The Wheels Aren’t Coming Off Road Transport. But Who Is Backing the Operators?

By Bernard Vilakazi, Sector Specialist for Transport and Logistics at Absa Business Banking.
For the 2026 fiscal year, the South African government has placed transport at the centre of its recovery strategy. In his recent Budget Speech, Finance Minister Enoch Godongwana announced a raft of public-sector infrastructure spending set to exceed R1 trillion, much of it directed at transport and logistics, which he described as the “foundation upon which long-term economic growth, improved service delivery and job creation are built”.
Recent data indicates that over the past year, Transnet sustained improved operational performance, driven by increased rail volumes and progress in fleet renewal. In addition, according to the 2026 Budget Review, over the next three years Transnet plans to invest R76.6 billion to improve the efficiency and reliability of the logistics value chain, with the intention of enabling greater private-sector participation across key freight corridors, including iron ore, manganese, coal, chrome and containerised cargo.
At the same time, the South African National Roads Agency will continue investing in both toll and non-toll roads, maintaining approximately 27,000 kilometres of the national road network and resurfacing around 2,000 kilometres annually to strengthen long-term network resilience and mobility. This level of investment is both welcome and necessary, and it signals that transport and logistics are rightly being recognised as central to economic development.
But infrastructure alone will not resolve the pressures facing businesses on the ground, where the operating environment has become more demanding and less forgiving.
The Dominance and Vulnerability of Road Infrastructure
That matters because, despite its shortcomings, road is the dominant mode of transport in South Africa. According to recent findings from Stats SA, in the third quarter of 2025 road accounted for 85.5% of total freight volumes, compared with 14.5% moved by rail. Even for passenger transport, road carries 74.0% of the total, compared with rail’s 26.0% share.
Rail investment is important and long overdue, but even under optimistic reform timelines, road transport will continue to carry the bulk of South Africa’s freight and passenger movement for years to come, which means the country’s growth ambitions will rest heavily on the resilience of road transport and warehousing businesses. But that resilience cannot be taken for granted.
According to the Ctrack Transport and Freight Index, the road freight sector had another difficult year in 2025, following a 7.7% decline in payload in 2024 and a further 0.4% contraction in the first ten months of 2025.
The storage and handling sub-sector also declined by 2.3% in 2025, marking a fourth consecutive year of contraction. Inventory levels have trended lower, partly due to subdued domestic demand as well as structural shifts driven by improved efficiencies and technology in warehousing and inventory management.
Navigating Cash Flow Realities and Working Capital Strain
There is a perception that the sector is being weighed down by congestion, logistics bottlenecks, and infrastructure constraints, and that is not wrong. But in many cases, when transport and logistics businesses fail, it is not only macro conditions that determine the outcome.
More often, the pressure shows up in working capital and cash flow management, and many of these challenges could be mitigated through earlier and more deliberate conversations about how the working capital cycle is structured.
Take a simple example: securing finance for a new truck. It is often seen as the starting point for launching or expanding a transport business. But if payment terms run to 60 days and there is no provision to cover fuel, variable costs, and fixed expenses over that period, the business begins operating under strain from day one.
Without a clear understanding of that working capital cycle, even a well-run operation can become vulnerable, and failure is too easily attributed to congestion or broader inefficiencies rather than to the way the cash flow was structured. This is where financiers can misjudge the sector, viewing it as inherently high risk rather than recognising the opportunity that exists when risk is properly understood and structured. With the right industry insight and disciplined financial structuring, transport and logistics can be financed in a way that strengthens long-term sustainability.
Tailoring Financial Solutions for an Integrated Logistics Network
Getting this right requires a more informed and nuanced assessment of risk, one that recognises how factors such as route economics, border delays, fuel volatility, and contract structures influence cash flow in real time.
With better use of data, telematics, and digital platforms, it is possible to assess performance with greater precision and structure tailored financial solutions that align more closely with how businesses actually operate.
Most importantly, attention needs to turn to how road transport and logistics fit into the more integrated national transport system that is coming. It has never really been about road versus rail; it is about how road and rail work together, alongside ports and air. Road will most likely always handle the first and last mile, and warehousing and storage will still play an important role.
The task is to support the businesses carrying the bulk of the workload today while also preparing them to transition into that more connected future, particularly if South Africa is serious about improving competitiveness and driving sustainable growth.

Bernard Vilakazi, Sector Specialist for Transport and Logistics at Absa Business Banking.
Link to original article: https://supplynetwork-africa.co.za/the-wheels-arent-coming-off-road-transport-but-who-is-backing-the-operators/
Frequently Asked Questions: South African Road Transport & Logistics Strategy
1. What is the breakdown between road and rail freight transport in South Africa?
According to data from Stats SA, road transport is the dominant mode of logistics in South Africa, accounting for 85.5% of total freight volumes compared to just 14.5% moved by rail. While the South African government has committed to a massive infrastructure recovery strategy—including a R76.6 billion investment into Transnet—road freight will continue to carry the bulk of the country’s cargo for the foreseeable future.
2. Why do South African road transport operators face severe working capital strain?
Many transport and logistics businesses fail not just because of macro conditions like port congestion, but due to poor working capital and cash flow management. A typical operational strain occurs when operators secure finance for new fleet vehicles but face client payment terms stretching up to 60 days. Without a cash cushion or deliberate structuring to cover immediate variable costs like fuel, maintenance, and fixed expenses during that period, the business becomes highly vulnerable from day one.
3. How can data and telematics improve financial solutions for logistics operators?
Modern financiers and operators are moving away from treating transport as an inherently high-risk sector by utilising data, telematics, and digital platforms. By evaluating real-time operational metrics—such as route economics, border delays, contract structures, and fuel volatility—financial institutions can design tailored working capital solutions that align precisely with how a logistics business actually runs, ensuring long-term sustainability.
4. How does the IMM Graduate School prepare students for challenges in South Africa’s transport sector?
The IMM Graduate School builds its supply chain curriculum around real-world market dynamics, teaching future logistics managers how to navigate systemic infrastructure issues, fuel volatility, and route economics. By emphasising strategic financial planning, risk assessment, and working capital structures, students learn how to protect operational cash flows and adapt to South Africa’s evolving transport landscape.
5. Why is a formal qualification in supply chain management essential for modern logistics operators?
As South Africa shifts toward a more integrated transport network connecting road, rail, ports, and air, old-school asset management is no longer enough. Studying supply chain management at the IMM Graduate School equips industry professionals with critical skills in data analytics, telematics integration, and warehousing optimisation. This specialised knowledge transitions operators from managing simple content and delivery to creating highly efficient, resilient networks.
6. What qualifications does the IMM Graduate School offer in supply chain and logistics?
The IMM Graduate School offers a range of accredited undergraduate and postgraduate qualifications focused on marketing and supply chain disciplines. These programmes—including specialised diplomas, bachelor’s degrees, and postgraduate honours—are designed specifically to equip managers with the advanced economic, legal, and operational tools required to lead sustainable logistics and freight operations across Africa. Interested professionals can explore the IMM Graduate School programme lineup to find the right fit for their career trajectory.