MEA: “Despite all its challenges, Africa is also seeing some great successes”

How is the aftermarket developing in Africa?
Martin Hendriksen: In these markets, independence is a very important issue for our members, who are very protective of their identity... but also of their data, which is essential for building an ecosys-tem. Together with our partner equipment suppliers, we are trying to break down this barrier and demonstrate that by working together, we can influence the ecosystem in our mutual interest. Our challenge is to energise the community and find the right levers to open these doors and windows a little wider. At the same time, some large premium equipment manufacturers are beginning to thrive in Africa. And the key to these companies’ success lies simply in their pragmatism in adapting to the African paradigm with its high expectations by this, we are trying to expand our supplier the supply chain to shorten delivery times integrating price pressure. If they invest in base beyond the Nexus network. We need by building up consignment stocks is also supply chain infrastructure, business will to find suppliers who are interested in essential. We have pilot projects in East follow. The potential exists in Africa, with a fleet that is still small but quite old, almost twice the age of that of Europe. Africa is full of young talent that could be deployed in our sector. Suppliers are interested in the training projects we are developing, drawing on our members’local infrastructure to ensure more in-depth deployment of these training programmes. Our challenge is not to fall into the trap of trying to roll out in Africa what works everywhere else in the world. Our approach needs to be tailored and often developed from scratch.

The IAMaga community (covering 32 countries) is showing 10% growth for 2025 and is expected to reach €300 million in business generated by your 100 members with your 29 equipment manufacturer partners. Quite an impressive performance?
M.H.: It’s a positive dynamic. It’s the result of the individual growth of our members, who are obviously increasing their support for suppliers in our community, and the expansion of our portfolio of new suppliers. It’s a good sign that our partners are experiencing growth. We are under constant pressure from our members who buy cheaper products. To counter this, we are trying to expand our supplier base beyond the Nexus network. We need to find suppliers who are interested in Africa and who have a certain amount of business there.

Do you have partnerships with Chinese suppliers?
M.H.: Our members do not want to miss out on the opportunity represented by the market for supplying parts for the rapidly growing Chinese vehicle fleet in Africa, especially as Chinese manufacturers do not have an efficient spare parts logistics system. Our role is therefore to build partnerships with suppliers who are involved and will develop parts for this specific fleet. As the Nexus community, our priority is to support existing supplier partners. But at the same time, we have to challenge them: if they don’t do it, or don’t do it quickly enough, we will look elsewhere for solutions that cannot wait.

What are your plans for 2026?
M.H.: Our priority is to continuously develop commercial relationships between members and suppliers. But other issues are also on the table. For example, we are focusing on compiling data (fleets, etc.) and commercial information for Africa. This is a huge challenge in this multifaceted continent, but we have already made good progress in East Africa. Improving the supply chain to shorten delivery times by building up consignment stocks is also essential. We have pilot projects in East and West Africa. In connection with this type of initiative, IAMaga has invested in
BTR, which deploys OEM cards, particularly in French-speaking Africa, and supports our members. Finally, we are considering developing a Nexus brand, based on Drive+, calibrated for our African markets.

The beginnings of a structure seem to be taking shape!
M.H.: We are now beginning to see a different dynamic in our relationship with the industry at large. Previously, we had to chase after everyone; we are now starting to reap the rewards, with new suppliers knocking on our door.

Have geopolitical disruptions had an impact on your members?
M.H.: We have to work within the constraints imposed on us. Our job is also to encourage suppliers to overcome these fears so that they don’t miss out on opportunities and risk losing these markets for good. Africa, with all its challenges, is also seeing the emergence of great success stories from companies that have been able to launch themselves by adapting. You just have to adopt the African mindset to succeed.

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