How TruKKer plans to expand rapidly within the MENA region

How does TruKKer’s business model differ from that of the competition?
Our people are at the heart of our business, technology, and everything else. Naturally, our innovations are human-centric, meaningful, and assume greater responsibility in problem-solving. The unique blend of people and tech not only exposes us to limitless possibilities, but we also look at the traditional challenges through a new lens.

Another differentiator is our real-time approach. From load allocation and instant pricing to performance metrics, the platform prompts the best possible actions instantly. Shippers don’t run to multiple providers for best quotes anymore and carriers no more anticipate loads with uncertainty. Everyone enjoys end-to-end asset visibility and transparency. We’re introducing shared efficiencies to our customer’s supply chains.

Give us a business overview of the company.
The total funding is confidential. We are active in eight markets including Pakistan, post the acquisition of TruckSher. We have a unique scalability approach and successful launch playbook that allowed four market launches in one month. We have a fleet size of over 40,000 vehicles.

What are some of the biggest challenges you are currently facing as part of your expansion drive?
MENA’s freight market is remarkably promising, yet innately complex in terms of demography and business practices. The chronic tech reluctance has cost the landscape its flexibility and imposed monolithic trade norms. The trade arteries need new lifeblood to thrive.

We blend our local business expertise and tech proficiency to heal the market right from the core. Our real-time and platformisation approach works in chorus to dispose any telltale friction between demand and supply. Besides, our diverse workforce uncovers newer vantage points for the local markets so that our solutions are relevant and counter any roadblock.

Have there been any permanent changes you’ve introduced to TruKKer’s business model and strategy as a result of the pandemic?
Black Swan events like the Covid-19 pandemic have been a learning experience for us. It double-clicked on ‘resilience’ and its significance to retain ‘business continuity’. Being future-proof is the most important factor. For us, it’s been an extra push to what we were underway with already. Our data-led innovations allow us to perform in real-time as it cross-references and analyses millions of data points. And thanks to our diverse truck network that stood up in times of crunch, TruKKer was always able to address any on-demand load request, though there were some surges. But now we have enough data points to meet any sudden downtimes.

What is the untapped potential you see in the markets you are currently operating within to further grow the business?
We presume asset-light business models to be on steroids going forward. Asset sharing, or in which ever way freight platforms continue to aggregate vehicles, means improved incomes for drivers and maximum output for businesses. In the middle, digital freight platforms can benefit from a 24×7 available capacity and unquestionable efficiency. It will also spark additional opportunities across the supply value chain. For example, businesses would significantly reduce empty miles with promised backloads; load sharing could open up new business relationships; and real-time allocation and pricing would bring the balance back.

What are the future expansion plans for TruKKer?
The TruKKer digital freight network is creating huge amounts of data that will drive the next stage of innovation, product development, and growth. We will continue to remain focused on the mobility sector and keep identifying automation, digitisation, and improved user experience opportunities. We believe that our solutions and products are creating a more optimised ecosystem with multiple socio-economic impacts on the community, its wellbeing, and its environmental sustainability. We’re also going to invest heavily into asset improvements in North Africa.