In an exclusive discussion with Ankitt Y from Entrepreneur News Network, Umang Shukla, Co-founder of Edgistfy, shares deep insights into the evolution of India’s supply chain ecosystem, the critical gap between technology and operations, the rise of quick commerce, and how AI is fundamentally changing warehouse execution.
From building a B2B engine contributing 60% of company revenue to tracking 10 operational touchpoints per order using AI, Shukla explains why the next decade in logistics will belong to companies that merge technology and execution — not treat them as separate silos.
You built a high-performing B2B vertical early in your career. How did that experience shape your approach to building a supply chain startup?
Umang Shukla: Within 8–9 months, we had built a 30–40 member team running operations independently. That was the stage when we formally launched our B2B vertical. The focus was primarily on automotive after-sales services, working with brands such as Pulao, Meru Cabs, Zoomcar, and multiple car manufacturers.
I led the entire B2B vertical from scratch. By the time I exited, B2B was contributing approximately 50–60% of the organization’s total revenue. What made it scalable was relationship capital — I already had deep operational linkages with garages, which allowed smoother execution and recurring business through structured public POs.
It was lean — just one additional team member and me managing the entire B2B pipeline. That phase taught me how revenue concentration works, how operational bottlenecks emerge, and most importantly, how systems must be built for scalability, not just survival.
What made you pivot toward supply chain as a core problem worth solving?
Umang Shukla: The shift came from exposure to backend supply chain system design at large enterprises. We realized supply chain is one of the largest industries globally — yet paradoxically fragmented and inefficient.
Our initial thesis was to create a unified ecosystem platform — where stakeholders could discover warehouses, identify service providers, and access allied operational services in one place. The long-term vision was to integrate transportation aggregators and create a fully connected ecosystem for supply chain design.
Revenues started flowing, but momentum wasn’t sharp enough. In the startup ecosystem, growth velocity determines investor confidence. If you cannot demonstrate exponential scalability, capital becomes expensive. That realization forced us to re-evaluate.
How did COVID reshape your strategy and lead to the current tech-first model?
Umang Shukla: COVID gave us time to reflect deeply. While building the ecosystem platform, we identified a fundamental issue — tech-savvy entrepreneurs were largely absent from warehouse operations.
Warehousing was treated like a commodity service: “Give the warehouse, run the warehouse.” But in reality, warehouse design and operations are scientific. Globally, researchers pursue advanced studies just to optimize layout efficiency.
The larger insight was this: technological evolution across industries has accelerated, but supply chain has absorbed it slowly. Even AI adoption in operations remains limited.
We believed true transformation requires fusion — not integration, but fusion — between technology and operations. Technology must trigger operational decisions, and operational realities must feed back into technology systems. Without this two-way dynamic, transformation remains incremental, not exponential.
That thesis became the foundation of our current model.
Have you raised funding, and where is the company headquartered?
Umang Shukla: Yes, we have raised funding. Across our earlier and current models combined, we have secured approximately $2.8 million in aggregate capital.
We are headquartered in Mumbai.
AI is now central to every tech conversation. How exactly are you applying AI in warehousing operations?
Umang Shukla: Even before AI became mainstream, we believed technology should empower operations — not merely digitize them.
AI enables natural language communication with systems. Traditional machine learning focused on data pattern recognition, but AI today understands context and intent.
We built our backend architecture in anticipation of such capabilities. Our communication stack integrates email systems, task management, escalations, and operational workflows into a unified control layer.
For example:
- Emails are automatically parsed.
- Tasks are generated without manual input.
- Escalations are flagged proactively.
- Missed responses are tracked.
- Invalid information is identified.
On the warehouse floor, we use face recognition-based login systems. There is no manual authentication. Workers are automatically mapped to tasks. This enables true one-to-one accountability.
Previously, efficiency tracking happened at the order level. Now, we track 10 micro touchpoints per order — from picking to packing to dispatch sequencing.
If an order must ship at 2 p.m., the system reverse-engineers dependencies. If picking hasn’t occurred by 12:30 p.m., the system flags potential failure. This predictive exception management transforms reactive warehousing into proactive execution.
What about robotics and automation in warehouses? Is that part of your roadmap?
Umang Shukla: Automation must make economic sense. Most of our customers are D2C brands. Until the cost per order of automation is lower than human labor, large-scale robotics does not become viable.
Automation works in mega facilities of 4–5 lakh square feet handling extremely high volumes. 9k–10k orders monthly cannot justify such capital expenditure.
Even major fulfillment centers continue to rely heavily on human picking and packing. So automation is contextual, not universal.
What differentiates your model from traditional 3PL players?
Umang Shukla: Two fundamental differentiators:
1. Tech-Ops Fusion
Most logistics companies treat technology and operations as separate departments. We treat them as interdependent systems designed to empower each other.
2. Focus on the 1–10 Growth Phase
Startup journeys follow three stages:
- 0 to 1: Product-market fit
- 1 to 10: Growth acceleration
- 10 to 100: Enterprise structuring
Shiprocket solved for 0–1. Traditional 3PLs serve 10–100. But brands in the 1–10 phase — chaotic, scaling fast, SOP-light — lacked tailored infrastructure.
We currently execute end-to-end supply chains for 5–6 brands in the ₹500–2000 crore ARR bracket and serve approximately 70 customers overall.
How has quick commerce reshaped supply chain expectations?
Umang Shukla: Quick commerce has fundamentally altered consumer behavior.
Earlier:
- Offline = instant
- E-commerce = planned
Now:
- Quick commerce = instant, without planning
Patience levels are shrinking. That behavioral shift demands hyper-responsive supply chains.
We have run dark stores for Zepto, Flipkart Quick, and Fraazo. Dark stores operate on strict replenishment cycles. Missing a PO appointment can mean product delisting.
Speed, adaptability, and execution discipline became part of our DNA because we scaled in this environment.
Are you profitable at this stage?
Umang Shukla: At a gross level, we are profitable. However, because we are investing heavily in building proprietary technology infrastructure, we are not EBITDA positive yet.
Most of our capital is being reinvested in long-term scalable systems.
Looking ahead 5–10 years, how will AI redefine warehousing and fulfillment?
Umang Shukla: We are living in one of the most disruptive technological eras. Disruption creates opportunity.
In just 6–7 months, AI has changed how I analyze operations by at least 5–10x. Earlier, we tracked order-level efficiency. Now we track micro touchpoints per transaction.
If AGI materializes in the next few years, job roles will shift dramatically. Ironically, white-collar roles may face disruption before blue-collar roles.
Warehousing will move from reactive to predictive, from opaque to hyper-visible, from manual oversight to algorithmic intelligence.
The companies that survive will be those that build transformative systems — not incremental improvements.
Ruchi Kumar is the associate editor at Entrepreneur News Network and TVW News India, where she leads editorial strategy, brand storytelling, and startup ecosystem coverage. With a strong focus on innovation, business, and marketing insights, he curates impactful narratives that spotlight India’s evolving entrepreneurial landscape.