Baskit puts your brand on every shelf

Most technology stories start with an app you can see. This one starts with something you can't: the truck that leaves a warehouse in West Java before dawn, the wholesaler working a 5% margin, the box of shampoo that has to change hands four times before it lands on a shelf in a shop the size of a parking space. That invisible middle - the part of the economy no one photographs - is where Baskit decided to build.

Baskit is a supply-chain company, headquartered in Singapore and operating deep inside Indonesia, that helps consumer brands scale their distribution. It sells software, logistics support, and credit as one bundle. The pitch is unusually blunt about its own market: distribution in Indonesia is fragmented, offline, cash-heavy, and slow, and the people running it are not the problem to be removed. They are the network to be upgraded.

That framing matters, because it is the opposite of the usual startup instinct. The founders did not set out to replace the middleman with an algorithm. They set out to hand him better tools.

01 / The ProblemThe economy that runs on paper

Somewhere between 40% and 50% of a Southeast Asian economy's GDP moves through its supply chains. In Indonesia - thousands of islands, hundreds of thousands of small distributors - that movement is astonishingly manual. Orders are taken by phone. Inventory lives in a notebook. Payment terms are a handshake. And the distributor in the middle, the one connecting a brand to the corner store, typically survives on a margin of 3% to 7%.

On a margin that thin, waiting 60 days to get paid is not an inconvenience. It is an existential threat. Access to affordable working capital, not fancier software, is the constraint that decides whether these businesses grow or stall.

Baskit's founders saw two broken things at once: distributors couldn't see or manage their own operations, and they couldn't get money to run them. Fix only the software and you've built a nicer dashboard for a business still starved of cash. Fix only the financing and you've lent money into a black box. Baskit's bet was that you have to do both, together, or neither really works.

02 / What It DoesOne platform, three jobs

The company packages its offer into a distribution operating system. The Baskit Business Suite gives brands and distributors real-time visibility over orders, payments, inventory and delivery - turning the notebook into a live system, and simplifying both modern and general trade from the moment a product is listed to the moment it hits a retail shelf.

Sitting inside that suite is Baskit Boost, the embedded financing product. It funds production, packaging and logistics so a brand or distributor doesn't have to freeze while waiting on cash. This is the piece that turns Baskit from a software vendor into an infrastructure company - credit isn't a bolt-on feature here, it's arguably the product.

On top of both, Baskit layers go-to-market services - verified partner access, warehousing and logistics pooling, last-mile delivery, merchandising - and, more recently, agentic AI tools for smarter targeting and risk assessment across the network.

03 / Who Uses ItBrands that want the shelf, not the headache

Baskit's customers are fast-growth consumer brands - across FMCG, beauty and personal care, fashion, and home and living - plus the distributors, wholesalers and retailers who carry their goods. The company says it works with more than 50 brands and roughly 9,950 distribution partners, with named customers including SOULYU, MOTI, RINTIK, Perfect White and Buttered.

The through-line in their testimonials is relief. One brand, Perfect White, describes reaching over a thousand resellers nationwide. Another puts the shift more plainly.

04 / The ModelSoftware, services, and a balance sheet

Baskit runs a hybrid model - part SaaS, part commercial services, part lender. It earns from platform and service fees for distribution management, logistics and merchandising, and from financing margins on Baskit Boost, funded through partnerships with P2P lenders and traditional banks. It sits in the middle of the flow, between the brand that makes the product and the distributor who moves it.

That middle position is deliberate. Pure software companies in this space struggle to change behavior; pure lenders struggle to see risk. By operating the workflow and the credit at once, Baskit gets the data to price the loan and the loan to justify the software.

05 / The MoneyFrom order app to profitable OS

The company launched in Singapore in 2022 - a simple order platform, at first. In 2023 it entered Indonesia, onboarded more than a thousand distributors, and raised a $1.5M pre-seed followed by a $3.3M seed round led by Betatron, with Forge Ventures, 1982 Ventures, Investible, DS/X, Orvel and businessman Michael Sampoerna joining. In its early stage it reported month-on-month revenue growth above 70%.

By 2024 it had built national sales infrastructure and, notably for a supply-chain startup, reached profitability. Then in April 2026 it closed the first tranche of a $4.4M Series A led by Cento Ventures, with Analog Ventures, Kaya Founders and Orvel Ventures - bringing total funding above $10.6M, earmarked to scale offline trade.

06 / The EdgeWhy the middleman, not against him

Most B2B commerce startups in Indonesia - GudangAda, Ula and others - have tried to compress the supply chain, cutting layers to lower prices. Baskit's differentiator is temperamental as much as technical: it treats the fragmentation as a feature of the market to be served, not a bug to be deleted. The middlemen carry relationships, credit, and last-mile reach that are hard to rebuild from scratch, especially across thousands of islands.

The founders come by this view honestly. CEO Yann Schuermans learned how Indonesian FMCG logistics actually work from the inside, at AB InBev, before leaving to fix them - the kind of unglamorous domain knowledge that's difficult to fake. He built the company with co-founders Yoonjung Yi (CBO) and Abhishek Pansari (COO).

07 / The CultureSix lines on a wall

Baskit's stated operating values read like a list you'd post above a warehouse door: Customer First, Always. Own the Outcome. Clarity is a Superpower. Raise the Bar. Win Together. We Protect What We Build. For a company whose product is other people's reliability - goods arriving, invoices clearing, credit repaid - that last line does a lot of work.

08 / The MarketWhere it sits

Indonesia's B2B ecommerce and distribution-tech sector is crowded and, after a few boom years, more sober about unit economics. Baskit's positioning - profitable, financing-led, and cooperative with existing distributors - is a bet that the durable winners here won't be the ones who spent fastest, but the ones who plugged into how trade already works. The real economy of goods on shelves rarely gets venture attention. Baskit is wagering that's exactly where the leverage is.