The Evolving Landscape of E-Commerce Supply Chain in South Africa

The IMM Graduate School Centre for Research is dedicated to academic excellence and industry innovation, driving knowledge creation and sharing through credible and impactful research.
Among its committee members is Dr Ernst van Biljon, a Lecturer on both undergraduate and postgraduate modules in the Supply Chain related fields.
As a leading academic in business management, logistics and supply chain management, and a seasoned strategic business advisor, Dr Van Biljon is widely published across a variety of platforms, highlighting key developments in the supply chain and related sectors.
These contributions reflect the Centre’s commitment to knowledge sharing and its ongoing efforts to translate complex research into solutions for real-world business challenges, further cementing the IMM Graduate School and the Centre for Research as a thought leader in the field.
In South Africa’s e-commerce landscape, companies such as Shein, Wish, Temu, and Takealot have set themselves apart through their highly efficient and innovative supply chain strategies. While Amazon has yet to fully distinguish itself, it is still expected to do so in the future.
The supply chain tactics of these e-commerce giants serve to improve consumer satisfaction and corporate success in addition to ensuring effective operations, and are worthy of close study.
Shein’s Agile Supply Chain
For instance, Shein’s supply chain agility is a cornerstone of its success. The company utilises a flexible production system, close supplier coordination, and real-time data analytics to swiftly respond to changing consumer demands. This model allows for fast turnaround times for new designs and quick restocking of popular items.
By maintaining strong relationships with a vast network of suppliers, Shein minimises lead times and reduces the risk of overproduction. This strategy ensures that it can offer a wide range of fashionable products to its global customer base while enhancing operational efficiency.
Wish’s Data-Driven Approach
Wish, on the other hand, leverages a data-driven strategy to optimise its supply chain, utilising extensive customer data to enhance operational efficiency and decision-making. By analysing user behaviour, preferences, and purchase trends, the company can accurately predict demand and adjust its inventory accordingly.
This approach personalises product recommendations and streamlines the consumer experience, ensuring high customer satisfaction. Advanced algorithms help optimise distribution and logistics, reducing delivery costs and delays. These data-driven insights also help determine the best routes and methods for product delivery, enhancing overall supply chain performance.
Temu’s International Strategy
Temu is a rising star in the online retail world. It has implemented a robust international supply chain strategy to ensure efficient global delivery. By forming strategic alliances with global logistics and supplier companies, Temu effectively manages the complexities of international shipping, customs, and regulations.
The company operates sophisticated logistical networks with regional distribution centres, reducing shipping times and costs. Technology plays a key role in inventory management and real-time tracking, improving visibility and collaboration across the supply chain.
Takealot’s Local Strategy
Takealot is a well-known South African brand sourcing goods from a diverse range of vendors, including manufacturers, retailers, and wholesalers, ensuring competitive pricing. Inventory levels are continuously monitored to maintain optimal stock levels, and it partners with logistics firms to manage the delivery of goods via air, sea, and road transport. Customers can track their orders online.
These companies’ systems have, of course, evolved over time, including various instances of failure in product and supply chain over the years. Not all their e-commerce and logistics systems can yet be classified as world-leading, notwithstanding their notable successes.
Amazon’s Challenges and Potential
Amazon’s recent ‘soft’ launch in South Africa offers valuable insights for both local and international retailers. The initial reception was muted, with many South African consumers finding the product offerings undifferentiated from existing options.
Despite leveraging local partnerships for customer service and logistics, Amazon faced significant challenges, including a limited product selection and the absence of Amazon Prime. This highlights the importance of understanding local market needs and establishing a robust logistical framework for seamless operations.
Nonetheless, Amazon is poised to become a dominant force in South Africa in the future. Its regional and global e-commerce strategies are rooted in superior e-commerce and logistics technologies and continuous innovation.
Therefore, despite its underwhelming launch, Amazon has the potential to reshape South Africa’s e-commerce landscape, leveraging its global expertise and resources. It will likely make a significant impact in the coming years and aims to introduce Amazon Prime, potentially reshaping customer expectations with features like free delivery and Prime Video.
The strong online market in South Africa reflects that these e-commerce offerings take a long-term strategy, viewing this country as a gateway to the broader African market.
We may also witness some consolidation of players in the domestic market. Amazon, for instance, plans significant investments, including local vehicle manufacturing in Cape Town, indicating its serious commitment to establishing a robust presence.
Impact on Local Market and Protectionist Strategies
That some of the newer entrants to the e-commerce market have already shaken up local competition is reflected in the successful push by Foschini Group for the South African Revenue Service (SARS) to levy a new import tax.
Starting soon, low-value and small-volume clothing orders from Temu and Shein will face higher taxes in South Africa. SARS will impose a 45% import duty plus VAT on all clothing parcels. Previously, low-value and small-volume orders of clothing from these companies had attracted a 20% import duty and 0% VAT, allowing them to get goods under R500 through customs at lower costs.
This significant change aims to support and protect local industry by addressing the tax loophole previously exploited by these Chinese companies. Economically, protectionist strategies have not proven successful globally or in the South African market.
They often result in local companies falling behind in competitiveness and lacking incentives to innovate. Additionally, such strategies are rarely sustainable in the long term and are often overridden by trading agreements. The fashion and textile industries have generally not demonstrated the effectiveness of protectionism.
Conclusion
The supply chain strategies of Shein, Wish, Temu, and Takealot not only ensure efficient operations but also enhance customer satisfaction and business success. Understanding and implementing these advanced supply chain techniques can provide a competitive edge in the market.
This article was originally published on 29 October 2024 by Engineering News. https://www.engineeringnews.co.za/article/the-evolving-landscape-of-e-commerce-supply-chain-in-south-africa-2024-10-29