Walmart logo

Walmart Express Delivery

Providing a speedier delivery service to customers.

The COVID-19 pandemic has pushed us to a new normal. We saw exponential growth in our grocery delivery services to the point where delivery time slots were constantly filled.

We launched Express Delivery to open new slots in which customers could pay extra to have their orders expedited.

I designed the associate experience of fulfilling these Express Orders which got rolled out to chain in May.

Walmart's TC-70 device our associates use for fulfillment


Customer promise: 2 hours or less

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)


How might we satisfy and capitalize on this increased demand in grocery delivery?

With COVID-19 causing a surge in grocery delivery, we faced full delivery slots, delayed orders, and our associates just couldn’t keep up with our customers’ needs.


Launch Express Delivery to all stores in the US.

Hire thousands of new workers solely to fulfill these Express Orders.


Understanding Walmart's fulfillment process

Walmart's fulfillment process
Broken up into 3 stages (this project focuses on 1. Pick)


I started by looking at the current associate experience which had been live in a few stores.

Dissecting the qualitative data of associate complaints and using UX heruristics, I did an audit of the app experience.

The current Express experience with issues outlined

It was clear that this experience had ux issues and wasn't designed to be scaled out to chain.

Summary of issues:

  • Little user control and freedom.
  • Lack of consistency and standards.
  • No recognition.
  • Not flexible and inefficient.


After doing an audit of the existing experience, it was important to nail down the service task flow. I worked with my PM and Business Ops team to capture this.

Associate task flow
Credit: Tyler Rutledge (PM) for this final artifact

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


2 weeks? No problem

This quickly became a priority project with a strict timeline of 2 weeks. So, our team moved fast on design explorations.


I worked with my UX Writer and created initial designs introducing tappable notification alerts that directed to an interstitial screen for the associate to interact with prior to starting their pick walk.

We tested this concept with 5 associates via Zoom. They each interacted with a web-based clickable prototype I made via InVision and we got some valuable insights.

Version 1 of my design explorations

Summary of learnings:

  • The notification being tappable was well-received.
  • The interface needed to provide more feedback on the status of printing.
  • There was confusion on what the numbers meant.
  • They weren't sure if the pick walk started or not.


Some engineering pushback

At this point, the lead engineer came to us to let us know about the challenges with having the Express notification be tappable. It was a global component handled by a different team. Therefore, it would take longer to implement the functionality and be more costly.

We decided not to move forward with this function for the first release given the strict timeline. With this in mind, I explored some workarounds - like having a launch screen for the Express Order.

Express Order Launch screen versions

A big issue I saw from testing was that associates were confused on what their process should be. So, it was important to communicate out the steps and what was happening in the background of the app.

  1. Express Order launch screen
  2. Assign the order to the associate
  3. Print the label
  4. Scan the label
  5. Begin picking
Express Order Confirm screen versions

At last, the designs tested well with associates, everything was technically feasible from an engineering standpoint, and we were ready to launch.


For those need-it-now moments

Customers pay upwards of $10 to have their grocery order delivered in less than 2 hours.

Walmart's TC-70 device our associates use for fulfillment


Use cases, errors, and more

Finally, as a way to help my engineers and stakeholders understand key interactions, I created this light design doc.

Design spec for this project


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)


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.


Mixbowl ordering experience

Mixbowl Menu Redesign

Enhancing the online ordering experience for hungry consumers.

Work, UI, UX, research

Read case study

Boba Meets Bagel responsive web app mockups

Boba Meets Bagel Dating App

Connecting Asians through a niche dating app.

Passion project, UI, UX, research, branding

Read case study

Hack University content

Hack University Media Brand

Creating educational design content for a community of 85K people.

Passion project, UI/UX, branding, social media content

Read case study