Supply Chain Planner Interview Preparation

Foram Pandya

fbpandya@gmail.com | +1 669 281 6704 | LinkedIn | CSC Hackathon | My Talent

Round 1: Behavioral Interview

• Q: Tell us about a time when you identified and resolved an inefficiency in a supply chain process?
  A: Situation: In my previous role, I noticed that the procurement process was taking longer than necessary, and there were many bottlenecks in the system. Task: I decided to investigate the entire process step by step to find areas for improvement. Action: I collaborated with the procurement team to identify areas for optimization, standardize processes, automate some tasks, and eliminate bottlenecks. Result: We were able to cut the procurement cycle times by 30% and reduce costs by 20%.
• Q: Can you explain a project where you had to collaborate with a cross-functional team to achieve a supply chain goal?
  A: Situation: In my most recent internship, I led a project to automate supply chain processes for 5 different departments, comprising 10 team members from different functional areas. Task: My goal was to increase productivity and decrease errors in the material planning system. Action: I implemented the PDCA (plan-do-check-act) cycle to identify inefficiencies in existing processes, proposed changes, generated a project charter to present my ideas and collaborated with cross-functional team members. Result: We were able to reduce manual work by 70%, cut material inventory by 30%, and improve productivity by 50%.
• Q: Tell us about a time when you had to negotiate with a supplier to improve costs or quality?
  A: Situation: While working for ABM Systems, I was responsible for procurement and negotiations for HVAC sensor controller and communication devices. Task: My objective was to optimize costs and quality while maintaining supplier relationships. Action: I effectively communicated the company's needs, researched the market pricing, and negotiated with my suppliers to achieve the best prices and quality that fit our goals. Result: We were able to reduce costs by $15k-$150k, improve lead times, and increase product quality.
• Q: Give us an example of how you have employed data analytics to drive efficiencies in a supply chain process.
  A: Situation: In one of my internships at JerseySTEM, I found inconsistencies in the process of ordering and maintaining inventory for educational materials. Task: I decided to develop descriptive and predictive analytics models to forecast student enrollment and optimize inventory. Action: I analyzed data from across 12 campuses and used methods like pivot tables, Vlookup, and SQL queries to develop forecasting models. By collaborating with stakeholders and IT, we standardize the ordering process and automate the calculations of inventory par levels. result: We were able to decrease material stock-outs by 30%, leading to greater satisfaction among customers and expertise among team members.
• Q: Describe a time when you implemented sustainable supply chain practices to reduce the environmental impact of a project?
  A: Situation: During the global Circular Supply Chain hackathon, my team and I developed an innovative solution for a sustainable circular economy to reduce environmental impact through material reuse optimization. Task: The goal of the project was to convert the waste created during the production process into raw materials for creating new products. Action: We researched various waste disposal techniques and developed an algorithm that tracks the flow of material through the production process and identifies which waste can be recycled into raw materials for new products. Result: Our solution led to the reduction of waste created in the production process, achieve circular economy benefits, and helped the environment.
• Q: Describe a time when you had to troubleshoot a logistics challenge that was impacting supply chain performance?
  A: Situation: In my role as a Supply Chain Planner for GE Renewable, I discovered a problem with scheduling and dispatch logistics, leading to stock-outs, inefficient deliveries, and material handling issues. Task: I needed to devise a solution that improved scheduling, optimized dispatch logistics, and ensured on-time deliveries and fulfillment. Action: I reorganized dispatch schedules using an optimization algorithm and collaborated with third-party logistics and manufacturing teams to ensure effective communication and coordination. Result: With my expertise and collaboration, we were able to cut lead times by three weeks, reduce material handling errors by 50%, and achieve 75% on-time deliveries.
• Q: Give an example of your leadership skills being put to use in a high-pressure situation.
  A: Situation: In my previous role as Operation Excellence Manager Intern at JerseySTEM, we were running behind schedule and had just ten days to complete the project. Task: I had to overcome delays in the supply chain and motivate the team to achieve challenging goals while ensuring productivity levels were maintained. Action: I implemented frequent check-ins with the team, identifying bottlenecks in the work processes, and developing PDCA cycles to target errors and prevent quality issues. I also created a sense of urgency among the team and motivated them to be more productive during the limited time available. Result: By implementing these changes and leading the team, we were able to complete the project on time, under budget, and exceeded our productivity targets by 10%.
• Q: Describe a time when you had to manage a project with limited resources, including budget and staff.
  A: Situation: During my previous internship, the Connecticut Immigrant & Refugee Coalition had budgetary constraints and fewer staff members to work with than usual. Task: I had to effectively manage the project and deliver outputs within the guaranteed budget and staff levels. Action: I used Lean practices and scoped the project accordingly, allocating resources strategically. I identified critical success factors for the project and set up metrics to track progress, ensuring that project goals were met within the agreed-upon budget constraints. Result: By keeping the project scope aligned with the available resources, I delivered successful outcomes for the project.
• Q: Tell us about a time when you implemented a new inventory control system in a company.
  A: Situation: While interning for Connecticut Immigrant & Refugee Coalition, I recognized that there were inefficiencies in the manual inventory management processes. Task: I needed to develop and implement a new automated inventory control system, keeping in mind the organization's budget limits. Action: I conducted a gap analysis between the current and targeted systems. I evaluated the available tools and software to set up a new system. I collaborated with different teams to ensure uniformity in implementation, testing, and launching. I also created documentation, established Standard Operating Procedures (SOPs), and trained staff. Result: We succeeded in creating an end-to-end automated inventory control system that reduced manual work by 50%, cut lead times by three weeks, simplified inventory accuracy by 90%, and significantly lowered the risk of stock-outs.
• Q: Give an example of a time you failed at a project and explain how you approached the situation.
  A: Situation: During an internship, I was tasked with optimizing a process mapping system for a supply chain team. My approach didn't deliver the expected results. Task: I had to understand the issue thoroughly, learn from my mistakes, and develop a new approach to address the project's problem. Action: To address the situation: I conducted a post-project analysis using 5w2h tools, Root-cause analysis to evaluate what went wrong, identified all constraints, and sought feedback from team members on my approach. With the help of this input, I took a new approach to the project, Result: Although the initial approach didn't deliver the expected results, through my proactive and methodical approach to address the situation, I was able to learn from my mistake, iterated on a new solution, and deliver an even better implementation.

Round 2: Technical Interview

• Q: What is the difference between MRP and MPS?
  A: Material Requirement Planning (MRP) is the process of calculating the materials required to fulfill a production plan. This method takes on aspects of the complete production process and deals with the whole supply chain process, including procurement, raw materials, and inventory control. Conversely, Master Production Schedule (MPS) is more focused on production planning and scheduling at the tactical level to meet the specific demands of the production plan. MPS is concerned with the overall availability and capacity of the production process and helps to avoid inventory backlogs and ensure that production can meet demand.
• Q: Can you explain how an ERP system works with the supply chain process?
  A: Enterprise Resource Planning (ERP) systems are a comprehensive software solution that integrates all core business processes into a single system, including finance, procurement, HR, supply chain, inventory management, and customer relationship management. This system can aid in the supply chain process by providing real-time access to information on demand and supply. This includes inventory levels, prices and costs, and delivery times. By sharing data across the organization, the ERP system helps improve the accuracy and timeliness of order fulfillment and lowers costs throughout the supply chain process. The ERP system also enables the creation of key performance indicators and is used to track material planning workflows and supplier performance.
• Q: Can you explain the difference between the push and pull systems used in material planning?
  A: A push system is a traditional method for production and inventory management where goods are manufactured based on a projected demand forecast. This method creates an inventory surplus as products are produced in advance and then stocked on shelves until there is a demand surge. Conversely, a pull system works on the principles of lean manufacturing, whereby material planning is based on actual demand as opposed to forecasts. Once the sales order is placed, the pull system triggers the production process and supplies the required products in real-time. This allows for greater inventory control, reduced waste, and lower inventory holding costs.
• Q: Can you discuss the Time and Space complexity for a Binary Search algorithm?
  A: Time complexity: O(log n); the algorithm divides the array in half after each comparison during the search process, leading to a fast algorithm. Space complexity: O(n); the array size must be the same as the input.
• Q: Can you discuss the Time and Space complexity for a Bubble Sort algorithm?
  A: Time complexity: O(n^2); the algorithm executes a double loop in the worst-case scenario. Space complexity: O(1); the algorithm swaps elements in place.
• Q: Can you explain the difference between Big-O notation and Omega notation?
  A: Big-O notation is used to describe the worst-case scenario of an algorithm's time complexity. For example, Bubble sort has a worst-case scenario of O(n^2) because the algorithm must execute a double loop. Alternatively, Omega notation is used to describe the best-case scenario of an algorithm's time complexity. For example, the best-case scenario for bubble sort would be if the array was already sorted. In this situation, the algorithm would execute in O(n) time complexity.
• Q: Can you explain the principles behind the Kanban system?
  A: Kanban was developed as a lean manufacturing system that aims to optimize production and inventory management. The system is based on the concept of visualizing the workflow to reduce waste, delays, and improve production efficiency. The principles of the Kanban system include the use of visual signals to indicate when production can begin, limited work in progress, and continuous improvement through feedback analysis. Kanban is most effective in situations where there's high variability in demand and low predictability.
• Q: Can you explain the types of budgets used in supply chain management?
  A: The two primary types of budgets used in supply chain management are Operating Budgets and Capital Budgets. Operating budgets are short-term budgets that deal with supply chain costs like procurement, transportation, and inventory management. Capital budgets are long-term budgets that deal with investments in assets like land, equipment, and buildings.
• Q: Can you discuss what is included in a Standard Operating Procedure (SOP)?
  A: Standard Operating Procedures (SOPs) are documented, step-by-step procedures that identify how specific tasks should be conducted. They often include details of the equipment or software required, the steps involved in conducting the task, and the responsibilities of team members throughout the process. SOPs are used to standardize processes throughout an organization, simplify onboarding new team members, ensure quality control, and eliminate errors.
• Q: Can you describe the steps in the PDCA cycle?
  A: The PDCA (Plan Do Check Act) cycle is a continuous improvement methodology that aims to achieve process optimization. The cycle consists of four stages: 1. Plan: Set goals for process improvement, define process flow charts, establish performance metrics. 2. Do: Implement pilot projects, modify workflow changes, test hypotheses. 3. Check: Measure the impact of changes, track performance metrics, analyze data, and determine gaps in performance. 4. Act: Identify potential solutions, implement new processes and best-practices, and communicate results throughout the team.

Round 3: Design Interview

• Q: Can you design a system for tracking inventory levels in an eCommerce business?
  A: A possible solution could be to implement an Inventory Management System (IMS) that tracks inventory levels in real-time. The system should have a central database that stores all inventory data, from purchase orders to delivery details. The IMS should be integrated with other systems, such as an ERP or eCommerce platform, to sync data across all processes. An IMS should also provide detailed inventory reports, such as stock levels, order history, and sales data. Aims of the system would be to automate alerts for low-stock levels, maintain better control of inventory, reduce fulfillment errors, and minimize lead times.
• Q: Can you design a warehouse management system (WMS) for a manufacturing company?
  A: A warehouse management system (WMS) could be implemented for a manufacturing company to address inventory management issues. This system should manage inventory levels and optimize materials flow, including receiving, stocking, picking, and shipping. Key features of an effective WMS include integration with ERP systems, use of barcode scanning, and the ability to generate reports. The WMS should monitor and track inventory levels in real-time, contribute to maintaining efficient use of warehouse space and use of material handling equipment, proactively alert of low or excess inventory levels, provide support for managing returns, and assist with customer order shipments.
• Q: Can you design a solution for a high availability, fault-tolerant, and scalable Web service?
  A: One of the possible solutions could be a cross-regional cloud-based system that uses distributed processing algorithms such as MapReduce and Hadoop. It should use load balancers to manage traffic between web servers and should have a multi-availability zone cluster for fault-tolerance. It should store data in multiple servers across regions to ensure high-availability and disaster recovery. The system should be designed with a scaling capacity using auto-scaling groups and horizontal scaling. Continuous monitoring and logging of the system’s performance are necessary to enhance its uptime and speed of execution.
• Q: Can you design a system for real-time shipment tracking and monitoring?
  A: To track and monitor real-time shipments, a system could be designed using Radio Frequency Identification (RFID) technology to provide constant updates on the current location of the shipment; this system could be integrated with the company's ERP system, Inventory Management System, and Warehouse Management System. The shipment could be tracked with the help of GPS technology for accurate location tracking. A user interface