Future of B2B supply chains is digital: Moglix's Rahul Garg

Time of India

6 hours ago

Moglix
, the Singapore-headquartered e-commerce company, is focused on transforming supply chains within the manufacturing and infrastructure sectors. The company, valued at $2.6 billion, currently provides support to over 1,000 large manufacturers and more than 3,000 factories. In an interaction with ET Digital, on the sidelines of an event in New Delhi, Founder & CEO
Rahul Garg
talks about global ambitions, tech strategy, and their $50-million push in Credlix—Moglix's digital
supply chain finance
company in India. Edited excerpts:
ET: What are your criteria for selecting new international markets and assessing readiness for B2B e-commerce?
Rahul Garg (RG):
We follow a structured, research-driven approach. We prioritise countries with growing manufacturing bases, a strong infrastructure focus, and high
digital
adoption; key factors include robust internet connectivity, mobile penetration, and digital payment adoption. Ease of doing business, regulatory clarity, and a predictable policy environment are also essential. Additionally, we assess local talent, logistics capabilities, and economic indicators like GDP growth (gross domestic product) trends and currency stability. Importantly, we gauge procurement maturity and the willingness of enterprises to embrace
digital transformation
.
ET: What opportunities and challenges do you see in emerging markets like the Middle East, Southeast Asia, and Africa?
RG:
These regions offer significant growth, especially with rising industrial activities and digital adoption. In the Middle East and Southeast Asia, infrastructure and SME digitisation are gaining momentum, supported by government initiatives. Africa, with its young, mobile-first population, is also seeing early movement in manufacturing and industrial services.
However, these markets pose unique challenges. The regulatory environments differ significantly. The logistics infrastructure may be underdeveloped, leading to delivery delays. Trust in digital payments is uneven, and cultural differences demand localised strategies. We address these issues by investing in regional partnerships, adapting our tech, and building local capabilities.
Live Events
ET: Moglix recently invested $50 million in
Credlix
. Tell us how this move aligns with your global expansion strategy.
RG:
Our latest bet on Credlix will drive our expansion into the US and Mexican markets, as it plays a crucial role in our global operations. Credlix provides financial tools such as invoice discounting, supply chain finance, and purchase order financing to help in managing working capital. In new markets, these services allow both suppliers and customers to scale confidently. Embedded finance makes procurement more accessible: suppliers get quicker payments while buyers enjoy more flexible terms. This strengthens supply chain reliability and makes entry into new geographies smoother.
ET: How does Credlix's tech edge strengthen your supplier and customer relationships?
RG:
Credlix's presence in over 50 countries boosts our credibility as a global partner. For suppliers, early payments reduce working capital constraints, improving delivery consistency and trust. For customers, especially in capital-heavy industries, Credlix provides flexibility by financing purchases without straining balance sheets. It enables cross-border payments, mitigates currency risks, and ensures timely execution. This resilience and financial support help us maintain consistent service and expand our global footprint.
ET: Tell us about technological innovations tailored for international markets.
RG:
We've invested heavily in adaptable platforms to drive international growth. Our tools include real-time inventory management, AI-driven demand forecasting, and automated procurement workflows. The system supports multiple languages, currencies, and compliance frameworks, making it region ready.
In the Middle East, the platform aligns with local procurement and reporting standards. In Southeast Asia, we've prioritised mobile-first features. Catalogue-based buying, dynamic pricing, and robust analytics offer localised relevance and insight into buyer behaviour and supplier performance. These innovations help lower costs, speed up transactions, and improve transparency.
ET: How do you navigate regulatory challenges in foreign markets?
RG:
Entering new countries involves dealing with complex compliance norms. We tackle this through a mix of local legal partners, compliance consultants, and automated tools that track regulatory changes. Understanding trade policies, customs norms, and content requirements is key, especially in the Middle East and Southeast Asia. Data privacy and e-commerce laws are also evolving fast. To stay ahead, we use localised onboarding, readiness checklists, and flexible models that adapt to regional legal frameworks. This keeps our operations compliant and disruption-free.
ET: What are your target regions for future growth?
RG:
Our
international expansion
depends on a blend of industrial momentum, digital maturity, and regulatory clarity. We look for regions with stable trade laws, efficient logistics, and a supportive financial ecosystem. At the same time, we're mindful of challenges like local regulations, varied customer needs, and tech adoption barriers.
Currently, we operate in the Middle East, the US, and Mexico. Going forward, we aim to replicate our tech-enabled procurement model in other regions—backed by local operations and embedded financial solutions—to fuel industrial efficiency and growth.