Nigerian Ports Are Improving, But Transparency, Automation and Accountability Must Catch Up” — Freight Forwarder, Obi-Aku

Nigerian Ports Are Improving, But Transparency, Automation and Accountability Must Catch Up” — Freight Forwarder, Obi-Aku

The Chief Executive Officer of Supreme Master Limited, Ms. Obimma Obianuju Chikadibia, popularly known as Obi-Aku, has called for deeper automation, greater transparency and stronger institutional accountability across Nigeria’s maritime and port ecosystem.

A trained maritime professional with a Master’s degree from the Institute of Maritime Studies, University of Lagos, UNILAG, and a background in Theatre Arts and Media Broadcasting, Obi-Aku spoke with Prince Benson Davies, Publisher of The New Experience Newspaper, on the state of Nigerian ports, the cost of doing business, technology, women in maritime and logistics, business expansion and opportunities for young Nigerians.

Rather than simply describing the challenges facing the industry, Obi-Aku believes the Nigerian maritime sector should move towards a system where technology, accountability and professional competence determine outcomes.

Can you tell us about yourself and your company?

My name is Obimma Obianuju Chikadibia, popularly known in the maritime industry as Obi-Aku. I was born and raised in Lagos and began developing my professional interest in the maritime sector from an early stage.

My academic journey has taken me through different areas, including Theatre Arts and Media Broadcasting, before I proceeded to the Institute of Maritime Studies, University of Lagos, where I obtained my Master’s degree and further developed my professional maritime knowledge.

I describe myself primarily as a maritime professional, freight forwarder and maritime operator. My interest goes beyond simply moving cargo from one location to another. I am interested in how the entire maritime value chain can become more efficient, transparent and sustainable.

Supreme Master Limited emerged from my desire to continue and develop a family legacy in the maritime sector. The business began from an existing family and business environment and subsequently evolved into an independent brand.

Today, we operate as a freight forwarding, logistics and maritime support services company. We provide tailored cargo and logistics solutions rather than presenting ourselves as a shipping line.

Our objective is to provide customers with dependable solutions across the movement of cargo while building a professional organisation capable of operating within an increasingly technology-driven global logistics environment.

What is your assessment of the current state of Nigerian ports and maritime infrastructure?

I would say that Nigeria is making progress, but there is still a significant distance to cover before we can consistently operate at international best-practice levels.

There are terminals and operators within the Nigerian port system that are doing commendable work. We have facilities where container movements and operational processes are increasingly technology-driven, traceable and structured.

However, the industry still faces challenges around full automation, interoperability of systems, data transparency, process efficiency and coordination among the different stakeholders.

The more manual a process becomes, the greater the opportunity for delay, duplication, human interference and avoidable disputes.

Our objective should therefore not simply be to acquire more infrastructure. We need to build an ecosystem where ports, terminals, Customs, shipping lines, freight forwarders, government agencies and other stakeholders can exchange accurate information through integrated systems.

If data is entered once and properly captured, stakeholders should be able to access the information they are authorised to use without repeatedly moving from one office to another.

That is how modern ports operate.

I remain very optimistic about the Nigerian maritime sector because there are professionals and institutions already pushing the industry forward. My position is not one of condemnation. I am an advocate of the Nigerian maritime industry, and my criticism is intended to identify areas where we can improve.

What are the major challenges you encounter with Customs, shipping agents and other operators?

For me, one of the most important issues is transparency in the cost and process structure.

A professional logistics operator needs to be able to prepare a quotation based on identifiable and predictable costs. When there are unofficial, unexpected or poorly documented charges within a process, it becomes difficult to provide customers with accurate pricing.

That affects everyone.

It affects the freight forwarder because the operator cannot accurately forecast the cost. It affects the customer because the final cost may differ from the original quotation. It also affects Nigeria’s competitiveness because unpredictable transaction costs ultimately become part of the cost of doing business.

I believe we need to move towards a system where every legitimate charge is clearly defined, electronically receipted, traceable and incorporated into the official process.

The solution is not merely to blame individuals. We need to strengthen the system so that there is less room for discretionary or undocumented transactions.

How do diesel prices, foreign exchange and port surcharges affect your business?

They certainly affect the logistics industry, but businesses have learned to manage these variables through planning, pricing strategies and operational resilience.

For me, the deeper issue is predictability.

A business can plan for a known increase in fuel, freight or foreign-exchange costs. What becomes difficult to manage are costs that cannot be properly anticipated or incorporated into a quotation.

When costs are transparent, an operator can calculate margins, communicate effectively with customers and make informed commercial decisions.

Therefore, my emphasis is on predictability, transparency and accountability within the entire logistics chain.

How is Supreme Master Limited leveraging technology and innovation?

Technology is central to our growth strategy.

We have deliberately pursued strategic partnerships with highly digitised international operators because we understand that a growing Nigerian logistics company does not necessarily need to reinvent every technology platform itself.

Sometimes, the smarter strategy is to connect to established global systems, build partnerships and use technology to improve the customer experience.

Through these relationships, we can improve cargo tracking, communication and visibility while providing customers with better information about their shipments.

One of the milestones I am particularly proud of is our relationship with FedEx.

I pursued that opportunity for several years. It involved correspondence, meetings, follow-ups and persistence. Eventually, the opportunity materialised.

For me, that experience demonstrates an important principle in business:

Persistence is part of strategy.

You may not get the opportunity immediately, but if the objective is clear and the business is prepared, you continue to position yourself until the right door opens.

What are your expansion plans over the next two to five years, particularly with AfCFTA?

Our expansion strategy is built around regional connectivity rather than simply opening offices in different locations.

We are already positioning for stronger operations outside Lagos, including Abuja, while also looking at international markets.

China and the United Kingdom are important markets for us because of their relevance to international trade and freight movement.

Over the longer term, we are looking at opportunities across Africa, particularly within the framework of the African Continental Free Trade Area (AfCFTA).

Africa represents a tremendous logistics opportunity.

There are manufacturers producing goods in one African country who struggle to efficiently distribute those products into another African market. That gap represents an opportunity for professional logistics companies.

Our long-term vision is to develop a strategic logistics hub and warehousing network capable of connecting sea freight, air freight, road transportation and regional distribution.

We want to create an environment where businesses can move products across borders with greater predictability, reduced delays and proper cargo handling.

The future is not simply about moving cargo. It is about connecting markets.

What role do women play in maritime and logistics?

Women have an integral role to play in the maritime and logistics industry, not only as employees but as executives, entrepreneurs, operators, educators, regulators and decision-makers.

When I started working in operational environments, I experienced what it meant to be a woman in a predominantly male environment.

There were situations where I was one of very few women on the field. That experience taught me that competence must accompany confidence.

I do not believe a woman should enter the maritime industry simply to prove that she can compete with men.

She should enter because she has knowledge, competence, ambition and value to contribute.

I have worked on the field, taken records during cargo operations and participated in operational activities. I believe that visibility matters.

When a younger woman sees another woman confidently performing a technical or operational role, it sends a message that there is a place for her in that environment too.

Women must also be prepared to take responsibility, acquire technical knowledge and continuously improve themselves.

What opportunities exist for young people and women who want to enter logistics?

The opportunity is enormous, but this is not an industry for people looking for instant gratification.

Logistics involves uncertainty.

A shipment may be delayed because of a port issue, weather, congestion, regulatory procedures, geopolitical developments or circumstances outside the immediate control of the freight forwarder.

Therefore, anyone entering the industry must develop patience, communication skills, problem-solving ability, integrity and resilience.

I have personally experienced situations where customers’ cargo experienced significant delays.

In such situations, communication becomes critical.

My philosophy has always been that the customer deserves honesty. If there is a delay, tell the customer. If there is a problem, explain it and work towards a solution.

I also believe in standing behind my customers.

There have been circumstances where resolving a customer’s problem has required additional financial commitment from my business. But I would rather protect the relationship and my professional reputation than simply abandon a customer when there is a challenge.

That is how trust is built.

How can agencies such as NIMASA, NPA, Customs and other stakeholders better support operators?

The most important support is not necessarily financial.

Government and regulatory institutions can significantly support businesses by making the operating environment more transparent, predictable, efficient and digitally integrated.

Regulators have important responsibilities around vessel registration, safety, monitoring, documentation, compliance, port operations and enforcement.

When those functions are performed efficiently, the entire industry benefits.

I would like to see greater emphasis on:

– Integrated digital processes;
– Transparent and predictable charges;
– Stronger monitoring and compliance;
– Improved data management;
– Reduced manual intervention;
– Faster dispute resolution;
– Clear service-level expectations; and
– Stronger accountability across the maritime value chain.

If the operating environment is efficient, businesses can focus their energy on growth instead of spending excessive time navigating avoidable administrative bottlenecks.

We do not necessarily need government to run our businesses. We need government to create an environment in which legitimate businesses can operate competitively.

What is your advice to young entrepreneurs entering logistics?

My first advice is simple: do not start alone if you can find the right mentor.

Logistics is a relationship-driven and knowledge-intensive industry. You need people who understand the regulations, operations, documentation, commercial realities and risks.

Build a network.

Learn continuously.

Understand your numbers.

Keep proper documentation.

Do not promise customers what you cannot deliver.

Most importantly, protect your reputation.

My father was a major source of mentorship for me. His guidance helped me understand that challenges are part of the journey and that building a sustainable business requires patience.

I also believe that entrepreneurs should understand the difference between activity and progress.

Being busy does not necessarily mean the business is growing.

You need systems, partnerships, technology, financial discipline, customer trust and a clear strategic direction.

For me, the ultimate goal is not simply to build a company that generates revenue.

It is to build a legacy organisation that creates opportunities, moves cargo efficiently, develops people and contributes meaningfully to the growth of Nigeria’s maritime and logistics ecosystem.

That is the kind of maritime industry I want to be part of building.