Most great B2B companies aren’t “idea-first.” They’re built by teams who stay in a messy market long enough to see what actually works and what doesn’t.
SuperProcure is one of those stories. Two siblings who spent more than a decade in logistics, tried the obvious marketplace play, realised the bottleneck was somewhere else entirely, and then rebuilt from the inside out.
The First Attempt: Building TruckHall
Back in 2015, “Uber for X” was the dominant narrative in logistics. The thinking went that if only one could match trucks and loads more efficiently, it was possible to fix most of the industry’s problems.
Anup Agarwal and Manisha Sharaf launched TruckHall, a marketplace connecting shippers and transporters to match loads with available capacity.
As they worked with manufacturers, a different problem kept surfacing. Dispatch teams were juggling WhatsApp, Excel and calls just to get trucks in and out of plants. Plants inside the same company followed different processes with little central visibility, and finance teams were still chasing paper PODs and reconciling freight manually.
TruckHall could help find a truck but it could not fix this internal workflow chaos. By mid 2017, the founders decided to ramp down the marketplace and focus on the deeper operational problem inside the enterprise.
The Pivot: From Marketplace to TMS++
In 2017, the team pivoted to building the execution infrastructure they’d seen missing on every shop floor.
SuperProcure was born as an integrated transport management system for manufacturing logistics. It was built on the simple insight that manufacturers don’t just need help “finding trucks”. They need a system of record and coordination for everything that happens before and after a truck is contracted.
The early product work focused on what they’d watched teams struggle with in real life:
- Spot and contract freight procurement, where rates are negotiated daily and contracts are honoured loosely
- Dispatch planning and in‑plant workflows, where gate‑in, loading, documentation, and gate‑out need tight orchestration
- Shipment tracking, across a mix of GPS, FASTag, and telecom data
- Freight settlement, where contracted rates, accessorials, and actual trips rarely align cleanly
Over time, the founders started to describe what they were building as “TMS++.” A workflow engine that:
- Keeps procurement, planning, execution, and accounting on one modular SaaS stack
- Integrates deeply with SAP, ERPs, CRM, WMS tools, and public infrastructure like FASTag, Indian Railways, telecom networks, and Vaahan
- Is configurable enough to reflect how Indian plants actually run, not how a global product assumes they should
Two design choices came directly from the TruckHall years:
- Modularity by necessity: The team had seen how hard it was to “rip and replace” logistics systems. So SuperProcure was built to land with one module or one plant (for example, spot procurement) and then expand into dispatch, in‑plant workflows, and freight accounting as trust was earned.
- Multi‑enterprise collaboration: Working with transporters earlier had taught them that any solution that ignores the transporter’s reality will get bypassed. SuperProcure’s model brings transporters onto a shared platform with manufacturers, creating a network where contractors who work with multiple shippers can operate through a single interface.
What 13 Years in Logistics Gave the Founders
Staying in the same problem space for more than a decade gave the founders advantages that are hard to compress into a pitch deck.
- Knowing what really matters
Years in control rooms and transport offices taught them which features were “demo candy” and which ones actually changed behaviour. That is why they invested early in in‑plant workflows and reconciliation instead of only dashboards.
- Relationships they could return to
TruckHall helped them build a network across manufacturers and transporters. When they came back with SuperProcure as a pure software product, they were returning to people who had already seen their work in the space.
- Conviction from the marketplace phase
Living through the limits of a pure marketplace gave them clarity on where not to build. They did not chase another transactional business and instead focused on being the infrastructure logistics teams use every day.
- A founder pair that fits the problem
That combination shows up in product decisions that are both operationally grounded and commercially aware.
Today, they lead a 170+ person team with a deliberate tilt toward R&D/tech and implementation/customer success. It’s a team built to handle complexity on the ground, supported by leaders focused on technology, supply chain transformation, and delivery.
Why This Matters for Founders
If you are a founder, it is easy in a tough market to think about jumping to a completely new space. Sometimes that is the right call. SuperProcure’s journey shows another option, where you stay with the same hard problem, keep learning, and then change your approach inside the same domain.
A few takeaways from their arc:
- Your first product can be a probe.TruckHall was a way to learn where the real bottlenecks were inside manufacturers, even if the marketplace model itself did not become the long term business
- Strong pivots often move you closer to actual day to day work. SuperProcure sits in the middle of plant operations, control rooms and finance flows, where logistics decisions are actually made
- Domain depth compounds over time. Conversations that started in 2015 still help in 2026 because the team stayed in logistics and kept building on what they were seeing
Why This Matters for Investors
For investors, founder-market fit is often reduced to a line on a CV: “X years in industry Y.” That’s a start, but it’s not enough. The more interesting questions are:
- Did the founders try an initial approach that didn’t scale?
- Do they have a clear, articulated view of why it didn’t work?
- Is the current product obviously shaped by those learnings?
In SuperProcure’s case, the answer to all three is yes. The product’s emphasis on workflows over transactions, its modular land‑and‑expand motion, and its multi‑enterprise design all trace back to lived experience in the same market. That’s what we mean when we say their edge is earned, not inferred.
As VCs, it’s tempting to fall in love with fast pivots and fresh narratives. But some of the most resilient enterprise companies are built by founders who stayed put, absorbed the blows, and then rebuilt better in the same arena.
Why We Backed SuperProcure and What’s Next
At Pentathlon, we look for capital‑efficient B2B Tech companies built by operators who’ve been close to the problem for years. SuperProcure fits that pattern: a TMS++ platform born from a decade of logistics execution.
Our partnership now is about helping them do three things:
- Deepen the product
Invest in AI assisted planning and decisioning and keep strengthening integrations with systems like SAP and public infrastructure such as FASTag and Indian Railways.
- Scale enterprise GTM
Make it easy for large manufacturers to start with one module and one plant, then expand across plants, business units and geographies as value becomes clear.
- Stay disciplined
Grow into the next phase of scale while preserving the operational empathy with logistics teams that made the product work in the first place.
—
If you’re a founder who has lived in a market for years, wrestling with whether to pivot, or have a logistics/supply chain story of your own, we’d love to hear from you.
If you’re an enterprise dealing with logistics complexity day in, day out, SuperProcure’s journey might feel familiar because it was built by people who have been living your reality for over a decade.
