Xuan
Zhang.
FENDI
Non-Merchandise Management
Case Study
Overview
Problems:
Luxury brands like Fendi used to manage PR samples and spare parts manually with Excel. This led to lost items, poor visibility, and messy coordination.
Goal:
Designing a 0-to-1 asset management system to help luxury brands track PR samples and spare parts across their full lifecycle
Web application
Wechat Mini Program
Project Type
B2B Product
Web App + WeChat Mini Program
My role
Product Design
Design System
Tools
Adobe XD
Figma
Timeline
Jun - Aug 2021
2 Months
Team
1
Project Manager
1
PM
1
Designer (Me)
5
Engineers
Background
While most people know SF Express as a delivery company, the SF group also has internal tech branches that provide digital solutions for enterprise clients. I worked on that tech side.
Fendi was already one of our key logistics clients. Over time, we started hearing about their internal struggles with managing non-merchandise items like PR samples and spare parts. These issues weren’t about logistic but about messy workflows, lost inventory, and outdated processes.
Since we already had a strong relationship and knew their operations headaches, it was natural for us to step in, not just as a logistics provider, but as a tech partner. That’s how this collaboration started.
From 0 to 1: MVP Design Timeline
2 months
Given time constraints and technical complexity, the MVP focused on core features and did not include the full design scope. Two follow-up iterations were conducted to deliver the complete feature set and improve the overall user experience
Business & Market Opportunity
Stage - Research
Fashion and luxury brands are under pressure to stay profitable as trends change faster than ever. Managing samples well is key to helping brands work more efficiently and improve overall performance — making sure the right products go to the right people at the right time.
Right now in China, there isn’t any strong tool focused on managing non-merchandise items like PR samples or spare parts. Most brands still use Excel, and don’t have systems that connect with tools like WMS or ERP.
Since SF Express already works closely with many luxury brands and has strong logistics capabilities, this was a great chance for us to build a tool that connects everything in one place. Once this product works well, it can also be shared with other brands who already use SF’s services.
1 Million
An efficient sample management system can help brands save up to 1 million RMB per year.
Nearly 30% of the samples were lost after they were borrowed.
30%
6 months
More than 50% of samples were returned after six months — far beyond the expected timeframe.
Stage - Research
User research
Fendi’s internal workflows were highly complex and cross-functional. Our primary goal was to understand how they currently manage PR Samples in their daily workflows.
In-depth Interviews
6 people from PR, marketing, and supply chain
1. When a sample is borrowed, what challenges do you face in keeping track of its status?
2. How do you currently verify whether a returned item matches the original one sent?
3. Have you ever had trouble finding out whether a sample is available?
Mapped existing workflows
Mapped the full lifecycle of non-merchandise items
Order → Assign → Transfer → Borrow/Send → Return
Gap Identification
There was no centralized system to track the entire process.
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Lack of control
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Low visibility
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No central record
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Hard to follow up
Primary Users
Internal users
Marketing team
PR team
Supply chain team
External users
Influencer
Third-party agency
Warehouse manager
Pain Points Across Key Sample Workflows
Order Samples
Newly purchased samples often don’t show up in the system right away, so teams don’t know they exist.
Assign Samples
supply chain management team need to manually assign stock within departments everytime their purchased samples arrive, which takes a lot of time.
Transfer Samples
Transferred samples are “on the way” — no one knows they’re on the move, so they seem missing or unavailable to other teams.
Marketing and PR teams lend or send samples to influencers or agencies — but it’s easy to lose track of who borrowed what, and when it should be returned.
Lend/ Send Samples
Return Samples
Return process is slow and untracked — borrowers often don’t know who to return samples to.
Real-World Scenarios
Multiple teams are involved in the non-merchandise sample flow, from requesting, managing, to returning items.
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PR & marketing teams request samples for events or showrooms
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Supply chain teams check inventory, adjust stock, and manage ownership
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Logistics & warehouse coordinate sample handover and storage
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Agencies borrow samples to send to influencers & celebrities
User motivations and demands
Supply chain manager
Marketing team
Third-party agency
Warehouse manager
Stage - Ideate
Ideation Summary
Define 3 core flows to serve as the foundation for logic, permissions, and automation rules:
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Transfer: Internal stock movement
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Lend: Temporary external use (requires return)
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Send: Permanent send out for external use (no return)
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Integrated with Fendi’s WMS where possible, and used OCR to auto-import purchase orders.
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Introduced the concept of virtual vs. physical inventory to support more accurate stock planning.
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Enhanced search by supporting barcode scanning, image recognition, and keyword input — along with advanced filters
2
1
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Let supply chain team assign stock upon arrival
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Build AI-based auto-assignment based on historical data
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Allow teams to request internal transfers as needed
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Channel-level inventory breakdown (PR / Celebrity / KOL) to support better planning
3
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External partners can access the Mini Program to handle borrowing and returns directly.
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PR/mkt teams can manage external partner info with a built-in customer management module.
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Both sides receive return reminders via WeChat.
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Integrated with SF logistics for in-app return scheduling and pickup.
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“My Orders” lets users track item status — borrowed, in transit, or returned.
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Brands can initiate return requests; borrowers can also trigger returns themselves.
4
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Support multiple user roles with permission control
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Add role-based access management
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Build CRM-style contact list for external users
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Auto-remind for inventory low alert
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Send reminder when return deadline approaching
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Notify users when a sample recall is issued
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Remind users of new or modified orders
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Alert users when roles or permissions change
5
Key Technologies We Used
1
OCR-Based Inventory Import
Since integrating with Fendi’s WMS system was not feasible, we used Baidu OCR API, which offers multi-scenario, multi-language, and high-precision text detection to extract inventory info from purchase documents as a lightweight alternative.
2
Image Recognition Model
Leveraged Baidu API and trained our own model via the interface for improved accuracy.
3
AI-based Inventory Allocation
Custom algorithm built on historical allocation data.
4
SF Express Logistics Integration
Connected to SF API for delivery, pickup, and tracking.
5
WeChat Message Push
Used WeChat server push for alerts on return deadlines, package sign-offs, and exceptions.
System Architecture
Our system manages PR samples and spare parts through a WeChat Mini Program and a web-based application, tailored to different roles.
All actions are permission-controlled through Role-Based Access Control (RBAC), and tailored to each role’s responsibility in the sample management lifecycle.
Web Application
Web Application
Inbound receiving and inventory update
Information Architecture
User Flow
This user flow outlines key steps and interactions, showing how users navigate and use core features in the app
Lend
Lending order
Send
Stage - Design
Early Design Exploration: Sketches & Wireframes
We began with quick sketches to explore layout ideas and basic logic, mainly for internal discussion.
Once we had a rough design concept, we mapped out the key structure and interactions based on the user flows defined in previous stages.
We then created wireframes to share with clients during weekly meetings. These made it easier for stakeholders to understand the design and give feedback. By involving them early and testing ideas at the wireframe stage, we were able to iterate quickly and reduce costly changes later in the UI phase.
Web
Portal
A custom web portal to manage PR samples and non-merchandise items across Fendi's internal teams and warehouse.
i designed a integrat web application to handle inventory tracking, product management, and user access control — all tailored to Fendi’s real-world workflows.
Navigation
For navigation, I designed a collapsible side menu with hover-revealed submenus, this reduces unnecessary clicks and speeds up frequent actions. I introduced a tab-based layout so users can easily switch between tasks like allocation and inventory without losing context. Internal tabs make multitasking much faster and more efficient than opening multiple browser windows, which can be slow and harder to manage.
Stock In
Since Fendi’s third-party warehouse doesn’t support direct WMS integration, we connected POs with inbound receipts instead. The supply chain uploads POs, shipments are linked for in-transit tracking, and upon arrival, the warehouse scans PO codes and item barcodes to auto-update inventory — ensuring accuracy with minimal manual effort.
Stock In is the foundation of the entire system. If PR sample data is not entered correctly, nothing else works properly. I designed this module to handle three order types: Purchasing, Shipment, and Inbound, and support four key actions: Create, Edit, Delete, and Connect. While users can manually create POs, the primary workflow is file import. This makes the process faster, more accurate, and easier to scale.
I dropped the OCR approach and opted for Excel import under the Purchasing tab, allowing users to upload internal PO files directly. To improve traceability, I added links to related shipment and inbound orders, so users can track what's ordered, shipped, and received in one place. This streamlined the process, reduced errors, and increased visibility.
I also explored two layout options for the PO details page. Option 1 used a pop-up but limited usability for complex data and disrupted flow. Option 2 offered a full-page view with better tab switching and multitasking, so we chose Option 2.
Inventory Allocation
After inventory is received, the supply chain team allocates stock to departments like PR and Marketing. To replace the slow, error-prone Excel process, I designed an Inventory Allocation module with three key features: Quota List, Allocation Orders, and Adjustment Orders — making distribution faster, more accurate, and trackable.
In the initial design, users had to manually enter both sample and gift quantities for each channel — and repeat that for every single item.
It quickly became tedious and time-consuming, especially when handling large numbers of items.
In the final design, I replaced input fields with steppers to reduce errors and simplify entry. I also added two quick actions — Distribute Evenly and Distribute by Ratio, so users no longer had to input values manually.
Organization Management
This is the permission management module, which is part of the RBAC setup. It lets admins define what each role can do—like transferring stock, managing orders, or adding clients—so different teams only see and access what’s relevant to them.
App Design
1
Homepage - Product Recognition/Search
Our app enables users to search for products using three approaches: Barcode Scanning for quick results, AI-Powered Image Recognition , and Keyword Search. We also designed flexible filters warehouse, season, PO, and more — to help users narrow down results and quickly find the right item.
For the homepage, I explored multiple design versions. The core challenge was balancing a data-heavy interface with quick, simple actions. Users needed access to detailed inventory, but the experience also had to feel lightweight and intuitive.
Version 1 focused on highlighting inventory and warehouse info. Each product card showed stock counts by location, with tabs to filter by warehouse. It surfaced key operational data upfront, but later proved limiting in clarity and scalability.
While Version 1 improved visibility, it didn’t scale well. More warehouses cluttered the screen, bulk actions weren’t supported, and too many upfront filters overwhelmed users and hurt discoverability.
In Version 2, I reduced UI clutter, added a floating “Add” button, introduced a bulk action toggle, and made filters collapsible for a cleaner experience.
In Version 3, I further optimized the design with a fixed bottom action bar for bulk adding and moved stock breakdowns into a bottom sheet to keep the interface clean yet informative.
In the final design, I focused on making the homepage more usable for PR and marketing teams. I clarified stock types, moved warehouse-level details into a bottom sheet for a cleaner layout, expanded the filter panel for better discoverability, and added a fixed bottom action bar for bulk selection. The result was a faster, lighter, and more efficient experience.
2
Shopping Bag
This bag design evolution was driven by a user flow update. In Version 1, there were only two main buttons — Transfer and Order. But the actions users actually used most often, like Lending and Gifting, were hidden under that Order button, which caused confusion. So in Version 2, I split them out into three clear CTAs: Transfer, Lend, and Gift. This made the flow much more intuitive and easier to navigate
3
Placing Orders
This design of placing order was also driven by a user flow update. In Version 1, Pickup and Delivery were selected via radio buttons, but their inputs differed too much. So in Version 2, I switched to a tab layout to show only relevant fields per method. This kept the UI clean, reduced confusion, and made future scaling easier.
4
Sample Tracking
I explored several design directions to improve the shipping and tracking experience. The original layout was cluttered and lacked clear tracking info. I redesigned it with a cleaner structure, added item statuses, and introduced a “Track” button. Tapping it opens a real-time tracking view powered by SF Express API, with a map, event timeline, and contact info, giving users full visibility and peace of mind.
Stage - Handoff
Design Walkthrough
This walkthrough captures the full interaction flow of the system. It is intended to support the development process by clearly illustrating navigation logic, user actions, and page relationships. Each step reflects real usage scenarios to ensure the implementation aligns with both functional and business requirements.
User Onboarding
Besides handing off to developers, I took charge of the onboarding experience to help every stakeholder quickly understand how to use the system. I created tutorial videos, wrote comprehensive internal guides, and hosted in-person training sessions to make sure people could confidently use it in their daily work. As a result, the adoption rate exceeded 40% within the first month after launch.
8 tutorial videos
Quick how-to videos that walked users through key features and tasks.
2 user guide documents
In-depth guides that covered every feature and flow — basically the go-to manual for anyone using the system.
4 in-person trainings
Hosted live sessions to walk through real scenarios and answer questions face-to-face.
Filling the Gaps for a Smooth Rollout
Manually imported purchase orders to keep the system running during early operations
Researched OCR vendors, compared pricing and capabilities to support future automation
Coordinated with Fendi’s third-party WMS provider to explore integration feasibility
Worked with SF Cloud to enable logistics API connections and shipment tracking
Stage - Iterate
Usability Test & Iterate
We conducted usability tests and continuously gathered user feedback to improve the system's user experience. Our team meticulously analyzes the feedback, evaluates requirements, and iterates on the system for ongoing improvements.
Due to time and technical constraints, only about 80% of the planned features were implemented in V1. In subsequent V2 and V3 releases, we expanded functionality and optimized key components.
V2 Release
01
Integrated OCR functionality for auto-extracting information from uploaded purchase orders
02
Allowed manual upload of product and label images during inbound, to support IR model training
03
Introduced an exception-handling flow for discrepancies during receiving
04
Fixed issues with untracked products to ensure inventory accuracy and prevent data loss
V3 Release
01
Added backend operation logs to improve traceability and accountability
02
Switched the WeChat Mini Program’s official entity to SF Express for compliance and brand consistency
03
Launched automatic inventory allocation to streamline post-inbound stock distribution
04
Introduced product sharing features to support team coordination and external collaboration
Project Recap
This wasn’t just a design project, it was a crash course in product thinking, balancing priorities, and staying calm under pressure. I definitely leveled up, not just as a designer but as someone who can drive things forward and make a real impact
Stage - Reflection
Challenges & Growth
CHALLENGES
SOLUTIONS
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Fuzzy roles and duties
Due to a lack of staff, I was also in charge of the product manager's, project manager's, and even test engineer's portion workload.
I was given the chance to use my potential to its fullest and to go through the entire design thinking process. I gained some project management experience as well.
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Obstcales in user research
I performed interviews with stakeholders to better understand their workflow and needs. The recruitment of interview participants is quite diffcult. The majority of the target audiences work regular jobs and have limited free time.
I frequently visit my clients in order to get detailed information, and I build a strong rapport with them at the start of the project, which also paves the way for the project's overall smooth progress.
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Design and business interests Conflictions
We need to productize this system in accordance with SF's commercial objectives, but Fendi has proposed some requirements that don't align with our business strategy, therefore we must strike a compromise between user needs and business needs.
The non-merchandise management workflow of Fendi as a luxury brand is extremely valuable. Our ability to sell the system to other luxury companies, including the later Dior, is made possible by Fendi being our system's initial customer.
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Complicated Organization Structure
Fendi's multiple departments are involved in the management of samples. Each department has its own needs. How to meet the needs of various user groups and achieve smooth management from top to bottom is a major challenge for us.
With the in-depth exploration of organizational structure, we also help users to simplify some unnecessary processes in daily work, and reversely help them optimize the sample management process
Business Impact
This product drove measurable business success for SF Express. Within the first month, it achieved a 60% adoption rate. FENDI expanded its use into Phase II and III, covering additional categories like spare parts. DIOR also came on board as a new client, validating the system’s support for multi-tenant usage. Most importantly, the product established a scalable business model, paving the way for future SaaS offerings.
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