Navigating a hostile road-freight market
09 October 2019 | Web Article Number: ME201916608
SOUTH Africa’s economy shrank by 3.2% in the first quarter of this year, and the road-freight industry, linked directly as it is to manufacturing and consumer spending, was no exception.
That’s according to Marcus Ellappan, Director of Road Freight at Bidvest Panalpina Logistics (BPL), who said that with an unreliable power supply putting off desperately needed foreign investment and the general cost of doing business remaining doggedly high, it’s little wonder that transport decreased by 4.4%, while major players like manufacturing, mining and agriculture shrank by 8.5%, 10.8% and 13.2% respectively.
“If people aren’t buying, there’s no demand for product, and if there’s no demand for product, there’s no need to move around goods. We have to remain flexible, responsive and continually reassess how we address the challenges we face, regardless of the highs and lows.”
Ellappan said the road freight division of BPL had from the start set about creating a hybrid distribution network. This multi-channel model immediately corrected the imbalance of return loads versus outbound loads from various regions in South Africa.
“This also resulted in BPL’s reducing non-revenue-earning legs, which cut into the profitability of running a road-freight business,” he said, adding that it saw the business grow its less-than-a-truckload operation to maximise payloads, preventing vehicles from running under-utilised.
Operating in several industries, including retail, healthcare, chemicals, oil and gas, automotive, mining, manufacturing, engineering, and defence and aerospace, BPL’s road freight division has spread its reach as opposed to hedging its bets just on one industry and not others.
That way, said Ellappan, it’s able to mitigate risk. A distribution model that’s flexible and highly responsive to market challenges, much like holding company Bidvest’s model, has seen the company flourish in a notoriously volatile economy.
“Our road-freight model is also decentralised, which means that daily operations and decision-making responsibilities are delegated to middle and lower-level managers.”
This, he said, enables far quicker and more efficient responses, and frees up senior management to tackle the bigger, long-term issues. It also allows various business units within the overall BPL organisation to support each other during market ups and downs, using either our own or outsourced assets depending on the needs of a job as well as market conditions.
While “the negative factors affecting us will result in a downswing, which obviously impacts jobs and GDP growth, and transport makes up a significant portion of GDP.”
Ellappan said he believes the market will improve over the coming months. “Ongoing training, acquiring the right assets for a job, managing variable costs, and not shying away from technology are prerequisites for surviving.” The right technology, in particular, said Ellappan, will ensure logistics companies are able to manage issues proactively and not be caught unaware by changes that present themselves.