Prozo’s full-stack position was born out of lived experience.
Dr. Ashvini Jakhar Prozo CEO
In this exclusive interview with Mid-Day, Dr. Ashvini Jakhar, Founder & CEO of Prozo, shares how the company is redefining India’s supply chain landscape through a tech-led, SLA-first, full-stack platform. From enabling flexible, pay-per-use warehousing models to supporting hyperlocal and QuickCommerce growth, Prozo is bridging the gap between agility and scale for brands across sectors. Dr. Jakhar also speaks about grassroots employment, omnichannel fulfilment, and the future of intelligent, responsive supply chains in a rapidly evolving consumer ecosystem.
Q1. Prozo has built a strong position as a full-stack supply chain platform. What are the key factors that have driven this growth in recent years?
Prozo’s full-stack position was born out of lived experience. We began in the e-commerce reseller and publishing space, running our own warehouses and fulfillment operations. That ground-up exposure revealed a structural gap in the market: high-growth digital brands wanted enterprise-grade infrastructure, flexible commercial models aligned to their scale curve, and modern tech for multi-channel growth-while large enterprises had assets and processes, but struggled with technology agility and SLA-led execution across new demand surfaces. We built Prozo to bridge that divide.
Today, Prozo operates an SLA-first, integrated supply chain platform offering end-to-end warehousing and logistics under one orchestration layer. Our warehousing network spans ~2.2 million sq. ft. across 43 Grade A locations in shared, dedicated, and managed formats-giving brands the choice of pay-per-use elasticity or cost-based structured models. On the logistics side, we aggregate pan-India B2B and B2C movement through 15+ national and regional partners, enabling reach to 24,000+ pin codes with same-day and next-day delivery capabilities where network density supports those SLAs-so clients don’t need to stitch together multiple vendors to achieve speed with scale.
The engine behind all this is our proprietary tech stack: ProWMS (multi-channel, high-SKU inventory management), ProShip (carrier selection, label generation, transit optimization across modes), and a real-time Control Tower that unifies visibility, intelligent order routing, SLA governance, exception management, and performance analytics across nodes and channels. This stack lets a brand flex volumes, add channels, or stand up new facilities without losing control, compliance, or speed.
These capabilities now support 150+ brands-from high-velocity disruptors like The Minimalist, Neemans, and Traya to digital enterprises like PhonePe, and established names across categories including Baidyanath, Reliance group companies, Tata Consumer Brands, and McGraw Hill. Our growth has been driven less by blitzscaling capital and more by solving real operating pain with an SLA-obsessed, tech-led, flexible network.
Q2. The pay-per-use logistics model is gaining traction in India. How is Prozo enabling this transition for large enterprises that traditionally operated on fixed-cost models?
For decades, large enterprises locked into long-term, fixed-capacity warehousing and cost‑plus logistics contracts-often sized for peak volumes and multi‑year growth assumptions. That structure worked when demand was relatively predictable. In today’s world of promotional spikes, seasonal swings, channel fragmentation, and SKU proliferation, those fixed cost bases are turning into anchors. Leaders now want supply chains that scale with the business-not ones the business has to carry.
The playbook that once powered agile D2C brands-use only what you need, when you need it-is now being adopted by enterprise giants. The logic is simple: variable demand calls for variable cost.
Prozo enables this enterprise shift from fixed to fluid in four ways:
- Elastic Infrastructure Without Greenfield Buildouts: Brands can onboard into Prozo’s pan‑India network (shared, dedicated, and managed sites) and right‑size footprint dynamically rather than locking multi‑year blocks of space. Capacity can be dialed up for seasonal peaks and tapered in lean periods.
- Pay-Per-Use Commercial Constructs Mapped to Utilization: Storage, handling, and throughput can be aligned to actual volume consumption. Hybrid models-baseline committed + elastic burst-let enterprises control unit economics while shedding stranded costs.
- Enterprise-Grade Governance & Compliance: One reason big companies stuck with fixed models was control-audit trails, safety, EHS, data security. Prozo’s infrastructure and processes are built to enterprise standards, supported by SLA-led operating disciplines and a SOC 2–aligned tech environment, so CFOs and compliance teams stay comfortable while costs become variable.
- Unified Tech & Visibility Layer: Our stack-ProWMS, ProShip, and the Control Tower-gives real-time visibility across nodes, channels, and carriers; automates order routing to the optimal site; enforces SLA governance; and surfaces utilization data that ties directly to spend. Finance and ops teams can literally see cost move with activity, making elasticity credible.
How enterprises adopt it: Many start with a carve‑out workload (a region, channel, or new category) in our shared model, validate SLAs and cost alignment, and then migrate additional volumes or convert to a hybrid committed/elastic footprint. Because integrations flow through our orchestration layer, expansion doesn’t require re‑architecting legacy ERPs or WMS stacks each time.
The outcome: a supply chain that remains audit‑ready and SLA‑reliable-but whose cost curve flexes with demand instead of fighting it.
Q3. With brands demanding faster turnarounds and omnichannel fulfilment, how does Prozo’s platform ensure flexibility and scalability across B2B, B2C, and D2C channels?
The foundation lies in decoupling inventory from channels. Most brands still fragment stock-retail vs. marketplace vs. D2C website, and then further split across Amazon, Flipkart, Myntra, Nykaa, etc. That creates stranded inventory, stockouts in one channel while another sits heavy, and slow rebalancing.
Prozo solves this with a shared inventory backbone orchestrated by our integrated Order Management + Warehouse Management stack (ProOMS + ProWMS). Orders from all connected channels flow into a single decision layer; the system auto-routes each order to the optimal fulfillment node (nearest live Prozo FC for that brand, capacity-aware, SLA-aware) rather than to a channel‑locked stock pot. The same physical SKU can ship B2B to a distributor in the morning, be picked for a marketplace B2C order at noon, and support a regional replenishment or local fast‑ship node later that day-drawn from one pooled view.
Speed with control comes from our real-time Control Tower. It continuously monitors order ageing, carrier cut‑offs, capacity thresholds, and SLA commitments across channels. Predictive breach flags surface orders trending late before they miss SLA; the system (and our ops teams) can then escalate, re-sequence picks and rebalance from alternate FCs. During demand surges or sale events, this lets us triage intelligently-protecting priority SLAs and high-velocity SKUs without manually firefighting across disconnected systems.
Scalability is built in: brands can start in one node and light up additional Prozo locations without redesigning their tech flow; integrations are already mapped to our orchestration layer. As volumes grow-or new channels (marketplace launch, quick-turn urban fulfilment, B2B expansion) get added-the same pooled inventory logic and SLA governance extend across the network. That’s how we support multiple brands operating inside our warehouses with consistently faster turnarounds and unified customer experience across B2B, B2C, and emerging hyperlocal promise windows.
Q4. Can you share examples of how Prozo has helped high-growth D2C brands through integrated fulfilment?
For most D2C brands, growth outpaces the backend. Early demand is patchy-clustered around a few metros, marketplaces, or campaign spikes-so brands stitch together regional 3PLs, in‑house rooms, and marketplace‑managed stock. As they scale, that fragmentation becomes the brake: inconsistent SLAs, stockouts in one channel while inventory is trapped in another, manual reconciliations, and no clean path to national reach.
Prozo’s model is built to align the supply chain with the brand’s growth curve. We give emerging and mid‑scale D2C brands access to enterprise‑grade warehousing capacity across a pan‑India network on flexible commercial terms, so they’re not forced into long, fixed commitments before demand justifies it. As volumes build, brands can light up additional Prozo locations, shift capacity, or cluster inventory more strategically-without making major modifications to their existing operating model.
Equally important: being omnichannel from Day One. Through our integrated tech stack-ProWMS plus an OMS orchestration layer-inventory is exposed across channels (marketplaces, brand D2C site, B2B/modern trade, regional distribution) from a unified view. A single SKU can serve B2C e‑commerce, B2B replenishment, retail dispatch, or fast‑ship nodes from the same pool, improving working capital turns and in‑stock rates during scale.
We also meet brands where they are technologically by integrating seamlessly with the platforms they already run-SAP, Unicommerce, EasyEcom, Increff, Vinculum, and other leading commerce & ERP environments. Our ground operations teams are trained on these systems, shortening onboarding, preserving data continuity, and reducing the change‑management burden for brand teams.
Brands such as The Minimalist, Traya, FanCode, and Comet Shoes have leveraged this combination of flexible access to enterprise‑grade facilities, omnichannel inventory pooling, and SLA‑driven execution as they moved from fragmented early setups to national, multi‑channel growth on the Prozo platform.
The result: D2C brands growing on Prozo see their supply chain stop being a bottleneck and start acting as a growth lever-supporting national reach, multi‑channel expansion, improved SLA adherence, and better inventory productivity as demand scales.
Q5. Employment generation through warehousing and logistics is often overlooked. How is Prozo contributing to grassroots job creation in tier 2 and tier 3 cities?
The logistics sector is one of the most significant employment generators in India, yet most conversations around it remain focused on automation, real estate, or delivery timelines. At Prozo, we have always believed that the human engine behind supply chains deserves just as much attention.
We currently have over 500 full-time employees and engage more than 2,500 contract workers across our warehouse network. Many of these roles are filled by youth from tier 2 and tier 3 towns. We invest in onboarding, on-the-job training, safety protocols, and upskilling programs. Internal mobility is also encouraged.
This focus on grassroots talent stems directly from my own journey. I was born in Bhurawas, a small village in Jhajjar, Haryana. From the Indian Navy to ISB to founding Prozo, my trajectory represents the potential that lies outside India’s metros. We see logistics as a national employment engine.
Q6. With more brands turning to dark stores and hyperlocal delivery, how is Prozo enabling this shift operationally and strategically?
When a brand decides it wants delivery measured in hours, not days, the roadblock is usually execution: finding in‑city storage, staffing it, wiring it to systems, replenishing it reliably, and holding multiple local partners to one service standard. Prozo turns that complexity into a plug‑in program.
Launch Fast, One Contract. We aggregate proven dark store & hyperlocal specialists across major metros (Blitz, ElasticRun, Shadowfax, Pidge, Shiplog, others) under a single Prozo agreement. No multi‑vendor chase.
City Nodes on Tap. Need to switch on Mumbai, Delhi NCR, or Bangalore? We stand up dark store nodes drawn from our partner network; your catalog, cut‑offs, and pack standards are mapped once.
Fed From Your Regional Backbone. Inventory flows from Prozo’s ~2.2M sq. ft. regional warehouses (or your existing warehouse if you prefer). Replenishment cadences, pack materials, and RTO loops are centrally coordinated so shelves stay selling.
Tech Fit Without Rebuild. Dark Stores are configured as fulfilment nodes in our SuperWMS or connected through the OMS you already run-Unicommerce, EasyEcom, SAP (current live integrations). Additional connectors can be scoped if needed.
Operational Clock Discipline. We operate defined intraday order‑capture / pickup windows so brands can align marketing promise (2–4 hr, 8‑hr same‑day, evening cut‑off) with execution reality. Exceptions surface centrally.
Hyperlocal Control View (Rolling Out). Dashboards show order intake by slot, pickup adherence, rider dispatch status, delivered‑within‑promise %, and RTO spikes-across all active cities-so you actually manage speed, not just promise it.
Scale Path Built In. Start light (≥20 orders/day per node), prove demand, then densify and/or graduate high‑volume metros into dedicated dark stores without switching platforms or renegotiating tech flows.
Net effect: You add ultra‑fast urban promise windows-2–4 hr in dense zones, 8‑hr same‑day, next‑day tiers-without building city infrastructure, re‑plumbing systems, or herding local operators.
Q7. What steps has Prozo taken to solve the challenges of inventory fragmentation in the QuickCommerce ecosystem?
After listing across QuickCommerce and marketplace express programs, many brands discover the downside: hundreds of scattered micro‑stock points, no unified visibility, working capital trapped, and uneven service. Q7 is not about launching new dark stores-it’s about bringing order to what’s already fragmented.
See Everything in One Pane. Prozo models every Prozo‑managed warehouse & dark store and any connected brand nodes (via Unicommerce, EasyEcom, SAP; further systems on request) into a central data layer surfaced in our Control Tower. You finally see where inventory sits, how long it’s been there, and how it’s moving.
Policy Layer for Fragmented Networks. Once visible, we help brands define rules: minimum/maximum stock cover per platform node, expiry guardrails, pullback triggers, and replenishment frequency. The system pushes replenishment nudges or recall alerts so inventory doesn’t die unseen in long‑tail locations.
SKU Prioritization Based on Demand Velocity & Holding Cost. QuickCommerce nodes are expensive places to park slow movers. We benchmark what sells quickly in each micro‑market and what it costs to hold there; high‑velocity SKUs get in‑city placement, while low‑velocity or bulky items stay upstream in regional warehouses. This keeps working capital tighter and reduces write‑offs.
Save‑the‑Sale Routing. If a fast‑ship node can’t fulfil, configurable hop rules escalate to a backup (secondary node, regional warehouse) before the promise window is lost-helping protect conversion and customer experience.
Performance Governance Across Partners. Because Prozo aggregates multiple fulfilment + last‑mile relationships, we monitor SLA drift, weight discrepancies, and RTO spikes centrally. Underperformance triggers intervention: rebalancing volume, separating storage from delivery, or tightening replenishment rhythm.
Outcome: You keep the consumer speed advantages of QuickCommerce while regaining visibility, working‑capital discipline, and SLA control across a patchwork of express programs and micro‑nodes.
Q8. How do you see the Indian supply chain ecosystem evolving over the next 3–5 years, and where does Prozo fit into that future?
The next three to five years will mark a decisive shift in how India’s supply chains are evaluated. The question will no longer be, “How big is your network?” but “How intelligently does it respond to change?” Infrastructure without agility will be a drag. Capacity without control will be a liability.
As brands diversify their routes to market such as D2C, QuickCommerce, social commerce, retail, export, they will need a supply chain that can move at the speed of business logic, not operational inertia. Prozo is built for that reality.
We offer infrastructure that flexes, systems that talk across channels, and a control layer that enables real-time decisions at SKU and pin code levels. SLA adherence excellence continues to remain our guiding light.
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