South Africa’s fruit industry is entering a period of considerable opportunity. New export markets are opening, investment continues across several commodities, production is expanding into new regions, and technology is changing how fruit is grown, packed and prepared for consumers.
For Trevor Dukes, CEO of The Fruit Farm Group South Africa, these developments are encouraging—but opportunity alone does not guarantee success. Sustainable growth depends on understanding the product, responding to consumers and building reliable supply chains from the farm to the retail shelf.
Source: Lucentlands Podcast Episode 147, hosted by Dewald Kirsten and Louise Brodie, featuring Trevor Dukes, CEO of The Fruit Farm Group South Africa. Published 11 August 2026.
Agriculture demands constant adaptation
No two agricultural seasons are identical. Weather conditions, crop volumes, market demand, logistical pressures and consumer expectations continue to change, requiring producers and exporters to remain agile.
This unpredictability is one of the realities that keeps fresh produce both challenging and rewarding. Businesses cannot simply repeat the same approach each year and expect the same outcome. Decisions must be made according to the crop, the market and the circumstances of that particular season.
Dukes captures this practical reality with a familiar reminder: “The devil is in the detail.” In fresh produce, small decisions made in the orchard, packhouse or supply chain can ultimately determine the quality and consistency experienced by the consumer.
This makes close involvement in production particularly valuable. An understanding of farming, packing, procurement and international marketing helps businesses see the entire journey of the fruit rather than treating each stage as a separate function.
An increasingly connected supply chain
The relationship between growers, exporters, importers, retailers and consumers has changed considerably. Production and market demand can no longer operate in isolation from one another.
Modern supply chains require more than simply securing enough fruit. They must consistently deliver the right product, at the right stage of maturity, in the correct format and at a price the consumer is prepared to pay.
This requires closer communication across the value chain. Producers need to understand what is happening in destination markets, while commercial teams must remain aware of the biological and operational realities on farms.
Dukes’s experience across production, packhouses, procurement and exports reinforces the value of this connection. It allows commercial decisions to be grounded in the realities of farming while ensuring that production remains aligned with market requirements.
New markets create opportunity—but access is only the beginning
South Africa has achieved notable market-access progress across several fruit categories.
Dukes points to developments involving citrus exports to India and China, apples and pears entering markets such as Thailand, India, China and Japan, and possible further progress for table grapes into South Korea. As he explains, “There’s been successes across all the commodities.”
These agreements can create important opportunities for South African growers and exporters by broadening the range of available destinations. They may also reduce dependence on established markets and provide access to new consumer groups.
However, obtaining regulatory access does not automatically create a commercially successful market. Exporters must still understand consumer preferences, identify the right varieties and specifications, develop importer and retail relationships, and establish supply chains capable of delivering fruit consistently.
Shelf space is competitive. South African fruit must offer a compelling combination of quality, reliability, timing and value. Market access should therefore be regarded as the first building block in a much longer process—not as a solution on its own.
Convenience can transform a fruit category
The development of ripe-and-ready avocados demonstrates how responding to a consumer problem can change an entire category.
Before reliable ripening programmes became widely available, buying avocados could be unpredictable. Dukes recalls the old expression, “Buy avos and eat three,” reflecting the frustration consumers experienced when only some of the fruit they purchased ripened properly. As he explains, the industry “had to squash that quite quickly.”
Ripe-and-ready programmes made avocados more accessible by reducing uncertainty for consumers. Instead of purchasing hard fruit and trying to judge when it might be ready, consumers could select avocados prepared for use within a more predictable timeframe.
“The ripe and ready really changed the game,” Dukes says. It improved how avocados were presented to consumers and helped make consumption easier and more convenient. The same thinking has since influenced other categories, including mangoes and additional ripened products.
The lesson extends beyond avocados. Consumers may value a product, but they are more likely to buy it regularly when the industry removes uncertainty and makes it easier to use. Convenience, consistency and confidence can be as important as the fruit itself.
Sustainability has entered a broader era
Sustainability is no longer limited to one environmental measure or certification. Dukes believes agriculture has entered “another era of sustainability,” requiring the industry to consider environmental, commercial and social realities together.
Producers are custodians of the natural resources on which agriculture depends. Water, soil, energy and biodiversity must be managed responsibly if production is to remain viable for future generations.
However, environmental responsibility cannot be separated from economic sustainability. Farms need to remain commercially viable, employees need secure livelihoods, and fruit must remain accessible to consumers.
Dukes notes that sustainability includes “economic sustainability for the farmer or for the consumer,” as well as the responsible use of resources and energy. A system that protects natural resources but cannot support producers—or prices consumers out of the market—cannot provide a durable solution.
This balance will increasingly influence investment, production practices, technology choices and relationships throughout the supply chain.
Technology must solve real problems
Fruit production is benefiting from advances in genetics, automation, data and packhouse technology. New varieties can support improved quality, production efficiency, climatic suitability and market differentiation, while automation can help businesses manage labour availability, consistency and throughput.
However, technology is most valuable when it addresses a clearly defined problem. Complexity alone does not create progress. The most effective solutions are often those that make production, packing or consumption simpler and more reliable.
This practical approach is particularly important in an industry where biological systems and commercial demands constantly intersect. A promising variety must still perform in the orchard and satisfy the market. New packhouse technology must deliver measurable operational value. Consumer-focused innovations must make fruit easier to select, purchase or enjoy.
Confidence in South African agriculture
South African agriculture continues to face infrastructure, port and logistical challenges. These constraints can affect reliability, cost and the country’s ability to compete in distant markets.
Yet Dukes remains encouraged by the level of activity within the fruit sector. “There’s a lot of exciting stuff going on in the industry,” he says. “There’s a lot of investment across all the commodities.”
That investment can be seen in orchards, genetics, varieties, production regions, cold-storage infrastructure, packhouses and technology. The expansion of avocado production into new areas is one example of how businesses are exploring opportunities while responding to climatic and market conditions.
South African fruit also benefits from an established reputation in international markets. Maintaining that position will require the industry to remain close to consumers, protect product quality and continually strengthen the supply chain.
The opportunity is significant, but the path forward depends on disciplined execution. New markets must be developed, not merely opened. Technology must solve practical problems. Sustainability must work environmentally and economically. Above all, every part of the value chain must contribute to delivering fruit that meets the expectations of the final consumer.
Key takeaways
- Market access creates opportunity, but sustainable demand depends on strong commercial relationships and reliable supply chains.
- Ripe-and-ready fruit shows how solving a consumer problem can transform an entire product category.
- Sustainability must protect natural resources while supporting the economic viability of farmers and affordability for consumers.
- Genetics, automation and agricultural technology add value when they solve specific production, packing or consumer challenges.
- South Africa’s fruit industry continues to invest and expand despite infrastructure and logistical constraints.
About Trevor Dukes
Trevor Dukes is CEO of The Fruit Farm Group South Africa. His experience spans farming, packhouse operations, procurement, exports and international fresh-produce markets, giving him an integrated understanding of the journey from production to the retail shelf. He is also involved with the International Fresh Produce Association in South Africa and contributes to its global industry network.
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