IN CONVERSATION WITH VICTOR NEMUKULA the Managing Director of Shumani Industrial Equipment.
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South Africa’s industrial equipment sector is heading into a period of notable
change, shaped by shifting customer expectations, currency movements, and
growing interest in locally aligned solutions. One of the companies preparing for
this evolving landscape is Shumani Industrial Equipment, which enters 2026
10:35
with an emphasis on consolidation, operational efficiency, and technology-
driven agility.
Local Manufacturing and Market Adaptation
According to Managing Director Victor Nemukula, the growing acceptance of
the company’s locally developed Bheka forklift range reflects a broader trend in
the industry: customers are increasingly open to alternative brands that offer
competitive pricing, simpler maintenance, and quicker parts availability.
Nemukula says the company has observed “a significant uptake” in the Bheka
range during 2025, a sign that localisation strategies across the industry are
finding traction. With this momentum, Shumani plans to add port-handling
units — specifically reach stackers and empty-container handlers — to its 2026
pipeline.
Industry Pressures and Economic Context
Nemukula highlights that South Africa’s materials-handling market has shifted
meaningfully over the last two years, with Chinese imports continuing to
expand their footprint. Combined with a stabilising rand-dollar exchange rate,
the sector expects more competitive pricing across the board in 2026.
The macroeconomic backdrop, he notes, is also slowly improving.
Eskom’s operational stability has reduced load-shedding interruptions,
though electricity costs remain high.
Transnet’s gradual operational improvements are beginning to create
more predictable logistics conditions.
“These developments could help unlock economic activity that has been
stagnant for over a decade,” Nemukula says. “Forklifts and materials-handling
equipment play a central role in logistics, so any uptick in movement directly
impacts demand.”
Efficiency Over Expansion
After a year of product expansion, Shumani — much like many companies in the
sector — is now turning inward to streamline its operations.
Nemukula says the priority for the year ahead is “taking inefficiencies out of the
system,” rather than expanding product lines. This trend mirrors what many
industrial businesses are doing: focusing on delivery, reliability and service
capability, especially in a competitive pricing environment.
Technology, Skills and Competitiveness
As customer expectations shift toward faster turnaround times and data-driven
support, Shumani plans to intensify its investment in internal systems and staff
training.
“Better systems and technology are the main differentiators today,” Nemukula
explains. “Customers have more choice than ever. Agility comes from the
technology you use and the people who operate it.”
The company aims to strengthen this alignment by supporting employees with
upskilling and technology training — a strategy consistent with broader efforts
across the industrial sector to modernise service delivery.
Consistency as a Strategic Discipline
Reflecting on 2025, Nemukula emphasises the value of getting operational
basics right.
“Consistency is key,” he says. “Keep doing the small things better than everyone
else. For us, success in 2026 simply means outperforming our own 2025
performance.”
change, shaped by shifting customer expectations, currency movements, and
growing interest in locally aligned solutions. One of the companies preparing for
this evolving landscape is Shumani Industrial Equipment, which enters 2026
10:35
with an emphasis on consolidation, operational efficiency, and technology-
driven agility.
Local Manufacturing and Market Adaptation
According to Managing Director Victor Nemukula, the growing acceptance of
the company’s locally developed Bheka forklift range reflects a broader trend in
the industry: customers are increasingly open to alternative brands that offer
competitive pricing, simpler maintenance, and quicker parts availability.
Nemukula says the company has observed “a significant uptake” in the Bheka
range during 2025, a sign that localisation strategies across the industry are
finding traction. With this momentum, Shumani plans to add port-handling
units — specifically reach stackers and empty-container handlers — to its 2026
pipeline.
Industry Pressures and Economic Context
Nemukula highlights that South Africa’s materials-handling market has shifted
meaningfully over the last two years, with Chinese imports continuing to
expand their footprint. Combined with a stabilising rand-dollar exchange rate,
the sector expects more competitive pricing across the board in 2026.
The macroeconomic backdrop, he notes, is also slowly improving.
Eskom’s operational stability has reduced load-shedding interruptions,
though electricity costs remain high.
Transnet’s gradual operational improvements are beginning to create
more predictable logistics conditions.
“These developments could help unlock economic activity that has been
stagnant for over a decade,” Nemukula says. “Forklifts and materials-handling
equipment play a central role in logistics, so any uptick in movement directly
impacts demand.”
Efficiency Over Expansion
After a year of product expansion, Shumani — much like many companies in the
sector — is now turning inward to streamline its operations.
Nemukula says the priority for the year ahead is “taking inefficiencies out of the
system,” rather than expanding product lines. This trend mirrors what many
industrial businesses are doing: focusing on delivery, reliability and service
capability, especially in a competitive pricing environment.
Technology, Skills and Competitiveness
As customer expectations shift toward faster turnaround times and data-driven
support, Shumani plans to intensify its investment in internal systems and staff
training.
“Better systems and technology are the main differentiators today,” Nemukula
explains. “Customers have more choice than ever. Agility comes from the
technology you use and the people who operate it.”
The company aims to strengthen this alignment by supporting employees with
upskilling and technology training — a strategy consistent with broader efforts
across the industrial sector to modernise service delivery.
Consistency as a Strategic Discipline
Reflecting on 2025, Nemukula emphasises the value of getting operational
basics right.
“Consistency is key,” he says. “Keep doing the small things better than everyone
else. For us, success in 2026 simply means outperforming our own 2025
performance.”
