← Back to work Case Study 02 · B2B / Admin systems

Inventory, untangled.

Client: E‑commerce group — under NDA
Role: Product Designer — process → UI → code
Scope: Process mapping · UX/UI · Prototype in code · Delivery oversight
Status: Shipped — in daily use

1/ Context

Admin panels are where a business actually runs — and where design debt hurts the most. This project is an Inventory Management System for an e‑commerce group: over a thousand active SKUs, three warehouses across Europe, and five departments that each kept its piece of the truth in its own spreadsheet.

My role started long before the first screen. I worked as the middleman between sales, warehouse, purchasing, finance and development — interviewing each department, collecting and reconciling their inputs, and turning conflicting requirements into one coherent process that an interface could actually be built on.

It's one of many back-office systems I've designed for different brands — ERPs, PIM, billing. Most of them sit behind NDAs, so this one is shown with the brand and names masked and the numbers replaced. The structure and the thinking are real.

2/ The work

The pattern is always the same, only the domain changes:

Untangle the process. Interviews per department, flow mapping, constraints on a wall — until everyone agrees on how the operation actually works, not how the org chart says it does.
Design the interface. A calm, table-first UI on design-system patterns — built for people who live in it eight hours a day, not for a portfolio shot.
Prove it in code. The screens below aren't mockups — I prototype in working code, so states, edge cases and performance are validated before a single developer ticket exists.
Hand off and stay on. Specs and prototype go to the development team; I review the builds against the design through to release and beyond.

3/ Screens

IMS dashboard: weekly KPIs, orders-by-stage pipeline, payments breakdown and a production-vs-demand forecast — The morning screen — week revenue, open orders, SKUs below safety stock. The numbers every department used to argue about, finally in one place.

IMS sales orders list with channel filters, payment states and fulfilment-stage progress — One queue for every order — filters, payment states, fulfilment progress. It replaced three spreadsheets and a chat channel.

IMS stock management: per-SKU availability, live reservations, 8-week stockout forecast with purchase order suggestion — The core of the project — live availability per SKU with reservations and incoming purchase orders, plus an 8‑week stockout forecast that says what to reorder before it hurts.

4/ Outcome

The IMS became the group's shared source of truth: purchasing stopped ordering from gut feeling, sales stopped promising stock that was already reserved, and the weekly planning meeting shrank from debating whose spreadsheet was right to deciding what to do next.

🔒 Specific numbers are under NDA — the full story, process artefacts included, is available in a call.

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