B2B SaaS

Operation Management System Transformation

This is a summary for improvement for this supply chain OMS, which develops the Order management system into the Operation management system.

Impacts

2B products are mostly used to realize the information management of B-end customers through technology. Optimize and upgrade business processes, so as to achieve the purpose of reducing costs and increasing efficiency.

Remove inefficiencies and achieve automation aspirations. This system supports us to deliver over 250 orders, and 23000kg per week and We have more than 5% growth in sales every month.

My Role

  • I’m the solo Product Designer for the past year. I work closely with 2 product owner, 2 Business Analyst and directly with the FE &BE development team

  • Independently researched &Co-design workshops with cross-functional teams

  • Analysis Insights & Information Architecture

  • Mapping service journey map and Shaping solutions and transfer

  • Scoping, Design & Iterations

  • Testing & delivery new features

 

The Goal

From fulfilling supply chain processes to Automated Supply Chain

Tools

Miro | Adobe XD | Zeplin | Jira

Problem Statement

To automate the daily workflow, this system is being optimized by day, here I pick up some features which are challenging or bring immediate effects.

For the Planning team:
Need a visually agreed delivery schedule to monitor regular order placement

For the Buyer team:
Struggling with finding the best options among hundreds of products
The cost cannot be accurate, affecting the margin calculation

For the Operation team:
No management tool for Innovative last-mile delivery

For the Account manager team:
A lot of repetitive and boring update work

For the Finance team:
Need to manually enter tens of thousands of orders invoice every week

Research

Methods:

  • Observation: some digging to figure out what every particular department had challenged with their daily workflow. And discovered how to integrate our system with different third-party providers.

  • Raise the flag: A channel for anyone to raise the issues they face. Collect business needs and challenges from the cross-functional teams.

  • Interviews: Interviews with our users to understand users concerns and behaviours deeper.

    Regardless of rank or division, everyone worked together.

Visit our clients to learn the third-party order system they are using

Hear teammate needs, weekly meetings with various teams to find what makes them struggle in the daily work process

Shadowing how last-mile delivery partners adapt our innovative delivery modal

 

Seamless workflows between the customer and internal department are the sustainable way.

Identifying the root cause in a complex journey (Scoping)

The Purpose?
From Service Journey to Service Blueprint

The challenge?

  • The entire supply chain cooperation process is complexBusiness processes are not clear and not visualized

  • Users have to repeat many of the same actions every day

  • Some data is not stored in OMS

 

Simplifying complexity (Developing)

For how to achieve large functions, I start by splitting them down into small design demands.

That target each design demand. Conduct a second round of research in more detail and plan specific UX task.

Design Principles

 

  • Ease of Operation: Enhanced Anticipation

  • Clarity: Strengthening Information Hierarchy

  • Easy to learn and understand: improve browsing efficiency

Aesthetic Identity- Design System

 

Collectiv Food use Ant design System, this saves us a lot of the cost of developing the design system, so I can focus more on developing OMS functions

Ant design system for enterprise-level products which offer an efficient and enjoyable work experience. For complex scenarios, designers and developers often need to respond fast due to frequent changes in product demands and concurrent R&D workflow. Through abstraction, Ant design could obtain some stable and highly reusable components and pages.

The Final Solution

Feature Improvements-Future change in cost:

The farmer (producer) changes the costs from time to time. The buying team needs to input the new cost on the exact date. But buying team may have received the new price a week ago, or maybe 3 weeks ago. And these cost changes are received on a daily basis

Deployment 1.0: The user (the Buying team) can add a new cost price, along with a start date. And the old cost will be automatically added to the expiration date

 

Deployment 2.0: Users (the Selling team) can see all the price changes in the pricing tool. Plus advanced search, the selling team will be able to provide customers with more accurate prices and also ensure that we get a reasonable margin

Happy pass flow - Agreed delivery schedule:

Every restaurant should have a delivery schedule (slots) signed with Collectiv Food, and we serve thousands of restaurant locations. We need to keep track of each delivery schedule and continuously monitor whether each order matches the restaurant's delivery slot. The most important thing is that users (the Planning team) use these delivery schedules to plan the delivery routes daily based

 

Deployment 3.0: Once we onboard a new customer, the account manager can add the delivery schedule for the customer. The process is just simple as adding a meeting in Google calendar.

 

Deployment 4.0: Restaurants are placing orders every day through various third-party systems or mail, etc. These orders are integrated into our order system and appear on this schedule calendar. Users (the Planning & Operation teams) can easily see if the order matches the agreed delivery schedule, and take action when an Exception order occurs

PS: Ant design doesn't have a calendar component, so I found a Calendar UI library FE resource to be the structure and combined it with small components in the Ant design system. FE engineers and I worked cohesively to fulfill this feature.

Happy pass flow - Bulk update tool:

We serve many chain restaurants, which means that one customer could have many restaurants. So when we need to update the price or transaction status of a product. The account manager needs to manually click over 100 times to update all locations, it is very boring repetitive work and can't go wrong

 

Deployment 3.0: The user (the Account manager team) can bulk update product sell prices for all addresses under the same customer, this can be done easily in one modal two steps.

 

Deployment 4.0: Users (The account management team) can import all the approved products from one location to another new location, this way, when a customer opens a new Restaurant, the account manager doesn't need to add the approved product one by one to the new Restaurant.

Result 🌱

OMS is being optimized and improved every day. Users won't need to do many time-consuming works anymore such as the account manager can update the price in a couple of minutes, this is what used to take hours It has become the basis for the irreplaceable daily work of Collectiv Food.

  • Over 200 drops per week, a total of around 20000kg can be managed by 5 operation team member

  • Over 600 locations, 80 accounts can be managed by 5 account managers

  • Around 200 invoices per week can be managed by 3 finance team members

  • There are over 3000 products on record and only 12% of our new businesses fail because the buyer team can't find the right product.

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