DIS, at the time of the project, had an outdated site with no real catalog or functionality — unacceptable for a retail chain of that size. As a subcontractor with a marketing and consulting agency, we built a new customer-facing site, a CMS for the marketing team, and an integration layer with the ERP. The site has in the meantime been handed over to DIS's internal IT department, which has significantly expanded it.
We no longer maintain this project — the site has gone through changes outside our control since handover, so the current state may not fully reflect our original work.
The story
What we delivered served as a foundation that kept being built upon, with about 10% of new features added by DIS's IT.
Worth noting
DIS — one of the largest domestic retail chains — had a site with no real product catalog, no promotions, no employment pages. A serious mismatch for retail of that size, which in its day-to-day operation deals with hundreds of locations, private brands, and marketing campaigns that change weekly. The site couldn't track what the company actually does, nor could it be extended without a developer's involvement for every change.
As a subcontractor, our part covered the customer-facing site, the CMS for the marketing team, and the integration layer that pulls products, categories, and prices from DIS's existing ERP. Plus Meta Pixel for marketing analytics. The discipline a project of this size required was a clean boundary — what the ERP provides, what the CMS owns, what the customer site renders — and we delivered exactly our scope, with an interface the IT team could carry forward.
Modules & surfaces
Multi-team delivery above all requires clean interfaces — boundaries matter more than code. We modelled what our part takes in, what comes out, what we leave to the next team — and delivered exactly that. The goal wasn't a site that would be ours forever; the goal was a site DIS can own and continue with their own people. Which is what happened.
DIS now has a site that matches the size of the business. The handover to DIS's internal IT department went cleanly — that's the optimal outcome of subcontracting: we made something they can own and continue. Since the handover, the internal team has expanded the site with new content (DIS TV video content, pages for more private brands, recruitment, locations, social responsibility). We no longer maintain the site — and that's exactly the proof of success.
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