Leading product quality in South Africa, including the Tivoli range.
2024/25 priorities
Scorecard
Grow sales volumes through market share gains, to offset constrained consumer spend.
Grow sales in the commercial projects segment to achieve meaningful and sustainable turnover improvement.
Capitalise on stable supply lead times to drive improvement in retail stock turn.
Manage margins in the context of volatile local currency and cost inflation.
2024/25 major achievements
2025/26 priorities and prospects
Grew sales volumes out of Retail stores.
Maintained margin despite a decrease in average selling price and ongoing exchange rate volatility.
Implemented Tivoli strategic direction change to ensure that the brand remains strong in South Africa.
Retail sales volume growth through gains in market share is imperative in the context of continued constrained consumer spending and subdued investment sentiment.
Drive the execution of the 24-hour after-sales service promise to become the benchmark in South Africa in customer care.
Maintain pricing but continue to drive improvement in margin without increasing pricing to the market through improved procurement efficiency and effectiveness and improved range offering.
Focus on improved productivity across the business and intensified cost-containment measures to achieve profit growth targets.
Drive improvement in ITD and system-wide stock turns through ongoing improvement of inventory management and range rationalisation.
Supply chain – importers
Overview and performance matrix
CEDAR POINT
Nature of business
Importer and distributor of laminate and vinyl flooring, bathroom furniture, shower enclosures, sanitaryware, décor and other home-finishing
products.
Strategic positioning
Target market
Where service is the point.
Ensure competitiveness of the Group's retail stores by consistently supplying quality, fashionable home-improvement products at attractive prices.
Italtile Retail, CTM and TopT store networks.
Key performance indicators
Trends 2025
Trends 2024
Sales
Average selling price
Margins
Net profit
Stock turn
Closing inventory
Key differentiators
An integral component of the Group's supply chain across merchandise categories.
Strong relationships with international and local stakeholders.
Buying power derived from Group volumes and common-site synergies.
Efficient warehousing and consolidated deliveries.
2024/25 priorities
Scorecard
Grow sales.
Revise product merchandise categories and introduce new fashion.
Improve stock turns and reduce inventory.
Improve visibility of all imported stock from manufacture to the customer.
2024/25 major achievements
2025/26 priorities and prospects
Rationalised ranges with retail brands to enable faster introduction of new, fashionable products.
Significantly reduced slow-moving and obsolete ("toxic") stock.
Merged Italtile DC and Cedar Point Durban operations, resulting in favourable cost savings.
Improved inventory control and stock forecasting accuracy.
Grow sales volumes through the store network.
Improve stock turns and reduce system-wide inventory.
Improve store SKU in-stocks through continued enhancement of stock demand forecasting and planning with the retail network.
Improve productivity in the distribution operation to pass on better pricing to the stores.
Entrench customer-first culture.
Supply chain – importers
Overview and performance matrix
DISTRIBUTION CENTRE
Nature of business
Procures stock for the Group and is one of the largest importers of tiles in South Africa.
Provides warehousing, distribution and logistics services to the Group.
Target market
The Group's retail store networks and integrated suppliers.
Key performance indicators
Trends 2025
Trends 2024
Sales
Average selling price
Margins
Net profit
Stock turn
Closing inventory
Key differentiators
Long-standing relationships with international suppliers and transport agents.
Extensive multi-decade import experience.
Bulk warehousing and efficient operations integrated into the Group's TMS.
Strong financial position facilitates optimal investment in inventory.
2024/25 priorities
Scorecard
Continue to improve sales through stores by procuring fashionable product at attractive prices.
This is determined by the brand leaders
Improve on time in full and retail in-stocks.
This is determined by the brand leaders
Further improve the average vehicle utilisation rate on the TMS.
This has been achieved through better planning
Continue to achieve savings on freight cost.
This has been achieved through communication with different agents to compare pricing and select the optimal choice for our needs
2024/25 major achievements
2025/26 priorities and prospects
Improved stock turn.
Successfully completed transition of Cedar Point Durban into the DC warehouse.
Improved productivity and reduced costs by in-sourcing warehouse operations.
Improve stock turn.
Manage stock ageing to reduce slow-moving stock.
Source competitive ocean freight and logistics rates.
