Scaling Order Details for a Global B2B Platform
My client was a global B2B distributor of electrical equipment and services, operating across 90 Operating Companies (OpCos) in 40 countries. In summer 2023, I joined their digital transformation project in collaboration with Publicis Sapient to launch a centralized e-commerce platform for their North American market.
The existing order details page was originally built as an MVP for European customers only. Expanding to North America meant rethinking how order information was displayed at scale, across different customer types and operational needs. Embedded in the client team for three years, I shaped the post-purchase experience across multiple phases. This case study focuses on the Order Details redesign.
Agency
Publicis Sapient
Duration
3 months (May - July 2025)
My role
Sr. Product Designer
Team
1 Sr. Product Designer, 1 UX Manager
My role
I was the sole designer driving this project from discovery through final stakeholder sign-off, with light oversight from a client-side UX manager. I partnered closely with product managers to synthesize research and shape priorities, and led design reviews with OpCo stakeholders across regions to align on a globally consistent direction.
The Challenge
The existing page wasn't built for the complexity of NA customers, particularly Large Installer and Industrial customers who managed high volumes of shipments across multiple job sites daily. Generous padding, fully expanded shipment groups, and chunky product cards meant large orders required heavy scrolling just to get a basic read on status. Documents and order references were buried in a static side column. And critically, the page gave users no quick way to answer the most basic question: where is my stuff?
Outcome
The redesign achieved full buy-in from both North American and European OpCo stakeholders, a significant milestone for a project tied to one of the client's top OKRs that year. Designs were signed off and handed off for development before I transitioned off the project.
APPROACH
Early discovery
Nine months before the project was formally kicked off, our UX manager and I ran a two-day design sprint with the NA product managers to get ahead of the problem, mapping pain points and aligning on a core user need: customers needed to see what, when, and where products were delivered to do their jobs.
When the project was formally prioritized, direct user research with NA customers was limited, so we triangulated across two sources: Contentsquare's EMEA data and the product manager's knowledge of NA customers from their legacy sites. The EMEA data revealed patterns of frustration around document access and shipment visibility, with users repeatedly clicking on static elements like addresses and invoices.
Internal order data also showed that US customers had a significantly higher rate of large orders compared to EU OpCos, with some orders exceeding 50 line items per shipment. For NA customers managing far higher order volumes, those problems were only more acute. This pointed to three core problem areas: layout breaking down at scale, poor shipment visibility, and inadequate handling of backordered items.
APPROACH
Prioritization & Validations
Before moving into UX flows and mockups, I reviewed early concept explorations with OpCo stakeholders to validate direction and surface regional concerns early. A forked design was never an option, and every decision had to work globally.
SOLUTION
Making the page scannable and actionable
The core problem was information overload. Two decisions addressed it.
First, shipments were reorganized chronologically, the operational standard for B2B customers tracking deliveries across job sites. For orders with more than five shipments, I designed the groups to collapse by default, keeping only backordered and arriving-today shipments expanded. This gave users a quick read of the full order without unnecessary scrolling. Although orders with more than five shipments represented a smaller percentage overall, they came from the highest-revenue customers, making them impossible to deprioritize. Building this as conditional logic rather than a fixed layout was deliberate: it had to work for both high-volume NA customers and smaller EU customers without forking the design.
SOLUTION
Surfacing the right actions at the right time
One of the more contested design decisions was the dynamic CTA approach. Product managers wanted all actions visible at all times, operating on the assumption that if it’s important, it should always be on screen.
A customer with a backordered shipment needs to find alternatives or contact a sales rep. A customer with a completed shipment needs proof of delivery or to pay an invoice. Surfacing every possible action regardless of status wasn’t helpful, it was noise. I mapped user intent across every shipment status and designed CTAs that reflected what users actually needed at each stage.
SOLUTION
Additional enhancements
Beyond the core experience, we added a reorder flow to drive conversion, favorites list and barcode download for repeat customers, and product-level reordering. The final layer focused on platform connectivity: cross-links to returns, contact support, smart filters, and access to resources like carbon footprint data. These were scoped as lower priority given the breadth of the epic, with the team focused on delivering the highest-impact improvements first.
Reflections
This was one of the first projects where I owned the full arc from discovery through final delivery. Working with imperfect research data, balancing competing needs across two major markets, and advocating for design decisions against real stakeholder pressure were not abstract challenges. They were the job.
Navigating that level of complexity while keeping the experience grounded in what users actually needed is what this project was really about. It sharpened how I think about scale, systems, and the cost of getting hierarchy wrong.