Takealot Spins Logistics Arm Into Standalone Growth Engine

As ITWeb reported, the logistics unit is already profitable, giving the group a foundation to expand into new revenue streams rather than building from scratch. That profitability matters: logistics has long been one of the toughest parts of the e-commerce equation in markets with fragmented addressing systems, wide geographic distances and uneven infrastructure. A delivery operation that can consistently make money in South African conditions is a potentially valuable asset in its own right.

Riding the E-Commerce Wave

The move comes as online retail continues to expand across the region, according to ITWeb's reporting. Growing consumer adoption of e-commerce increases demand for reliable last-mile delivery, warehousing and fulfilment—services that many smaller retailers and brands struggle to build independently. By offering its network to outside clients, Takealot could capture a slice of that demand while spreading the fixed costs of running a large logistics operation across more volume.

The strategy mirrors a well-established playbook internationally, where major online retailers have converted their delivery and cloud infrastructure into products sold to competitors and partners alike. Applying that model in an African context, however, carries its own dynamics, given the region's distinctive challenges around infrastructure and payment systems.

Why It Matters for the Corridor

For the Africa–Europe technology and commerce corridor, a scaled, independent logistics provider based in South Africa could lower the barriers for European brands seeking to sell into African markets, and for local sellers looking to reach broader customer bases. Efficient, trusted fulfilment is often the missing piece for cross-border retail, and a proven operator opening its doors to external clients could ease that friction.

ITWeb's report frames the initiative as a strategic bet, and the details of pricing, target clients and rollout timing were not specified in that coverage. What is clear is the direction: Takealot Group intends to treat logistics not merely as a supporting function but as a distinct business with its own commercial ambitions.

Whether the standalone unit can attract enough external customers to justify the investment remains to be seen. But the decision signals growing confidence that the infrastructure built to power one retailer can serve a wider market as African e-commerce matures.

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