Building a roadmap for integrated logistics in Egypt

Egyptian Global Logistics (EGL) is a major integrated shipping, transport and logistics provider in Egypt and part of the Kadmar Group business ecosystem. To build on its established expertise and prepare for further growth, EGL collaborated with PUM on an independent assessment of its operational efficiency, digital maturity and readiness for transformation . Together, they developed a practical 24-month transformation roadmap and a concept for an integrated Central Operations Control Tower.

EGL supports customers through project cargo and heavy-lift transport, sea, air and land freight, inland trucking, customs clearance, warehousing, container-depot, port and supply-chain services. Its experienced teams manage both complex industrial projects and regular cargo flows across a broad operational network.

EGL’s ambition is to combine its established expertise and trusted partnerships with an increasingly integrated, digitally enabled operating model. This model should deliver reliable, transparent and efficient end-to-end logistics services.

A clear view of opportunities for transformation

Through PUM’s country representative Kees van Dongen, EGL connected with PUM expert Fried Enting to provide an independent assessment of its operational efficiency and identify opportunities for digital transformation. As the company serves several logistics segments and locations, it wanted a clear view of how to strengthen cooperation between business units, standardise processes, improve shipment and performance visibility, and make better use of digital systems and data.

EGL also sought practical guidance on integrating import and export activities, supporting digital-trade requirements, improving customer experience, and prioritising transformation initiatives in a realistic, phased roadmap.

From assessment to a pracitcal roadmap

The collaboration started with a structured, multi-department diagnostic. Fried reviewed EGL’s digital transformation strategy and operational materials, analysed questionnaire input, interviewed department heads, visited operations and benchmarked current practices against international logistics standards.

He worked closely with EGL leadership, the project team and participating department managers. Together, they translated the findings into a 24-month transformation roadmap and a concept for an integrated Central Operations Control Tower. The proposed model brings shipment visibility, documentation, compliance, customer communication and exception management into one coordinated operating framework. It is supported by shared procedures and performance indicators, digital-trade integration, data and analytics, staff development and phased systems integration.

A foundation for measurable impact

The immediate result is a shared, evidence-based transformation blueprint around four practical phases. EGL’s leadership can use it to guide investment, organisational change and implementation. It creates a foundation for faster clearance, shorter dwell times, fewer documentation errors and exceptions, stronger compliance, better resource coordination and a more consistent customer experience.

As implementation will take place in phases, EGL will monitor the measurable effects on operational performance, sales and employment over time.