Vendor-distributor partnerships rewrite channel playbook, says D-Link official
The vendor-distributor relationship is undergoing a profound transformation in response to today's fast-evolving technology landscape. No longer confined to traditional logistics or transactional exchanges, these partnerships are now strategic alliances fuelled by shared data, joint innovation, and a relentless focus on customer outcomes. Businesses face ongoing supply chain disruptions, shifting market demands, and rapid digitalisation, vendors and distributors are working hand-in-hand to drive growth, resilience, and relevance. Sakkeer Hussain, Director – Sales & Marketing at D-Link Middle East and Africa, speaks to Sandhya D'Mello, Technology Editor, CPI Media Group, about how industry leaders are building stronger, smarter, and more future-proof collaborations.
Interview Excerpts:
How has your approach to vendor-distributor collaboration evolved over the last few years, particularly in light of digital transformation and new technology trends?
Our approach to vendor-distributor collaboration has evolved significantly, driven by rapid digital transformation and shifting customer expectations. We've moved away from a purely transactional, product-based model to a value-driven, collaborative partnership. We view our distributors as true strategic partners. No longer are they just helping us with logistics—they're helping us go to market more intelligently, quicker, and more in touch with what our local customers need. We've invested in digital technologies that enable us to stay in touch in real time, from common dashboards for inventory forecasting right through to integrated CRM technology that allows us to be more responsive and more ahead of demand. We've also stepped up collaboration when it comes to training and support. With technologies like cloud, cybersecurity, and AI evolving fast, it's important that everyone—from us to the reseller on the ground—feels confident selling complete solutions, not just standalone products. Most importantly, we're focused on outcomes. Customers today want flexible services and value they can see, not just hardware. That's why we're building things like bundled offers and subscription-style models together with our partners.
What key factors are driving stronger partnerships between vendors and distributors in today's rapidly changing market?
In today's fast-moving tech landscape, vendor-distributor relationships are becoming more strategic and value-focused than ever.
Here's what's driving this shift:
Digital Transformation
Distributors are no longer just moving products—they're enabling digital growth through cloud platforms, online marketplaces, and subscription-based services.
Customer-First Approach
Businesses want results, not just products. That's why vendors and distributors are co-creating bundled, industry-ready solutions that solve real-world challenges.
Resilient & Responsive Logistics
With ongoing global disruptions, flexibility is key. Strong communication and localised inventory planning help both sides stay resilient and responsive.
Upskilling for Success
Knowledge is power. Vendors are investing in partner training, certifications, and tools to help distributors confidently sell complex, next-gen technologies.
Smart Market Expansion
Distributors bring local expertise and trusted networks—making them essential partners for tapping into new regions and verticals.
Data-Driven, Growth-Focused Partnerships
With real-time data sharing at the core, vendors and distributors can forecast demand, plan more effectively, and respond quickly to market changes—laying the foundation for agile, trusted relationships built for long-term innovation and customer success.
How are supply chain challenges impacting your relationships with vendors and distributors, and what strategies are you implementing to ensure smooth collaboration?
In recent years, supply chain disruptions—like chip shortages, shipping delays, and global uncertainty—have pushed us to rethink how we work with vendors and distributors. Instead of weakening ties, these challenges have strengthened our collaboration, shifting the focus from efficiency to agility, transparency, and resilience.
'We're now working more closely than ever—sharing data, planning together, and solving problems side by side—to keep stock moving, meet demand, and minimise impact on customers.'
To stay ahead, we've rolled out a few smart strategies:
Shared digital tools for forecasting, order tracking, and inventory planning—so everyone sees the same data and can react fast.
Localised inventory hubs to bring stock closer to key regions and reduce dependence on long routes or single suppliers.
Flexible procurement models that allow for quick switches in sourcing without sacrificing reliability.
Joint scenario planning to prepare for 'what ifs' before they happen.
And most importantly, a deeper investment in long-term relationships—because in tough times, trust and teamwork matter more than ever.
What role does innovation play in strengthening vendor-distributor partnerships, and how do you foster a culture of innovation in these collaborations?
Innovation is more than a buzzword—it's the fuel for growth in vendor-distributor relationships. It's about co-creating solutions, tackling new customer challenges, and staying ahead of tech trends. It helps us offer unique products, adapt to market changes, and work smarter.
We keep this spirit alive by investing in joint solution-building, running innovation workshops, and rewarding bold steps. We value open communication and learning from trial and error. Ultimately, innovation makes our partnerships agile, valuable, and future-ready. We nurture a culture of innovation in our partnerships by focusing on a few key initiatives that spark ideas, encourage collaboration, and turn concepts into real solutions.
Co-creating differentiated solutions
We team up with distributors to build unique offerings—bundling services, vertical-specific solutions, and go-to-market strategies that help us stand out from the crowd.
Staying ahead of market shifts
Innovation helps us respond faster to evolving customer demands and tech trends like cloud, managed services, and AI—keeping our solutions fresh, relevant, and competitive.
Boosting agility through smart processes
By embracing automation, data-driven tools, and streamlined operations, we enable faster decision-making, better forecasting, and a more responsive supply chain.
Fostering a culture of innovation together
From joint solution development and hackathons to partner incentives and open feedback loops—we create an environment where ideas thrive, risks are shared, and innovation is part of our daily rhythm.
What are the top three priorities for your company when selecting a distributor or vendor in the current business climate, and how do these factors influence your long-term partnership strategies?
In today's rapidly shifting tech landscape, choosing the right vendor or distributor isn't just a tactical move—it's a strategic one. For us, the right partner is someone who brings more than just products to the table.
Here are the three key traits we look for:
Digital-first mindset & innovation readiness
We seek partners who are not just digitally enabled but digitally driven. Those who leverage automation, cloud platforms, analytics, and e-commerce tools stand out. Their tech maturity helps us co-create smarter, scalable solutions aligned with where the market is going, not just where it's been.
Strong channel and local market intelligence
A deep understanding of regional dynamics and a proven channel network are critical. We value partners who can localise strategies, tap into new verticals, and help us grow across diverse geographies with confidence and precision.
Operational flexibility and dependability
In a world of constant disruption, we rely on partners who can pivot fast, communicate openly, and deliver consistently. Agility, reliability, and transparency are no longer perks—they're expectations. At the end of the day, we're not just looking for suppliers—we're building future-ready alliances that thrive on shared goals, innovation, and customer-centric outcomes.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Zawya
16 minutes ago
- Zawya
Commercial and Industrial (C&I) sector resilience and growth in the Southern African Development Community (SADC) region plays a key role in C&I Energy + Storage Summit Zambia
As Zambia accelerates towards its Mission 300 goal of 10,000MW by 2030, the C&I Energy + Storage Summit Zambia ( is an unmissable platform for commercial and industrial leaders to secure energy independence and drive sustainable growth for the C&I sector. Day 1 kicks off with a powerhouse keynotes by Hon Minister Makozo Chikote, Minister of Energy, Zambia. Hosted by Brian Mainza, Assistant Director Technical at Zambia's Ministry of Energy; attendees will dive into Mission 300's objectives to support private sector participation in the power sector and thereby support an industrialisation agenda driven by the agriculture, mining, manufacturing and tourism sectors. A must-attend panel on mitigating energy risks features panellists such as Chabuka Kawesha from the Pan African Chamber of Commerce and Industry, Muntanga Lindunda from the Zambia Association of Manufacturers, and Helen Zulu from ENGIE Energy Access. Project showcases reveal real-world successes, including Vertiv' s Zambia mining project, Zambia Sugar 's initiatives, and how a gold mine in South Africa is utilising embedded generation. The afternoon tackles financial barriers in a panel with experts like Chikoma Kazunga from Africa GreenCo and Brian Tahinduka from Stanbic Bank. Masterclasses provide hands-on expertise: The Role of PPAs in Accelerating Private Sector Renewable Energy Investments hosted by Jo Dean of Enerj Carbon Management; Understanding the Basics of Battery Energy Storage for C&I led by Henry Myburgh of Vertiv Africa; and Building Your Business Case for Embedded Generation. Workshops on accelerating solar adoption round out the day. Day 2 features a keynote by Chabuka Kawesha of the Pan African Chamber of Commerce and Industry, followed by insights on Zambia's Open Access Regime. A panel on reshaping the energy sector includes Mulenga Bwalya from Copperbelt Energy Corporation and senior representatives from the Ministry of Energy and ZESCO. Discussions continue with Unlocking Solar and Storage for C&I by Jo Dean and What is the Cost of Energy? hosted by Billy Onyango of Kenya Power. We close with The Future of Storage for Hydro-Dependent Countries moderated by Dr Johnstone Chikwanda, Global Ambassador of Energy and Climate Change, Forum of African Traditional Authorities (FATA); and Safety&Sustainable Asset Management for Solar PV Projects by Matanda Mwewa of the Solar Industry Association of Zambia. C&I Energy+Storage Summit is committed to the Zambian market as part of a long-term strategy to accelerate the adoption of renewable energy and storage solutions for the C&I sector. By fostering collaboration between businesses, government and solution providers, the C&I Energy+Storage Summit aims to create a sustainable energy ecosystem that supports Zambia's economic growth and industrial resilience. 'Zambia's C&I sector is critical to the nation's economic development, and our multi-year commitment ensures that this summit will deliver actionable insights, strategic partnerships, and cutting-edge technologies to transform the energy landscape,' says Chanelle Hingston, Portfolio Director. Don't miss C&I Energy + Storage Summit, taking place on 27-28 August 2025 at The Pamodzi Hotel in Lusaka. Download the programme: Register: Distributed by APO Group on behalf of VUKA Group. Contact: For sponsorship or hosted buyer enquiries contact Marcel du Toit For speaking opportunities contact Babalwa Bungane For press enquiries contact Natalie Simms About VUKA Group: As part of the Power and Energy Portfolio of VUKA Group ( this Summit aligns with VUKA's mission to connect industries, spark innovation, and fuel economic growth. VUKA Group is a premier organiser of conferences, exhibitions, and events across Africa, delivering tailored platforms for networking, knowledge sharing, and business development in energy and related sectors.
The National
an hour ago
- The National
Saudi wealth fund PIF's assets under management up 19% in 2024 to $913bn
Assets of Saudi Arabia's Public Investment Fund climbed to $913 billion in 2024, marking a 19 per cent annual rise for the sovereign wealth fund that is key to the kingdom's economic transformation agenda. The fund's annual returns since 2017, however, have fallen to 7.2 per cent, down from 8.7 per cent in 2023, the PIF said in its annual report published on Wednesday. Capital deployment across its priority sectors reached $56.8 billion last year, bringing cumulative investment since the beginning of 2021 to more than $171 billion, the fund said. Total revenue increased by 25 per cent and its cash balance "remains strong and broadly unchanged year on year as PIF maintains its robust liquidity", the report said. The PIF now represents 10 per cent of the nation's non-oil economy, with its cumulative real non-oil GDP contribution between 2021 and 2024 growing to $243 billion. The total number of its portfolio companies at the end of last year had reached 225, of which the PIF created and established 103. 'PIF further established its position as one of the world's largest sovereign wealth funds," said Yasir A AlSalman, the PIF's chief financial officer. "PIF continues to innovate to deliver on its mandate and drive economic transformation.' The PIF is leading Saudi Arabia's Vision 2030 initiative, which aims to diversify the kingdom's economy from oil. The PIF, along with related organisations, is driving investment into areas including finance, health care, sport, renewables, technology, the automotive industry, property, aerospace, defence, entertainment, leisure, retail and mining. The fund's domestic holdings include Saudi mining and mineral giant Maaden, petrochemicals major Sabic and the kingdom's biggest lender, Saudi National Bank. It has also launched Riyadh Air – Saudi Arabia's new national carrier – which is set to begin flying this year, the Electric Vehicle Infrastructure Company and Lifera, a pharmaceutical investment company. The fund also continues to make key international investments. In December, the PIF and Ardian completed a €4 billion ($4.2 billion) deal to buy a combined 37.62 per cent stake in London's Heathrow Airport from Spanish construction firm Ferrovial and other shareholders of FGP Topco, the parent company of Heathrow Airport Holdings. It has four main sources of funding: capital injections from the government, government asset transfers, retained earnings from investments, and loans and debt instruments. The fund, which received 8 per cent more of Aramco shares from the government last year, has also continued to diversify its funding sources, raising $9.83 billion in public debt and an additional $7 billion in private debt, it said in the report. 'The 2024 results highlight PIF's transition from digital transformation to digital leadership, with artificial intelligence and automation together becoming a vital part of operations," said Maram Al Johani, PIF's acting chief of staff and secretary general to the board. "In 2024, PIF completed 58 digital projects, launched 15 new applications and automated more than 477 processes, enabling insights, strategy and the creation of economic value.' The PIF also raised its target for assets under management by 2030 to $2.67 trillion, up nearly 43 per cent from its original target of $1.87 trillion, the annual report released by the Saudi government's Vision 2030 in April said. The fund has helped create 1.1 million jobs in the kingdom as of 2024, up from 77,700 in 2021, the report found.
The National
an hour ago
- The National
UAE ranked second most preferred destination for FDI globally
The UAE has been ranked as the second most preferred destination for foreign direct investments globally, as the country continues efforts to further diversify its economy. The Emirates was second to the US, but outranked the UK (at third), India (fourth) and Germany (fifth) in the rankings, state news agency Wam cited an FDI Intelligence report as saying. The Emirates, which received Dh167 billion ($45.5 billion) in FDI last year, aims to increase that figure to Dh1.3 trillion by 2031. The UAE was also ranked as the world's top FDI performer last year relative to the size of its economy, followed by Namibia and Costa Rica, according to FDIIntelligence's Greenfield FDI Performance Index released this week. 'Investor confidence in the Gulf's business hub remained strong last year,' the report said. The country received 'more than 14 times the volume of FDI projects that one might expect given the size of its economy', it added. To boost FDI, the UAE has unveiled several initiatives including 100 per cent foreign ownership of companies, reduced visa restrictions and incentives for small and medium enterprises. It also unveiled the NextGen FDI programme, which seeks to speed up licensing, increase the issuance of bulk or golden visas, improve banking services and provide commercial and residential lease incentives for technology companies seeking to relocate to the country. The UAE's push to sign a series of Comprehensive Economic Partnership Agreement with its partners around the globe has also helped to boost FDI. Launched in 2021, Cepa deals reduce tariffs and remove trade bottlenecks and boost bilateral investment in priority areas.
