There has been growing conversation in Rwanda about the rising cost and availability of beverages. My interest became practical when I went to buy a box of Inyange mineral water and found it harder to obtain than usual. A retailer later told me Petit Mutzig was out of stock, "zarabuze," the same explanation I had heard weeks earlier about Amstel.
Three products, three situations, one question: where does scarcity actually begin? A production constraint, a demand spike, reduced distributor allocations, a logistics bottleneck, or intermediaries holding stock in anticipation of shortages? The answer may differ by product, but what we see on the shelf is often only the last symptom of a problem that started earlier in the chain.
Scarcity doesn't always start with the manufacturer
The immediate assumption is that the manufacturer cut production, but that isn't the only explanation. For Inyange, dry-season conditions have been cited: water is not just a finished product, it is also a critical production input. WASAC has indicated that Kigali's daily water requirement exceeds current production, with reduced source levels driving rationing, and manufacturers whose cleaning, bottling and cooling depend on municipal water can feel that directly. I have no equivalent evidence, though, that the same factor explains the Petit Musting or Amstel shortages.
Silence is not evidence
When a manufacturer stays quiet, it is tempting to read that as confirmation of an internal problem. But companies may avoid statements to prevent panic buying, or the constraint may sit outside their control, in transport or distribution. The better approach is to trace the product through the chain rather than treat silence as proof.
Different shortages, different fingerprints
A production or input constraint tends to affect several brands sharing that input and persists even without a demand change. A distribution constraint creates a patchy picture, with one retailer stocked and another empty. A genuine demand shock shows up as fast sell-through that normalizes once the trigger passes. Speculative stockholding, harder to prove, is where intermediaries withhold supply to sell later at a higher price, making scarcity self-reinforcing. None of this can be diagnosed from an empty shelf alone.
The missing link: visibility
The chain runs Manufacturer to Distributor to Wholesaler to Retailer to Consumer, and at each stage information, inventory and pricing signals can shift. Distributors shape availability, pricing and the information flow between manufacturers and the market. When that system distorts, it can produce artificial scarcity, with the extra margin captured further down the chain rather than by the manufacturer, while consumers pay more.
Consumers who repeatedly hit unavailable or pricier products switch, and a brand can lose market share not because quality changed but because the supply chain failed to deliver consistently. Availability is part of the brand.
What manufacturers can do
Manufacturers cannot control weather, transport disruptions or demand swings, but they can control how fast they detect problems and how well they communicate. Real-time visibility across production, distributor inventory, retail availability, price movements and stockholding patterns lets information move as fast as the product itself.
The real question
The better question is not "why are these products scarce," but "where does the scarcity begin, and how is it amplified as it moves through the chain?" That requires manufacturers, distributors, wholesalers and retailers to share information and communicate quickly. For Rwanda's growing consumer market, resilience will increasingly be about trust, transparency and availability. Consumers do not experience warehouses and purchase orders; they experience one question: "Why can't I find the product I normally buy, and why does it cost more?"
When information is delayed or distorted, rumours can become market signals. And when market signals are distorted, prices can move in ways that may not reflect the actual underlying supply situation.