Operating model
Owned. Operated. Controlled.
S&R manages its core logistics internally rather than relying on third-party operators. Transportation, warehousing, land assets and supply chain coordination are owned, operated and managed by S&R across its entire network.
Why it matters
Why S&R Group owns its logistics
Across many of S&R’s markets, third-party logistics can be costly, inconsistent, or both. S&R owns and operates its fleet and warehousing infrastructure, requiring greater upfront investment but reducing dependency on external providers and mitigating recurring operational risk.
This infrastructure supports the wider portfolio: moving production efficiently, protecting trading margins and ensuring reliable distribution to retail and wholesale customers.
Six things S&R Group controls itself
Owned. Operated. Controlled.
Company-owned transport
Transport vehicles and equipment are owned by S&R rather than contracted in, which keeps delivery schedules under S&R’s own control.
Company-owned warehousing
Warehouses and storage facilities across the network are owned by S&R, giving it the capacity to hold stock ahead of demand in markets with long import lead times.
Company-owned land and sites
Operational sites and land are held by S&R, supporting manufacturing, storage and distribution without dependence on third-party premises.
Centralised coordination
Logistics and supply chain planning are coordinated centrally, so stock and transport can be moved between markets as demand shifts.
Logistics run largely in-house
By running its main logistics operations itself, S&R reduces its reliance on external providers and keeps tighter control of costs and delivery times.
Local presence
Local offices and distribution centres sit in the cities where S&R trades, rather than being managed remotely from a regional head office.
Next step
The model, on the ground.
The warehouses, cold rooms and trucks that run this model, in Angola and the Congo.
See the infrastructure