Andrew Harris, Chief Sales and Marketing Officer, DCC Technologies.
Andrew Harris, chief sales and marketing officer at DCC Technologies, says SA's already volatile ICT channel has entered a phase where the pressures are no longer cyclical but structural.
Harris says, “Traditionally, the channel moves through cycles. Demand softens, supply tightens, then things right back up. What we're seeing now is different.”
“The pressure is more persistent and embedded in the way markets operate. Margins are tighter, credit is more constrained, supply chains remain unpredictable and customers are more demanding. These are not short-term disruptions. They are becoming part of the operating environment. This means businesses cannot wait for conditions to improve. They need to adapt how they work and how they partner.”
In this environment, decisions about pricing pressures, constrained supply and tighter credit face greater scrutiny, Harris says. The gap between short-term response and long-term discipline becomes increasingly visible.
He believes that the partners who navigate difficult times most effectively apply the same standards to tough situations as they do in stable situations.
“It comes down to discipline and consistency. It's easier said than done.” ServiceTransparency and reliability when things are running smoothly. The real test is whether those standards are maintained under pressure,” says Harris.
This pressure can overwhelm operators who are eager for profit, and force them to act without thinking.
“A short-term win achieved at the expense of the partner relationship rarely holds its value. In contrast, decisions that prioritize long-term alignment become complex. They may not always yield the fastest results in a single quarter, but they create a level of credibility that partners factor into every future engagement.”
Harris says this pressure environment also affects the distributor-reseller relationship.
“For many of the small resellers who are the backbone of the South African channel, reliability is not theoretical. It directly impacts how they plan, how they manage Cash flow and how they support their customers. In a limited market, knowing what to expect from a distributor becomes a practical advantage. This is where disciplined trading matters.”
Managing realities using AI
Mark Walker, director of technology consultancy T4i, says the local ICT channel is rapidly evolving, with higher customer expectations on service speed and quality, complex supply chains and a broader product and service set.
“Managing these realities has always rewarded companies that have designed systems to reduce complexity, increase speed, and risk “By building trusted, lasting relationships between partners, suppliers and customers,” says Walker.
“The winners of the South African ICT channel have consistently mastered these attributes in a challenging local ecosystem and are now using AI-based tools and agents to further enhance their success.”
Walker says AI's ability to manage repetitive tasks, automate logistics and warehousing, and audit real-time commercial performance will set a high bar in the future. Channel players also have the potential to provide AI-based service offerings.
“This means selling results, vertical specialization, building AI and security as recurring services, and treating change as a business benefit rather than a compliance overhead. Channel players who use this technology wisely, with strong long-term strategies and trusted human guidance, will determine their success.”
in early AprilAI expert and founder of AIforBusiness.net, Johan Steyn, described AI as “the biggest opportunity and most complex challenge the South African tech channel has faced in a generation”.
He said: “AI unlocks real growth: better demand forecasting, thinner supply chains, faster partner enablement. But it also exposes every weakness in business – fragmented systems, skills gaps, unclear strategy and leadership that hasn't yet asked the tough questions. The channel operators I see succeeding are not necessarily those with the most sophisticated tools; they are those that have built the human capacity and organizational agility to absorb change at speed.”
Harris points out that as technology continues to accelerate and most channels become automated, the human element of doing business has not diminished. If anything, it has become more valuable.
he quotes 2025 Edelman Trust BarometerHaving said that, this reinforces this shift: trust is increasingly linked to a company's ability to act predictably and transparently in uncertain circumstances.
“Systems and processes matter, but in uncertain situations, people look for clarity and accountability. If relationships are strong, conversations are more open. You can address issues earlier, better manage expectations and avoid surprises. Predictability doesn't mean everything goes perfectly. It means partners understand how you work, how you communicate and how you respond when things don't go according to plan. Respond,” Harris adds.
“All of these factors are increasing complexities across the channel. AI is creating new opportunities, but also new expectations. Supply chains have improved, but they're still not as predictable as they used to be. Skills remain a barrier across the industry. What's common is that partners need more support, not less. For distributors, this means making it easier to do business, providing clear visibility, and helping partners make the change without unnecessary friction.”
Harris claims that while there is growth and change, the basic principles remain. “Reliability, transparency and strong relationships still matter. If anything, they matter more in this environment.”