As India’s e-commerce and retail sectors grew at an unprecedented pace, the demand for faster, smarter, and more sustainable fulfilment solutions reached new heights. In an interview with Dr. Ashvini Jakhar, Founder & CEO of Prozo, he explained how the company had been at the forefront of this transformation, delivering enterprise-grade supply chain solutions to businesses of all sizes. With the opening of its first Gujarat facility in Ahmedabad, Prozo strengthened its network in Western India, complemented its existing hubs, and provided clients with real-time visibility, data-driven insights, and scalable fulfilment. Dr. Jakhar shared how technology, flexibility, and operational excellence had shaped the future of logistics.
1. Ahmedabad marks Prozo’s first fulfilment centre in Gujarat. What made this market strategically important for your expansion in Western India, and how does it complement your existing network in Bhiwandi?
Ahmedabad gives us a strong foothold in one of India’s most active industrial corridors. Gujarat has long been a centre for manufacturing, pharmaceuticals, FMCG, and textiles, and its connectivity through ports and highways makes it a natural distribution hub for Western and Northern India. Many of our clients already source, produce, or distribute from this belt, so creating a dedicated facility here helps them serve regional demand faster. Our Bhiwandi facility continues to serve as the backbone for metro and coastal movement, while Ahmedabad strengthens inland access. Together, they give our customers a two-node advantage in the West—balancing speed, cost efficiency, and network resilience. The new facility also follows the same design and technology standards we’ve implemented across our national network, ensuring continuity in experience and performance.
2. Prozo has scaled to over 40 fulfilment centres nationwide. What’s the thought process behind your location-selection strategy, and how do you ensure each new site like Ahmedabad delivers measurable business value?
Prozo currently operates 45 fulfillment centers across 14 cities. We follow a data-driven network-design process that starts with studying demand concentration, transport connectivity, and customer order density. Our objective is to help clients reach their buyers faster while optimising freight cost and service levels. Every centre is equipped with our proprietary tech stack so that operational data can be monitored centrally and clients get real-time visibility. Inside the warehouses, this translates into automated put-away and pick-path optimisation, barcode-led inventory tracking, and SLA-linked process monitoring. Material movement, docking, and dispatch are digitised end-to-end, which reduces manual errors and improves turnaround time. Each site is audited regularly on throughput, accuracy, and productivity benchmarks. This discipline ensures that a new location is not just an expansion milestone but a measurable improvement in overall network performance.
3. How is Prozo’s pay-per-use model reshaping expectations among enterprise clients who traditionally relied on long-term 3PL contracts?
Our pay-per-use model is designed to align with the growth journeys of businesses of all sizes—whether emerging D2C brands or large-scale enterprises. It gives clients flexibility without the constraints of long-term or fixed-capacity contracts. As businesses evolve, launch new categories, or enter new markets, they can scale their fulfilment footprint with Prozo in real time. The same model also helps large enterprises modernise their supply chains, introducing agility and transparency into what were traditionally rigid structures. By offering infrastructure, technology, and manpower through a unified platform, we enable clients to evaluate their total cost of fulfillment clearly while retaining control and flexibility.
4. Technology is central to Prozo’s proposition—from demand forecasting to multi-channel order management. Could you share a few examples of how these innovations have tangibly improved client performance metrics?
Our operations are deeply data-driven. We use predictive analytics to understand demand patterns, manpower requirements, and potential SLA risks. This helps us anticipate operational bottlenecks before they arise and optimise fulfilment priorities. Our tech stack also includes a central Control Tower with a CCTV module that provides a shipment’s packaging video on demand.
Additionally, ProShip—our courier allocation and shipment management system—offers clients a unified view of all courier partners and shipments within the network. Integrations with leading systems like SAP, Vinculum, Unicommerce, and EasyEcom ensure seamless data flow between client ERPs and Prozo’s WMS. The result is higher order accuracy, faster turnaround, and proactive management of exceptions—all contributing to better service levels and lower operational friction.
5. With the growing demand for faster, more visible, and cost-efficient fulfilment, how does Prozo strike a balance between speed and sustainability in its operations?
Efficiency is the bridge between speed and sustainability. Our courier allocation engine evaluates multiple parameters—service lines, pin codes, and turnaround times—to allocate shipments intelligently across partners. This ensures optimal courier selection for each geography and improves on-time performance while reducing inefficiencies.
Inside our fulfilment centres, we are investing in energy-efficient infrastructure, including motion-sensitive LED systems and solar panel installations that harness renewable energy. These measures reduce our carbon footprint and energy costs over time while contributing to a safer, more sustainable workplace environment.
6. Prozo has often spoken about building “enterprise-grade supply chains” for businesses of all sizes. How do you translate that philosophy into on-ground execution and customer experience?
At Prozo, “enterprise-grade” means scalable, reliable, compliant, and tech-enabled fulfillment that delivers consistent performance across every node of our network. It’s not just about size—it’s about giving every client, whether a digital-first D2C brand or a large enterprise, access to the same infrastructure, systems, and visibility.
We ensure this through standard operating procedures, safety norms, and audit mechanisms across all sites. Our technology backbone—spanning the WMS, ProShip and Control Tower — ensures traceability for every order, movement, and inventory update. This consistency enables smaller brands to scale with confidence and larger enterprises to maintain reliability across a distributed, multi-node supply chain.
7. Finally, what are the next focus areas for Prozo—geographically, technologically, or operationally—as you look to strengthen your national presence in 2025 and beyond?
We are expanding on all fronts. In the last twelve months alone, we have opened, on average, one fulfilment centre every month—reflecting the growing trust of our clients and the scalability of our model. Geographically, we are deepening our presence across high-potential production and consumption clusters.
Technologically, our focus is on strengthening our proprietary ProWMS and ProShip, expanding integrations with leading ERPs and OMS platforms, and enhancing our Control Tower’s analytics capabilities. These upgrades enable deeper visibility, predictive monitoring, and stronger exception management.
Operationally, we continue to pull all levers—technology, process, and people—to deliver cost and SLA excellence. As we scale, we remain committed to building a network that is not just larger, but smarter, safer, and more sustainable.