Project Management Software for Logistics
This doesn't plan a route or track a truck. It runs the corporate side of a logistics business, systems rollouts, carrier onboarding, compliance projects, the work that happens between the warehouses.
What this is not, and what it actually is
A logistics company already runs on software purpose-built for the operational core: route planning, fleet tracking, a warehouse management system tied to physical stock. ShipSprint doesn't compete with any of that and isn't trying to. It has no routing engine, no live vehicle tracking, and no connection to a warehouse floor.
What it runs is the corporate and cross-functional work that a logistics business does alongside moving freight: rolling a new customer portal out to every branch, onboarding a batch of new carriers with the paperwork that entails, running a compliance audit across regional offices, coordinating the IT migration when two systems merge after an acquisition. That's genuine project work with deadlines, dependencies and a dozen stakeholders, and it's usually managed with less rigour than the freight itself, because the software built for logistics companies assumes the only work worth tracking is the shipment.
It's a strange gap, because the freight side of the business is usually the most measured part of the whole company, every shipment has a timestamp somewhere, while the projects that keep that operation running smoothly get almost none of that discipline applied to them.
Where the coordination actually breaks
A systems migration or a carrier onboarding programme rarely fails because any single step was hard. It fails because the legal review, the IT configuration and the branch training were three separate threads that nobody was tracking against the same date, and the gap between them only became visible in the final week. None of that is a routing problem. It's a visibility problem, and it's solvable with a board that has an owner and a deadline on every piece.
The same shape shows up in compliance work, a safety or regulatory audit across a dozen regional offices needs someone to know, at a glance, which offices have submitted what, rather than reconstructing it from a chain of emails a week before the deadline.
Both problems get worse, not better, as the network grows. A three-branch operation can track this informally because everyone's reachable in one call. A network with regional hubs and dozens of branch offices can't, and that's usually the point at which the informal system that worked for years quietly stops working, without anyone deciding to change it.
What a logistics corporate team actually gets
Six things aimed at the systems and coordination work, not the road.
Boards carry per-column WIP limits, and new requests land in a triage inbox instead of someone's inbox, so a branch's IT configuration step doesn't quietly wait behind everything else.
Paperwork, verification and setup steps live on a board rather than a spreadsheet forwarded between three people, with a wiki holding the requirements next to the task, so onboarding twenty carriers looks the same as onboarding one, just with more rows.
Logging a day's time takes about five seconds and sits next to the task just finished. A missing day reminds the individual, not their manager.
Delivery forecasts come from the team's measured pace as sprints complete, so a migration that's drifting shows up weeks before cutover, not the weekend of it.
A built-in wiki with page history keeps audit requirements and each office's submission next to the task, and any line on a page can become a task of its own, useful when a regulator's checklist changes and every regional office needs the update at once.
The owner command center answers "where are we" across IT, compliance and carrier projects at once, with a Monday digest that lands without anyone assembling it.
Who ends up owning this at a logistics company
Four kinds of person tend to open ShipSprint at a mid-size logistics business. The IT lead is midway through a customer portal or a systems migration that touches every branch, and needs one view of which branches have completed configuration. The compliance lead is running a regulatory audit across a dozen regional offices and needs to know who's actually submitted their documentation, not who says they will by Friday. The procurement or ops lead is onboarding a batch of new carriers and needs the paperwork tracked somewhere other than an inbox. And the HR lead is hiring for the next warehouse or branch opening, on a timeline that assumes the other three are also on track.
None of that touches a route or a vehicle, and it isn't meant to. What it does is give four people who each answer a different kind of "where are we" question the same underlying picture, instead of four separate spreadsheets that were last updated on different days by different people. In practice that's what changes first: a compliance lead stops having to email four regional offices to find out who's submitted their audit documentation, because the WIP-limited board and the wiki already show it.
Visibility for the project, not the driver
There's no screenshot capture, no keystroke logging and no activity tracking anywhere in ShipSprint, a distinction worth being explicit about in an industry where "tracking" already means something specific and unrelated to this. It measures completed work, not attention.
Scorecards are leave-adjusted and visible to the person they describe, so a review reflects what a corporate team actually delivered, not who was online longest. That distinction is worth restating for a corporate team sitting inside a business built on tight operational measurement, the discipline transfers, but the surveillance shouldn't.
IT, compliance, HR and ops coordination on one subscription
A logistics company's corporate side usually has IT running systems projects, compliance running audits, HR hiring for the next warehouse or branch, and ops coordinating carrier and vendor relationships, often across four disconnected tools. ShipSprint gives each team its own templates and vocabulary on one subscription, so an IT migration and a compliance audit land on the same owner command center without four separate bills. That matters particularly for compliance and IT, whose projects tend to depend on each other more than either team usually admits out loud.
Ask it directly
ShipSprint connects to Claude and ChatGPT, so a corporate ops lead can ask "which branches haven't completed onboarding" or "what's blocking the migration" and get an answer, or create the follow-up task, in plain language. During a migration cutover week, that's often the fastest way to get a straight answer without pulling someone off the actual work to compile a status update.
What it costs
Most logistics corporate teams are small relative to the size of the operation they support, a handful of IT, compliance and ops people running projects for a business with hundreds of employees on the road or in warehouses. Pricing here is built for that shape of team, not for headcount across the whole company.
- Free covers up to 5 users and 2 projects, forever, enough to run one carrier onboarding programme and see whether it fits.
- Team is ₹299 per user per month, or ₹2,899 per user per year, for up to 40 users, most logistics corporate teams fit comfortably here.
- Business is ₹599 per user per month, or ₹6,499 per year, and adds delivery forecasts, scorecards and the owner command center across regional offices.
- Billing is per seat in rupees with GST-compliant invoices; every paid plan opens with a 14-day full-access trial on Business, sample project preloaded, no card needed.
The full plan comparison is on the pricing page.
Common questions
No. ShipSprint has no routing engine and doesn't track vehicles. It runs the corporate side, systems rollouts, carrier onboarding, compliance and cross-functional projects, separately from whatever plans your routes and tracks your fleet.
Yes. Each office's progress can sit on one board with visible status, and the owner command center rolls every office up into a single view rather than requiring status calls to each one.
Yes, each team gets its own board type and vocabulary on the same subscription, so a compliance audit and an IT migration project can both be tracked to a shared deadline without being forced into the same format.
No. There's no screenshot capture, keystroke logging or activity tracking of any kind, and it has no connection to vehicles or drivers at all. It measures completed project work; scorecards are leave-adjusted and visible to the person they describe.
Yes, at any time, on any paid plan, the whole workspace exports as JSON. Every workspace is an isolated tenant, two-factor authentication is available to every user, and admin actions are logged; the security overview covers the rest, which is usually the first thing a compliance lead asks about.
Related pages
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