Creating visualisations for logisitc solutions for Coca-Cola Europacific Partner's vendors
CONTEXT
Coca-Cola aimed to introduce internal system enhancements for vendors, specifically targeting National Sales Coordinators and Business Development Executives.
ROLE
UX / UI Designer
CHALLENGE
In 2022, Coca-Cola found that limited information access led to up to 3-day delays in resolving simple inquiries.
It was a great opportunity to enhance Coca-Cola's internal system, improving the vendor experience through streamlined processes and greater accessibility to information.
SOLUTION
The solution focused on three key enhancements to Coca-Cola's Sales Enablement (SaM) system:
Near Real-Time Tracking for NSCs and BDEs.
Bulk Inventory Upload.
Bulk Inventory Editing.
PROJECT GOALS
Requirements gathering
Define requirements included in the SaM Enhancements Lot 1 to ensure clear understanding of success
Visual design changes
Create the user interface designs for the proposed updates to the Web Admin Portal.
MY ROLE
As the UX/UI Designer, I collaborated with the business analyst to gather requirements and created high-fidelity designs to present to stakeholders.
WORKSHOP
To clarify our scope requirements, I designed a workshop on Miro and co-facilitated the session with the business analyst, enabling stakeholders to gain a deeper understanding the business needs.
Review the current features
Our first workshop activity focused on reviewing the current features in SaM. The business analyst and I reviewed three key features: Excel uploads for entries, bulk list management, and "Where's My Delivery" (near real-time tracking).
The goal was to understand stakeholders' preferences and pain points. This exercise enabled us to identify opportunities to incorporate into our scope or flag for future consideration.
Brainstorm new features
The next activity encouraged stakeholders to brainstorm and ideate potential features they would like to see within the three core functionalities of SaM. Our intent was to gather a diverse range of ideas and understand stakeholder needs and expectations.
By facilitating this open discussion, we aimed to identify which features could be realistically implemented in the current scope and which might be better suited for future iterations. This approach ensured we captured both immediate priorities and long-term opportunities for improvement.
Review previous concepts
The final activity presented stakeholders with visual concepts of the "Where's My Delivery" feature, which had been developed during the previous sprint. We invited stakeholders to provide feedback on each screen, focusing on what they liked, disliked, and wanted to see improved.
Given that this feature introduced a significant change to the user interface, our goal was to pinpoint key details that would enhance the overall vendor experience. This feedback informed refinements to ensure the design met user needs and expectations.
REQUIREMENTS REFINEMENT
The workshop clarified the requirements for the Excel upload and bulk list management features. However, defining the requirements for the "Where's My Delivery" feature required a collaborative session between the business analyst, developer, and myself. Together, we were able to refine the requirements to ensure alignment with the project scope and technical feasibility.
During our team discussion, we mapped out the features for each screen in the process to get an overview of all of the proposed features from our workshop.
Afterwards, we tagged the the features that would be prioritised on each screen for inclusion in this phase of work.
The business analyst and I provided clear summaries of the core features for "Where's My Delivery" to clarify our scope and maintain a clear focus for the project.
INITIAL DESIGN
With a clearer understanding of the requirements, I created high-fidelity designs for the "Where's My Delivery" feature, incorporating the following key elements:
Option to search customer number, DSD order, and delivery route
Top bar UI with search and zoom function
Breadcrumbs and back button
Refresh function to update location
Delivery time window
Since a CCEP design system was not available, I relied on the visual concepts as a reference to guide the design process.
The initial designs served as visual guidance for stakeholders and provided developers with a clear vision of the potential solution they would be tasked with building.
ITERATION
After creating the initial designs for "Where's My Delivery," I presented them to key stakeholders during a series of three feedback sessions. Each session provided an opportunity to gather input, address concerns, and refine the design.
With each iteration, I implemented changes to improve usability and alignment with stakeholder expectations. These changes included:
Color adjustments to enhance visual clarity and accessibility
Refining language for clearer communication and user understanding
Layout improvements to create a more intuitive and seamless user experience
Removal of unnecessary CTAs to reduce cognitive load and streamline user interactions
This iterative approach ensured that the final design was both user-centered and aligned with business objectives.
OUTCOME
The final solution showcased UI enhancements for the "Where's My Delivery" feature, along with additional functionality in SaM that enabled vendors to bulk upload and edit their inventory.
8%↓ Calls
Total inbound calls dropped from 34,000 to 31,000
5%↓ Emails
Emails sent between NSC and supply chain dropped from 42,883 to 40,546
12%↑ Resolution
12% increase in enquiries resolved on first call with customer
REFLECTION
From this project, there were 3 key learnings.
Workshop preparation
One key learning from preparing for the requirements gathering workshop was the value of seeking feedback from other designers beforehand. Doing so could have helped me identify areas for improvement, such as reordering certain activities and refining prompts to better engage stakeholders.
Implement more impromptu feedback sessions
For areas of improvement, I wish I had sought stakeholder feedback through quick one-on-one conversations. Some scheduled sessions ended quickly due to satisfactory feedback, and individual check-ins could have provided more meaningful insights while saving time for those who were already content.
Ensure alignment with product owner
One challenge I faced was the product owner being on leave for 75% of the project. Upon their return, several design changes had to be made during the final week. In hindsight, I could have proactively connected with senior team members aligned with the product owner's vision to ensure closer alignment with business goals throughout the project.