Africa’s focus must be on building people, not just developing corridors

Africa’s logistics corridors, from east to west and north to south, are receiving significant infrastructure investment, with billions being spent on transport corridors, high-speed rail networks and hydropower projects, among others.

There is the Lobito Corridor, which connects Angola’s Atlantic coast to the copper and cobalt mining regions of the Democratic Republic of Congo and Zambia; Egypt’s high-speed rail network, which will run thousands of kilometres connecting major cities, ports and industrial zones; and a planned hydropower project on the Congo River, set to become the largest hydroelectric scheme in the world.

All of these projects are attracting billions in investment, with these three alone expected to cost at least US$100bn between now and 2035, with milestones and completions expected within that period.

Yet there is a critical gap that exposes weaknesses in project management during turbulent times: insufficient investment in people. These are investments needed not only for the future, but for the present.

While major projects are underway - with parts of the Lobito Corridor already operational - it is an inescapable fact that regional trade corridors are facing unprecedented volatility.

This is driven by multiple pressures, including supply chain realignment, climate shocks, fiscal constraints on African governments and diverging regulatory environments. These factors are unfolding in an environment of heightened geopolitical uncertainty and fluctuating trade flows.

Bottlenecks

In such conditions, the true bottleneck is not physical infrastructure, which is increasingly reliant on technological automation, but rather a shortage of human resources capable of synthesising real-time data and translating it into strategic action through rapid, high-level decision-making.

Indeed, cultivating advanced human capital is now a matter of critical national importance in infrastructure development.

A key solution, we believe, lies in a strategic model that enables practical workforce development through Bain & Company’s RAPID decision-making framework:

• Recommend
• Agree
• Perform
• Input
• Decide

By implementing RAPID in a “war room” environment, real supply chain challenges, such as port congestion, border delays and operational breakdowns, are used as practical training exercises. Teams work in a central command-style setting to resolve issues in real time, gaining experience far more quickly than through traditional training methods.

This approach is more effective than conventional capacity building, which often relies on static, classroom-based modules that are disconnected from operational realities.

The war room model, applied through the RAPID framework, brings together professionals from different departments to solve real operational problems. Working under pressure and making rapid decisions allows participants to build practical experience while learning how interconnected systems function.

This accelerates skills development and ensures alignment around shared objectives. The ability to operate effectively at speed requires clear decision-making structures and strong accountability.

Clarifying roles

The RAPID framework clarifies roles by defining who provides input, who makes recommendations, and who has the authority to make final decisions. This clarity, reinforced through practical war room experience, enables employees to take greater ownership of challenges and contribute more effectively to supply chain performance.

We recently tested this approach in a training programme that received a 96% approval rating from participants, including executives, academics and public-sector leaders. Key outcomes included:

• Participants developed skills more rapidly
• Stronger leadership capabilities were demonstrated
• Participants felt more confident contributing ideas and making decisions within a clearly defined structure

Operational challenges, particularly those experienced during periods of uncertainty and during the commissioning phase of major projects, can be used as effective training opportunities. This helps organisations develop skilled logistics professionals while improving operational performance across the continent, regardless of conditions.

The African Supply Chain Confederation (ASCON) unifies professional African supply chain standards and networks. Through collaboration, education and advocacy, ASCON fosters a cohesive ecosystem that empowers professional bodies and drives continental impact.

*Dr Madu Obiora is a Member of the Education Committee, ASCON, and currently the Director-General of the African Centre for Supply Chain in Nigeria.