We work on supply chains specifically; we simplify Bangladesh’s supply chain for retailers. 29 hubs across Bangladesh are consistently helping us to distribute FMCG products to deliver goods to MSMEs’ doorsteps. Through all the years, we have attained knowledge to create a more enhanced experience for our MSMEs.
So, within 5 years of doing the distribution business, what did we learn? We learned about—
1. Hyperlocal Distribution is King
2. Technology Adoption is a Must
3. Cash Flow is the Lifeline of MSMEs
4. The Monsoon Blast
5. Product Mix Optimization
6. The Human Elements
Bangladesh is a diverse country with unique consumption patterns, seasonal demands, and logistical challenges. What works in Dhaka doesn’t necessarily work in Sylhet or Chittagong. By establishing 29 strategically located hubs, we discovered that proximity isn’t just about reducing delivery time; it is about building trust and understanding local market dynamics through retailers.
Let’s put some spotlight on these points, because we know what we learned. But we want to clarify for your understanding.
Lesson #1: We should not focus on the geographical distance only; rather, we should understand local nuances.
Bangladesh is a diverse country with unique consumption patterns, seasonal demands, and logistical challenges. What works in Dhaka doesn’t necessarily work in Sylhet or Chittagong. By establishing 29 strategically located hubs, we discovered that proximity isn’t just about reducing delivery time; it is about building trust and understanding local market dynamics through retailers.
MSMEs prefer working with distributors who understand their specific challenges, from monsoon-related delivery delays to regional festival seasons that spike demand for certain products. Our hub-based approach allowed us to develop this hyperlocal expertise that generic distribution models simply cannot replicate.
Lesson #2: Digital transformation requires patience and persistent education.
Initially, we knew from the beginning that MSMEs would not quickly adapt to digital ordering systems and real-time tracking. Although we knew, reality still taught us a hard lesson. Many of our MSMEs are still uncomfortable with traditional phone-based ordering. So, for them we are initiating face-to-face relationships. But, the hopeful words are that most of our Dhaka-based MSMEs are now comfortable with the digital solutions that we provide through our Priyoshop App. By training our sales representatives to use digital tools while maintaining personal connections with the MSMEs, we achieved higher adoption rates. Today, a large number of MSMEs are ordering through our digital channels, and still the human touch remains integral to our success.
Lesson #3: Fintech solutions terms can make or break small businesses.
Our most significant learning and understanding was that MSMEs lagged behind financially. These businesses often operate on tight margins with irregular income patterns. And traditional and unconventional finance are strangling them every single day.
We developed a flexible payment ecosystem that includes:
- Credit payment options for cash-strapped businesses.
- Seasonal adjustment periods during slow months.
- Credit scoring is based on purchase history rather than traditional banking metrics.
- Emergency stock programs for urgent requirements.
- With Brac, Lanka-Bangla, MasterCard, and recently Community Bank, quick loan disbursement is up to 50,000 TK.
Lesson #4: Your supply chain is only as strong as its worst weather day.
Bangladesh’s monsoon season provided us with annual stress tests that shaped our operational resilience. We learned that having alternative routes, waterproof storage facilities, and flood-contingency plans isn’t optional—it’s essential for survival.
Our investment in weather-resistant infrastructure and real-time route optimization technology paid dividends not just during monsoons but throughout the year. MSMEs began to see us as a reliable partner who could deliver even when others couldn’t.
Lesson #5: One size fits none, product mix must reflect local demand.
Through our 29 hubs, we discovered that product preferences vary dramatically across Bangladesh’s regions. Rural areas prioritize essential items with longer shelf lives, while urban centers demand variety and premium products. Coastal regions require different inventory during fishing seasons, and agricultural areas have distinct consumption patterns aligned with harvest cycles.
We learned to customize our product mix with their desired brands based on local demand patterns rather than pushing a standardized catalog nationwide. Our data analytics now track regional preferences, seasonal variations, and emerging trends at the hyperlocal level. This approach reduced dead inventory and significantly increased customer satisfaction from their local retailers.
The key insight was that MSMEs know their customers better than anyone. By listening to their feedback and analyzing purchasing patterns at each hub, we could anticipate demand fluctuations and adjust our inventory accordingly. This collaborative approach turned our retailers into strategic partners rather than just distribution customers.
Lesson #6: We definitely depend on technology, but we must nurture our human relationships.
Despite all our digital innovations, we learned that the human element remains the cornerstone of successful supply chain operations in Bangladesh. Trust is built through consistent personal interactions, understanding cultural nuances, and showing genuine care for MSME success.
Our hubs have developed strong personal relationships with retailers. They remember retailers’ names, their family members’ names, and how they are doing; understand MSMEs business challenges; and provide support beyond just product delivery. These relationships create loyalty that transcends pricing and convenience.
We discovered that MSMEs are not only looking for distributors; they also want partners who understand their journey. Our sales representatives and leadership team often become business advisors, helping retailers optimize their store layouts, understand market trends, and even navigate regulatory requirements. This human-centric approach has been our biggest differentiator in a market where many competitors focus solely on operational efficiency.
Building on Our Foundation
These five years have taught us that successful supply chain management in Bangladesh requires a delicate balance of technological innovation and human connection. Our 29 hubs are not just distribution points; they are relationship centers that understand local markets, weather patterns, cultural preferences, and business cycles.
As we look toward the future, we are committed to expanding this model while maintaining the personal touch that has defined our success. We’re investing in predictive analytics to better anticipate demand, exploring sustainable packaging solutions for monsoon resilience, and developing new fintech partnerships to further support MSME growth.
The Bangladesh market is complex, challenging, and incredibly rewarding. Every lesson we’ve learned has made us more resilient, more understanding, and more committed to simplifying supply chains for the businesses that form the backbone of our economy.
Our journey continues, and we are excited to see how these lessons will shape the next chapter of supply chain innovation in Bangladesh. The MSMEs we serve deserve nothing less than a distribution partner who truly understands their world and we’re honored to be that partner.