Uplifting Experience for an Inventory Management System

Consistency in product experience is of an acclaimed value, especially in the context of Enterprise Systems. In fact, UX consistency is believed to be the biggest challenge for Enterprise Systems, marked at 59% among all variables in a recent industry survey.

Features in these systems are often built with a standard approach that focuses on the function alone. Focusing on the function gives a sense of instant gratification to developers and product managers as they have something working in front of them and marks a completed milestone on the project plan. However, we often miss the thin line between just done and done well. This thin line will define if the feature that has been built will work well when actual users use it. A broken function is usually not the reason contributing to poor usability
broken UX is.

In 2014, Koru joined hands with a leading
British company that used an in-house
Warehouse Inventory Management

You and your team too could be dealing with challenges posed by inconsistent UX if your product has

  • Inconsistent navigation
  • Multiple types and styles for text, form, table elements and other UI components
  • Uniquely built interaction for similar functions or tasks

This confirms that the product hasn’t scaled successfully and isn’t ready for the future, any code added to it will only make things worse. The absence of UX guidelines leads teams to create work arounds that meet the need of the hour but also restricts your team’s capacity to innovate.

In 2014, Koru joined hands with a leading British company that used an in-house Warehouse Inventory Management System. It helped them to offer warehousing space to their customers who would want to avoid the additional logistical costs associated with setting up and managing a warehousing facility.

To meet the demands of various stakeholders across the sales team, the product expanded to provide bespoke features that enabled functions like billing, invoices, service request management, scheduling and team-wide communication. Most of these features were not well-planned additions and came in as small enhancements as per the team’s recurring needs.

The product started failing from this point on. Additional code builds were not standardized, and they went on to complicate itself to fit particular scenarios. Edge cases were built within primary workflows, which made simple things overwhelming. Things came to the point that one would have to use an offline validation mechanism (such as calculators) to ensure they were not making any mistakes. With accounts transacting in millions of dollars, this was certainly did not indicate much trust in the system.


Our UX Team took charge to achieve the following:

Standardise experience (UX) and visual components (UI)
across the platform.

Identify and optimise workflows to reduce multiple steps and
overlapping interactions.


Establishing UX consistency is a strong forte of our team that was very excited to take the challenge up. Our team was very clear on the approach they would take. They jumped right in and thoroughly went through the workflows and identified

Key workflows that were essential to the functioning of the business

Problem areas that indicated

  • breaks in the flow
  • overlaps that led to confusion for the user
  • under explained functions that built mistrust among users.

The team also conducted Stakeholder and User interviews to gain better insights into the usability and associated challenges while working with the application.

Our UX team redrew the process maps based on their learnings from the above mentioned UX methods and discussed them with product managers and real users on ground to validate their understanding. This led them to conclude their findings into quick wireframes that focused on function and workflows. These wireframes were tested among in house users. At a product level, they did the information architecture that allowed them to define the navigation for the product.

The UI team suggested a design system to address the scaling needs of the growing product and business. They studied the wireframes and identified UI components to be built into a live design library that would be built around the current and future needs of our client. The design system reduced the the number of layers and development load and made expansion simple as playing with Lego blocks.

The standardized components were integrated into the existing system module by module and implemented into the live product.

The standardized components were integrated into the existing system module by module and implemented into the live product.


Usability reports were generated based on the user’s response to the new system. The reports reflected a stark improvement in the usability of the product. The users who participated in the exercise showed excitement to use the new product. Findings from the study suggested that

Features and workflows were clearly defined.

Users found the system to be reliable.

Revamped structure and navigation gave a better understanding of the user’s position in the product. They felt more in control and aware.

A unified experience across features made completing a task easier. The report indicated a 72% time reduction in performing the same task on the new system as compared to the old one.

A much leaner product with reduced layers of interactions and clicks achieved.

The product teams found it easier to collaborate between themselves and adapted well to the UX guidelines

Within three months of deployment of the product, our client received great appreciation from their sales team and management. Product teams found more time to discuss and evaluate new features that were scheduled for future releases.

Let’s talk about what we can do together.