Re—designing the Warehouse Management

01. Introduction

Imagine creating a feature for B2B e-commerce sellers with the best intentions, only to realize that it's confusing and time-consuming for your users. This is precisely what happened with our warehouse creation and scheduling flow. Initially, design decisions were made based on assumptions rather than user research, resulting in a costly launch.

Two months after the launch, our B2B users, as reported by the sales department, expressed their frustration. They found the warehouse scheduling and delivery attachment flows to be unclear.



02. Uncovering the Gaps

Here are some screens that confused users, resulting in a high number of inquiries to the sales department for clarification. This insight was gained through interviews with sales personnel. The goal was to identify specific questions and challenges expressed by users, illustrating where the design failed to meet their informational needs.





01. The custom working hours section introduced significant redundancy by requiring manual input for each day, even when settings were identical. This process proved time-consuming and error-prone for sellers who needed to manage several holidays with the same configuration.



02. Sellers find it challenging to discern the selected and unselected holidays, as the default state presents all holidays as selected. This contradicts the expected mental model, where users generally intend to choose when to work, especially on non-working days.







03. After users finish creating a warehouse, the system does not provide a prompt to attach delivery methods to each warehouse, leading to confusion about the necessary next steps. Users were not aware that they needed to attach delivery methods after completing the warehouse creation process.



03. Iterations and low UX maturity blues 🎷

We faced the classic challenges of a low UX maturity company: limited time, budget, and access to real users. Given the limitations, I focused on maximizing the value extracted from indirect user feedback and analytical methods. The insights from the sales team, combined with the task analysis findings, provided a solid foundation upon which to base informed design decisions.

I conducted usability and concept studies with internal stakeholders — specialists who managed portions of the seller's management panel.

This knowledge informed an iterative design process where we created and tested three iterations, incorporating feedback and refining the solution until we reached a final design with clarity and efficiency at its core.









04. Final thoughts

This case study chronicles the ongoing journey of redesigning the warehouse creation and scheduling flow within a B2B e-commerce seller panel. While the final design awaits its official launch, the process offers valuable lessons and underscores the importance of user-centered design.



Lessons Learned:

Neglecting user research: Prioritizing assumptions over user research can lead to costly missteps and inefficiencies.

Iterative design: Despite the urgency from C-level executives and stakeholders to deliver the design quickly, I took the responsibility to educate them about the risks involved in rushing the process. I emphasized the importance of iterations and the value of incorporating feedback to avoid post-launch failures.



Next Steps:

Launch and Monitoring: Upon launching the final design, we will closely monitor the following key metrics to assess its effectiveness:

Reduction in sales department engagement: Track sales personnel's interactions with sellers regarding warehouse creation and scheduling issues.

Time taken to complete tasks: Measure the average time sellers take to create and schedule warehouses.

Task completion rate: Monitor the success rate of sellers completing the warehouse creation process without assistance.

By tracking these metrics, we will gain a comprehensive understanding of the impact of the redesign and identify areas for further improvement.



Thank you! :-)