stalcor staffIt’s no secret that the South African economy is under pressure. And yet, in an environment where mere survival is considered an achievement, Stalcor continues to grow – in fact, its business has almost doubled in the past three years alone. Clearly, it’s mantra of “Delivering the Exceptional” has some basis.

In June 2015, Stalcor completed a merger with Global Roofing Solutions (GRS) to form Consolidated Steel Industries (CSI), with Stalcor and GRS as its two principal operating divisions. The efficiencies and benefits of the new, streamlined  structure  is  giving  Stalcor an edge as it looks to the future – and to Africa.


“I think a lot of our success has been due to  the  ability  to  be  extremely  creative in an environment that is challenging,” says Craig du Plessis, Stalcor Managing Director.  “We  have  introduced  depth and mix to our basket of goods and seen growth across all of our product classes –  including  stainless  steel  –  which  has increased our profit”

“The   way   we’ve   been   performing in  Durban  and  Cape  Town  has  also bolstered   our   growth.   Gauteng   has always been a strong segment for Stalcor, but it’s taken time to get things right in the coastal regions and we believe we’ve achieved that now.”


The merger isn’t just a symbolic exercise –   the  two  divisions  will  be  moving into  a  shared  home  in  Isando,  near OR Tambo International Airport. The new building offers a staggering 50 000m2  of floor space for storage and manufacturing. “Both Stalcor and GRS had run out of infrastructure capacity in Gauteng – we were  bursting  at the seams,”  says  du Plessis.  “It  made  sense  to consolidate our resources  and team on to one site and  have  all  of  our management  on one site. And  since  our leases  on our existing  facilities  had run to term, the timing was great.”


The sheer size of the new facility creates a valuable opportunity for the company to take a fresh look at its processes, both in terms of  how  it  plans  to  operate and how it uses its available resources.  This  “All  Under One Roof” approach will allow Stalcor to achieve more while simultaneously spending less on infrastructure.

Alongside   the   warehouse, a new office block is under construction, which will serve as the group’s new corporate headquarters. They look forward to moving in by the end of the year.


The benefits of operating under one roof aren’t limited to cost efficiencies,  says   du   Plessis. “As  our  business  grew  and gained momentum, it became necessary  for  key  people  to meet  more  and  more  often, but  with  strategic  personnel at warehouses in Marlboro, Germiston, Boksburg and Kempton Park, we were spending too much time on the road.”

“In the new building, it’s just a walk down the corridor and we can meet in 5 minutes when we need to discuss something quickly. We can make decisions faster, which comes down to increased productivity.”


Clearly, sharing a single facility provides cost savings across the group, because redundancies can be quickly identified and eliminated. Both entities enjoy a much larger pool of resources and equipment, which allows for  new,  creative  approaches to    inventory    management, an optimised receiving and despatch system and new possibilities in product development.

But  another  motivating factor for the move, says du Plessis, was the opportunity to consolidate the balance sheet. “We’re now able to overlap purchases, which gives us significantly better buying power  and  better  standing with our creditors. Because we’re moving product in much larger volumes, we can forge better pricing.”

“In turn, that puts us in a position to serve our customer base better and a lot quicker.”


During 2012 Stalcor launched its Customer Loyalty Program, unprecedented  in  the  South African stainless steel industry, which effectively provides its customers with a 14% interest in the Stalcor business together with  an  annual  loyalty-based return.

This landmark initiative reflects Stalcor ’s continued commitment to building and supporting lasting partnerships with its customers– a significant differentiator for Stalcor in its market.

During 2014, Stalcor further refined its shareholding structure and customer loyalty program by prioritising its annual loyalty-based return  ahead of shareholder distributions, yet still providing its customers with a 14% interest in the business.

Stalcor calculates this annual return on a customer-by-customer basis in proportion to each  customer ’s  contribution to the total annual Stalcor turnover.  An impressive R1,6 million in cash has been returned  to Stalcor  loyal and valued customers over the past three years!


Stalcor was established in 1973. Over the 42 years of its existence,  it has developed  a strong corporate culture and a unique ethical stance.

Given  its  age,  you  might assume  that  these  traditions would have a limiting effect on how the company operates. Not so, says du Plessis.

“I think that this industry has a phenomenal norm where people do things simply because it’s always been done that way. But Stalcor has always had the ability to question whether something we’re doing is still right for our business. And if it’s not, then we challenge it. We challenge every aspect.”


Like all South African companies, Stalcor is keenly aware of the lacklustre performance  of  the  local  economy.  To protect and balance the group’s trading activities,   it’s   placing   an   increased focus  on  expanding  its  business  into neighbouring African countries. Interestingly,  this  expansion strategy is a key area where Stalcor has benefited from  the  merger.  “GRS  has  a  current African  infrastructure – they have exposure, they have a brand and they have business that we’ve been able to overlap into. We’ve gained a route to market through the wider consolidation of our two businesses, which is people, logistics, sales, branding, marketing and so on.”

“We’re opening up a chain of Express stores. They aren’t fully fledged branches, but they sell an element of stock that the market needs. Right now we’re in Botswana, but within a year or so, we intend to be in Zambia, Ghana and Mozambique.”


Du Plessis maintains a pragmatic perspective on the South African economy. “We all depend on the macro-environment improving, but we have no influence  on external market dominance. We have to work towards better consumption of stainless steel per capita.   We would like to see government lay out a clean infrastructure development program and have it formalised.”

He is cautiously optimistic about the future.

“I think there are opportunities in the contracting market. People become reluctant because they get pulled into macro-negativity and withdraw from the marketplace. But every time someone says no is an opportunity for us to say yes. The risks we take are calculated, measured and chosen because we can extract some benefit. Because realistically, at the moment any benefit is good benefit.”

“Stalcor has good market presence and very good people that work for it. I’m proud to be its Managing Director.”

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