In a significant step toward transforming port operations and enhancing regional trade under the African Continental Free Trade Area (AfCFTA), Tanzania has launched Fixed Berthing Windows (FBW) at Terminal 2 of the Dar es Salaam Port. This reform, introduced by the Tanzania East Africa Gateway Terminal Limited (TEAGTL)—the private operator of Terminal 2—marks a major milestone in modernizing Tanzania’s maritime logistics sector and advancing its role as a regional trade hub. The FBW system replaces the traditional first-come-first-served berthing arrangement with a structured schedule of pre-assigned time slots, significantly reducing vessel waiting times and improving overall port efficiency. This shift is widely regarded as a global best practice in port management and is expected to benefit exporters, importers, and manufacturers by enhancing supply chain reliability and reducing logistical costs.

Tanzania Ports Authority (TPA) Director General Plasduce Mbossa hailed the implementation of FBW as a critical achievement in enhancing port efficiency and service delivery. He emphasized the strategic partnership between TPA and TEAGTL in building a world-class port ecosystem that supports Tanzania’s national development goals. TEAGTL Director Shahzad Athar highlighted that the successful adoption of FBW was not merely a terminal-level upgrade but a systemic change aimed at positioning Tanzania as a reliable node in global trade. By increasing scheduling confidence for shipping lines, the new system enables greater volume handling, supports the Tanzanian manufacturing sector, and boosts the competitiveness of local exports such as agricultural products.

The urgency of adopting FBW was also underlined by the nature of global transport networks, where delays at one port can have ripple effects along the entire supply chain. The lack of predictability has historically discouraged global carriers from including Dar es Salaam in their schedules. With the implementation of FBW, however, Tanzania is now providing superior service to both international carriers and the national import/export community. In just three months, 32% of the 65 vessels serviced at Terminal 2 were handled under the new FBW system, a figure that rose to 48% by March. TEAGTL now aims to reach 75% FBW usage by the end of May, demonstrating strong adoption by major shipping lines and growing confidence in the Tanzanian port system.

Tanzania Shipping Agencies Corporation (TASAC) Director General Mohamed Salum described FBW as a major step forward in promoting efficiency, transparency, and predictability. He noted that the system aligns perfectly with TASAC’s mandate to ensure safe, secure, and environmentally sound shipping practices, enhancing Tanzania’s reputation in global trade. TEAGTL CEO Capt. Jeyaraj Thamburaj also pointed out that, in addition to reducing vessel waiting times, the terminal is expanding its reefer plug capacity to support cold-chain logistics—a critical requirement for high-value agricultural exports such as avocados. Together, FBW and enhanced refrigeration capabilities are expected to unlock new opportunities for Tanzanian exporters by ensuring product freshness and consistency.

Beyond its local benefits, the FBW reform at Dar es Salaam Port has broader implications for regional integration. The improved efficiency is set to benefit landlocked neighboring countries such as Uganda, Rwanda, Burundi, Zambia, Malawi, and the Democratic Republic of Congo by providing them with a more reliable and cost-effective trade corridor. These developments underscore Tanzania’s growing role as a strategic logistics hub in East and Southern Africa.

DP World has officially broken ground on a major $165-million expansion project at its container terminal in the Port of Maputo, Mozambique. The groundbreaking ceremony, held on Wednesday, was attended by Mozambique’s Minister of Transport and Logistics, João Jorge Matlomb, who emphasized the strategic importance of the investment for both the national and regional economy. The initiative is part of DP World’s long-term strategy to support growing global trade needs, generate thousands of new jobs, and boost Mozambique’s economic development.

The expansion project is expected to significantly enhance the port’s capacity and efficiency, reinforcing Maputo’s role as a critical trade and logistics hub for southern Africa. It will also open the port to accommodate larger container ships, improving access for landlocked countries in the region to global markets. According to Mohammed Akoojee, CEO and Managing Director for Sub-Saharan Africa at DP World, the project underscores a shared commitment with the Government of Mozambique and the Maputo Port Development Company (MPDC) to strengthen Mozambique’s economic foundation. He added that the Port of Maputo holds the potential to transform regional trade by linking southern African economies to international supply chains.

The upgrade will introduce world-class infrastructure and state-of-the-art technology. This includes a full revamp and modernization of both the terminal yard and quay. The yard will be expanded by 6.48 hectares, doubling annual throughput from 255,000 TEUs (twenty-foot equivalent units) to 530,000 TEUs. The quay will be extended to 650 meters in length and deepened to 16 meters to handle larger vessels, especially post-Panamax ships. A host of new equipment will be brought in, including three ship-to-shore cranes and an expanded fleet of rubber-tyred gantry cranes. These additions will work alongside the current mobile harbour crane fleet to manage the higher container volumes and a broader mix of cargo.

To further support the country’s growing agricultural exports, reefer container capacity will be expanded to over 700 plugs. This development is expected to significantly reduce turnaround times, cut shipping costs, and make freight rates more competitive. According to Sumeet Bhardwaj, CEO of DP World Maputo, the increased capacity will attract more vessels to the port and unlock cross-border economic opportunities. The project is also set to benefit local farmers, manufacturers, and exporters by giving them quicker and cheaper access to global markets, thus improving livelihoods and fostering inclusive growth.

In addition to infrastructure, technological advancements will play a key role in the transformation. The port will incorporate fully automated and predictable operations, including gate automation and optical character recognition systems to streamline container tracking and identification. The terminal operating system (TOS) will be upgraded, and a vehicle booking system (VBS) will be introduced to manage traffic efficiently. A digitized client community system (CCS) will improve communication with shipping lines, customs, and financial institutions.

Enhanced security is also part of the plan, with expanded live monitoring and advanced CCTV systems designed to improve operational safety. As a result of this comprehensive expansion, the Port of Maputo is poised to become a premier logistics gateway in southern Africa, driving long-term economic growth for Mozambique and its neighbors.

What is Third-Party Logistics (3PL)?
Third-party logistics (3PL) refers to the outsourcing of logistics and supply chain operations to specialized service providers. These providers handle various functions such as transportation, warehousing, inventory management, order fulfilment, and more. By leveraging the expertise and resources of 3PL providers, businesses can focus on their core competencies while ensuring efficient and reliable logistics operations.

1. Cost Efficiency and Resource Optimization
Partnering with a 3PL provider can lead to significant cost savings and better resource utilization. By outsourcing logistics functions, companies can avoid the capital investment required for warehousing, transportation fleets, and specialized staff. 3PL providers offer economies of scale, enabling businesses to benefit from bulk shipping discounts and optimized routes.

Key Advantages:
Reduced Capital Investment: No need to invest in warehouses, vehicles, or logistics technology.
Lower Operational Costs: Shared resources and infrastructure lead to cost savings.
Access to Advanced Technology: Benefit from the latest logistics software and systems without direct investment.
2. Scalability and Flexibility
3PL services offer the flexibility to scale operations up or down based on business needs. This adaptability is crucial for handling seasonal demand fluctuations, market expansions, or unexpected disruptions.

Key Advantages:
Adaptability to Demand Changes: Quickly adjust logistics operations to meet varying customer demands.
Geographic Expansion: Easily enter new markets without the need for physical infrastructure.
Customized Solutions: Tailored logistics strategies to fit specific business requirements.
3. Access to Expertise and Advanced Technology
3PL providers bring specialized knowledge and cutting-edge technology to the table. Their expertise in logistics management ensures efficient operations, while their investment in advanced systems offers real-time tracking, data analytics, and improved decision-making.

Key Advantages:
Expertise in Logistics: Benefit from industry best practices and experienced professionals.
Advanced IT Systems: Utilize sophisticated software for inventory management, order processing, and shipment tracking.
Continuous Improvement: Ongoing optimization of logistics processes through data analysis and performance metrics.
4. Focus on Core Business Activities
Outsourcing logistics functions allows companies to concentrate on their primary business activities, such as product development, marketing, and customer service. This focus can lead to increased competitiveness and growth.

Key Advantages:
Enhanced Productivity: Allocate resources and attention to strategic business areas.
Improved Customer Satisfaction: Deliver better service by focusing on customer needs and preferences.
Faster Time-to-Market: Accelerate product launches by streamlining logistics operations.
5. Risk Mitigation and Compliance
3PL providers help businesses navigate the complexities of logistics-related risks and regulatory compliance. Their experience and established processes minimize the likelihood of disruptions and ensure adherence to legal requirements.

Key Advantages:
Regulatory Compliance: Stay updated with international trade laws, customs regulations, and industry standards.
Risk Management: Implement contingency plans to handle unforeseen events like natural disasters or supply chain disruptions.
Insurance and Liability Coverage: Protect against potential losses through comprehensive insurance policies.
6. Enhanced Customer Satisfaction
Efficient logistics operations directly impact customer satisfaction. 3PL providers ensure timely deliveries, accurate order fulfillment, and responsive service, leading to improved customer experiences and loyalty.

Key Advantages:
Faster Delivery Times: Utilize optimized routes and distribution networks for prompt deliveries.
Accurate Order Fulfillment: Reduce errors in order processing and shipping.
Responsive Customer Service: Provide real-time updates and support throughout the delivery process.
Third-party logistics providers offer a range of benefits that can transform a company’s supply chain operations. From cost savings and scalability to expertise and enhanced customer satisfaction, 3PL services enable businesses to operate more efficiently and competitively. As the market continues to evolve, leveraging the capabilities of 3PL providers will be essential for companies aiming to thrive in a dynamic business environment.

A new round of tariffs between the US and China is sending ripples through California’s key freight corridors, especially at the Ports of Los Angeles and Long Beach. These two hubs, the busiest container gateways in the country, are central to the operations of Amazon, FedEx and UPS. Each depends on a consistent inflow of Chinese-manufactured goods to meet domestic delivery timelines.

Tariff impacts cascade through California’s major ports
Early indicators from shipping lines and port authorities suggest that the disruption is already significant. Hapag-Lloyd, one of the largest container carriers, reported that nearly 30 percent of shipments scheduled from China to the US were canceled in mid-April, a direct response to the added cost burden.

At the Port of Los Angeles, a 4.7 percent increase in imports was recorded in March as companies brought in goods early to avoid higher fees. Yet this short-term surge obscures a larger concern: volumes are expected to fall sharply in the coming months.

FedEx and UPS are particularly vulnerable to these shifts. Their supply chains rely on integrating ocean freight with ground and air networks. When cargo is delayed at port terminals, the effects ripple outward, slowing down last-mile delivery and fulfillment operations across the country.

E-commerce platforms and air cargo respond to the squeeze
Another consequence of the tariff changes is the elimination of the “de minimis” exemption for goods under $800 coming from China and Hong Kong. This rule had allowed platforms like Shein and Temu to avoid duties on most small-package consumer shipments. Without it, these companies now face steeper costs, and many are reducing US-bound orders.

Cathay Pacific and other Asia-based carriers have already reported a drop in air cargo bookings destined for the US. With reduced demand for air freight, Amazon and similar retailers are adjusting their logistics plans. Some have begun rerouting freight through Gulf Coast and East Coast ports to avoid congestion and tariffs in California. UPS is modifying its routing systems to reduce reliance on affected corridors.

A test of resilience for supply chains and policy durability
While frontloading and rerouting offer some relief, these are short-term tactics. Treasury Secretary Scott Bessent recently expressed concern that the trade conflict is unsustainable. Shipping markets, which depend on stable and predictable flows, cannot function properly amid such volatility.

The risk extends beyond ports. California’s broader economy is also at risk, as it depends heavily on trade-related jobs and activity. Warehouse operators, drayage trucking companies and third-party logistics firms are all evaluating how to absorb the added costs or pass them downstream.

Manufacturers may also accelerate diversification plans. For years, companies have been moving parts of their supply chains out of China. The latest tariffs may speed up that shift, creating new regional trade dynamics in Southeast Asia and Latin America.

For logistics firms and policymakers, this is a moment that calls for careful recalibration. Amazon, FedEx and UPS continue to depend on California’s ports, but those routes are becoming less predictable. In the coming months, they will need to weigh cost increases against delivery speed and customer expectations.

With the peak summer shipping season ahead, the industry is watching closely. Whether this is a short-lived policy phase or the start of a deeper global trade realignment remains uncertain. What is clear is that the stakes are high, and adjustments will be necessary across the logistics ecosystem.

Catalyst Metals’ Plutonic gold mine in North Meekatharra, Western Australia, has made the transformative move from analogue to digital operations in preparations for the future of mining technology thanks to RCT-Powered by Epiroc.

This upgrade is not limited to new equipment but also includes comprehensive upgrades to existing machines, including Sandvik and CAT loaders with the implementation of RCT’s AutoNav package. This state-of-the-art technology allows the mobile machines to navigate autonomously with higher precision, ensuring increased productivity and a better overall working environment for operators.

Adoption of modular platforms
A major highlight of this transition is the adoption of modular platforms, allowing operators to control the loaders from inside the comfort of a light vehicle that they can drive to the working stope. With distances between stopes ranging from 3 to 5 kilometres, this provides a flexible and scalable solution for the site which further drives operational efficiency. In addition, these platforms are designed for easy integration with the newly upgraded digital systems on-site, ensuring seamless communication and data transfer across vast areas of the mine.

To support this digital evolution, the site also upgraded its communication network with RCT Connect, our very own advanced digital Wi-Fi solution. This upgrade allows operators and maintenance teams to access real-time diagnostics and receive alerts about potential issues before they lead to costly downtime. Furthermore, the digital systems come with higher tolerance and precision, reducing the likelihood of overheating and other mechanical problems that are often associated with analogue. Therefore, the result is not just improved performance, but also longer equipment lifespans and lower maintenance costs.

BME’s renowned supply chain security has been further strengthened with the commissioning of a new storage tank for ammonium nitrate solution (ANS) by its holding company Omnia.

In operation since January 2025, the facility can store 5,000 tonnes of ammonium nitrate in solution, according to Jacques De Villiers, Omnia’s Executive for Manufacturing, Operations & Supply Chain. De Villiers said the tank allows an expanded and constant supply of ANS to BME’s Dryden and Losberg plants, as well as to the existing BME supply chain network.

“The additional storage capacity will facilitate a consistent supply from the Sasolburg site to BME, and will allow the BME sites to manage their stock levels and further improve their distribution process to clients,” he said. “For BME, our key strategic focus is on security of supply to customers, and this additional storage system adds to the confidence that BME customers have in our supply capabilities. This investment further demonstrates Omnia’s long-term commitment to strengthening critical infrastructure that supports mining operations across Southern Africa, contributing to regional economic growth and resilience”.

Sustainability and ESG goals
The new ANS tank is installed at Omnia’s Sasolburg complex and is strategically located between the two nitric acid and ammonium nitrate production – allowing for future expansion within the complex. It is controlled and monitored by an advanced distributed control system (DCS), with additional safety features incorporated into its design and operation.

AfriSam has enhanced its Rheebok Quarry operation with the installation of a high-capacity Sandvik CH430 cone crusher from Sandvik Rock Processing. The upgrade ensures reliable safe production with reduced maintenance and a lower carbon footprint.

Located near Malmesbury in the Western Cape, the granite quarry produces a range of materials, including aggregate stone, crusher sand, roadstone and ballast. According to Desmond Jacobs, AfriSam’s Senior Engineer for the Western Cape, this investment aligns with the company’s long- term capital strategy.

The decision to install the Sandvik CH430 was driven by key features such as its hydraulic Hydroset™ system and Automatic Setting Regulation (ASRi) system, both of which enhance performance and streamline maintenance. The Hydroset™ system enables precise automated closed-side setting adjustments, while the ASRi system continuously monitors and optimises crusher performance.

Energy-efficient
“We appreciate how the Sandvik CH430 minimises operator intervention allowing real-time adjustments to the closed-side setting,” says Jacobs. “This improves product size consistency and quality. The system also tracks key parameters like temperature and pressure, enabling proactive maintenance and reducing unexpected breakdowns.”

Namibia has fallen short of its ambitious target to become a regional logistics hub by 2025, as set out in the fourth National Development Plan (NDP4). In response to this setback, a comprehensive master plan is currently under review, following significant delays in critical areas including rail, aviation, and regulatory infrastructure.

The original phased strategy had aimed for initial expansion by 2020, but as Gilbert Boois, project manager for the Walvis Bay Corridor Group, notes, “We are now in 2025, and I can assure you we are not there yet. Therefore, we are in the process of revising the master plan, because several essential developments are still pending.” Specifically, Boois highlights deficiencies in the country’s railway infrastructure and emphasises that substantial improvements are necessary in the aviation sector to meet logistics hub standards.

To successfully position Namibia as a logistics hub, it is vital to establish a number of interconnected components. “First and foremost, you need to have an efficient port,” Boois states. He explains that this must be complemented by a robust intermodal setup, which includes road and rail networks, border infrastructure, and a supportive regulatory, policy, and legislative environment.

Namibia’s logistics corridor network is designed with four primary routes: three that funnel through Walvis Bay and one through Lüderitz. These corridors connect Namibia to vital regional markets, enabling the transport of key commodities such as copper, fertilisers, and various consumer goods. Boois notes, “Logistics is fundamentally a volume game. It’s really about how you drive volumes to achieve the desired economies of scale.”

The governance structure overseeing the development of this logistics hub includes the Cabinet, steering committees, and mixed-sector working groups, ensuring comprehensive oversight and strategic coordination. Boois reflects on the inception of the initiative: “In 2015, we launched the logistics hub project on behalf of the Namibian government. It’s not our project; it’s a Namibian government project that we are implementing.”

The initial phase of this project, referred to as the ‘Transport Corridor,’ aimed to eliminate bottlenecks in the logistics chain and significantly increase Namibia’s share in the international transport market. This phase included a target to scale transport capacity by 2.5 times by the year 2020.

The subsequent phase, known as the ‘Economic Corridor,’ was designed to transform Namibia into a regional supply and distribution depot, ultimately supporting the broader Vision 2030 initiative for economic industrialisation. Although progress has been made in improving port infrastructure, key components such as rail networks and border facilities, as well as the aviation sector, still face substantial developmental challenges. Currently, private concessions that operate in these areas are functioning under a landlord model, which may limit the flexibility and responsiveness needed for further growth. As such, the need for coordinated investments and strategic planning remains pressing to fulfil Namibia’s logistics hub aspirations

Momentum continues to grow behind the ambitious plans of SEW-EURODRIVE South Africa to become a leading force in the continent’s industrial gearbox business, drives and automation solutions according to Managing Director Raymond Obermeyer.

“Building on years of planning and proactive investment, we are successfully rolling out our ‘African Strategy’ plans to get closer to customers all over the continent,” says Obermeyer. “To do this effectively, we are continuing to strengthen our foundation of technical capability and expertise.”

With a firm footprint in many southern African countries such as Kenya, Tanzania and Zambia, the company is extending its reach northwards into the likes of Cameroon, Côte d’Ivoire, Mauritania and Morocco. At its 26,000 m 2 headquarters in Aeroton near Johannesburg, which the company occupied in 2022, work has already begun on expanding its footprint by building a second adjacent facility.

“This service centre will further support our expansion of sales, support, engineering and training capabilities,” he says. “We have begun appointing key staff for the facility, and will add another 20 to 30 employees over the course of this year.”

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Equipped to service
He points out that many local gearbox users face the challenge of inadequate support for products being sold onto the market, and highlights that SEW-EURODRIVE South Africa focuses on being well equipped to service and repair all its products.

“As one of the few gearbox OEMs in the country with advanced design and engineering infrastructure, we can also make use of our group’s world class facilities in Germany,” he explains. “This even allows us to service and repair the products of other OEMs – and to the same high standard as the original item.”

The new SEW-EURODRIVE service centre facility in Aeroton will house the company’s existing industrial gearbox repairs division as well as an expanded Drive Academy – which trains staff and customers. Other capabilities to be brought in-house include base plate fabrication and sand blasting, and new equipment will include robotic welders, five-axis gear cutting machines and heavy cranage.

SEW-EURODRIVE South Africa is also pursuing its growth plans through finding new markets, a drive which is supported by the group’s wide and expanding range of products and solutions. In 2025, the group has already launched 16 new products, says Obermeyer, as it pushes boundaries in fields such as industrial gears, geared motors, electronics and artificial intelligence.

“This reflects the innovative approach and the research and development capability that is opening up opportunities in existing and new markets,” he says. “At SEW-EURODRIVE South Africa, we understand the importance of keeping up our investments in Africa, positioning ourselves for a leadership position.”

Construction on the expansions for the new SEW-EURODRIVE service centre began in November 2024 and the facility will be operational by the end of 2025. Obermeyer says that customers can look forward to the facility further raising the service bar for the industry from 2026.

At the end of the raiseboring – or reaming – stage for Shaft 2 of Ivanplats’ Platreef project in South Africa’s Limpopo province, an innovative solution was called for to promptly remove the reaming head and avoid costly standing time.

Fred Durand, Senior Project Manager at Murray & Roberts Cementation, explains that an acceleration of the build plan at Shaft 2 had seen construction underway on the shaft’s headgear in 2024 – before the completion of raiseboring.

“When a reaming head reaches the surface at the end of a raiseboring process, we normally use a mobile crane from surface to help us dismantle the machine and to load it onto trucks for removal from site,” says Durand. “With the acceleration of the mine’s plan for Shaft 2 readiness, however, the construction of the headgear had been brought forward – so it was no longer feasible to position a crane in that area to remove the raisebore machine.”

“The kibble winder was not installed yet, so we had to engineer our way out of this situation to reduce raisebore standing time costs,” he says.

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Innovation solution
The solution began with a visit from one of Murray & Roberts Cementation’s rigging specialists from the company’s Bentley Park training and technical facility near Carletonville. His concept was to make use of a reeve block – or pulley block – system and winch which could be secured with limited steel work at the bank elevation.

“We prepared a proposal which described how reeve blocks could be secured to the sinking sheave wheel floor steel work by means of slings and beam clamps,” Durand continues. “We would then use an eight tonne electrical winch, secured to the bank, to operate the reeve block system.”

After the Murray & Roberts Cementation team were satisfied that the methodology would work, they conducted a rigorous risk assessment and prepared the necessary mitigation measures. The plan was then ready for the client’s consideration – leading to a green light to proceed. Personnel and equipment were soon mobilised, and the necessary medicals and inductions completed in preparation for the reamer coming to surface at the end of its 950 m journey from underground.

“Our solution worked perfectly, allowing us to strip the raisebore machine and hoist it to the bank area – to be placed onto the support bridge and moved out of the shaft headgear,” he says. “A mobile crane then lifted the machine onto the laydown area, ready for removal.”

Durand concludes that Murray & Roberts Cementation’s uncompromising approach to safe working practices ensured that this engineering solution was applied safely and efficiently within the tight timeframe. The company’s core safety values recently earned it the landmark achievement of 8 million fatality free shifts.