It's not entirely unreasonable on its face; physical fulfillment is a complicated business domain. You might have services dealing with suppliers, customers, delivery vendors, regulatory compliance, payments, sales taxes, so on, so forth. You might have ML services to predict product availability or customer demand. Those subdomains might themselves be decomposed into API services, vendor gateways, background workers, etc. This doesn't factor in infra-related things like data stores, caches, etc.
Even if you only sipped the microservices kool-aid, I can easily see dozens of services.
Granted, it seems reasonable that a handful of monoliths could get the job done. Without having worked at HelloFresh, I'm inclined to think there's more to the story that we don't know. Maybe there's a good reason to have as many services as they do.
Even if you only sipped the microservices kool-aid, I can easily see dozens of services.
Granted, it seems reasonable that a handful of monoliths could get the job done. Without having worked at HelloFresh, I'm inclined to think there's more to the story that we don't know. Maybe there's a good reason to have as many services as they do.