South Africa’s Strategic Return to the High Seas

Andrew Mwangura

Email, thecoastnewspaper@gmail.com

South Africa’s recent announcement to establish the South African Shipping Company (SASCO) represents more than just the creation of another state-owned enterprise—it marks a pivotal moment in the nation’s quest for maritime sovereignty and economic independence.

After more than a quarter-century without a national carrier, this bold initiative deserves both recognition and urgent support from regional neighbors, particularly Kenya.

The Strategic Imperative

The timing of South Africa’s maritime revival could not be more critical. The SASCO project aims to restore national capacity for import and export transport—now almost entirely managed by foreign entities.

This dependence has been identified as a vulnerability, particularly amid repeated global supply chain disruptions.

The COVID-19 pandemic, the Suez Canal blockage, and ongoing geopolitical tensions have exposed the fragility of relying exclusively on foreign shipping lines for critical trade routes.

According to the South African government’s official website, authorities officially launched the design phase of the new national shipping company, called the South African Shipping Company (SASCO), on May 30, 2025.

This represents the first concrete step toward reversing what many consider a strategic error made in 1999.

Learning from History’s Lessons

The sale of Safmarine to Maersk in 1999 serves as a cautionary tale about the perils of maritime dependency. 

Safmarine, short for South African Marine Corporation, and latterly South African Marine Container Lines, was a South African shipping line, established in 1946, which offered freight transport services with cargo liners and container ships.

At its peak, Safmarine operated a fleet of over 40 container vessels and 20 multi-purpose vessels (MPVs)—a formidable presence that provided South Africa with strategic control over its maritime trade.

The loss of this fleet to foreign ownership eliminated not just vessels, but also critical maritime expertise, employment opportunities for South African seafarers, and control over the nation’s trade lifelines.

The Danish giant’s decision to fully integrate Safmarine into its operations by 2020 marked the final chapter of what was once Africa’s most prominent shipping line.

The Economic Imperative of Maritime Independence

A national merchant fleet represents far more than vessels on water—it embodies economic sovereignty.

Countries with robust national shipping lines retain greater control over freight rates, shipping schedules, and cargo priorities during crises. 

They also capture maritime revenues that would otherwise flow to foreign operators, create high-skill employment for their citizens, and develop indigenous maritime expertise.

South Africa’s comprehensive approach to SASCO is particularly noteworthy. 

These include owning and managing a strategic fleet of locally registered vessels; carrying inbound and outbound cargoes as preferred national carrier; and training of seafarers.

This holistic vision addresses not just immediate shipping needs but also long-term capacity building.

A Call to Action for Kenya

Kenya must take urgent note of South Africa’s maritime renaissance and accelerate its own plans for revitalising the Kenya National Shipping Line (KNSL).

Currently operating with minimal capacity, KNSL represents an underutilized asset in a nation whose economy increasingly depends on international trade through the Port of Mombasa.

The economic case for a robust Kenyan merchant fleet is compelling.

Trade Volume Justification:

Kenya’s annual trade through Mombasa exceeds $20 billion, with the port handling over 30 million tons of cargo annually.

A significant portion of shipping revenues from this trade currently flows to foreign carriers—resources that could be retained domestically through an expanded national fleet.

Regional Leadership Opportunity:

As East Africa’s logistics hub, Kenya is uniquely positioned to serve not just its own shipping needs but also those of landlocked neighbors including Uganda, Rwanda, Burundi, and eastern Democratic Republic of Congo.

A revitalized KNSL could become the region’s flagship carrier.

Employment and Skills Development:

Maritime careers offer some of the highest-paying opportunities available to Kenyan workers.

A thriving national merchant fleet would create thousands of direct jobs for seafarers, shore-based maritime professionals, and support industries.

Strategic Autonomy:

Recent global disruptions have highlighted the risks of over-reliance on foreign shipping lines.

A national fleet provides essential backup capacity during international crises and ensures priority treatment for critical imports.

Recommendations for Accelerated Action

The Kenyan government should immediately:

1. Conduct a comprehensive fleet assessment to determine optimal vessel types and numbers needed to serve Kenya’s trade routes effectively.

2. Establish a dedicated maritime development fund similar to South Africa’s approach, potentially in partnership with regional development banks.

3. Create a seafarer development program in collaboration with maritime academies to ensure adequate skilled personnel for an expanded fleet.

4. Forge regional partnerships with other East African nations to share costs and risks while building collective maritime capacity.

5. Fast-track legislative reforms to provide KNSL with the operational flexibility and financial resources needed for rapid expansion.

Conclusion: Seizing the Maritime Moment

South Africa’s commitment to rebuilding its maritime presence should serve as both inspiration and friendly competition for Kenya.

The window for establishing strong national shipping capabilities is narrowing as global shipping consolidates further into the hands of a few major players.

Kenya cannot afford to wait another decade to revitalise its merchant marine.

The success of neighboring countries in maintaining maritime sovereignty—from South Africa’s SASCO initiative to Ethiopia’s recent shipping investments—demonstrates that African nations can compete effectively in global maritime markets when they commit adequate resources and political will.

The time for half-measures has passed. Kenya needs a revitalized, well-capitalized, and strategically managed KNSL staffed by skilled Kenyan seafarers and equipped with modern vessels capable of serving both national interests and regional ambitions.

South Africa has shown the way—now Kenya must chart its own course to maritime independence.

*The author is a maritime policy analyst specializing in maritime governance and blue economy development.