A new concept for logistics in Angola

Angola

Miguel Filipe Pereira and Eduardo Morais, managing partners at ProLog, talk to The Energy Year about how the company became a leader in Angola’s logistics sector and the added value it brings to Angola’s economic diversification. ProLog is a specialist in integrated logistics operations in Angola.

How did ProLog become a leader in Angola’s logistics sector?
Miguel Filipe PEREIRA: We brought a completely new mindset and concept to logistics in Angola. Our efficiency and integrated solutions have made us market leaders.
A clear example is our work with Pumangol and Sonangol, where we manage logistics for 120 selling points nationwide. Our overhaul of Pumangol’s convenience store logistics led them to win awards for best stores in Angola last year, and we see that as a reflection of our behind-the-scenes efforts.
Our logistics model isn’t limited to convenience stores. It’s replicable across sectors and tailored for turnkey solutions. We handle everything from design to execution, offering third-party, fourth-party and fifth-party logistics services to fully integrate clients’ logistics chains.

What added value does ProLog bring to Angola’s economic diversification?
Eduardo MORAIS: Angola’s challenge is connecting supply and demand. Our logistics solutions, rooted in oil and gas expertise, bridge that gap. We use our infrastructure and know-how to support agribusiness, helping reduce logistics costs for ventures like factories in Benguela supplying markets in Luanda.
We’re also engaging with ARCCLA to apply our logistics models to industrial infrastructure nationwide. Our strategic pillars combine local content, downstream expertise, economic diversification and now green energy. We’re investing in green trucks to align with clients’ decarbonisation goals, a move that has attracted interest from TotalEnergies.

What role does technology play in your operations?
EM: We’re developing an artificial intelligence data centre to support our 5PL model. This lets us manage the entire logistics chain, including point-of-sale operations. By integrating our ERP with clients’ systems, we generate, analyse and act on data in real-time. This enables reverse sales engineering to identify lost opportunities and improve performance.
We’re also enhancing support for local manufacturers. Around 30-40% of convenience store products should come from local suppliers. Our logistics infrastructure helps meet this target by aligning product demand with local production capabilities.
MFP: We’ve deployed an in-house software and mobile system where field teams collect data from stores in real time. This gives clients such as Sonangol visibility into their operations and helps improve stock management, display quality and sales performance. It’s more than logistics. It’s a full-support solution.

Can your model be applied to sectors beyond retail?
MFP: Absolutely. We’ve introduced third-party, fourth-party and fifth-party logistics to Angola as strategic solutions. Logistics is not just about trucks or warehouses; it’s about managing information and supply-chain processes to generate value.
EM: In Angola, fragmented infrastructure makes it hard to split logistics across many providers. We offer turnkey solutions with end-to-end control, which is essential in complex environments such as oil and gas, mining and agribusiness. We’re already applying this in a tailored solution for Pumangol in Cabinda, enabling purchases at Luanda prices and establishing point-to-point delivery where none existed.

How is ProLog positioning itself in the upstream and mining sectors?
EM: We’re certified by the ANPG [National Oil, Gas and Biofuels Agency] as an oil and gas operator and fully prepared to expand upstream. However, better co-ordination is needed between regulators and the private sector. Certification alone isn’t enough; contracts must follow. Our solutions are relevant and valuable to the upstream, but we need a framework that translates local certification into actual business.

What are your regional expansion plans?
MFP: We’re exploring Zambia, potentially via the Lobito Corridor. The Democratic Republic of the Congo is also on our radar, particularly up to Kinshasa. Mozambique, though promising, is now less strategic due to instability. South Africa has a mature logistics market, but Namibia remains within scope. We’re focused on regions where we can bring real value.

What initiatives have you launched in workforce development?
MFP: Last year we launched our logistics academy, which is now certified by INEFOP [National Institute of Employment and Vocational Training]. It’s the only one of its kind in Angola focused on supply chain and logistics. We train people through hands-on experience to prepare them for roles locally and abroad, aligned with our real-world logistics practices.

How do you sustain success amid Angola’s challenges?
MFP: We keep a low profile and focus on performance. In 2023, we achieved 100% OTIF [on-time and in-full] delivery for Pumangol across 31 sites, a first in Angola. That kind of reliability builds client trust and makes it hard to replace us.
EM: Angola needs to strengthen its local-content strategy. While the ANPG is certifying more companies, few are getting upstream contracts. Public-private co-operation is essential to unlock this potential. We’re also supporting the plan for six national logistics hubs from the ARCCLA [Angolan Cargo Certification and Logistics Regulatory Agency].
However, without qualified operators, these hubs risk becoming underutilised. We’re ready to help fill that gap with proven models and expertise.

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