes, the dealer network continues to give the company a real edge.

By focusing on network excellence, building up skills, and growing their market reach, he said they are getting ready to make the most of the opportunities coming their way across the region.

Graham Kolm, General Manager for SSA Markets at UD Trucks Southern Africa, spoke about why the dedicated focus on Sub Saharan Africa mattered. He said setting aside a full day for those markets reflects just how important their business across the continent has become.

They see real opportunities ahead, he noted, and are committed to working closely with partners to strengthen market presence, develop skills, and unlock sustainable growth.


“Owning the future,” he added, “means putting in the work today on the relationships, know how, and foundations that will drive success tomorrow.”

The evening took on a more upbeat feel with an awards ceremony that recognised the region’s best performing dealerships. Motruck Eswatini walked away with the SSA Markets Medium Importer of the Year award, while Nors Namibia claimed the SSA Markets Importer of the Year title.

Day two kicked off with a Dealer Council meeting that brought in members of UD Trucks’ global executive leadership team, giving dealers a direct line to leadership on issues shaping both the company’s future and the wider transport industry. The business sessions that followed dug into market trends, customer needs, operational excellence, retail performance, and what lies ahead for the UD Trucks network.

Filip Van den Heede, Managing Director of UD Trucks Southern Africa, reflected on what the conference meant. He said the annual importer and dealer conference remains a crucial platform for getting the network aligned around a shared vision, strengthening how they work together, and recognising those who consistently deliver quality work.

As the business keeps evolving and expanding across Southern Africa and the broader continent, he stressed that dealers are at the heart of their success. Their steady commitment to customers, products, and the brand, he added, allows UD Trucks to deliver on its promise of going the extra mile every day while putting the business in a good position for sustainable growth in the years ahead.

The conference wrapped up with the much anticipated 2026 Dealer Awards ceremony, where dealerships were recognised for their strong contributions and for delivering value to customers.

Among the main award winners were UD Trucks Lichtenburg as Service Dealer of the Year in the medium category, McCarthy Commercial Vehicles Alrode taking the large Service Dealer of the Year prize, UD Trucks Ermelo named Medium Dealer of the Year, and CMH Commercial Pinetown claiming Dealer of the Year.

The conference closed on a note of partnership, growth, and shared responsibility as the network looks to what comes next. Marle Visagie, General Manager for Retail and Competence Development at UD Trucks Southern Africa, wrapped things up by stressing how investing in people drives long term success. She said strong dealerships are built by strong people.


By continuously investing in competence development across their network, they equip their teams with the skills and confidence to support customers and keep up with a changing transport industry. That commitment, she explained, not only strengthens the customer experience but also boosts the long term value of putting money behind the UD Trucks brand.

As UD Trucks Southern Africa pushes forward with its growth ambitions across the region and the continent, ADC 2026 showed the strength of its dealer network and the shared commitment needed to own the future together.https://bit.ly/4xg0tlt

Fully Funded Leadership Course for Women in Automotive

Fully Funded Leadership Course for Women in Automotive

The Marcia Mayaba Foundation, working with the Impumelelo Institute, has opened applications for a fully funded leadership course aimed at five high-performing women aged 25 to 35 in the automotive value chain. The R27 500 Effective Personal Productivity (EPP) programme is designed to help address the sector’s ongoing leadership gender gap. The closing date for applications is 15 June 2026, and shortlisted candidates will be contacted directly.

Programme launch and purpose


As Youth Month gets under way in South Africa, the foundation and the institute have introduced this six-to-eight week, fully online leadership development opportunity. It targets young women already working in the automotive value chain and focuses on time management, accountability and team leadership skills. Participants can continue with their jobs while completing the course. The EPP curriculum follows a well-known LMI-licensed model that emphasises behaviour change and practical application in the workplace.

Why this matters for the auto sector

Industry discussions and research indicate that women remain underrepresented in South Africa’s automotive workforce and leadership ranks. Recent sector analyses suggest women make up roughly 10% to 20% of the automotive workforce, with even fewer in senior and executive roles. This is seen as a structural weakness, particularly as women increasingly influence consumer demand in the industry. Another industry snapshot puts women at around 15% of the workforce, with most employed in administrative rather than technical or managerial positions.


Marcia Mayaba is known in industry and community circles through the ISUZU Foundation and dealer networks. She has been involved in education and child welfare projects, fundraising partnerships and school infrastructure upgrades, showing how corporate platforms can translate into community impact. The foundation’s new leadership cohort aims to apply that community focus to human capital development specifically for women in the automotive sector.

Who should apply and how

The programme is open to female professionals aged 25 to 35 who are employed anywhere in the automotive value chain and can demonstrate strong performance, growth potential and a commitment to development. Only five candidates will be selected. Applicants need to send a short motivation letter outlining their leadership journey, achievements and aspirations to Awodwak@mmayabafoundation.co.za by 15 June 2026. Shortlisted candidates will be contacted directly by the foundation.

What success looks like – and the challenges ahead

If the programme succeeds, it is expected to create a small but focused pipeline of women ready for mid-level and senior roles. That would tackle one of the sector’s persistent bottlenecks: the gap between women’s growing influence as consumers and their low numbers in decision-making positions. However, industry observers note that training alone is not enough. Mentorship, sponsorship and deliberate recruitment and promotion practices across OEMs, suppliers and dealer networks are also needed to turn development into lasting leadership change.

Key facts


- Fully funded programme worth R27 500 per participant
- Online course lasting six to eight weeks
- Five places available
- Apply by 15 June 2026 to Awodwak@mmayabafoundation.co.za

https://bit.ly/3RZpAsC

Thursday, 28 May 2026

Isuzu D-MAX Launches in Africa: A New Era for Mobility

Isuzu D-MAX Launches in Africa: A New Era for Mobility

Isuzu Motors South Africa has begun dispatching the first batches of its updated D-MAX from its Gqeberha production facility to local dealers, with plans to extend deliveries to authorised distributors in more than 30 African markets. Key destinations include Zimbabwe, Ivory Coast, Zambia, Mozambique, Botswana and Namibia.


The rollout comes during Africa Month, with the vehicle built and tested locally to handle tough operating conditions across the continent. Isuzu’s move underlines South Africa’s position as a manufacturing and export hub for African automotive trade, while reinforcing the company’s focus on durable products and long-standing customer relationships that stretch back generations.



According to Isuzu, the arrival of the new D-MAX on African soil represents more than a product introduction. The company says it reflects a broader commitment to dependable mobility that supports economic activity, cross-border trade and community development.


The Gqeberha plant, which acts as a strategic export hub for sub-Saharan Africa, engineered the new D-MAX with local conditions in mind. Sectors such as agriculture, mining, construction and logistics are the primary targets. The vehicle comes with a high-tensile steel load box, a reinforced tailgate fitted with a centre hinge, and underbody stone protection developed specifically for local terrain.


Mava Landu, Department Executive for Revenue Generation in Rest of Africa Markets at Isuzu Motors South Africa, said the month of May offers an opportunity to reflect on the partnerships the brand has built across the region. “The shipment of the new D-MAX to our dealer partners across Africa demonstrates our confidence in the continent’s future,” added Lebo Rakgekola, Department Executive for Revenue Generation in SACU.


Isuzu’s dealer network stretches from major cities to remote rural areas where transport remains essential. The company backs these outlets with parts availability, technical training and aftersales support, helping fleet owners reduce downtime and improve productivity.


Many operators who started with the KB-series pickups continue to run Isuzu vehicles today, now in the form of the new D-MAX. The brand points to this as evidence of its focus on long-term value and trusted partnerships.


Beyond vehicle exports, Isuzu has been investing in parts distribution, technical training and regional assembly operations. The aim is to contribute to skills development, job creation and stronger supply chains within the markets it serves.


With upgraded safety features, improved towing capacity and a cabin designed for longer hauls, the new D-MAX is being positioned to meet Africa’s changing transport needs. Whether moving goods across borders, backing infrastructure projects or reaching underserved communities, Isuzu says the vehicle is built to support the businesses and people driving the continent forward.

https://bit.ly/4wTtvan

Isuzu D-MAX Launches in Africa: A New Era for Mobility

Isuzu D-MAX Launches in Africa: A New Era for Mobility

Isuzu Motors South Africa has begun dispatching the first batches of its updated D-MAX from its Gqeberha production facility to local dealers, with plans to extend deliveries to authorised distributors in more than 30 African markets. Key destinations include Zimbabwe, Ivory Coast, Zambia, Mozambique, Botswana and Namibia.

The rollout comes during Africa Month, with the vehicle built and tested locally to handle tough operating conditions across the continent. Isuzu’s move underlines South Africa’s position as a manufacturing and export hub for African automotive trade, while reinforcing the company’s focus on durable products and long-standing customer relationships that stretch back generations.


According to Isuzu, the arrival of the new D-MAX on African soil represents more than a product introduction. The company says it reflects a broader commitment to dependable mobility that supports economic activity, cross-border trade and community development.

The Gqeberha plant, which acts as a strategic export hub for sub-Saharan Africa, engineered the new D-MAX with local conditions in mind. Sectors such as agriculture, mining, construction and logistics are the primary targets. The vehicle comes with a high-tensile steel load box, a reinforced tailgate fitted with a centre hinge, and underbody stone protection developed specifically for local terrain.

Mava Landu, Department Executive for Revenue Generation in Rest of Africa Markets at Isuzu Motors South Africa, said the month of May offers an opportunity to reflect on the partnerships the brand has built across the region. “The shipment of the new D-MAX to our dealer partners across Africa demonstrates our confidence in the continent’s future,” added Lebo Rakgekola, Department Executive for Revenue Generation in SACU.

Isuzu’s dealer network stretches from major cities to remote rural areas where transport remains essential. The company backs these outlets with parts availability, technical training and aftersales support, helping fleet owners reduce downtime and improve productivity.

Many operators who started with the KB-series pickups continue to run Isuzu vehicles today, now in the form of the new D-MAX. The brand points to this as evidence of its focus on long-term value and trusted partnerships.

Beyond vehicle exports, Isuzu has been investing in parts distribution, technical training and regional assembly operations. The aim is to contribute to skills development, job creation and stronger supply chains within the markets it serves.

With upgraded safety features, improved towing capacity and a cabin designed for longer hauls, the new D-MAX is being positioned to meet Africa’s changing transport needs. Whether moving goods across borders, backing infrastructure projects or reaching underserved communities, Isuzu says the vehicle is built to support the businesses and people driving the continent forward.

https://bit.ly/4wTtvan

Monday, 25 May 2026

Tata Motors shows 11 new models in Cape Town as it deepens Africa push

Tata Motors shows 11 new models in Cape Town as it deepens Africa push

CAPE TOWN – Tata Motors has unveiled a line-up of 11 commercial vehicles at an event in Cape Town, underscoring the Indian manufacturer’s intent to strengthen its foothold in Sub-Saharan Africa. The collection spans various weight classes and powertrain configurations, including several battery-electric models, as the company looks to offer application-specific solutions for urban logistics, mining, passenger transport and regional haulage.

Among the vehicles on display were the Ultra Prime RE, a rear‑engine city bus built for stop‑start urban routes, and the Azura series of next‑generation light and intermediate trucks aimed at regional and inter‑city freight. Tata said the range is designed around three priorities for fleet operators: higher productivity, reduced downtime and lower total cost of ownership over the vehicle’s life.


Asif Shamim, who leads Tata Motors’ international business, said the showcase demonstrates the group’s focus on developing practical mobility tools for markets outside India.

“The portfolio presented here shows the breadth of platforms and technologies we are building across segments, including electric vehicles, tailored to different operating conditions,” he says. “It also reflects the strength of the engineering and development capabilities behind these products, enabling us to deliver solutions that are reliable and built to support customer productivity.”

Tata Motors has a notable presence across Sub-Saharan Africa, operating in 29 countries through distribution partners such as Tata International, Panafrique Motors, KOMCO Motors and Allied Motors. The company has sold more than 340 000 commercial vehicles in the region and offers over 60 model variants.


Its service network includes more than 320 touchpoints, supported by seven assembly operations located in South Africa, Kenya, Nigeria, Senegal, Egypt, Morocco and Tunisia. Tata said those facilities contribute to local skills development and manufacturing capacity.

The electric vehicles shown in Cape Town included the Ace Pro EV mini‑truck for last‑mile deliveries, the Intra EV pickup for demanding urban cargo cycles, the Ultra E.9 light truck for quieter intra‑city logistics and the Prima E28.K tipper designed to help decarbonise mining and construction work. For conventional powertrain buyers, Tata highlighted the Intra V30 and V70 pickups, which feature a walkthrough cabin and payloads of 1 300 kg and 1 950 kg respectively, along with the Azura 1918 intermediate truck focused on lifecycle value.


In the passenger mobility segment, Tata presented the Ultra Prime RE midi bus with a 6,7‑litre rear‑mounted diesel engine, the LPO 1618 Magna 44‑seater fully built air‑conditioned coach, the LP 909 compact midi bus for school and staff transport, and the LPO 1623 Nova 49‑seater air‑conditioned bus for longer inter‑city routes.

The company also outlined support structures including more than 320 strategically located service centres, extended warranty options and customised annual maintenance contracts.

https://bit.ly/4uyAyDU

Thursday, 21 May 2026

Shifting Tides in Africa's Automotive Market

Shifting Tides in Africa's Automotive Market

The tectonic plates beneath Africa’s automotive sector are shifting at an unprecedented velocity. For business leaders operating across the continent’s diverse markets, the past quarter has delivered a stark message: the old models of pricing, protection and powertrain preference are no longer a given. From the showroom floors of Gauteng to the new charging corridors of Casablanca and Dar es Salaam, a trio of forces is rewriting the rules of competition.


The first of these forces is the aggressive reshaping of South Africa’s entry-level vehicle market by low-cost Chinese imports, a trend that is forcing original equipment manufacturers and financiers to abandon legacy pricing strategies.

The second is a counter-narrative of resilience, exemplified by Isuzu Motors South Africa posting a record-breaking production year, proving that local assembly can still thrive amid the import storm.

Finally, the long-promised electric vehicle revolution is finally moving from pilot phase to commercial reality, with Tesla’s formal entry into Morocco and Tanzania’s ambitious ZERA rollout signalling that aftermarket demand and charging infrastructure are now urgent boardroom topics.

The Tariff Dilemma and the Chinese Tide

The figures coming out of South Africa’s automotive trade discussions are jarring for established players. Industry representatives recently testified before parliament imported vehicles now account for a staggering 55% of national sales. Within this influx, the rise of Chinese and Indian brands has been exponential, with sales volumes of Chinese vehicles alone surging by 368% since 2020.

This rapid market penetration by brands from the East has triggered a fierce policy debate in Pretoria. The International Trade Administration Commission is actively mulling the imposition of significant anti-dumping duties, with some proposals suggesting tariffs of up to 50% on vehicles from China and India to protect the embattled domestic manufacturing sector.

This mirrors a parallel move in the steel industry, where South Africa recently imposed a hefty 74,98% tariff on Chinese structural steel to combat dumping.

For business leaders, this creates a high-stakes ambiguity. A sudden tariff hike could protect local assembly jobs but would inevitably raise consumer prices, potentially shrinking the overall market. Conversely, doing nothing allows the import surge to continue eroding the market share of locally produced vehicles like the Toyota Hilux and Ford Ranger.

The pressure is forcing fleet managers and financiers to run granular total cost of ownership models, comparing the lower initial price of imported Chinese units against the historically higher resale value and parts availability of incumbent brands.

Isuzu’s Gqeberha Milestone


Amid the anxiety over import penetration, there remains a compelling story of domestic manufacturing prowess. Isuzu Motors South Africa has delivered a definitive rebuttal to the narrative of industrial decline. At its Struandale plant in Gqeberha, the company closed the 2026 financial year with its highest annual production on record. The numbers are substantial: over 27 400 D-Max bakkies rolled off the lines, representing a robust 21% year-on-year increase, alongside 3 800 trucks.

This performance is not merely a volume statistic; it is a signal of supply chain resilience and export capacity. Isuzu kept its crown as South Africa’s leading medium and heavy commercial vehicle brand for the thirteenth consecutive year.

For executives in logistics, construction, and mining, this stability matters. It suggests that despite the chaos in the entry-level passenger segment, the commercial vehicle sector—where uptime and lifecycle costs are paramount—still rewards established local manufacturing. The R1,2-billion previously invested in upgrading the facility is paying dividends, proving that with the right capital expenditure, the South African automotive assembly industry can compete and export.

The Electrification Threshold

While South Africa debates tariffs on internal combustion engines, the rest of the continent is accelerating past the pilot phase of electrification. North and East Africa are emerging as the new hotspots for EV activity, fundamentally altering the landscape for utilities, infrastructure providers, and aftermarket workshops.

In a move that has sent ripples through the luxury segment, Tesla has officially launched its first physical operations on the African continent in Morocco. Opening a pop-up store at the Anfaplace Mall in Casablanca, the American giant began taking orders for the Model 3 and Model Y, with first deliveries slated for the middle of 2026.


Crucially, Tesla did not arrive empty-handed. The company already has 24 Superchargers operational across Casablanca, Rabat, Tangier, Marrakech, Fes and Agadir, capable of delivering up to 250 kW of power. For business leaders watching the EV space, Morocco is demonstrating the viability of the ‘premium charging corridor’ model.

Simultaneously, East Africa is seeing a state-backed push into mass adoption. In Tanzania, the Ministry of Energy has officially launched the Dow Elef Auto EV (ZERA) initiative in Dar es Salaam.

The business case here is driven by brutal operational arithmetic. Government data released during the launch shows that running a petrol or diesel car in Tanzania costs approximately 200 Tanzanian shillings a kilometre, while an electric vehicle costs just 25 shillings, an 85% reduction in operating expenses.

Tanzania is leveraging its expanded power grid, now exceeding 4 500 megawatts, to fuel this transition. For logistics firms operating fleets across East Africa, these figures are impossible to ignore. However, the ZERA launch also highlights a critical bottleneck: the aftermarket.

The initial phase relies on importing fully built units, but the strategic plan explicitly aims for local assembly and the development of domestic battery and repair skills. This is where the ‘aftermarket squeeze’ becomes a risk. As vehicle powertrains shift, workshops that built their businesses on engine oil changes and exhaust repairs must urgently upskill to handle high-voltage systems and tyre safety management, as the torque characteristics of EVs demand specialized rubber.

The Aftermarket Counterfeit Crisis


Compounding the technical challenges of the EV transition is a persistent threat to the existing fleet: counterfeit parts. An academic study published this year by the University of Johannesburg has cast a harsh light on the ‘brand protection’ crisis in the Southern African automotive aftermarket.

The research highlights that as vehicle complexity increases—both in high-tech internal combustion engines and new EVs—the proliferation of substandard components poses a significant risk to fleet uptime and insurance claim costs. The study argues that traditional legal enforcement is failing and calls for technological interventions such as blockchain tracking and radio frequency identification to secure the parts pipeline.

Strategic Recommendations for the Quarter

Given this volatile mix of import pressure, manufacturing resilience, and rapid electrification, business leaders across the value chain must move beyond observation to execution within the next 90 days.

The priority is a rigorous market impact review. Finance houses and fleet managers cannot rely on historical depreciation curves. They must model the total cost of ownership of Chinese imports against incumbent brands to understand where the value tipping point lies. The risk of a sudden tariff adjustment by the South African government adds a layer of complexity to this modelling that cannot be ignored.

Secondly, operational audits of repair network capacity are urgently needed. The arrival of Tesla in Morocco and the ZERA units in Tanzania means specific EV repair tools, training, and safely stocked parts are no longer a future luxury but a current necessity. Workshops still unprepared for high-voltage safety protocols are a liability.

Thirdly, the data from Tanzania proves that the economics of EVs work in an African context, provided the charging infrastructure exists. Business leaders should start a pilot project tied explicitly to a charging partner and a local utility. The goal should be to evaluate real-world total cost of ownership and grid impact on a specific route, rather than trying a full fleet conversion.

Finally, engagement with policymakers must shift from lobbying to evidence-based partnership. The steel tariff case showed that protectionism is on the table. The automotive industry must present data on the specific jobs tied to local content and the affordability thresholds of consumers to ensure that any anti-dumping duties are calibrated to avoid destabilizing the new-vehicle market entirely.

The African automotive landscape is no longer defined by a single dominant trend but by a collision of distinct realities.

In South Africa, the battle lines are drawn between cheap imports and local assembly resilience. In the north and east, the electric future is switching on. For the executive who sells parts, finances fleets or manages logistics, the path forward requires accepting that the internal combustion status quo is ending, and the era of diversified powertrains and defensive trade policy has already begun.

https://bit.ly/49fw0cX

Friday, 15 May 2026

South Africa's Automotive Industry Shatters Export Records

South Africa's Automotive Industry Shatters Export Records

The domestic automotive industry shipped a record R291-billion worth of vehicles and components to 154 countries last year, cementing its position as the cornerstone of South Africa's manufacturing sector.

New data contained in the Automotive Trade Manual 2026, released by naamsa The Automotive Business Council, shows vehicle exports climbed to 414 271 units in 2025, up from 391 128 units the previous year. The value of those vehicle exports rose from R205,4-billion to a fresh high of R229,8-billion.

The achievement comes against a backdrop of considerable global strain, including the United States' imposition of section 232 tariffs on vehicle and component imports and ongoing geopolitical tensions that have tested supply chains across the world.

Component exports, however, told a different story. The value of automotive components shipped abroad fell by R2,2-billion to R61,2-billion in 2025, with catalytic converters – traditionally the top component export – continuing a long-running decline. Despite that drop, catalytic converters still accounted for 26% of all component exports, followed by engine parts, tyres and transmission shafts and cranks.

Ford Ranger light commercials ready for export

Europe remains the anchor market

The European Union and the United Kingdom together absorbed 62,8% of South Africa's total automotive export value, or R182,8-billion. Light vehicles dominated that trade, with four out of every five vehicles shipped from local shores heading to the region.

Germany held onto its position as the top single-country destination for South African vehicle exports, a ranking it has maintained since 2023. The United Kingdom, France, Belgium and Italy rounded out the top five. The Volkswagen Polo was the most exported model for the sixth consecutive year.

Africa ranked as the second-largest export region, taking R49,5-billion or 17% of the total. Within that, 85,1% of exports went to SADC countries, reflecting the advantage of existing free trade arrangements.

“South Africa continues to remain a significant market for the African continent, and we accounted for 50,3% of total African vehicle production, enabling our domestic OEMs to continue to reach a broader consumer landscape,” says naamsa Chief Economist Paulina Mamagobo.

“The adoption of rules of origin for automotive products under the African Continental Free Trade Area, which took effect in February 2026, is expected to open further opportunities beyond southern Africa. Industry observers see particular potential in west and east African markets, including Nigeria, which has long been difficult to access due to high import duties.

Volkswagen South Africa hit a milestone with 500 000th Polo

“Exports to North America fell sharply. Shipments to the United States dropped 74,4% as the section 232 tariff effectively nullified the preferences South Africa had enjoyed under the African Growth and Opportunity Act. Some recovery was seen in secondary markets such as Mexico, where exports to Central America grew 124,3%, though Mexico has since announced significant tariff increases on imports from non-free trade partners.

“Interestingly, despite some of the challenges, the US continued to represent a major export destination in 2025 despite a market decline of 25,9% year over year,” she says.

Local sales surge on lower rates and price choices

The domestic new vehicle market expanded at a strong clip in 2025. Sales rose 15,7% to 597 338 units, driven by lower interest rates, record-low vehicle price inflation and a wider selection of models and price points.

South African buyers now have access to 56 passenger car brands offering 1 995 model derivatives – what naamsa describes as the greatest selection relative to market size found anywhere in the world. In the light commercial vehicle segment, 30 brands and 665 model derivatives are available.

The most dramatic shift in the local market has been the rapid rise of Chinese brands. Fifteen Chinese brands operated in South Africa in 2025, up from just eight the previous year, with more expected to enter in 2026. Their modern technology, competitive pricing and long warranties have moved them into the mainstream, intensifying competition and expanding choice for buyers.

New energy vehicle sales increased 7,1% to 16 716 units, following a 100,6% surge in 2024. But the NEV share of total vehicle sales actually edged down to 2,8% from 3,0% as the broader market grew faster. Globally, electric vehicle sales jumped 21% to 20,7 million units, with China producing 71% of them.

Import story shifts as India and China gain ground

Light vehicle imports into South Africa climbed 28,6% to 391 287 units, meaning imported vehicles accounted for 69,1% of total light vehicle sales, up from 62,7% in 2024. Passenger car imports alone made up 82,8% of passenger car sales.

India remained the top country of origin for the 13th consecutive year, supplying 219 796 vehicles or 56,2% of all light vehicle imports. Most of those are small, entry-level cars, a segment where the locally manufactured Volkswagen Polo Vivo was the only South African-built contender.

Inside the Ford Ranger plant in Silverton, Pretoria

China took second place with 91 326 units, raising its share to 23,3% from 17,1% the prior year. The two countries have established themselves as global production hubs, supplying not only their home regions but also competing directly with South African exports in third markets.

On the component side, imports of original equipment parts by the seven domestic original equipment manufacturers rose 2,4% to R151-billion, in line with higher production volumes. Replacement parts imports increased 2,6% to R107,5-billion, tracking the expansion of the national vehicle fleet and higher vehicle imports.

Trade surplus narrows but holds

Despite rising vehicle imports, South Africa's automotive industry maintained a positive trade balance. The trade surplus measured under the Automotive Production Development Programme Phase 2 came in at R35,3-billion in 2025, down from R42,8-billion in 2024.

Total automotive trade – exports and imports combined – amounted to R546,7-billion, representing 15,3% of the country's total trade GDP. Vehicle and component manufacturing contributed 23,8% of value addition within domestic manufacturing output, while the broader automotive industry's contribution to GDP stood at 5,2%, split between manufacturing at 3,3% and retail at 1,9%.

Employment in automotive manufacturing totalled 113 267 high-skilled jobs last year, while the retail side employed an estimated 380 000 people. Combined investment in vehicle and component manufacturing reached R15-billion.

Toyota facility in Prospection, Durban

Global ranking steady

Global vehicle production rose 3,9% to 96,4 million units in 2025. China led for the 17th consecutive year, producing 34,5 million vehicles – up 10,4% – followed by the United States at 10,2 million, Japan at 8,4 million and India at 6,5 million.

South Africa's vehicle production increased 2,9% to 618 077 units, slightly below the global growth rate. The country's share of global production edged down from 0,65% to 0,64%, while its global production ranking remained 21st. In light commercial vehicle production, South Africa ranked 15th with a 1,2% share.

On the African continent, South Africa remained dominant, accounting for 50,3% of total vehicle production – 1,23 million units – and 46,5% of sales, which reached 1,29 million vehicles.

The Automotive Trade Manual, now in its 20th edition, is available on the Automotive Business Council website. Industry stakeholders point to the need for effective policy support, stronger localisation, the transition to new energy vehicles, improved logistics and infrastructure, and adaptability to a volatile global environment as key factors that will shape the industry's performance in the years ahead.

https://bit.ly/4fms7Xl

Monday, 11 May 2026

Africa Automotive - Improving South Africa's Logistics for Economic Growth

Africa Automotive - Improving South Africa's Logistics for Economic Growth

South Africa does not lack expertise. Across logistics operators, fleet owners, infrastructure specialists and financiers, there is deep operational knowledge available locally, visible every day in road freight, regional distribution and cross-border trade.

Yet the country’s transport and logistics system remains one of the most decisive factors shaping economic performance. When it works, trade flows, exporters compete and businesses invest with more confidence. When it does not, inefficiencies ripple through supply chains, raising costs, constraining growth and steadily eroding competitiveness.

The challenges themselves are not new. Port congestion, unreliable rail, constrained corridors and fragmented coordination have been discussed for years. What has changed is the cost of delay. Logistics inefficiency is no longer something companies can work around indefinitely. It has become a material economic risk. What matters now is not further diagnosis, but how decisively South Africa is prepared to act.

“For those working close to trade routes, distribution networks and cross-border supply chains, the impact of inefficiency is immediate. Delays disrupt production schedules,” says Jacques Taylor: Managing Director, Tata Africa Holdings (Distribution).

Jacques Taylor

Inventory sits longer than it should. Working capital is tied up well before goods reach their destination. These are not abstract issues; they affect day-to-day decision-making across entire value chains.

“One lesson becomes clear very quickly at an operator level: structure alone does not deliver performance. Ownership models, mandates and frameworks matter, but they do not move goods. Execution does.

“From a business perspective, outcomes matter more than ideology. Without predictability, reliability, throughput and cost-to-serve, competitiveness is impossible, particularly for exporters operating into global markets where margins are thin and alternatives are readily available. This is why logistics reform needs to be treated as an economic priority, not a sectoral debate.”


He adds, the private sector has an important role to play, not as a replacement for the state, but as a practical partner. This is not a philosophical argument; it is an operational one.

“Private operators bring discipline, capital, technical capability and a strong focus on outcomes. The public sector brings scale, mandate and stewardship of strategic infrastructure. When these strengths are aligned, systems perform better. When they are not, inefficiency becomes entrenched.

“Anyone working close to supply chains knows how quickly small failures cascade. An unreliable rail service shifts pressure onto roads. Congested ports disrupt fleet scheduling. Border delays ripple across regional corridors. Each point of friction adds cost across the value chain and weakens South Africa’s export competitiveness. In an economy already under pressure, this is not sustainable.”

One of the most underestimated drivers of competitiveness is predictability. Businesses can plan around many constraints, but they struggle to plan around uncertainty.

Predictable transit times, reliable infrastructure availability and transparent operating processes allow for better planning, lower risk and more efficient capital allocation. In many cases, predictability delivers more value than marginal cost reductions ever could.

“Predictability does not emerge by chance,” he says. “It is built through consistent standards, data-driven decision-making and clear accountability across the system.

“From an operator’s perspective, this consistency is often the difference between a supply chain that absorbs disruption and one that amplifies it. This is where structured private-sector participation can add real value, not with short-term interventions, but through long-term operating models focused on reliability, performance and accountability.”


The country also needs to move past false binaries. Public versus private. Control versus concession. Centralisation versus decentralisation. These framings oversimplify a complex system. The more useful question is a practical one: what combination of capability delivers the best outcome for the economy?

“The challenge is not a lack of capability; it is creating frameworks that allow local expertise to be deployed effectively, transparently and at scale.

“Infrastructure investment alone will not solve the problem. Logistics systems are ultimately run by people. Skills, leadership capability and operational discipline matter as much as physical assets. Without sustained investment in these areas, even well-designed reforms will struggle to deliver lasting improvement.

“Another reality worth acknowledging is that logistics is a system. Ports, rail, road and border processes do not operate independently. Weakness in one area puts pressure on the rest. Addressing this requires coordination rather than siloed interventions, and success needs to be measured by system-wide outcomes, not isolated metrics.

“South Africa faces a clear choice. It can continue to manage logistics as a constraint, or it can treat it as a lever for competitiveness. Private-sector participation is not a silver bullet, but when thoughtfully integrated, it can be a powerful catalyst, unlocking efficiency, improving reliability and supporting long-term economic growth.

“Logistics may not always command headlines, but it underpins everything else. If South Africa is serious about competitiveness, trade and inclusive growth, then fixing transport and logistics is not optional. It is foundational, and it requires leadership focused on delivery rather than debate.”

https://bit.ly/4uFrCfs

Thursday, 7 May 2026

Fuel Price Dynamics: South Africa vs. Kenya and Beyond

Fuel Price Dynamics: South Africa vs. Kenya and Beyond

When South African motorists pulled into filling stations in the first week of May, the numbers on the pumps delivered a jolt that few had braced for. Ninety-five octane petrol had climbed to R26,63 a litre inland, marking one of the sharpest monthly increases seen in recent years.

For a country where many households already stretch salaries to cover transport, school fees and food, the jump landed like an unwelcome guest who refuses to leave.


The mechanics behind that new price are anything but simple. Every month, the Department of Mineral Resources and Energy runs a formula that reads like a barometer of global and domestic pressures: Brent crude prices, freight costs, the rand’s dance against the dollar and a stack of fixed levies.

In April, a temporary relief of R3 a litre on the general fuel levy was extended, which might have suggested some breathing room. But the slate levy, sitting at roughly 122,70 cents a litre, along with other non-negotiable charges, pushed the final number firmly upwards. The result was a classic case of with one hand giving and the other taking away.

Across the continent, Kenya’s drivers have been living a similar story, though with a different policy flavour. In the April to May pricing cycle, the Energy and Petroleum Regulatory Authority set super petrol at KSh197,60 a litre in Nairobi. That figure followed a government decision to cut value added tax on petroleum products to eight percent, while also dipping into the Petroleum Development Levy fund to soften the blow.

The intervention succeeded in lowering the headline price, but it did nothing to erase Kenya’s underlying exposure to global landed costs. What Nairobi gained in short-term relief, it may pay for later in fiscal pressure.

That trade off — protect consumers now or brace them for full market transmission — is one that finance ministers across the region are losing sleep over.


So where does that leave the South African motorist in practical terms? Better or worse off than their Kenyan counterpart? The answer depends less on the headline number alone and more on two structural realities.

First, the mix of taxes and levies that sits on top of the landed cost. Second, the currency exposure that comes with being heavily dependent on imported refined product.

South Africa’s fixed charges — the slate levy, the Road Accident Fund levy and excise duties — mean that even when the government trims the general fuel levy, a large chunk of the pump price is essentially non-negotiable.

Relief measures buy less breathing room than the headline reductions suggest. Kenya’s approach, cutting VAT and leaning on a levy fund, shows a different policy mix that can temporarily lower the pump price but risks fiscal strain if sustained. Neither country has built a structural firewall against spikes in Brent crude or disruptions in shipping routes. Both remain import dependent for refined product and both are vulnerable.

Further north, Nigeria offers a cautionary tale that being a crude producer does not automatically guarantee cheap fuel at the pump. In early May, rapid movements in gantry and ex-depot prices pushed retail petrol into the range of ₦1 200 to ₦1 440 a litre.

Refinery and distribution dynamics are still adjusting to higher global crude prices, and Nigerian motorists have watched their costs climb with little of the subsidy comfort they once took for granted.

Ghana, operating on a bi-monthly pricing schedule, introduced temporary margin cuts and price floors that produced modest relief. Petrol stood at GH¢13,25 a litre in the first May window. But the country remains import dependent for refined product, leaving it vulnerable to movements in Brent and the cedi.


Morocco, meanwhile, has seen prices dip below MAD15 a litre recently, reflecting the direct pass through of international price moves into an import dependent market. Limited targeted support for transport professionals has been deployed there, but sustained subsidy programmes have largely been avoided.

What makes South African motorists worse off in practice is not the absolute headline alone. It is the combination of two structural features. The first is a high share of fixed levies that blunts the effect of temporary reliefs.

The second is direct rand exposure on imported refined product, meaning that currency weakness adds rand a litre pain quickly and without mercy. These factors mean that relief measures such as the R3 a litre cut buy only temporary respite. When the rand stumbles or Brent climbs again, the pump price moves almost immediately.

For businesses and fleet managers, the implications are serious. Volatility is not going to settle into a predictable pattern any time soon. Short term relief measures are politically useful but they do not eliminate exposure.

Fleet operators should be modelling at least three scenarios: a stable rand, a 10 percent drop in the rand, and a scenario where the temporary levy relief is withdrawn and additional levies of between R1 and R3 a litre are reinstated.

Negotiating capped margin fuel contracts or fuel card arrangements can provide some insulation. Operational measures such as route optimisation, telematics, tyre pressure discipline and maintenance programmes should be pursued relentlessly to reduce the number of litres consumed.

For policymakers, the choice is increasingly stark. Protect consumers now with temporary relief and accept the fiscal cost, or allow market prices to transmit fully and risk higher inflation and transport cost pass through into every sector of the economy.

The May 2026 pricing window underlines two realities that cannot be wished away. Headline pump prices across Africa are converging around the same international drivers — Brent, freight and foreign exchange.

The road ahead, then, is not about finding a permanent low price. That ship has sailed. It is about managing exposure, making the fleet as efficient as possible, and accepting that for as long as African countries refine so little of what they burn, the pump price will remain a messenger for forces far beyond any filling station’s control.

https://bit.ly/4tlmFYi