Nuport, the Dhaka-based automated e-commerce fulfillment platform that provides end-to-end solutions for order management, inventory control, and shipping, has launched its first fulfillment center —a 1,000-square-foot facility in Mirpur that handles everything from inventory storage to pick-and-pack services for scaling online businesses.
The fulfillment center offers comprehensive services, including smart storage with custom racking systems, tailored packaging that represents client brands, quick picking processes, and integrated shipping across multiple couriers. With pricing starting at ৳35 per order and storage options from ৳250-৳1,000 monthly, the facility targets businesses processing at least 20 orders daily with products valued at ৳1,000 or higher.
For Nuport, the fulfillment center represents a strategic evolution four years in the making.
Founded in 2021 by Fahim Salam and Christopher Li, Nuport originally set out to solve a fundamental problem plaguing Bangladesh's e-commerce industry: the operational chaos that prevents online businesses from scaling. Most online businesses, from Facebook-based sellers to established brands, were drowning in manual processes, disconnected systems, and Excel spreadsheets that couldn't keep pace with their growth ambitions.
Nuport's comprehensive SaaS platform automated everything from multi-channel order management to inventory tracking, warehouse connections, and logistics coordination with major couriers like Pathao, RedX, and Steadfast. The subscription-based model, with tiers ranging from ৳5,000 to ৳15,000 monthly, brought disparate operations under one roof while giving businesses real-time visibility into their entire supply chain.
The company saw meaningful growth. Within two years, the company says, it had built a customer base of over 120 companies, established itself as Bangladesh's first Shopify partner, and proven that Bangladeshi e-commerce businesses were hungry for operational sophistication. Its platform is integrated with everything from WooCommerce stores to custom websites, creating a comprehensive ecosystem for digital commerce.
Strategically, the move into fulfillment makes sense for Nuport's long-term vision of building the country's largest e-commerce supply chain network. Rather than just connecting businesses with third-party logistics providers, owning fulfillment capabilities allows Nuport to control quality, reduce costs through economies of scale, and capture more value from each customer relationship. Most importantly, it transforms them from a software vendor into an essential operational partner, creating switching costs that pure SaaS can’t always achieve.
The fulfillment center also enables Nuport to serve international clients in ways its software alone couldn't. It now handles complete import and distribution operations for a Dubai-based client with no Bangladesh presence, essentially becoming a comprehensive e-commerce infrastructure provider rather than just a management platform.
What makes this evolution particularly compelling is how it emerged: not from strategic planning, but from customer demand.
Nuport’s entry into fulfillment is an interesting case study in listening to your customers. As we noted above, for four years, Nuport operated as a SaaS platform, helping e-commerce businesses automate their supply chain operations. The company had built integrations with major logistics providers, offered order management, inventory tracking, and warehouse connections.
But customers wanted more.
"We did not start off as a traditional warehousing company, because we wanted to make sure that we have a pipeline of really strong customers who know what to focus on," explains Fahim. These customers were very specific in their requests: "they suggested that they needed this service, that service, starting from fulfillment and then sourcing and then import logistics."
These were Nuport's most successful clients, businesses scaling rapidly, generating significant revenue, and bumping against operational bottlenecks that software alone couldn't solve.
Rather than dismiss these requests or refer customers elsewhere, Nuport took time to understand the demand and saw an opportunity. "We were like, yeah, we cannot do everything but we can obviously start off with one thing and they were willing to pay."
The company realized that it had something invaluable: a pipeline of proven, high-performing e-commerce businesses already using its platform. It knew exactly which customers were thriving, their order volumes, and their growth trajectories.
"We already have a pipeline of a thousand customers on our platform," Fahim explains. "All we have to do is without spending another money acquiring customers, we just have to offer them these services and then onboard them."
Nuport's approach to fulfillment was methodical. Instead of securing a massive warehouse and hoping to fill it, it started small, just 1,000 square feet. This wasn't about playing it safe; it was about getting the fundamentals right.
"In a smaller scale, it's just much easier to establish a system and then replicate it rather than us getting a warehouse space with no customers, first of all, and then trying to fill up that warehouse space with customers and no platform, that would be I would say suicide at that point," Fahim notes.
The company set up its own racks, implemented its proprietary software, and established processes it could eventually scale. Most importantly, it onboarded customers selectively, requiring "at least 20 orders a day" to ensure efficient space utilization.
Nuport’s fulfillment service has since become a comprehensive solution addressing the pain points that prevent e-commerce businesses from scaling efficiently.
Its service offerings include core fulfillment services, such as smart storage and inventory management, custom packing that represents client brands, quick, accurate picking processes, and integrated shipping across multiple couriers.
Additionally, the company provides value-added services that include returns processing and management, dedicated customer support, account management for enterprise clients, and end-to-end managed services for international clients.
Pricing is designed keeping the Bangladesh e-commerce market’s reality in mind. The standard rate is ৳35 per order/SKU for picking and packing. With storage options, the price ranges from ৳250-৳1,000 per month and are designed to work for businesses with higher-margin products.
"For fulfillment, I would say your product should be worth at least a thousand takas per item," Fahim advises potential clients. "Because then it's probably a really unique product that people are willing to buy and you have all the embedded economics in it so that you can afford fulfillment."
The economics are carefully considered: "Fulfillment is essentially for people who are a) trying to scale, b) have a very high margin product, and c) want to make sure that they're scaling lean in a lean fashion, they only want to do is content and ads and creative work."
Now, how the expansion into fulfillment connects with Nuport's existing platform and business.
When merchants receive orders through Nuport's order management system, those orders automatically flow to the fulfillment team. The entire process, from order approval to picking, packing, and courier assignment, happens within its integrated ecosystem.
This creates powerful network effects. As more merchants use both the software platform and fulfillment services, the entire system becomes more valuable. Couriers can make fewer stops to collect more packages. Inventory can be managed more efficiently. Data insights become richer and more actionable.
The operational flow is seamless: "When they sell it, it's already on the platform, it's set up that whenever the orders are coming in, the orders are getting approved and whenever it's approved that means our warehouse is actually getting that order. It's like, okay, this specific merchant's order is approved. So we go to the rack, a specific rack that is dedicated to that customer. We pick out the item and we can pack, we put a label on it and then we get it ready for the day."
Perhaps the most interesting development has been Nuport’s work with international clients. The company now serves a customer from Dubai who has no physical presence in Bangladesh. Nuport acts as their importer, handles all distribution, and manages the entire operation remotely.
"We also have a customer from Dubai. They have no presence in Bangladesh. We are essentially their importer of choice and we do the entire distribution for them and they just essentially direct us from Dubai and it has been going pretty well," Fahim explains.
This international dimension shows how fulfillment services can unlock new markets and business models that pure software couldn't enable. It's essentially a sophisticated form of drop shipping, but with local inventory and comprehensive service management.
Nuport says, within three months of launching fulfillment services, it had proven a profitable model. More importantly, it had validated what kind of services its customers actually wanted, not just what Nuport thought they needed.
"Within three months we proved a profitable model and we also proved you know what kind of service a customer would want," Fahim recalls. "Customers initially were needing picking and packing services, now they want returns management, now because of these picking packing services the customer's demands went up and they were like, okay, could you give me an account manager for fulfillment? Could you give me a customer success manager or a customer service manager?"
The success prompted existing customers to request additional services: returns management, dedicated account managers, and even complete customer service outsourcing. What started as basic fulfillment evolved into comprehensive e-commerce operations management.
Nuport's vision extends far beyond its current 1,000-square-foot facility. The company envisions large centralized fulfillment centers in major cities, such as Dhaka, Chittagong, and Khulna, where thousands of merchants' products would be stored and processed.
"Say for example, 10,000 merchants, their goods are stored in one location and the couriers are going to come in that one location, pick up the goods for those 10,000 merchants and then go directly to the users, right? To drop them off," Fahim explains. "And so a lot of sorting hub activity we feel should be reduced because it just saves a lot of time and it saves a lot of gas and it saves a lot of operational effort."
In Nuport's view, this centralization can make everything more efficient.
But the company runs a small warehouse now, and the expectation is that it will learn enough from this experiment to do it for larger ones. "What's going to happen later on is that we can replicate this process in larger warehouses that basically don't have a lot of clientele or they're just empty all around Bangladesh over time."
This model becomes important as Bangladesh's cities grow denser. As Fahim notes, "the more urban an area is, the more important a centralized fulfillment facility becomes." The challenge, he acknowledges, is that "it's just unfortunate that we cannot set up something right in the heart of downtown because that becomes very expensive."
Nuport Fulfillment reflects a broader maturation of Bangladesh's e-commerce ecosystem. As Fahim notes, "Newport is a much more mature company right now. Our tech stack has matured. Our customers have matured. The biggest plus point is that the ecosystem has matured."
This maturation creates opportunities for more sophisticated services. Where businesses once needed basic automation, they now demand AI-powered analytics, comprehensive reporting, and integrated operations management.
Nuport's fulfillment business advances its original platform vision. By providing fulfillment services, the company is not abandoning its software roots; rather, it’s deepening its integration into the e-commerce value chain.
More importantly, it positions Nuport to benefit from its customers' growth in ways that subscription software alone cannot. As merchants scale their businesses, their fulfillment needs and Nuport's revenue opportunities scale proportionally.
Today, Nuport operates from a modest facility in Mirpur, Dhaka, but its ambitions stretch far beyond those 1,000 square feet. The company says it is building the infrastructure for Bangladesh's next generation of e-commerce businesses that will allow companies to focus on products, marketing, and customer experience while leaving the operational complexity to specialized partners.
