01 / Structure
Separate stock from purchases.
Distinct inventory and order views separate stock availability from purchase and delivery status.
InventoryWhat needs restocking?Stock → Reorder level
OrdersWhat are we buying?Purchase → Delivery status
Retail systems · Product design
GroupCartClearer inventory and purchasing decisions.
An inventory and collaborative purchasing platform for independent grocery stores.
The challenge: turn fragmented stock, order, and supplier data into decisions that busy operators can act on.
01
Problem & role
Help local grocers restock without adding more guesswork.
Supplier delays, shifting demand, and fragmented stock records make restocking unpredictable for local grocers.
Fresh goods add a tradeoff: order too little and lose sales; order too much and risk spoilage. GroupCart helps operators make those decisions with clearer information.
User needs · owner, manager & store associate
The owner / Julia
Know when to reorder.
Manual purchasing makes sudden stockouts hard to anticipate. The priority is a simple tool with little learning overhead.
The manager / Daniel
See across locations.
Limited visibility leads to instinct-led decisions and waste. A unified inventory view supports planning across stores.
The associate / Marco
Answer on the floor.
Missing items and backroom checks interrupt daily work. Immediate stock information helps staff respond to customers.
02
Design decisions
Separate the decisions. Make the next action visible.
02 / Priority
Put urgent stock first.
Keep the priority, stock shortfall, and reorder action together so operators can respond without searching.
03 / Shared purchasing
Keep purchasing context visible.
Show group and individual orders side by side, keeping savings and delivery performance visible. Different order volumes mean these summaries are not a like-for-like comparison.
03
Design refinement
Make priorities and next actions explicit.
The interface uses three design principles to support restocking decisions. These are design intentions, not tested outcomes.
Design priorityDesign response
Information hierarchy
Prioritize critical information.
Distinct operational tasks
Separate stock status from orders.
Visible urgency
Use clear status cues and immediate feedback.
These decisions remain to be evaluated with grocery operators.
04
Final experience
Inventory, orders, sales, and suppliers in one workspace.
Explore inventory, orders, sales, and suppliers in one workspace. All interactions are local previews.
Open the full dashboardSTORE OPERATIONS / Inventory
Inventory overview
Know what needs attention. Keep your shelves moving.
Total products248+12% in source sample
Inventory value$52,340+8% in source sample
Low-stock items73 shown in this preview
Incoming shipments5Across your suppliers
Restock before it becomes a stockout.
Action neededBread and milk need urgent attention. Review quantities below.
Your replenishment list
Prioritized by urgency| Product | On hand | Reorder level | Status | Action |
|---|---|---|---|---|
| Bread | 10 pcs | 50 pcs | Urgent | |
| Milk | 3 btls | 20 btls | Urgent | |
| Apple | 50 pcs | 100 pcs | Restock required |
Inventory mix
Share of stocked unitsMake shared demand
work for your store.
Keep inventory decisions separate from purchasing. Review group and individual orders in one place.
Interactive design concept · Values and records from the original GroupCart screens. No live store data or purchasing.
Redesigned interfaces use the original project’s sample values. These are illustrative screen data, not business results or live store information.
05
Outcome & reflection
Make the next inventory decision easier to find.
The design separates stock review from purchasing, highlights items needing attention, and gives operators a draft to review before taking action.
A low-stock threshold signals when to investigate; it does not determine how much to buy. Order quantities also depend on demand, supplier lead time, incoming stock, and shelf life.
Next, test whether operators can identify a stock risk and prepare an appropriate order without confusing urgency with quantity. Effects on stockouts, spoilage, and costs require a live pilot.