Aurex Corridor Logistics Group is a vertically integrated logistics, rail and terminal-infrastructure company designed to address one of Africa’s most binding economic constraints: high-cost, fragmented, road-dependent supply chains. The Company will develop and operate inland container depots, rail-linked freight corridors, dry-bulk export terminals, logistics parks and bonded warehouses, cross-border consolidation hubs and a digital freight-visibility platform, replicating and extending the Grindrod-style integrated logistics model across the Zambia–South Africa–Mozambique–Namibia trade corridors.

The Company seeks US$180 million of development-finance, infrastructure-equity and commercial capital for the Phase 1–3 rollout. On the sponsor’s ten-year projections, preserved in this Document, revenue grows from $20 million to $550 million, with the EBITDA margin building from 10% to 33% as terminal, rail, warehousing, customs and digital revenue layers mature and asset utilisation rises.

1.1 The opportunity

African logistics costs run at 14–18% of GDP against a global average near 8%, rail carries under 15% of freight in most corridors, and road handles over 80% of movement at far higher cost per ton-kilometre. Aurex’s rail-first, corridor-control model targets this structural inefficiency, anchored by predictable mining-export base-load (copper, cobalt, manganese), agricultural exports and FMCG imports into landlocked regions.

1.2 The funding request

Table 1.1 Proposed capital stack (sponsor-specified).

The stack is 47% equity-funded ($85m of $180m), an appropriately robust equity base for a green-field infrastructure programme that must absorb several years of negative cash flow before turning. Capital funds inland container depots ($45m), rail-linked terminals ($50m), a bulk export terminal ($35m), logistics parks ($25m), fleet ($15m), the digital platform ($5m) and initial working capital ($5m).

1.3 Headline financials (selected years)

Table 1.2 Financial summary — sponsor revenue & EBITDA preserved; profit and cash flow independently re-underwritten. Negative figures shown in parentheses.

1.4 Why this is investable

• Real, asset-backed trade flows: Revenue rests on physical mining, agricultural and FMCG freight, not speculative logistics technology.
• Corridor-control strategy: Owning end-to-end corridor infrastructure, not isolated assets, builds a defensible, toll-like position.
• Infrastructure-grade equity base: At 47% equity, the structure is built to absorb the J-curve, a genuine strength versus thinly-capitalised peers.
• Strong stabilised economics: Mature EBITDA margins of 30%+ and a terminal enterprise value the sponsor puts at $1.05–1.25bn.
• Development-finance alignment: Regional integration, trade facilitation, rail revival and lower logistics costs sit squarely on DFI mandates.

1.5 Returns & the two caveats

On the re-underwritten cash flows, the Project generates a base-case project IRR of approximately 28% (27% on a conservative terminal), comfortably clearing the sponsor’s 11.5% cost of capital and meeting or exceeding the stated 19–24% target. The re-underwritten exit equity value of roughly $770m corroborates the sponsor’s $800–950m range.