Saudi Arabia’s transportation boom opens doors for private investment

Central to the Saudi Vision 2030 strategy, transportation development is seen as a key enabler for economic diversification and the drive to position Saudi Arabia as a global logistics, tourism, and business hub. (SPA)
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Updated 10 August 2025
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Saudi Arabia’s transportation boom opens doors for private investment

  • Private entities expected to contribute around 80% of targeted investments in the sector

Saudi Arabia’s transportation boom opens doors for private investment

RIYADH: Saudi Arabia’s rapidly expanding transportation sector is unlocking new investment opportunities for private players, both local and global, experts have told Arab News.

Central to the Kingdom’s Vision 2030 strategy, transportation development is seen as a key enabler for economic diversification and the drive to position Saudi Arabia as a global logistics, tourism, and business hub.

With a growing emphasis on public-private partnerships, Minister of Transport and Logistic Services Saleh Al-Jasser announced during the third PIF Private Sector Forum, held in Riyadh in February,  that private entities are expected to contribute around 80 percent of the targeted investments in the country’s transport and logistics sector. 

He added that the total value of projects offered to the private sector — through privatization and other models — could reach SR240 billion ($63.95 billion).




Joseph Salem, executive at Arthur D. Little, Middle East. (Supplied)

Joseph Salem, partner and travel, transportation and hospitality practice lead at Arthur D. Little, Middle East, told Arab News that public-private partnerships are at the core of this strategy. 

“Privatization of key transport infrastructure, such as ports and airports, is creating new opportunities for private investment,” he said, adding: “The development and management of cargo terminals through PPP agreements are attracting private efficiency and capital. The construction and engineering sectors are also benefiting, with numerous megaprojects like the Riyadh Metro and Neom’s mobility network.”

Alessandro Tricamo, partner at Oliver Wyman’s transportation and services practice for India, the Middle East, and Africa, echoed similar sentiments and emphasized the importance of selecting suitable assets to attract investors.

“Globally, asset classes such as airports and seaports are typically considered bankable, with the potential to generate strong returns and attract private investment. Conversely, railways and public transport systems often require structured support from the government to become commercially viable,” said Tricamo.




Alessandro Tricamo, partner at Oliver Wyman’s transportation and services practice for India, the Middle East, and Africa. (Supplied)

He added: “In the Kingdom, there’s still a need to refine how these projects are structured and presented to the private sector, as expectations are sometimes misaligned with market realities. Clear, realistic frameworks will help unlock greater private sector involvement and broaden the Kingdom’s business landscape.”

The Kingdom’s logistics infrastructure is expanding rapidly. According to a report released by the General Authority for Statistics in December, the number of logistics facilities in the country has increased by 267 percent since 2021, with the Eastern Province leading in logistics hubs spanning 6.3 million sq. meters.

“Private companies are seizing opportunities in trucking, warehousing, freight forwarding, and e-commerce delivery services. Technology firms are also entering the market, offering solutions in AI, electric vehicles, and autonomous transport,” said Salem.

He added: “Overall, the transportation revolution in Saudi Arabia is creating a more diversified and competitive business environment. Private sector involvement is key to realizing the Kingdom’s ambitious Vision 2030 goals.”

Transportation as a growth enabler

Anthoine Barthes, vice president of Al-Futtaim Automotive, told Arab News that transportation infrastructure underpins nearly every pillar of Vision 2030, acting as a foundation for economic growth.




Anthoine Barthes, vice president of Al-Futtaim Automotive. (Supplied)'/

According to Barthes, transportation is not only about mobility but also about creating links between economic zones, facilitating trade, drawing investment, enhancing quality of life, and boosting tourism.

“A key objective is for Saudi Arabia to become a global logistics hub, and this requires state-of-the-art ports, efficient rail networks, extensive road infrastructure, and modern airports capable of handling significant cargo and passenger volumes,” said Barthes.

He also pointed to the Riyadh Metro — with its six lines spanning 176 km — as evidence of the Kingdom’s progress in developing effective public transport systems.

“These efforts, alongside continuous improvements to road infrastructure and the integration of smart city mobility solutions, are crucial for enhancing the quality of life, mitigating urban congestion, and fostering sustainable urban growth,” added Barthes.

Salem noted that infrastructure development supports the growth of multiple industries, including tourism and entertainment, with road upgrades linking key cities to rising destinations such as Qiddiya and Amaala.

He also highlighted how enhancements around Makkah and Madinah have improved accessibility for millions of religious visitors, reinforcing tourism and Umrah growth.

Integrated logistics backbone

Tricamo underlined that efficient logistics and supply chain management are fundamental to sustained economic development.

“A well-connected transport network that links urban and industrial centers and facilitates the smooth movement of goods and people is a key enabler of the Kingdom’s broader economic ambitions. It directly impacts the reliability, speed, and cost-effectiveness of supply chains,” said Tricamo.

Arthur D. Little’s Salem believes that infrastructure modernization and the integration of advanced technologies are strengthening the Kingdom’s global supply chain footprint. He pointed to Saudi Arabia’s rise in the World Bank’s Logistics Performance Index, climbing 17 spots to rank 38th globally in 2023.

“Vision 2030 also focuses on expanding multi-modal freight capacity. The rail network will grow from 3,650 km to 8,000 km, enhancing logistics. Air cargo capacity is set to increase to over 4.5 million tonnes annually by 2030, while Saudi ports will handle up to 40 million TEUs,” said Salem.

He added: “Additionally, 40 new logistics centers across 100 million sq. meters will attract global companies, positioning Saudi Arabia as a logistics hub. These efforts are expected to reduce logistics costs, improve reliability, and grow the sector to $57 billion by 2030.”

Impact on the business landscape

Barthes said ongoing advancements in the Kingdom’s transport infrastructure are expected to reshape the business environment.

He noted that reduced logistics costs, quicker deliveries, and agile supply chains will benefit a wide range of industries.

“A world-class infrastructure is a primary magnet for foreign direct investment. International companies are more willing to establish operations, knowing they can efficiently move goods and people,” said Barthes.

Salem emphasized how transportation development enhances the ease of doing business and improves trade connectivity through upgraded logistics hubs.

“The growth of tourism, retail, and real estate sectors is another benefit. Better transportation networks make it easier for people to travel and for goods to be delivered, driving demand in these industries,” said the Arthur D. Little partner.

He added that modernized ports, roads, and rail corridors are boosting trade volumes, while domestic improvements in connectivity are helping to meet growing internal demand across agriculture, retail, and construction.

Technology-driven transformation

Tricamo highlighted the vital role of digital innovation in shaping Saudi Arabia’s future transport ecosystem.

“Digital solutions — from smart ticketing and real-time tracking management systems — will be essential for building a future-ready, user-centric transport ecosystem,” he said.

Salem echoed these views, noting the Kingdom’s strong push for smart infrastructure, digital logistics, and electric mobility.

He added that electric vehicles are reshaping transportation, supported by investments in thousands of fast-charging points across 1,000 locations by 2030. The goal is to have 30 percent of vehicles in Riyadh electrified by then.

“Smart cities like Neom are integrating IoT sensors, AI-driven traffic management, and predictive congestion systems to optimize transportation. These technologies improve traffic flow, reduce accidents, and enhance the overall commuter experience. In logistics, automation and AI are being used to streamline freight operations, reduce errors, and optimize delivery routes,” said Salem.

Overcoming challenges

Salem acknowledged that the Kingdom faces hurdles such as overreliance on road transport, the country’s vast geography, regulatory bottlenecks, skill shortages, and climate-related challenges.

He emphasized that the government is proactively addressing these with targeted initiatives.

“To reduce reliance on roads, Saudi Arabia is investing heavily in rail and public transit projects like the Riyadh Metro. The vast size of the Kingdom is being addressed by extending transportation networks to remote areas, ensuring equitable access to modern infrastructure,” said Salem.

He added that regulatory reforms, including the establishment of the National Center for Privatization, are streamlining approval processes and attracting private sector investment. 

“Through partnerships with global firms, Saudi Arabia is transferring knowledge and building local expertise to overcome skills gaps,” said the Arthur D. Little partner.

Tricamo pointed to the scale of investment as the primary challenge facing transport infrastructure expansion.

“In Saudi Arabia, the ambitious scope and accelerated timeline of Vision 2030 add further complexity, requiring multiple high-value infrastructure projects to be developed simultaneously. The private sector can play a key role in easing this burden,” he said.

The Oliver Wyman partner concluded by emphasizing the need for careful asset selection to balance commercial viability and government support.
 


GCC offering investors ‘safe’ PPP deals; Saudi pipeline nears 300: FII

Updated 20 February 2026
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GCC offering investors ‘safe’ PPP deals; Saudi pipeline nears 300: FII

RIYADH: Global investors can find a “safe harbor” in the Gulf Cooperation Council as the bloc’s public-private partnerships pipeline offers “compelling” opportunities, according to a new report.

The latest document from the Future Investment Initiative Institute highlights how economies in the region are currently driving the next wave of PPP growth. 

It cites findings from Partnerships Bulletin, which ranks Saudi Arabia as second in the global emerging markets pipeline for PPP projects up to July 2025, and also places Dubai in the top 10.

While that analysis claims the Kingdom has 98 PPP projects either formally published or announced, FII says Saudi Arabia has a further 200 currently awaiting approval.

The findings align with the goals outlined in the Kingdom’s National Privatization Strategy, launched in January, which aims to raise satisfaction levels with public services across 18 target sectors, create tens of thousands of specialized jobs, and exceed 220 PPP contracts by 2030. 

The strategy also aims to increase private sector capital investments to more than SR240 billion ($63.99 billion) by 2030.

The FII report says that around 90 percent of FDI into Saudi Arabia now flows into non-oil sectors, from advanced manufacturing and tourism to green energy and digital infrastructure. 

“That shift reflects deliberate policy choices to open markets, standardize regulatory frameworks and use public capital to de-risk new value chains,” says the document, adding: “The result is a kind of safe harbor in an otherwise low-growth, high-uncertainty world.”

It continues: “While global FDI has stagnated or declined in many regions, the GCC’s pipeline of planned infrastructure and industrial projects now exceeds $2.5 trillion, according to Boston Consulting Group data, with PPPs playing a central role in structuring and financing them. For global investors searching for yield, diversification and inflation-linked income, this represents a compelling proposition.”

Commenting on the FII Institute report, Sally Menassa, partner at international management consulting firm Arthur D. Little, said PPPs are a strategic necessity for delivering infrastructure at speed and scale, and described Saudi Arabia’s pipeline as a “powerful execution and financing tool.” 

She added: “The Kingdom’s PPP momentum must remain focused on impact, value creation and execution excellence. PPPs should not be viewed merely as a funding mechanism, but as a structural tool to enhance infrastructure performance, attract investment and support sustainable economic growth in line with Vision 2030.” 

Menassa said that Saudi Arabia’s National Privitization Strategy marks a shift from a project-by-project approach to institutionalization of efforts and value creation.

“By clarifying sector priorities, strengthening project selection criteria, and formalizing governance and investor pathways, the Strategy reduces uncertainty. This clarity enhances investor confidence and improves pipeline quality,” said the Arthur D. Little official. 

Sally Menassa, partner at international management consulting firm Arthur D. Little. Supplied.

She added: “PPP and privatization efforts in Saudi Arabia are not about divestment or the state shifting execution to the private sector, it is really about becoming more productive as a nation. It enhances efficiency, raises service standards, mobilizes private and SME participation, and attracts capital.” 

Menassa further said that the strategy could help the Kingdom achieve stronger fiscal sustainability and higher private sector GDP contribution, both of which are critical components to accelerate the Kingdom’s economic transformation under Vision 2030.

Vijay Valecha, chief investment officer at Century Financial, believes input from the private sector across all stages, from design to construction and operations, improves the efficiency of project delivery and long-term operations in Saudi Arabia. 

“Tighter governance through centralized management at the National Center for Privatization and PPP and a more streamlined process, including template contracts, a clearer regulatory environment, and a transparent pipeline, is likely to improve delivery speed,” said Valecha. 

He added: “This means faster delivery of big projects like Red Sea resorts or Neom, with private firms handling operations to drive innovation. Ultimately, the strategy supercharges diversification by making the private sector the main engine of growth, aligning perfectly with Saudi Arabia’s push for a vibrant, non-oil economy.” 

The FII Institute added that the global flow of FDI is increasingly concentrated in the Gulf Cooperation Council region, driven by ambitious national transformation agendas and deep pools of sovereign wealth.

Tony Hallside, CEO of STP Partners, outlined several factors that are boosting the PPP landscape in the region, which include large infrastructure demand from Vision-level programs and urbanization. 

“Government frameworks that standardise PPP procurement are making projects bankable. Strong regional capital pools and sovereign support will mitigate risk and attract global players. In the GCC, Saudi Arabia’s pipeline itself is one of the largest in the Middle East, indicating strong investor interest,” added Hallside. 

Underscoring the role of growing PPP in Saudi Arabia, the FII report said: “A decade ago, the Kingdom’s solar capacity was negligible, despite its vast solar resource. Through early anchor investments, long-term power purchase agreements and support for national champions, the state seeded a competitive renewables market that now attracts global players on purely commercial terms.” 

Valecha said that clearer PPP laws, standardised contracts and dedicated PPP units have reduced execution risks and made projects more bankable for global infrastructure funds and developers in the GCC region. 

He added that rapid urbanization, a young and growing population, rising data center power demand and energy transition projects create predictable, long-duration cash flows in the region. 

“This combination of policy support, fiscal necessity and structural growth is why the GCC is emerging as one of the fastest-growing PPP markets globally,” said Valecha. 

Vijay Valecha, chief investment officer at Century Financial. Supplied

Key Saudi PPP projects

Yanbu 4 Independent Water Project - supplying water to Medina and Makkah

Location Yanbu, Red Sea coast

Companies involved: Engie, Mowah, Nesma, Saudi Water Partnership Co.

Cost: $826.5 million

Expected delivery date: Operational as of 2024

Hadda Independent Sewage Treatment Plant

Location: Makkah Province

Companies involved: Metito Utilities, Etihad Water and Electricity, SkyBridge Limited Co., Saudi Water Partnership Co.

Expected delivery date: 2028 

As Sufun Solar PV Independent Power Project

Location: Hail region

Companies involved: TotalEnergies, Aljomaih Energy & Water, Saudi Power Procurement Co.

Expected delivery date: Expected to connect to the grid in 2027

Construction of greenfield international airports

Location: Taif, Abha, Qassim, and Hail

Companies involved: Currently in the planning stage; investors are being sought

One-Stop Station Project

Location: Intercity road network across the Kingdom

Companies involved: Saudi Arabia’s Roads General Authority and National Center for Privatization & Public-Private Partnership announced a full list of qualified bidders in February.

King Salman Park

Location: Riyadh

Companies involved: King Salman Park Foundation, Ajdan Real Estate, Sedco Capital

Cost: $1 billion

Project: Madinah-3, Buraydah-2, and Tabuk-2 Independent Sewage Treatment Plants

Location: Madinah, Buraydah, and Tabuk

Companies involved: Acciona Agua, Tawzea, Tamasuk, Saudi Water Partnership Co.

Cost: $627 million combined

Riyadh Metro Line 2 Extension

Location: Riyadh

Companies involved: Royal Commission for Riyadh City, Arriyadh New Mobility Consortium, led by Webuild. Riyadh Metro Transit Consultants (JV between US Parsons and France’s Egis and Systra) as project management and construction supervision consultant.

Cost: Up to $900 million

Expected delivery date: 2032


The crucial role of emerging markets

According to the FII Institute report, the ability to deliver resilient infrastructure, expand digital connectivity and accelerate the energy transition will increasingly depend on the strength and legitimacy of PPPs, as fiscal space tightens and investment needs rise. 

FII estimates a $5 trillion global infrastructure financing gap by 2040. It also points to significant regional shortfalls, including an estimated $3.7 trillion gap in the US and an annual $130 billion to $170 billion gap across Africa. In this context, PPPs are moving from a transactional procurement route to a central model for financing and delivery.

The report highlighted that emerging markets, including Saudi Arabia, are currently driving the next wave of PPP growth, with spending across low-and middle-income countries reaching $100.7 billion in 2024, up 16 percent year on year, according to figures from the World Bank. 

Moreover, emerging markets now represent around 61 percent of global PPP activity by gross domestic product share.

According to Partnerships Bulletin’s findings up to July 31 2025, the Philippines leads the emerging-market pipeline with 230 projects, followed by Saudi Arabia with 98, Kyrgyzstan with 80, Bangladesh with 71, and Peru with 54 projects.

Greece has 42 projects in the pipeline, followed by Dubai at 28, Kenya at 25, Colombia at 24, and Pakistan at 14. 

PPP: An engine of growth

When capital was cheap, PPPs were often treated as an optional extra – a way to shift specific projects off the public balance sheet, or to import private-sector efficiency into construction and operations, the FII report said. 

However, now, nations consider PPPs as a central hub of their economic strategy, as they enable the state to stretch every dollar of public investment using private capital, while retaining strategic control over what gets built, where and to what standard.

“The real differentiator is complexity. When a project presents significant financial uncertainty or unpredictable demand, or if there’s a high level of climate exposure or technological risk, a PPP can give leaders the tools to manage those issues without slowing things down,” said Bob Willen, global managing partner and chairman of Kearney, said in the FII report. 

Erik Ringvold, chief business development officer at Regional Voluntary Carbon Market Co., was quoted in the report as saying that carbon markets will benefit through PPPs, as deepened public-private partnerships could help achieve progress toward national emissions targets, while simultaneously creating economic opportunity and catalyzing new green industries. 

“Saudi Arabia has made large strides toward an emissions compliance system, with an operational carbon standard in place, and an emissions trading system announced to be launched over the coming few years,” said Ringvold. 

He added: “At VCM, we see a clear future carbon vision for Saudi Arabia. One ecosystem. One marketplace. One iconic collaboration – with the PPP model at the heart of its success.” 

PPPs for investors and citizens 

For investors, infrastructure-backed PPPs offer long-duration, often inflation-linked cash flows at a time when public markets are volatile and dominated by a narrow set of mega-cap technology stocks. 

For citizens, well-designed PPPs can mean better services, more resilient infrastructure and faster progress toward climate and development goals, without unsustainable tax rises or austerity. 

FII, however, cautioned that public consent is becoming decisive. Across seven countries, only 23 percent of citizens agree that PPPs “equally benefit everyone”, compared with 41 percent of business and government leaders.

Tony Hallside, CEO of STP Partners. Supplied

Hallside said that public consent hinges on transparency, accountability, and visible service outcomes. 

He added that governments should publish clear procurement frameworks, communicate cost-benefit and performance expectations in plain language, and measure user satisfaction and service quality over time — “reinforcing that PPPs deliver tangible improvements in infrastructure and services.” 

Menassa echoed similar views and said that communication with the public is not sufficient, but the performance and execution phase holds the key to PPP projects. 

“Winning public opinion for PPPs is rather a marathon not a race. It starts with building awareness and trust by providing transparency and demonstrating value for money, ensuring affordability and service quality of public services is maintained through strong regulatory oversight, and ensuring competitive, transparent procurement processes,” added Menassa. 

According to the Arthur D. Little official, the public must see tangible improvements in service reliability, efficiency and accountability, and acceptance will follow.

“The world can’t afford to delay the infrastructure and energy transition investments that will determine prosperity – and planetary stability – for decades to come. Nor can it fund them through public budgets alone. Financing the future is, by definition, a joint endeavour,” added the FII report.