BACKGROUND INFO

Understanding Walmart's fulfillment process

CURRENT EXPERIENCE

Express Delivery has actually been live in a few select stores prior to this. However, it has been met with lots of ux issues and it wasn’t designed to be scaled out chain wide.

I put together these issues from a combination of associate feedback and doing a heuristic evaluation.

NEW OPERATIONAL PROCESS

After doing an audit of the existing experience, I worked with our PM and Business Ops team to iterate on a new ideal task flow for our associates.

Doing this helped ensure that our team was on the same page and it guided my design thinking.

Summary of learnings from our usability test and from our review sessions with engineering.

• The interface needed to provide more feedback on success/errors.
• There was still confusion on how the process was communicated in the interface.
• From meeting with our engineers, we were faced with some major tech constraints that pushed us to solve the ux concerns in a different way.

DESIGN SPEC

Use cases, errors, and more

This documentation was used to help our engineers and stakeholders understand the other key interactions.

OUTCOME

Launched first week of May 2020

In 14 days:

• 0 → 7500 Express orders per day.

End of Q2:

• US e-commerce sales jumped 97%.
• Revenue increased 5.6% to $137.74 billion from $130.38 billion a year earlier, beating expectations of $135.48 billion.
• Big opportunity to add a membership service. (Walmart+ to compete with Amazon Prime)

Launch Earnings article

KEY TAKEAWAYS

Working with constraints is where a designer truly shines

Our team had to adapt to the new normal with remote working. Brainstorming and designing with my team virtually was difficult for me to get used to at first.

I learned:

Documentation is key

With so many distractions at home, it can be easy to forget things like meetings agendas, project statuses, new requirements, etc. Using a digital tool like Confluence really helps keep teams on track.

Fight for good UX

I was faced with many pushbacks from developers, so I had to negotiate with the team between what I believed to be the best experience for our associates and tech feasibility.