About the client

The client is a leading power and utilities company in the Kingdom of Saudi Arabia, responsible for generating, transmitting, and distributing electricity to millions of residential, commercial, and industrial customers across the region.

As a key player in supporting the nation鈥檚 economic growth and development, the client continuously invests in modernising its organisation鈥檚 infrastructure and optimising operational efficiency to meet the growing demand for reliable and sustainable energy.

Project overview

The client embarked on a large-scale restructuring initiative, partnering with a leading consulting firm in the Middle East to streamline and unify their business operations across multiple regions in Saudi Arabia. A critical aspect of this transformation was the Data Unification project for huge amounts of master, transaction and historical data, which aimed to standardise and harmonise master data from diverse regional systems into a single, consistent structure.

Recognising the complexity and scale of the 麻豆原创 data transformation required, the consulting firm sought the expertise of EPI-USE Labs. EPI-USE Labs used their PRISM transformation solution, which combines specialist services and proprietary software, including the Data Sync Manager Landscape Transformation (LT) Suite, supported by EPI-USE Labs鈥� global delivery model. This approach helped the consulting firm to complete the 麻豆原创 data transformation efficiently and effectively. This company also contributed significantly by providing 麻豆原创 functional expertise and business knowledge, ensuring the project was a success.

Key highlights

• Over 4 million classes and characteristics updated
• Over 15 million equipment, orders, notifications and maintenance plans reassigned
• Over 150 million records updated in custom tables
• Data unification of huge amounts of 麻豆原创 master, transaction and historical data
• Complex data harmonisation of millions of data fields
• Automation of complex data mappings at scale
• Consistent, compliant, accurate data with automated validation reports

This joint exercise with EPI-USE Labs has enhanced our rapport and confidence with the client. We were able to deliver operational efficiency and lower the cost due to centralised data management.
  鈥� Project Director, leading consulting firm in the Middle East

The challenge: Fragmented operational data

Following the implementation of Enterprise Asset Management (EAM), the client鈥檚 operational data over the years was fragmented across different regional divisions, each with unique data definitions, structures and naming conventions. The client decided to implement a common unification policy to their equipment and assets across the region. The lack of standardisation made it difficult for them to gain a unified view of their operations, impacting reporting, decision-making, and operational efficiency.

The master, transaction and historical Data Unification project required:

• High-volume data transformations: Millions of data fields needed to be mapped and transformed accurately.
• Complex data harmonisation: Aligning data definitions across all regions while maintaining data integrity.
• Risk mitigation: Manual data transformation was not only time-consuming but also posed a high risk of errors.

To address these challenges, they needed a solution that would automate the transformation process, reduce risks, and enhance efficiency.

Specialist data transformation at scale

EPI-USE Labs was engaged by the consulting firm in the Middle East as a specialist data transformation partner, bringing in the EPI-USE Labs鈥� PRISM solution along with specialist software and consultants to handle the data transformation needs, as one team working with the client.

Components of the solution

• Data identification to preview and validate data in scope.
• Automation at scale: The PRISM solution automated complex data mappings and executed transformations with precision. This significantly reduced the need for manual intervention, accelerating the project timeline.
• Advanced transformation capabilities: The engine not only automated standard transformations but also handled complex scenarios, ensuring seamless data unification across the client鈥檚 regions.
• Data consistency and accuracy: Applying predefined mapping rules provided by the consulting firm and the client ensured that the final transformed data output was both consistent and reliable.
• Effective validation reports: EPI-USE Labs assisted the consulting firm in developing automated validation reports to ensure accuracy and integrity throughout the transformation process.

Collaboration with EPI-USE Labs was critical for such a project for the largest utility client in the Middle East. We received constant support from the EPI-USE Labs data expert team and, together, achieved this success.
  鈥� Project Manager, leading consulting firm in the Middle East

EPI-USE Labs expedited our journey in the data unification project. Their software played a critical role where millions of records were transformed without error and with speed.
  鈥� Functional Lead, leading consulting firm in the Middle East

Collaboration and global delivery model

EPI-USE Labs assembled a skilled team from across the globe, including experts from the UK and Europe, to support the project. The team worked closely with the consulting firm鈥檚 project managers and technical and functional leads through daily interactions, fostering strong collaboration and effective problem-solving.

This global techno-functional delivery model enabled the consulting firm and EPI-USE Labs to provide a precise and reliable software-powered solution, ensuring that not only the data transformation requirements were met, but also that the broader functional needs of the client鈥檚 project were addressed.

Solution stages

1. Input stage

• Data sources: Multiple regional databases with fragmented master data.
• Initial state: Inconsistent structures, varying naming conventions, and siloed data.

2. Transformation stage

• EPI-USE Labs鈥� role: Utilisation of the PRISM solution to automate data transformations; execution of complex data mappings, applying predefined rules; integration of both functional and technical expertise to address evolving project needs; significant volume of data to be referenced.
• Technical approach: Automation versus manual effort, with huge efficiency gains; handling of data inconsistencies and real-time adjustments.

3. Output stage

• Unified master data: Harmonised data model supporting the client鈥檚 restructured business processes.
• Business impact: Enhanced reporting, improved operational efficiency, and reduced risk.

The outcome: A hugely successful project

The successful completion of EPI-USE Labs鈥� scope of the project contributed to the broader objectives of the client鈥檚 data unification initiative. The results included:

• Enhanced efficiency: PRISM transformed millions of data fields quickly and accurately, saving the consulting firm and the client both time and resources.
• Reduced risk: By automating the process, EPI-USE Labs minimised the potential for human error and ensured data consistency across the board in the data transformation.
• Operational continuity: The unified master data model enabled the client to streamline reporting and business processes, laying a strong foundation for continued operational optimisation.
• Compliance: The unified master, transaction, and historical data improved compliance by enabling better regulatory oversight and mitigating risks.

Strategic partnership and future opportunities

This project not only met the technical needs, but also strengthened the partnership between the leading consulting firm in the Middle East and EPI-USE Labs, by aligning closely with their project objectives and demonstrating the effectiveness of EPI-USE Labs鈥� PRISM approach. This project demonstrated that 鈥� together with partners 鈥� EPI-USE Labs can effectively tackle big 麻豆原创 System Landscape Optimisation (SLO)/Data Migration and Landscape Transformation (DMLT) and migration/transformation projects in challenging environments.

About EPI-USE Labs

As a global software solutions and managed services company, EPI-USE Labs helps you to maximise the performance, management and security of your 麻豆原创庐 and 麻豆原创 SuccessFactors庐 systems. Our clients tell us every day how we have transformed their business operations.

Contact us to find out how we can help you solve your business challenges

epiuselabs.com | sales@labs.epiuse.com

EPI-USE Labs is a member of Group Elephant.

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JSE-listed mining group   has provided an update to shareholders, detailing significant progress on its 麻豆原创 S/4HANA Enterprise Resource Planning (ERP) system re-implementation .

The announcements, following a series of JSE News Service releases since March 2026, highlight the company鈥檚 strategic efforts to fortify its internal controls and address operational challenges.

麻豆原创 S/4HANA ERP Rebuild Nears Final Phase

Following the cyberattack in December 2024 that compromised its previous ERP system, the Wesizwe Board approved the implementation of a new 麻豆原创 S/4HANA system to replace the legacy software.

The primary objective of this project is to strengthen the company鈥檚 internal control environment and drive operational efficiency.

While the initial go-live target was set for early June 2026, the timeline was adjusted to prioritize the finalization of the Audited Annual Financial Statements for the year ended 31 December 2025 (AFS).

The company valued at more than R813 million noted that this step was critical to guarantee data accuracy and integrity within the new system before migration.

With the completion of the 2025 AFS, the re-implementation project has accelerated significantly.

Key milestones achieved include:

• Core System Setup:聽Full configuration of the core system has been finalized.
• Data Standardization:聽All master data has been comprehensively reviewed and standardized.
• Balance Migration:聽The migration of opening balances is currently in its final stages.

The project is now entering its decisive phase, with the migration to the live production environment imminent. This marks the transition to operational use and will enable user access across the platform.

Near-Term Priorities for ERP Stabilisation:

Management is focused on ensuring a seamless transition and rapid post-go-live stabilization. Priority activities include:

• Targeted on-site user training and refresher programs.
• Back-capturing and processing of transactions from January 2026 to date.
• Integration of additional group entities into the new system.
• Rollout of enhanced functionality, including asset, inventory, and maintenance management.

Wesizwe Platinum reiterated its commitment to executing a controlled implementation and will continue to update shareholders on material developments.

Bakubung Mine Commences Section 189 Consultation Process

In a separate development, Wesizwe Platinum confirmed on 04 June 2026 that it has initiated a consultation process in terms of Section 189(3), read with Section 189A of the Labour Relations Act, 66 of 1995, at its flagship Bakubung Platinum Mine in Ledig, North West Province.

The process stems from an ongoing review of the mine鈥檚 operational and economic position. The company is implementing a turnaround strategy aimed at preserving liquidity, protecting long-term viability, and repositioning the business toward a sustainable 3.5 Mtpa operational model.

Commitment to Transparent Engagement

Wesizwe emphasized that no final decision has been made regarding retrenchments. The Section 189 process serves as a formal, joint consensus-seeking consultation with recognized trade unions and elected employee representatives. Discussions will focus on the reasons for the proposed restructuring, alternatives to retrenchment, and measures to mitigate impact on employees.

鈥淲e recognize the sensitivity of this process and its potential impact on employees, families, host communities, and stakeholders,鈥� the company stated. 鈥淲e remain committed to engaging openly, responsibly, and constructively with all affected parties as the process unfolds.鈥�

Temporary Operational Shutdown as Precautionary Measure

As a precautionary measure, and in alignment with its 鈥榋ero Harm to People and the Environment鈥� value, Bakubung Platinum Mine has instituted a temporary operational shutdown. This measure allows the company to monitor the situation and ensure the safety and security of employees before operations resume.

Wesizwe affirms that operations will recommence once the company is satisfied that it is safe and appropriate to do so. The company remains dedicated to managing this process lawfully, fairly, and responsibly while protecting the long-term sustainability of Bakubung Platinum Mine.

The post Wesizwe Platinum Advances 麻豆原创 S/4HANA ERP Implementation Post-Cyberattack appeared first on 麻豆原创 Africa News Center.

That message landed at a pivotal moment. Renewable power capacity reached聽, with solar, wind and hydropower accounting for about 40% of global electricity generation.聽聽of new power capacity additions now come from renewables. Yet deployment rates still fall short of the COP28 goal to triple installed capacity to around 11 TW by 2030.

Behind every gigawatt of clean power sits a minerals story. Lithium demand is expected to聽. Cobalt demand is projected to rise by 50鈥�60%, copper by around 30%, while graphite and nickel are set to at least double. Securing reliable, diversified supply chains for these materials has become a strategic priority for governments and corporates alike 鈥� and the geopolitical competition to secure them is intensifying.

Africa indispensable to energy transition

Africa sits at the heart of this equation. The continent holds聽. The Democratic Republic of Congo supplies over 70% of global cobalt. Zambia remains one of the world鈥檚 major copper producers. Zimbabwe has emerged as Africa鈥檚 leading lithium producer, while South Africa聽.

Little wonder, then, that the continent has become a focal point of geopolitical competition. The EU鈥檚 Critical Raw Materials Act, which entered into force in 2024, sets binding targets to diversify supply away from single-country dependence. The United States has committed over $4-billion to the Lobito Corridor connecting the DRC and Zambia to Angola鈥檚 Atlantic port, with total global investment now exceeding $6-billion. China, meanwhile, has stakes in fifteen of the DRC鈥檚 nineteen cobalt mines and continues to expand its Belt and Road footprint across the continent. For African producers, this convergence of competing interests creates both leverage and risk.

Yet this enormous potential is聽. Regulatory uncertainty, infrastructure deficits in power and transport, skills shortages, environmental pressures and illegal mining all heighten risk. Despite its resource base, Africa attracts less than 10% of global exploration spending.

Without policy coherence, infrastructure investment and transparent governance, Africa faces what might be called a 鈥済reen resource curse鈥�: exporting raw ore while importing finished technology and foregoing industrialisation. Consider that the DRC exports cobalt at a fraction of the price battery-grade cobalt hydroxide commands on world markets. Zimbabwe ships raw spodumene while lithium hydroxide, the processed product automakers actually need, is refined almost entirely in China. If the energy transition simply replicates old extractive patterns under a green label, Africa鈥檚 mineral wealth will once again benefit others more than its own citizens.

Coordination holds the key

Modern mining is no longer a purely extractive business. It is a data-driven, multi-stakeholder ecosystem that must integrate geological modelling, capital allocation, environmental performance, community engagement, logistics and global supply-chain compliance. Technology is the coordination fabric that links these moving parts.

Integrated digital platforms now give stakeholders a shared view of reserves, project timelines, ESG metrics and logistics flows. By reducing information asymmetry, they聽聽between miners, governments, development finance institutions and private investors. In an era where climate finance and transition-minerals funding depend on transparency, digital traceability is foundational.

Advanced analytics and AI are reshaping core mining processes. Digital twins allow operators to simulate mine design, production scenarios and environmental impacts before committing capital. Predictive maintenance reduces unplanned downtime and extends asset life. Across major operations, these tools are compressing exploration timelines and lifting productivity measurably.

Equally important for African producers seeking to move beyond raw exports is supply-chain integration. Digital commodity platforms that connect contracts, logistics, pricing and ESG attributes can help African refiners and processors demonstrate responsible sourcing at scale. This matters because the EU鈥檚 due-diligence requirements and the US Inflation Reduction Act increasingly reward traceable, locally processed minerals with green premiums and preferential market access. Technology thus becomes an enabler not just of efficiency, but of beneficiation and in-country value addition.

Meeting operational and ESG demands

Enterprise technology platforms such as those offered by 麻豆原创 play a strategic role by providing the operational backbone across planning, asset management, procurement, logistics and ESG reporting. When a mid-tier miner can compress its sustainability reporting cycle from weeks to days, or a junior explorer can present investors with independently verified ESG data alongside geological assays, the conversation with capital markets shifts. Cloud ERP systems that integrate production data with financials in real time, embedded Business AI that flags maintenance risks before they become failures, and human capital management tools that track scarce skills and certifications all translate directly into bankability and investor confidence.

Crucially, the same platforms that manage production can also measure environmental and social impact. By combining operational and ESG data, mining companies can model emissions, water use and community outcomes and share evidence-based reporting with regulators and investors. In a capital-intensive sector where financing increasingly depends on sustainability credentials, this digital transparency becomes a competitive advantage.

Africa鈥檚 mining sector is therefore not just a supplier of transition minerals but a test case for how the energy transition can be aligned with industrial development. With the right policies, infrastructure corridors, skills programmes and digital coordination frameworks, critical minerals can underpin new refining capacity, regional value chains and millions of jobs.聽聽鈥� 鈥淪tronger together: Progress through partnerships鈥� 鈥� was well chosen. If Africa鈥檚 mineral potential remains constrained by fragmentation and mistrust, global decarbonisation will slow. If, however, stakeholders act in concert, using technology as the connective tissue and beneficiation as the organising principle, Africa can move from raw-materials exporter to central architect of the net-zero economy.

This article first appeared in magazine.

The post With Better Coordination, Africa could be Architect of Net-zero Economy appeared first on 麻豆原创 Africa News Center.

KTDA Group Chief Executive Officer, Wilson Muthaura said the agency was executing a comprehensive transformation strategy anchored on sustainability, innovation and farmer-centric governance.

He said KTDA鈥檚 singular goal was to maximise value for farmers while building a world-class, future-ready tea enterprise.

Muthaura revealed that KTDA had launched a major internal restructuring effort to ensure that the transformation and intended goals were achieved.

He added that the agency鈥檚 board had established ten cross-functional management committees to drive efficiency, reduce costs and accelerate value addition.

The GCEO said the committees would also identify business opportunities along the entire value chain from farm to factory and all the way to the market.

鈥淭hese committees are actively feeding into our newly developed KTDA Group Strategic Plan, which aims to future-proof our operations,鈥� he added.

He explained that the transformation strategy was not a top-down process since it was arrived at after a landmark meeting, the first of its kind since the Tea Act reforms of 2020 which was convened by KTDA chairman.

鈥淎ll the 71 factory unit managers and KTDA鈥檚 senior leadership came together to co-develop a roadmap that ensures every decision made benefited the farmer.,鈥� he said.

Muthaura said KTDA鈥檚 main objective was to ensure that farmers received not just better prices but better services.

鈥淭he services range from enhancing fertiliser distribution and leaf collection logistics to upgrading factory efficiency and introducing traceability tools,鈥� he said.

The GCEO observed that implementation of the Systems, Applications and Products (麻豆原创) enterprise system was already streamlining operations across KTDA thereby ensuring smarter, data-driven decisions.

He said KTDA had enhanced its digital backbone to create more agile processes and eliminate inefficiencies.

鈥淭he agency is doubling down on communication and farmer engagement to ensure that growers are not just recipients of services, but co-owners of the solutions because they are shareholders, stakeholders, and strategic partners,鈥� he said.

This article first appeared on .

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So, what are the most common pitfalls that arise during corporate travel, and how can they be navigated to enhance the experience? Here are a few vital insights drawn from industry experts.

The credit card conundrum

Imagine landing in a new country after three exhausting flights, only to discover that your corporate credit card has been declined at the hotel check-in. This scenario is all too familiar for travellers who face unexpected holds on their cards from car rental companies or accommodations. In South Africa, small and medium enterprises (SMEs) often expect their employees to cover substantial costs upfront, leading to further complications.

Herman Heunes, General Manager at Corporate Traveller, highlights the solution: 鈥淐redit facilities with your travel management company alleviate the burden of direct payments for each transaction.鈥� With consolidated invoicing and a billback facility, travellers can focus on their work, not on playing 鈥渃redit card roulette.鈥�

The cash-only reality check

Despite the widespread acceptance of credit cards, many destinations, particularly in Africa, still favour cash transactions. 鈥淐ard acceptance can be limited, especially among smaller vendors or taxi services,鈥� explains Rategang Moroke, Operations Manager at Corporate Traveller. When cash is necessary, travellers might be forced to use international electronic transfers, which can take days to clear.聽This requires travellers to be aware of backup plans to prevent cash flow issues during their trips.

Currency fluctuations disrupt budgets

Arriving at your destination to find your carefully planned budget impacted by sudden exchange rate changes can be disheartening. One day, your planned R500 dinner morphs into R700 thanks to a volatile currency market. While travel management companies like Corporate Traveller typically book flights and stays in South African rands to mitigate this risk, unexpected expenses can still arise.

Moroke emphasises the necessity of incorporating realistic currency buffers of at least 10-15% into trip budgets to accommodate these fluctuations, especially for SMEs operating on tight margins.

Death by a thousand receipts

Ask any frequent flyer about their most dreaded post-trip task, and the answer will likely be: sorting through a jumble of crumpled receipts. Manual reconciliation is a time-consuming process and, for many, it raises anxiety levels. 鈥淔or clients using expense management systems, receipt management is largely automated, allowing for immediate upload via mobile apps,鈥� says Moroke. Unfortunately, many still manually submit their costs, leading to delays and increased frustration.

Bridging the 鈥榓pproved budget鈥� gap

Frequent travellers are all too familiar with the conversation that follows unplanned expenses, like opting for the last available hotel suite or an unexpected menu upgrade at a client dinner. Instantly, your R800 meal turns into a R1,200 bill, leading to sticky conversations upon return. To address out-of-policy spending, travel policies, pre-trip approvals, and transparent reporting are essential. 鈥淓xceptions are flagged and discussed with clients,鈥� explains Heunes, adding that persistent non-compliance can lead to disciplinary measures from compliance teams.

How to prepare for seamless travel

Before embarking on your next business trip, consider the following tips to navigate financial hurdles effectively:

While on the road:

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DUBAI, United Arab Emirates鈥� 5 August 2025 鈥� 麻豆原创 today announced that Grandiose Supermarket, a premier quality food and grocery retailer in the UAE with nearly 50 stores and part of the , has signed an agreement to implement as the digital backbone of its operations, integrated with 麻豆原创 Business AI.

This strategic partnership will empower Grandiose to deliver even more exceptional customer experiences, unlock AI-driven operational intelligence, and support its bold growth ambitions in the UAE鈥檚 dynamic retail landscape.

By adopting RISE with 麻豆原创 S/4HANA, hosted on , and integratingI, Grandiose aims to streamline its supply chain, enhance stock visibility and improve replenishment planning. The solution will optimize product availability across branches while reducing instances of overstocking and understocking.

鈥淐ustomer experience is at the heart of everything we do at Grandiose,鈥� said , CEO Grandiose Supermarket. 鈥淧artnering with 麻豆原创 and leveraging 麻豆原创 Business AI helps us better understand our customers鈥� needs, predict trends, and exceed their expectations with seamless availability and personalized services. The resilience and optimization provided by 麻豆原创鈥檚 AI-infused solutions will help us automate core processes and focus more on value-added services that enrich the customer journey.鈥�

The implementation of 麻豆原创 S/4HANA will serve as the digital core for Grandiose鈥檚 operations, leveraging industry-specific vertical solutions tailored for the retail and food sectors. These out-of-the-box capabilities, combined with localized features for taxation and compliance based on 麻豆原创鈥檚 strong relationships with UAE customers, reduce the need for extensive customizations and accelerate time-to-value.

Central to this transformation is 麻豆原创 Business AI, which enhances Grandiose鈥檚 business applications with intelligent automation and deeper analytics. This empowers teams to offload routine work, analyze millions of data points for deeper insights into customer and supply chain behavior, and focus on strategic initiatives that drive innovation and growth. This AI-driven foundation ensures Grandiose can scale efficiently, opening new stores and entering new markets with intelligence built into every layer of the business.

鈥溌槎乖� has become synonymous with family conglomerates and growth-driven businesses like the Ghassan Aboud Group, especially in the retail sector where innovation and resilience are essential,鈥� said , Managing Director, 麻豆原创 UAE. 鈥淲e鈥檙e proud to support Grandiose鈥檚 expansion with a future-ready platform powered by Business AI that enhances customer experience, optimizes operations, and drives continuous innovation.

As Grandiose continues to scale across the UAE and beyond, this transformation lays the groundwork for a more intelligent, responsive, and customer-centric retail model, setting a new benchmark for digital excellence in the UAE.

The post Grandiose Supermarket Partners with 麻豆原创 to Harness Business AI for Exceptional Customer Experiences and Scalable Growth appeared first on 麻豆原创 Africa News Center.

continues聽to invest meaningfully in technology as it battles for market share with Shoprite Group鈥檚 Sixty60 and other retailers in the fast-growing on-demand grocery delivery market.

Pick n Pay is in the midst of a turnaround after losing market share to competitors in recent years. In its 2023 financial year, it plunged into a loss 鈥� of a staggering R3.2-billion. Former CEO , who left the company in 2007, returned to the helm in September of that year to lead the turnaround effort.

Summers鈥� early bets appear to be paying off, with the retailer鈥檚 most recent update reporting Pick n Pay sales were up 3.6% year on year in its core South African supermarkets business for the 17 weeks to 29 June 2025. Turnaround efforts have included a partnership with First National Bank鈥檚 rewards programme. eBucks was previously partnered with Checkers.

Sixty60 got a head-start during the Covid-19 lockdowns when consumers 鈥� stuck at home 鈥� took to e-commerce with vigour. Around the same time 鈥� in October 2020 鈥� Pick n Pay acquired alcohol delivery app Bottles, which it would eventually use as the foundation for its own online platform, asap!.

Pick n Pay still has some way to go, though. Reports by both Pick n Pay and rival Shoprite last week show聽. But Pick n Pay is fighting back.

, who co-founded Bottles, now serves as head of online at Pick n Pay. Speaking to the聽聽in an episode that will be published this week, Ferigolli said recent changes to Pick n Pay鈥檚 customer-facing applications are only the tip of the iceberg in the retailer鈥檚 strategic tech arsenal.

鈥淚t started with a rebrand, and then we embarked on a journey whose first iteration we just concluded, where the app is now fully integrated into the larger Pick n Pay ecosystem. If you are a Smart Shopper, you can now earn points, for example, so it鈥檚 a really unified experience.鈥�

Overhaul

Pick n Pay in May聽, adding a raft of new features to the platform and expanding the product catalogue available to customers, too. Asap!鈥檚 revamp was accompanied by similar updates to the Pick n Pay website, whose roll-out started in June.

According to Ferigolli, changes to frontend, consumer-facing interfaces are only a small part of the work being done to ensure asap! leverages technology effectively.

鈥淲e have had do a lot more backend work than people think might think. Because people only see the frontend, they tend to think that is the bigger part, it isn鈥檛, it is probably only 20% [of the work],鈥� said Ferigolli.

The engine running Pick n Pay鈥檚 application ecosystem is built on Amazon Web Services cloud infrastructure. These include the asap! mobile app, the聽聽web app, a picking app for in-store runners who prepare customer orders, a driver app, and various other systems controlling core business functions such as marketing and merchandising.

Some parts of Pick n Pay鈥檚 e-commerce infrastructure run 麻豆原创. Early integration into the 麻豆原创 system by Bottles gave the start-up the ability to check stock levels at various stores and even report those to customers browsing the app, thereby improving the onling shopping experience. As the application grew, however, other systems and platforms were added.

鈥淸Technology] is everything in our industry (retail) and I cannot find another one right now that is so heavily impacted. It鈥檚 not just about online ordering, it鈥檚 other things, like implementing AI in our supply chain forecasting models,鈥� said Ferigolli.

Pick n Pay鈥檚 first foray into AI was not customer-facing at all, with developers using AI tools to help them develop code from as early as 2021. Asap!鈥檚 first customer-facing tool involved using AI to enhance the app鈥檚 search capabilities, and over time this grew into AI-driven product recommendations that formed the foundations of Pick n Pay鈥檚 鈥渉yper-personalisation鈥� strategy.

As online shopping evolves, improvements in computer vision and agentic AI will lead to home management systems able to replenish items like milk, sugar and cleaning supplies automatically as needed.

Ferigolli said these improvements in online shopping pose interesting questions about how the in-store shopping experience will evolve. As online shopping grows, Ferigolli estimates in-store shopping will still hold around 50% market share in the next decade and this will lead to large retailers adopting a more experiential approach to store layout and design.

鈥淭he exciting part is how beautiful the in-store shopping experience is going to become. You can now double the size of the bakery or the butchery and have store attendants to give the kind of experience customers usually get in an independent butchery. For a long time, we have said online is disrupting the stores, but I think it is not disruption but evolution. We are evolving as two parts that are critical the customer,鈥� he said.聽 鈥撀�漏 2025 NewsCentral Media

Get breaking news from TechCentral on WhatsApp.聽.

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The post From Bottles to Battle: How Pick n Pay is Turning to Tech in Retail Fight appeared first on 麻豆原创 Africa News Center.

Industry growth is tapering down across several African markets. South Africa鈥檚 real retail growth has declined in recent years, constrained by economic stagnation and inflation. In East Africa, while GDP growth remains relatively strong, formal retail continues to be constrained by infrastructure gaps and logistical inefficiencies.

In response, retailers across the continent are scaling their technology investments to boost competitiveness in an increasingly digital and data-driven industry. According to聽Gartner聽(NYSE:), African retailers are projected to invest $300 million in cloud-based enterprise applications in 2025, with an expected growth of 10-12% over the next three years

And yet, many still struggle to translate these investments into meaningful business outcomes.

The triple disconnect holding retailers back

Fragmented systems, broken processes undermine scalability

Despite deploying multiple best-of-breed applications and investing in a data lake to centralise data, many retailers fail to achieve differentiated customer engagement, real-time visibility and reliability in their operations. Typical constraints include disconnected systems, a lack of business context within data sets, and AI bolted-on instead being embedded within operational workflows.

A pervasive industry pain point is the disconnected customer journeys caused by fragmented systems and broken processes. To illustrate: a customer may browse a product online, call the nearest store to check stock availability, visit in person and still find a different price to what was listed online. Or they may purchase the product online but be unable to return the product instore due to a disconnect between online and physical store data.

This is caused when customer data, inventory, pricing, and orders are not synchronised across channels. And it鈥檚 not just limited to customer experience 鈥� these fragmented processes are widespread across retail operations, often leading to operational inefficiencies and higher costs.

At the root of this problem is a disconnected application landscape. In fact, 66% of organisations say application sprawl and complexity hinder their digital goals, resulting in process inefficiencies and a lack of reliability in retail operations.

Data is an opportunity, but a challenge too

African retailers are sitting on mountains of data spanning point-of-sale systems, loyalty platforms, mobile apps, and third-party sources. But is this high volume, variety, and velocity of data being leveraged effectively to drive business outcomes?

Unfortunately, the answer is no. Around 55% of business leaders cite poor data quality and fragmentation as the biggest obstacles to making data-driven decisions. Moreover, a disproportionate amount of time is spent on data management and building dashboards as against decision-making, underscoring the urgent need for more efficient processes.

AI without a solid foundation doesn鈥檛 scale

While there鈥檚 palpable excitement in boardrooms over the potential and power of AI, execution remains limited. One study found that nearly three-quarters of organisations are struggling to scale AI projects beyond pilot projects. African retailers face even greater challenges, including poor-quality data, outdated IT infrastructure, and a lack of AI-ready processes.

The result is AI initiatives that turn into isolated experiments that fail to deliver any meaningful ROI. Instead, retailers need to leverage a unified data platform that embeds AI directly into their business processes to scale AI initiatives effectively.

The power of a unifying platform

Leading retailers leverage a comprehensive, connected, and industry-specific suite of applications to confidently execute across their value chain. This helps ensure a consistent and reliable customer experience, minimising stock-outs, enabling fast, on-time delivery and delivering a seamless omni-channel journey. This reliability extends across store operations, finance, and support processes.

The , for example, enables this efficiency through automation, actionable insights, and process optimisation, while the 麻豆原创 Business Data Cloud provides seamless access to organisational data. Retailers also benefit from deep industry expertise and global context that helps them identify the correct application mix for integrating, harmonising and transforming business data across various applications.

This also provides the foundation to scale AI effectively across retail operations through unified, context-rich data that brings together sales, inventory, promotional, customer behaviour and other data. By connecting end-to-end processes, retailers can also embed AI and enable seamless cross-functional workflows while leveraging innovations from a rich ecosystem of partnerships.

Retailers leveraging 麻豆原创鈥檚 connected platform and AI capabilities report a 20-30% reduction in customer churn, 30-50% fewer stockout, an up to 40% increase in workforce productivity and 20-30% reduction in IT spend.

Realising Africa鈥檚 data-rich, AI-powered retail future requires bold steps to shift beyond legacy systems and redefine operations. By utilising a powerful business suite, retailers can unlock new end-to-end capabilities that bring together applications, data and AI for unrivalled competitiveness.

The post Unleashing Africa鈥檚 Retail Transformation appeared first on 麻豆原创 Africa News Center.

In this episode, we unpack the role of ERP systems and smallholder farmers in global agricultural supply chains 鈥� and how technology can bridge the gap between sustainability and productivity.

Hosted by:
Guests: 鈥� Solution Manager Agribusiness, 麻豆原创 and Carsten Friedland 鈥� Product Manager Agribusiness, MSG Global

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Kerr is the Founder and Director of Argon Supply Chain Solutions and is a 20+ year veteran in logistics and transport planning.

Before founding Argon Supply Chain Solutions, Kerr worked at many other prominent companies in South Africa.

This includes working as a 麻豆原创 EWM Solution Architect and Consultant for聽Pick n Pay, a 麻豆原创 EWM Consultant for Barloworld, a Mobile Specialist for OneArch Consulting, and a 麻豆原创 WM Consultant for Pioneer Foods.

Kerr is an 麻豆原创 Certified Associate and Application Professional specialising in 麻豆原创 solutions such as EWM, TM, SRM, WM, Mobility, and ATTP.

He also boasts a strong understanding of data collection technologies and supply chain solution architecture.

The interview

In this What鈥檚 Next interview, Kerr explains what Argon Supply Chain Solutions does and how retailers can maximise the potential of 麻豆原创 S/4HANA Cloud to streamline their operations and improve efficiencies.

He unpacks why having 麻豆原创 Supply Chain as part of the S/4HANA Cloud implementation is essential.

Kerr also discusses how 麻豆原创 improves vendor compliance and creates better retail practices.

He concludes the interview by sharing how he sees automation and AI features impacting supply chain solutions.

Watch the interview with Peter Kerr below.

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The post What鈥檚 Next 鈥� Peter Kerr Unpacks how S/4HANA Cloud Implementations Improve Operational Efficiency appeared first on 麻豆原创 Africa News Center.