AJEX expands B2C delivery services to Qatar, Oman, Kuwait
The company's ongoing expansion marks the latest milestone in its mission to provide seamless, end-to-end e-commerce logistics across the region.
In response to rising demand, AJEX is now offering a single one-stop-shop for all B2C deliveries across the GCC, providing businesses with convenient, tech-enabled delivery solutions. Customers across the newly added AJEX network in Qatar, Oman, and Kuwait will now benefit from services including cross-border fulfilment, customs clearance, cash-on-delivery (COD), returns, and insurance, tailored to local market needs. Designed to ensure service excellence, all AJEX parcel deliveries are supported by real-time tracking for full visibility and control.
E-commerce adoption continues to accelerate across the Middle East, driven by rising digital connectivity, shifting consumer expectations, and strong investment in both digital and logistics infrastructure. According to recent market research, e-commerce sales are projected to grow approximately 11% annually from 2023 to 2027 across the Gulf region, reaching $49.78 billion by 2027, with emerging markets like Kuwait, Oman, and Qatar, and key sectors such as fashion, groceries, and healthcare, anticipated to be major contributors.
With its latest expansion, AJEX is fast becoming the preferred logistics provider in the Middle East, trusted by businesses for speed, reliability, and innovation.
'With the expansion of our B2C delivery services into Qatar, Oman, and Kuwait, AJEX is now uniquely positioned to support the entire GCC region with fast, reliable, and customer-centric e-commerce logistics,' said Mohammed Albayati, Group CEO of AJEX Logistics Services. 'As online retail continues to reshape consumer habits, we remain committed to building agile and scalable logistics solutions that meet the needs of retailers and customers alike, while supporting national visions for diversification, digital growth, and regional integration.'
This latest expansion underscores strategic role of AJEX in advancing e-commerce enablement across the region—helping businesses grow, consumers connect, and economies thrive through smarter logistics.
Copyright 2025 Al Hilal Publishing and Marketing Group Provided by SyndiGate Media Inc. (Syndigate.info).
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Gulf Business
13 hours ago
- Gulf Business
Car insurance hike in Oman: Authority issues clarification
Image credit: Getty Images The Financial Services Authority (FSA) in Oman has reaffirmed that no insurance company in Oman has been granted approval to increase vehicle insurance premiums. The regulator warned it will take firm legal action against companies that do not comply with the officially approved pricing. The FSA emphasised that any deviation from approved premiums constitutes a violation of the regulatory framework and principles of fair competition. Such actions undermine consumer protection and the stability of the insurance market, the Authority said, . Read- Last week, the FSA disclosed that some insurance firms were raising premiums on mandatory third-party vehicle insurance without permission. It stressed that as the sole regulatory and supervisory body for the insurance sector in Oman, it had not issued any such approvals. Consumers are urged to report any irregularities or lodge complaints regarding vehicle insurance pricing directly through the FSA's official channels. The authority reiterated its commitment to safeguarding the rights of policyholders and ensuring fair market practices in the insurance industry.
Arabian Business
14 hours ago
- Arabian Business
From $7.50 to a real estate empire: The 47-year love story behind Sobha's global luxury legacy
When PNC Menon first arrived in Oman in 1976 with just $7.50 in his pocket, little did he know that naming his real estate business after his wife would reshape luxury real estate on a global scale. 'I wanted to put a name. So, I put my wife's name – it has also worked very well in terms of branding,' Menon says with characteristic simplicity, sitting in his Dubai home. 'She is the big boss, even though she does not get involved in the business.' That name – Sobha – would go on to grace palaces, mosques, luxury developments worth billions, and eventually become synonymous with what Harvard Business School now teaches as the world's most successful example of backward integration in real estate. Today, as the 76-year-old founder officially hands over the chairmanship to his son Ravi while retaining his founder title, the Sobha Group stands as a multi-billion-dollar testament to what happens when personal devotion meets unwavering business principles. But perhaps more remarkably, it represents one of the few major corporations where the marriage that inspired its name has endured just as successfully as the business itself. More than just a name But, how does Sobha herself feel about this extraordinary legacy? In a world where corporate wives often maintain high public profiles, Sobha Menon is a study in contrasts. Known for her quiet grace and acutely observant nature, she rarely grants interviews. Instead, she prefers to let her husband command the spotlight while she watches from the wings with the same careful attention she has brought to their 47-year marriage. However, when she does speak, her words carry the accumulated wisdom of nearly five decades spent as the silent partner in one of the region's most remarkable success stories. 'I take great pride in standing beside my husband,' she says. 'For me, it's not just about representing what Sobha stands for publicly, but also about carrying the story, the values, and the shared sacrifices that have shaped this journey.' 'Every achievement Sobha celebrates comes from the countless hours, dedication, and quiet sacrifices he has made behind the scenes. Representing that journey publicly is an honour for me, because I know just how much he has poured into making it a success.' It is a rare glimpse into the woman whose name adorns billions of dollars' worth of real estate, yet who moves through life with an understated elegance that contrasts sharply with the grandeur of the developments that bear her name. Where it all began The story begins not with grand ambitions, but with necessity. A middle-class man from Palakkad in Kerala, Menon left India with little more than hope and determination. For someone from his generation and background, life was built on certain principles. 'In my generation, marriages were primarily done to raise children,' he explains matter-of-factly. 'We have been married for 47 years, and we have continued our marriage through the good and bad. When I die, the entire thing goes to my wife – the will is only for one person. And after a period of time, my children will take over. However, 50 per cent of my wealth goes to charity,' Menon reveals. What started as a modest interior decoration firm in Muscat quickly caught the attention of royalty. Menon's meticulous attention to detail – what would later be codified as Sobha's ' Art of the detail ' philosophy – earned him commissions and the title of 'Palace Maker' to design palaces and ornate mosques for the rulers of Oman, UAE, Bahrain, Qatar, and Brunei. The young entrepreneur had found his calling, and more importantly, his differentiator. 'It was a very tough journey, especially when you do not have money. [At that age] you are very dreamy; you are ambitious and you want to target big. However, limitations are there,' Menon reflects. Despite it all, the Gulf provided fertile ground for his vision. The firm expanded rapidly across the region, and the Sultan of Oman eventually conferred Omani citizenship upon the Menon family – a rare honour that speaks to their contribution to the sultanate's development. 'In my case, I would say my life in business is only about 1,000 steps. Oman created the spine,' he says. By 1995, flush with success in the Gulf, Menon turned his attention to India's nascent real estate market. But rather than simply replicating existing models, he pioneered something unprecedented: complete backward integration. Unlike traditional developers who outsource various aspects of construction, the company would control everything from material sourcing to architectural design, from manufacturing to final delivery. 'We are the only totally backward integrator real estate company in the whole world. There's no such company,' Menon states with evident pride. 'And we are also a case study at Harvard Business School. This backward integration is being taught and that itself is a big thing in my life – it is a very big thing.' This model, spanning 13 subsidiaries from PNC Architects to Sobha Furniture, from Latinem Landscaping to Sobha Energy Solutions, created an integrated ecosystem that guaranteed quality control while eliminating the delays and compromises inherent in traditional development models. The approach was so successful that when Sobha Limited went public in India in 2006, it was oversubscribed 126 times. Eventually in 2003, the Menons relocated to Dubai, initially for their daughter's education. And Dubai – with its ambitious vision and welcoming environment for entrepreneurs – provided the perfect canvas for Sobha's brand of luxury development, Menon said. 'I will say that this is the best place on earth,' Menon enthuses. 'This place probably spoils you for the best – that is the truth. And thanks to His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE, and Ruler of Dubai, and his children – I think we have had a wonderful time. Dubai gave me growth.' The 'Art of the detail' The Dubai chapter of the Sobha story includes landmark projects like District One – an $8 billion joint venture with Meydan Group – and Sobha Hartland, a $4 billion luxury masterplan. Today, Sobha Realty's portfolio features 13 iconic masterplans across the UAE, from the ultra-luxury Sobha One to the innovative Sobha Siniya Island, which contributed over AED 5 billion in sales in 2024 alone. What sets Sobha apart in an increasingly crowded luxury market is its obsessive attention to what others might consider minutiae. 'When building a house, attention to detail is essential,' the company's literature states, but for Menon, this is not marketing speak – it is fundamental philosophy. This philosophy extends beyond construction to every aspect of the business. The company does manufactures its own materials and does not take on external clients for its architectural or contracting services. Everything is dedicated to maintaining the standard that has made the name synonymous with luxury. The results speak for themselves. In 2024, Sobha Realty achieved record-breaking sales of AED 23 billion, representing approximately 50 per cent year-on-year growth. The company also scored 91 in the Annual GRESB Assessment, placing it among the top 4 per cent of global organisations for ESG excellence. A legacy built on giving Success, for Menon, has never been solely about accumulation. True to values instilled during his modest beginnings, he has pledged 50 per cent of his wealth to charity, joining the Giving Pledge initiated by Bill and Melinda Gates Foundation and Warren Buffett – a commitment he shares with his wife. The scale of their philanthropy is staggering. In the UAE alone, Menon has pledged AED 400 million to establish a university in Dubai in collaboration with Mohammed Bin Rashid Al Maktoum Global Initiatives, donated AED 50 million to the 'One Billion Meals' campaign, and contributed AED 10 million to the Al Jalila Foundation. In Oman, he has committed OMR 9.6 million over the next decade to construct 300 homes for orphaned and disadvantaged families. Perhaps most touching is his commitment to his roots in Kerala. The Sobha Community Home Project aims to build 1,000 homes for underprivileged families in Palakkad, with nearly 400 already completed. 'The houses in my village are spread from one panchayat [village council] to another,' he says simply, describing a project that will continue for years to come. The principle of honesty The company's future now rests with Menon's son Ravi, a civil engineering graduate from Purdue University who has been methodically prepared for leadership through rotations across Design and Engineering, Project Management, and Sales and Marketing. Yet despite all the strategic planning and succession preparation, Menon believes the key to sustained success comes down to one fundamental principle. 'My biggest principle is you got to be very honest,' Menon advises as his key lesson for the next generation. 'We are highly respected here as it is, primarily because of the quality of the product we deliver, and that will not be compromised.' Today, Sobha is entering the US and Australian markets while simultaneously launching major projects in Abu Dhabi and Umm Al Quwain. The new manufacturing facility in Dubai Industrial City, also represents the latest evolution of the backward integration model that has defined the company's success. Moreover, Sobha Group employs over 50,000 people in the UAE, with over 3,000 in Sobha Realty and 500+ in their architectural studios at PNC Architects. In addition, the company has also forged partnerships with global brands from Arsenal FC to the International Cricket Council, positioning itself as a truly international luxury brand while maintaining its focus on detailed craftsmanship. Yet for all the corporate expansion and billion-dollar valuations, Menon's perspective remains refreshingly grounded. When asked about defining success, he responds: 'Success has no beginning or end. It continues.' And when pressed about which project holds the most sentimental value, his answer is telling: 'Whatever I have done so far, it's over. For me, the next building is very important – it never ends.' This future-focused mindset, combined with an unwavering commitment to the principles that built the empire, suggests that the name Sobha will continue to grace luxury developments for generations to come. The family office, expected to reach $4 billion within the next two years, ensures that both the business legacy and philanthropic commitments will endure. '[The success] of Sobha is a testament to his [Menon's] unwavering vision and sheer determination. It has been incredible to witness something he built from the ground up flourish like this. 'I feel so proud of his accomplishments and the impact he is making. I admire his dedication and vision to whatever he pursues. I have watched him work tirelessly and his devotion to his work never fails to impress me,' Mrs. Menon adds. A love letter in concrete and steel As the interview concludes and Menon prepares for his next appointment – the schedule of a man who clearly hasn't fully embraced retirement – one can't help but marvel at the romance inherent in his business empire. In an age where corporate names are often the product of focus groups and marketing committees, Sobha stands as something far more personal: a love letter written in concrete and steel, a testament to the power of partnership, and proof that the most enduring businesses are often built on the most human foundations. From $7.50 to billions, from a small interior design and decoration firm to a global luxury brand, from an arranged marriage to a 47-year partnership – the Sobha story is ultimately about the compound returns of commitment, whether to a spouse, a principle, or a standard of excellence that refuses to compromise. In naming his company after his wife, PNC Menon created more than a brand; he created a daily reminder of the personal foundation upon which all great enterprises must ultimately rest. And in Dubai, where ambition and achievement are measured in increasingly spectacular terms, perhaps the most spectacular achievement of all is a love that has endured as magnificently as the business it inspired.
Zawya
17 hours ago
- Zawya
South Africa: Transnet's recovery, why institutional investors should be watching closely?
Transnet's turnaround signals a new era for South Africa's logistics and infrastructure investment. With reforms underway and fresh leadership in place, the SOE is regaining credibility and unlocking opportunities for long-term investors. For institutional lenders such as Ninety One, for example, it's been encouraging to see the recent developments at the Department of Transport and across the wider sector. After years of operational decline, Transnet is starting to show credible signs of a turnaround. That makes this a critical moment to reassess both risk and opportunity in relation to Transnet's debt and the broader logistics investment landscape. The crisis before the recovery: Why reform was inevitable Before the recent wave of reforms, Transnet was entrenched in a multi-dimensional crisis. Years of 'state capture' had hollowed out governance and procurement integrity, eroded institutional capacity, and left critical operational divisions vulnerable to mismanagement and corruption. This legacy severely undermined Transnet's ability to maintain and expand infrastructure or deliver reliable service to its customers. Its freight rail volumes were in freefall, driven by a sharp decline in operational locomotives, many idled due to a lack of critical spares and disputes with suppliers. Cable theft surged, with over 1,000 km stolen in FY23 alone, inflicting nearly R4bn in losses. These operational failures compounded chronic underinvestment in infrastructure, leading to mounting maintenance backlogs and a spike in derailments. At the ports, inefficiencies and equipment shortages turned Durban and Cape Town into export chokepoints. Financially, Transnet was equally distressed, with poor free cash flow, high gearing, and multiple breaches of bank covenants shaking investor confidence. Executive turnover and governance lapses deepened market uncertainty. Without decisive action, Transnet's collapse was beginning to look inevitable. The turning point came in 2023. With logistics failures slowing economic growth, pressure intensified from business leaders, trade unions, and the government. In response, President Cyril Ramaphosa launched the National Logistics Crisis Committee (NLCC), bringing together public and private sector leaders. In parallel, Transnet unveiled a formal Recovery Plan in September 2023, backed by new executive leadership and a R51bn government guarantee facility. This marked a clear pivot from crisis management to structural reform. Operational momentum: Real improvements in rail and ports Since then, the results have begun to show. After Transnet's rail volumes dramatically fell by 34%, from 226 million tonnes in FY18 to 150 million tonnes in FY23, we've started seeing signs of improvement. Rail volumes have increased to 160 million tonnes for FY25, a 13% increase from the 152 million tonnes in FY24. The trajectory is clearly moving in the right direction, with Transnet targeting 181 million tonnes for FY26. Graph 1: Rail volume turnaround On the port side, Durban Pier 2, which handles nearly half of South Africa's container traffic, was equipped with 20 new straddle carriers, reducing backlogs by 45%. In the coal corridor, where sabotage and theft had long disrupted flows, Transnet reported a 65% reduction in security incidents between September 2023 and March 2024, following joint efforts with customers and law enforcement. While this is a positive internal operational metric, it reflects progress specific to the coal line and not the broader network. Structural and strategic overhaul: The long game is taking shape Operational gains are being reinforced by deeper structural reform. The R51bn in government guarantees has stabilised liquidity and funded critical capital expenditure. In addition, the government has recently approved a top-up of R94.8bn to further aid with infrastructure maintenance. Transnet has also received support through the National Treasury's Budget Facility for Infrastructure to fund key projects associated with improving the broader logistics sector. Meanwhile, leadership renewal has sent positive signals to markets. CEO Michelle Phillips, COO Solly Letsoalo, and CFO Nosipho Maphumulo bring a blend of institutional memory and operational credibility. They have accelerated procurement, improved coordination with customers, and fostered investor confidence. Critically, Transnet is opening its networks to private participation. The sale of rail slots to third-party operators, the establishment of a Private Sector Participation (PSP) office to engage with the private sector, and the appointment of an independent infrastructure manager are early steps towards a hybrid model that retains public oversight while inviting private capital and operational capacity. Investment case: Stability, yield, and optionality For bondholders and infrastructure investors, the implications are significant. Government backing has underwritten Transnet's recent issuances and mitigated refinancing risk. Free cash flow remains constrained, but improved volumes and capital discipline point to a medium-term deleveraging path. Beyond credit, Transnet is fast emerging as a platform for co-investment. From rolling stock and corridor upgrades to terminal concessions, the post-crisis environment is creating new bankable infrastructure opportunities. From a Ninety One perspective, our contribution to these developments is reflected through initiatives such as our SA Infrastructure Credit Fund, which helps mobilise institutional capital into critical infrastructure, including transport and logistics. With a focus on senior debt, the Fund supports well-governed, economically strategic projects, reinforcing the growing role of private capital to support the government in addressing South Africa's infrastructure backlog. Conclusion: Transnet as a renewed strategic asset While challenges remain, Transnet's recovery is gaining credibility. For institutional investors, this is no longer just a troubled SOE; it is a strategic national asset at the centre of an unfolding economic and policy realignment. Backed by reform, capital, and political resolve, Transnet's transformation signals a turning point for South Africa's logistics and for those with the capital and conviction to stay the course. All rights reserved. © 2022. Provided by SyndiGate Media Inc. (
