What we did
We first needed to build a cross-functional team that could handle the evolution of the project, so we took some of Jebsen & Jessen’s experts and introduced them to our digitization specialists. We then held workshops to help define "the perfect digital trading experience". Once we got a clear picture of where the problems were and what customers expected from trading providers, we focused on prioritizing issues by defining a clear opportunity backlog.
We used a rapid prototyping method to quickly get user feedback so that we could continue building a MVP that users would love from the get go. This helped us identify the core features that would form the base of the MVP, allowing us to easily integrate Dashport into Jebsen & Jessen’s existing infrastructure. This tactic made the handover process very smooth, and let our teams focus on what came next, active growth. During this journey, we also discovered that Dashport could also serve competitors, and so our team was looking at ways to turn this internal innovation into a new revenue stream.
After conducting just two 1-week design sprints, we managed to secure buy-in from key stakeholders and had found our starting point - Dashport, an order management and shipment tracking system. The solution actually addressed an industry-wide problem - a lack of transparency during document exchange and shipment tracking. Working together with the client team, our developers began combining Jebsen & Jessen’s ERP system with tracking APIs to display real-time information to suppliers, customers and brokers, all in a user-friendly dashboard.