Operations span the full chain from tree to shelf, structured to protect quality and traceability at every stage while progressively reducing dependence on variable wild harvests through orchard development.
Upstream — sourcing & cultivation
Wild fruit is collected during the January–March season through community cooperatives, women’s organisations, traditional authorities and smallholder farmers, with an annual collection target of 25,000 tonnes across a network of up to 10,000 rural harvesters. In parallel, the Company develops 2,000 hectares of commercial orchards using improved grafted cultivars selected for yield, fruit quality and climate resilience. Orchards take several years to reach first bearing, so wild harvesting underpins supply in the early years while orchards secure the long term.
Midstream — processing & extraction
Fruit is received, sorted and processed at a central facility, with kernels cold-pressed at the 250,000-litre oil-extraction plant to preserve the oil’s bioactive profile. Pulp is directed to juice, concentrate and food lines; residues are recycled into compost and animal feed. Processing capacity utilisation rises from roughly 38% in Year 1 to over 90% by Year 5 as sourcing volumes and downstream demand grow.
Downstream — manufacturing, branding & distribution
A dedicated cosmetics manufacturing line (commissioned in Year 2) produces the Skin™ range, while wellness, gourmet and beverage lines are manufactured in-house or through qualified co-packers under strict quality control. Finished goods flow to domestic retail, e-commerce and export distribution. Regional processing hubs are added over time to bring processing closer to supply and reduce logistics cost.
Quality, traceability & certification
Full batch-level traceability from harvester to finished product underpins the premium positioning and satisfies export-market requirements. The certification roadmap includes organic and Fairtrade certification, cosmetic Good Manufacturing Practice, and compliance with EU and US cosmetic-ingredient regulations. Solar-powered processing, rainwater harvesting and waste-to-compost systems reduce operating cost and carbon intensity simultaneously.
Key findingSeasonality and biological risk require active management
Marula fruits in a concentrated three-month window, so the business must purchase and process a full year’s fruit in one season, the primary driver of the working-capital build analysed in Section 14. Orchard yields depend on rainfall, pollination and pest pressure, and improved cultivars are still maturing as a commercial input. These risks are managed through inventory planning, a revolving facility, geographic diversification of sourcing and phased orchard development.
Sourcing volume & orchard transition
Fruit sourcing scales from roughly 6,000 tonnes in Year 1 toward the 25,000-tonne target as the harvester network matures, with orchard-grown fruit progressively supplementing wild harvest from Year 3 as plantings reach bearing. This transition reduces reliance on variable wild yields and improves fruit consistency and traceability.
Capacity & throughput
|
Metric |
Year 1 |
Year 3 |
Year 5 |
Target |
|---|---|---|---|---|
|
Fruit processed (t) |
6,000 |
14,000 |
20,000 |
25,000 |
|
Oil produced (’000 L) |
95 |
180 |
238 |
250 |
|
Plant utilisation |
38% |
72% |
95% |
— |
|
Harvester network |
3,500 |
7,000 |
10,000 |
10,000 |
Distribution, logistics & export mechanics
Finished goods reach market through three complementary routes: domestic distribution to retail and pharmacy chains via established third-party logistics; direct-to-consumer fulfilment through the Company’s own e-commerce and marketplace channels; and export via specialist beauty and food distributors and freight-forwarders in each priority market. Cosmetic-grade oil and B2B ingredients ship in bulk under supply agreements, while branded consumer goods move in retail-ready formats. Cold-chain is not required for shelf-stable oil, which simplifies export logistics and shelf life, a structural advantage of the product versus perishable botanicals.
Export documentation, INCI ingredient listings, safety data and certificates of origin are prepared in advance of market entry, and Incoterms are structured to manage currency and transit risk. Hard-currency invoicing on export sales provides a natural partial hedge against rand weakness on imported packaging and equipment.