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E-feller is a Finnish startup reducing food waste through automated, real-time inventory, pricing, and marketing of expiring food.
Food waste is a global ecological and economical problem. Every year 1.3 billion tonnes of food is wasted and global food waste cost exceeds $990 billion. This translates into $2000 worth of food wasted by an average household per year. E-feller is a solution for tracking and managing expiring produce throughout the supply chain from the producer to the consumer. With the potential economic impact of IoT in retail in 2025 between $410 billion and $1.2 trillion, E-feller is set to revolutionize the industry and benefit food producers, retailers, and consumers alike.
Developing a minimum viable product (MVP) became for E-feller the first step on the long way to solving the global food waste problem. The Finnish startup partnered with Computools to transform the visionary idea into a working prototype. Computools experts took the client through the vital steps of building an MVP:
According to the client, the global food waste problem is exacerbated at every level of the supply chain, from the manufacturer through suppliers and retailers to end customers.
Through careful analysis and strategizing, E-feller and Computools devised ways to solve the food waste problem for producers, processors, retailers, and consumers.
Computools experts analyzed emerging RFID solutions for managing food waste and helped the client identify their advantages and shortcomings to be considered when implementing the E-feller MVP.
Extensive experience with IoT solutions enabled the Computools team to assess the project’s strengths and weaknesses. Opportunities and threats analysis laid the foundation of the client’s risk management framework.
Computools experts helped the client establish use cases and develop user flow according to the specific needs of food manufacturers, retailers, and consumers.
Computools team assisted the client in selecting critical features vital at the MVP stage and advised on secondary features better suited for the finished product launch.
The Computools project manager recommended a Kanban-based Agile approach to ensure brisk development pace and quick launch.
Upon devising the development plan and selecting the best-suited technology stack, the distributed team set to implement the MVP. The project was complete in 2.5 months.
Computools team continued to assist the client with feedback analysis and new features implementation following the Elisa IoT Challenge award and the successful presentation and launch of the E-feller MVP.
Computools software engineers integrated charts into the client’s app through the use of Recharts.js. This composable library relies on reusable decoupled React components and is built on SVG elements with a lightweight dependency on D3 submodules. The power of Recharts.js is released by developing custom components and tweaking the existing components’ properties.
To meet the tight MVP development deadline and fulfill the client’s requirements, we screened the Computools’ talent pool and assembled a team of experienced software engineers.
To keep the Computolls engineers in sync and establish a brisk MVP development pace, the team upholds the routine of regular meetings. Brainstorming session laid the foundation of the project, while whiteboard and dev meetings ensured seamless creative cooperation and outstanding results.
Traditional to Kanban, Trello board was the primary task-tracking platform that enabled all members of the team and the client to monitor the project’s progress. Jira lent an extra layer to task decomposition and assignment, while email was the primary tool for exchanging reports and adding features to the SRS. Skype audio and video conferences established an understanding between the client-side project coordinator and the Computools team.
The Computools team employed the Kanban software development methodology to stay flexible and ensure quick integration of newly occurring requirements into the backlog. Workflow visualization and limited cycle time for tasks in progress ensured continuous delivery and frequent releases. Regular code reviews by the Team Lead boosted the development pace and promoted the timely MVP launch.
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