AlgeriaJoint venture · direct
Retail coverage
25,000outlets covered
- People
- 1,100+
- Sales team
- 400
- Fleet
- 400
- Distribution centres
- 46
- Factories
- 7
- Cold storage
- 20,000 m²
- Dry storage
- 17,000 m²
- ERP
- Fully automated
Business model
Two routes to market. One standard.
Some markets we operate ourselves. Others we reach through distributors we appoint and supervise. The service level a brand owner receives does not change.
Direct distribution
We own the chain end to end
In Algeria and Syria, Medfoods does not appoint anyone to act on its behalf. We form a company — jointly owned with a local partner and incorporated in-country — and that company does the work: it manufactures or co-packs, it imports, it holds the stock, it sells, and it puts product on the shelf.
The local partner brings what cannot be imported: licences, regulatory standing, established relationships with the trade, and people who know the market. Medfoods brings the brand mandates, the working capital, the supply chain into the country and the systems that run it.
For a brand owner, this is the closest thing to having your own subsidiary in a market you would not otherwise enter — without the licence application, the incorporation, the hiring, or the capital at risk.
Scroll the diagram sideways to see it in full →
Algeria + Syria
The scale behind the direct model
Two joint ventures, counted together. This is the organisation the model actually runs on — the people, plants, vehicles and warehouses we own and manage in market, not capability we buy in when a shipment lands.
2,000+People employedAcross both ventures
700Sales teamOne route per vehicle
700VehiclesFleet under management
22Factories & plantsOwned production
54Distribution centresIn-market depots
80,000 m²Storage48,000 cold · 32,000 dry
44,000Outlets coveredAlgeria 25,000 · Syria 19,000
2Joint venturesAlgeria & Syria
SyriaJoint venture · direct
Retail coverage
19,000outlets covered
- People
- 900+
- Sales team
- 300
- Fleet
- 300
- Distribution centres
- 8
- Factories
- 15
- Cold storage
- 28,000 m²
- Dry storage
- 15,000 m²
- ERP
- Fully automated
Indirect distribution
Master distribution, actively managed
In most of our markets, Medfoods holds the regional mandate from the principal and appoints a local territory distributor to execute it. That is not a hand-off. We select the distributor, negotiate the terms, supply the stock, set the pricing architecture, fund the trade cycle where needed, and hold them to a plan we agreed and measure.
The distributors we appoint are chosen because they are already strong — an established route to market, real coverage in the channels that matter, warehousing that meets standard, a balance sheet that can carry stock, and a track record with brands of comparable stature.
For the principal, the result is a single counterparty across a region rather than seven separate contracts, seven credit exposures and seven versions of the truth about what is happening on the ground.
Scroll the diagram sideways to see it in full →