How to Solve a Supply Chain Case Study Interview

  • Last Updated January, 2022

Former Accenture

People can be nervous about approaching a supply chain case study interview.

Everyone has some level of experience with marketing and sales because they see these functions in stores and advertisements every day.

The supply chain that gets the product on a store shelf (whether it’s a physical one or digital) can be more opaque.

Supply chain management is the optimization of the process of designing and creating a good or service and getting it to the customer in the most efficient way possible.

Breaking the supply chain down into its component steps will allow you to look at essential parts of the process and uncover which steps may have problems that need to be addressed to better meet customer needs.

In this article, we’ll discuss:

  • The types of business problems that fall under supply chain management,
  • Why supply chain matters,
  • Key factors to consider in a supply chain case,
  • A supply chain case example, and
  • Our 7 tips on answering a supply chain case interview question.

Let’s get started!

What Types of Business Problems Fall into Supply Chain Management?

Supply chain management includes:

  • Product development, 
  • Sourcing parts and materials, 
  • Production, 
  • Logistics, and
  • Information systems that support this process.

Each consulting firm breaks down the group of consultants who work on supply chain problems differently. Some firms put the entire process under supply chain. 

In others, “production” problems are managed by an operations practice or service line. The supply chain practice is responsible for issues like:

  • How does a company get the necessary components that go into making its product in a cost-effective and timely fashion?
  • And how does the company deliver that product to the end-customer efficiently and at the required service level?

For example, before a company can manufacture a bike, it needs tires, steel, or aluminum for the frame, the bike chain, etc. To get the finished bike to market, they need transportation to retail stores or a chain’s distribution warehouse. 

For the purpose of this article, we’ll look at the broader definition of supply chain, the entire process from getting components parts, to manufacturing the product and delivering finished goods as cheaply and efficiently as possible while meeting or exceeding service level expectations.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

Why Does the Movement of Goods To & From a Factory Matter So Much?

Moving goods to and from a factory might not seem to be the most exciting thing in the world but it’s fundamental to business success. If you can’t get your innovative new product to market so your customers can buy it, it can’t add value to your bottom line. 

From a financial perspective, there are both inbound and outbound considerations. 

Inbound considerations include:

  • Transportation costs from supplier to factory/warehouse
  • Warehousing cost 
  • Carrying cost of inventory

Outbound considerations include:

  • Transportation costs from factory to customer or store

Let’s look at these in more detail.

Transportation Cost

Transportation costs include both receiving goods from suppliers and distributing them to the customer. There are several factors to be considered when calculating transportation costs, and they may have to be weighed against other factors.

For example, is it more beneficial to use a cheaper supplier that has higher inbound transportation costs? Is it better to use a more expensive carrier service that results in a lower rate of damaged goods or quicker transit time?

Warehousing Cost

The cost of storing inventory, whether component parts or finished products, needs to be considered in effective supply chain management. Warehousing costs can be significant and can be optimized in a number of ways:

  • Only renting the storage space you need and using it efficiently.
  • Optimizing product packaging to reduce the storage space required.
  • Researching less expensive potential warehousing locations.
  • Using a multi-client facility where several businesses share the cost (if not a lot of space is required.)

It’s worth bearing in mind that, like many things in supply chain management, there may be tradeoffs. Cheaper warehousing that’s poorly connected to a company’s distribution network could end up costing you more time and money than more expensive storage that’s well connected. It’s important to optimize total supply chain costs, not each individual cost in the supply chain.

Inventory Carrying Cost

In addition to storage costs, there are several other costs associated with holding inventory. These include:

  • Capital cost . Money that’s been invested in inventory cannot be used elsewhere.
  • Insurance . Storing inventory requires insurance to cover the risk of theft or damage.
  • Risk . Products may decrease in value or become obsolete during the time they’re stored.

Similarly, from a customer service level perspective, there are both inbound and outbound considerations.

  • Factory/production cell downtime due to lack of component parts. 
  • Missed sales due to stockout at retail stores.
  • Failure to meet customer service-level expectations.

In short, inventory levels are about managing supply vs. demand. If there is a problem with inbound supply, production will slow or cease. This is highly inefficient and reduces potential product profitability. 

For example, the blockage of the Suez Canal in early 2021 due to a container ship that ran aground was expected to delay shipment of $9.6 billion in goods a day on the 150+ vessels waiting to travel through the canal according to a BBC article. These delays are expected to cost companies substantial sums due to:

  • Lost sales as customers look to competitors to purchase out-of-stock goods,
  • Production downtime at manufacturers resulting from parts shortages,
  • Higher shipping costs on ships detoured to longer, more expensive sea routes to avoid the canal, and 
  • Higher shipping costs due to a worldwide shortage of shipping containers that was exacerbated by this accident.

Key Factors to Consider in a Supply Chain Case Study Interview

A supply chain process map.

When analyzing a supply chain case, the best place to start is by mapping out the steps parts go through as they come into the factory, go through the manufacturing and quality control processes, and then are finally shipped to the customer. A process map like the one above will help you identify key steps.

Imagine yourself walking the production floor following the process the parts and end-product go through. In a supply chain case with an actual client, you’ll do this.

An effective supply chain moves the various elements seamlessly in the most efficient manner, minimizing waste and maximizing profitability. The flow of information between supplier and buyer, production, and the market should also move freely. This means it can be used to improve supply chain decisions. For example, an increase in orders at Manufacturer A will be communicated to their supplier, Company B, so that they know that they expect a larger than normal parts order and are prepared to fulfill it.

Imagine How Raw Materials Arrive at a Factory and Move Through It

  • What steps are required to get parts into inventory?
  • Where are they stored?
  • How are they moved around the factory?
  • How are they changed to outputs – single step or multiple?
  • Is there an assembly step? A quality control step?
  • How are they packaged and stored?
  • Where and how are they prepared and loaded for delivery to market?

Tip! Look for steps in the process where inventory is piling up. This may be because parts supply or production is unbalanced, reducing efficiency. Find ways to improve these bottlenecks.

Tip! Look for areas where there are significant problems with quality control. Parts or products that need to be sent back to suppliers or go through production rework are opportunities to improve efficiency and quality and, by doing so, save money.

After you have a clear understanding of the company’s supply chain, there are 4 factors you’ll want to dive deeper into to find opportunities to improve efficiency:

  • Operational considerations,
  • Financial considerations,
  • Service levels, and 
  • Matching supply and demand.

Operational Considerations

The best supply chains are highly efficient, which means they have low to minimal waste and consistently operate at optimum levels. This means that labor capacity is well-matched to production requirements.

They are also reliable with robust supplier relationships and an effective transportation solution.

Questions to Ask about Operational Efficiency

  • Product development
  • How well do we understand customer needs and use that insight to develop next-generation products?
  • How efficient are we at designing new products to meet these customer needs?
  • Is there a good split of engineering resources allocated to incremental product improvements versus next-generation product design?
  • Do we regularly review contracts for cost-savings opportunities (both for direct spend on components that go into our end-products and indirect spend on things such as travel and office supplies)?
  • Do we optimize total cost of ownership rather than individual component costs?
  • Is the production process optimized or does work-in-process accumulate behind bottlenecked resources (equipment or employees)?
  • Does the factory experience production shut-downs due to a lack of raw materials?
  • Does the factory experience unexpected equipment downtime?
  • Are employees cross-trained to minimize rework?
  • How efficient is the inbound transportation network? Are raw materials received on a just-in-time basis? How often are there stock-outs?
  • How efficient is the outbound transportation network? Are end products received by customers on time? 
  • Are there product defects or quality issues caused by transport?
  • Information systems that support this process
  • Do information systems support the exchange of data up and down the supply chain to optimize decision-making?

Financial Considerations

There are both fixed and variable costs associated with getting a product to market that should be considered.

Fixed Production Costs

Fixed costs are costs that are independent of production volume (at least over the short term) — for example, factory leasing costs.

Let’s assume a factory can produce a maximum of 10,000 units of a product a year. To lease the factory is the same price whether you produce 1 unit or 10,000 units a year. 

Fixed costs can depend on production volume only when it exceeds a threshold volume.

For example, if sales increase and the business needed to produce 15,000 units a year, the company would need to lease another factory to deal with the increased production. In this case, volume does affect a fixed cost.

Fixed costs do directly influence the cost per unit, however. The higher the utilization of the fixed production volume, the lower the cost per unit. 

For example, if the factory mentioned above costs $10,000 to lease and the factory is producing at its full capacity of 10,000 units, then the fixed cost/unit of output is $1. If the factory is only running at 50% capacity, the fixed costs/unit of output would double to $2.

Variable Production Costs

Variable costs change in proportion to production volume. For every additional unit produced, an additional $x of variable cost is incurred. Examples of variable cost items include raw materials and hourly labor costs.

There are times when rebalancing fixed and variable costs can be an opportunity for savings. For example, is it beneficial to invest in machinery or automation (fixed cost) if it reduces high labor costs? Be sure to look for opportunities like this as well as optimizing fixed and variable costs on their own.

Questions To Ask About Financial Optimization

  • How do increases and decreases in production impact fixed and variable costs?
  • Are there variable costs that fixed costs could replace?  (Example: new machinery that could reduce labor costs as well as total costs of production?)
  • Are there fixed costs that could be reduced through outsourcing? (Example: costs of leasing and managing a warehouse that could be reduced by outsourcing?)
  • Where are the biggest opportunities for financial savings?
  • How could reducing or increasing costs affect other considerations such as operational efficiency?

Service Levels

In supply chain management, the term service level has a specific meaning. It relates to how well inventory levels fulfill customer orders. A good service level is one that can fulfill customer orders without incurring a delay.

This is important because customer loyalty may decrease if products are consistently out of stock.

Questions To Ask About Service Levels

  • What are the clients’ service level expectations?
  • How often are customer orders fulfilled successfully?
  • How would changing service levels affect buyer behavior or customer retention?
  • How would changing service levels increase or decrease costs?

Supply and Demand

Effective supply chain management is about ensuring demand for the product is equaled by supply, at the lowest cost to the business.

If demand is higher than supply, customers could turn to a competitor.

If supply is higher than demand, inventory costs can reduce profit margins. Storing inventory also increases business risk as the product may decrease in value or become obsolete as it waits to reach the market.

Questions To Ask About Supply And Demand

  • What factors influence supply?
  • What factors influence demand?
  • How good is the organization at forecasting demand?
  • How flexible is the organization at changing output (e.g., are workers cross-trained for different production cells?)
  • How well are supply and demand currently balanced?
  • If they are imbalanced, what factors are contributing to this and how can those issues be fixed?

Supply Chain Case Study Interview – A Sample Question

Problem: Intel is the world’s largest manufacturer of computer chips. In 2008, Intel launched its low-cost “Atom” chip . The supply chain costs of Intel’s chips were about $5.50 a chip, which were acceptable for chips that sold for $100 each. For the Atom chips, priced at $20, these costs were too high to generate a profit.

What factors should Intel consider in order to reduce its supply chain costs, and what actions would you recommend as a priority?

Mapping the Supply Chain

Mapping out the supply chain process for Intel’s Atom chip identified several steps that had already been optimized including:

  • Raw material costs, 
  • Packaging costs, and
  • Duty payments.

It also identified that customers required a 2-week service level for receiving orders after a purchase order was submitted. 

However, the order cycle for the Atom chip was 9 weeks. Order-cycle time is the time between when a customer order is received and when the goods are shipped. High levels of inventory were required to ensure that customer service levels could be met despite the long production cycle time.

Because of this, production time/inventory was identified as the key step that had opportunities for improvement.

Identifying Opportunities to Reduce Production Time and Inventory

The process for reducing inventory required reducing the order cycle time to meet the customer’s 2-week required service level. Getting to a 2-week cycle time from a 9-week cycle time was a considerable challenge. To meet this challenge, opportunities to improve order cycle time were addressed throughout the supply chain process. 

As described above, for a supply chain case, there are 4 main factors to consider:

  • Service levels, and
  • Supply and demand.

In drilling down on this case, the following opportunities were identified:

  • Financial: Intel moved to a vendor-managed inventory model where possible to save inventory carrying costs. Vendor-managed inventory is the process of having a parts manufacturer take responsibility for holding the required amount of inventory at the customer location.  
  • Operational: The team was able to identify multiple production process improvements to reduce order cycle time, such as cutting the chip assembly test from 5 days to 2 days.
  • Service levels : As mentioned, the 2-week required service level was not flexible, providing no opportunities in this area.
  • Balancing supply and demand: Intel introduced a formal sales and operation planning process to provide better demand forecasts and time production to better meet demand.

Our 7 Tips on Answering a Supply Chain Case Interview Question

Tip 1: walk through the supply chain process.

Start by mapping out the step-by-step supply chain process.

Understanding how materials arrive from suppliers, the steps to turn them into outputs, and what’s needed to get them to market is an important first step. Once you’ve done this, look for bottlenecks or inefficiencies in the system.

Tip 2: Clarify Your Understanding of the Case 

At the start of any case study, it’s important to make sure you understand the question. This includes any information you’ve received about the case and also what you think you need to do to solve it.

A simple way to do this is to repeat back to the interviewer what you know about the case and what you believe the task to be. This gives them an early opportunity to guide your thinking if you look to be going off track.

Tip 3: Ask Questions

If you don’t understand anything, ask! Even if you feel you should know something, there’s no point wasting time worrying about it. Just ask the question and move on.

Similarly, if there are gaps in the data provided, or you need more information in order to form a hypothesis or conclusion, ask your interviewer for more detail. They may provide further information that helps you choose an approach or strengthens your analysis.

Tip 4: Take Time to Structure your Thinking

Don’t be afraid to take your time when structuring your approach to the case. 

Moments of silence can feel endless in an interview situation, but it’s better to use some extra thinking time and respond clearly and logically than answer immediately in a rushed or haphazard manner.

If you need more time to think, it’s perfectly ok to signpost that to your interviewer by asking for a little more time to organize your thoughts.

Tip 5: Use A Framework

Frameworks are popular with both candidates and interviewers alike as they bring structure to your analysis. 

Case interviews can be daunting, and anxiety can make it tricky to think things through logically. Using a framework provides an anchor to organize your thoughts around and makes it less likely you’ll leave anything out.

In supply chain cases, the supply chain process itself can often be used as your framework.

Tip 6: Share Your Analysis

Speaking of analysis, don’t be afraid to share your thoughts aloud. A case interview should be more of a conversation than an interrogation!

Remember your math teacher always telling you to show your work? The same is true in case interviews.

Explaining your thought process helps the interviewer see how you process and make connections between pieces of information. They may also point out small mistakes in your arithmetic so that they don’t mess up your conclusion.

Tip 7: Provide a Recommendation

At the end of the interview, briefly summarize the information you’ve uncovered about the case and how it’s influenced your thinking. Then clearly state your recommendation for the client’s next steps.

Make sure you also share any other important details, such as any risks associated with your recommendation and how they might be overcome.

In this article, we’ve covered:

  • Which business problems supply chain management covers,
  • The reasons supply chain management is important,
  • The essential considerations of a supply chain case,
  • An example of a supply chain case, and
  • Our top 7 tips for acing the supply chain case interview.

Still have questions?

If you have more questions about supply chain case study interview questions, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them. Other people prepping for supply chain case interviews found the following pages helpful:

  • Our Complete Guide to Case Interview Prep ,
  • Case Interview Types , and
  • Case Interview Examples .

Help with Consulting Interview Prep

Thanks for turning to My Consulting Offer for advice on supply chain case study interview questions. My Consulting Offer has helped almost 85% of the people we’ve worked with to get a job in management consulting. We want you to be successful in your consulting interviews too. For example, here is how Tanya was able to get her offer from McKinsey.

4 thoughts on “How to Solve a Supply Chain Case Study Interview”

I need to do a power point for an interview. I have to do a Logistics Analyst Case Study answering questions regarding delivery data for the supply chain and I can’t seem to figure out how to go about answering the questions. I need some professional guidance to help me through the process. Thank you.

Supply chain cases are challenging.

If you’d like an overview of how to approach answering a consulting case interview, our Ultimate Guide to Case Interview Prep is your best source. If you’d like a one-on-one coach for case interviews, including learning how to case in as short as a week, you can apply here .

I would like some more information on supply chain cases – interview’s specifically but not only

Hey, Michael,

Here are a couple publically available cases that might help you: Steel Co. from the NYU Stern 2019 casebook. https://drive.google.com/drive/folders/1AImB14ysaUoYBNw-ArtoCtzZA5cADUhy S.A. Shipping from the McCombs Texas MBA Casebook 2017-2018.

Best of luck on your supply chain case prep!

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How to Solve a Supply Chain Case Study Interview [2022] (2024)

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  • Last Updated January, 2022

How to Solve a Supply Chain Case Study Interview [2022] (1)

Rachael Troughton

Former Accenture

People can be nervous about approaching a supply chain case study interview.

Everyone has some level of experience with marketing and sales because they see these functions in stores and advertisements every day.

The supply chain that gets the product on a store shelf (whether it’s a physical one or digital) can be more opaque.

Supply chain management is the optimization of the process of designing and creating a good or service and getting it to the customer in the most efficient way possible.

Breaking the supply chain down into its component steps will allow you to look at essential parts of the process and uncover which steps may have problems that need to be addressed to better meet customer needs.

In this article, we’ll discuss:

  • The types of business problems that fall under supply chain management,
  • Why supply chain matters,
  • Key factors to consider in a supply chain case,
  • A supply chain case example, and
  • Our 7 tips on answering a supply chain case interview question.

Let’s get started!

What Types of Business Problems Fall into Supply Chain Management?

Supply chain management includes:

  • Product development,
  • Sourcing parts and materials,
  • Production,
  • Logistics, and
  • Information systems that support this process.

Each consulting firm breaks down the group of consultants who work on supply chain problems differently. Some firms put the entire process under supply chain.

In others, “production” problems are managed by an operations practice or service line. The supply chain practice is responsible for issues like:

  • How does a company get the necessary components that go into making its product in a cost-effective and timely fashion?
  • And how does the company deliver that product to the end-customer efficiently and at the required service level?

For example, before a company can manufacture a bike, it needs tires, steel, or aluminum for the frame, the bike chain, etc. To get the finished bike to market, they need transportation to retail stores or a chain’s distribution warehouse.

For the purpose of this article, we’ll look at the broader definition of supply chain, the entire process from getting components parts, to manufacturing the product and delivering finished goods as cheaply and efficiently as possible while meeting or exceeding service level expectations.

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Nail the case & fit interview with strategies from former MBB Interviewers that have helped 85% of our clients pass the case interview.

Why Does the Movement of Goods To & From a Factory Matter So Much?

Moving goods to and from a factory might not seem to be the most exciting thing in the world but it’s fundamental to business success. If you can’t get your innovative new product to market so your customers can buy it, it can’t add value to your bottom line.

From a financial perspective, there are both inbound and outbound considerations.

Inbound considerations include:

  • Transportation costs from supplier to factory/warehouse
  • Warehousing cost
  • Carrying cost of inventory

Outbound considerations include:

  • Transportation costs from factory to customer or store

Let’s look at these in more detail.

Transportation Cost

Transportation costs include both receiving goods from suppliers and distributing them to the customer. There are several factors to be considered when calculating transportation costs, and they may have to be weighed against other factors.

For example, is it more beneficial to use a cheaper supplier that has higher inbound transportation costs? Is it better to use a more expensive carrier service that results in a lower rate of damaged goods or quicker transit time?

Warehousing Cost

The cost of storing inventory, whether component parts or finished products, needs to be considered in effective supply chain management. Warehousing costs can be significant and can be optimized in a number of ways:

  • Only renting the storage space you need and using it efficiently.
  • Optimizing product packaging to reduce the storage space required.
  • Researching less expensive potential warehousing locations.
  • Using a multi-client facility where several businesses share the cost (if not a lot of space is required.)

It’s worth bearing in mind that, like many things in supply chain management, there may be tradeoffs. Cheaper warehousing that’s poorly connected to a company’s distribution network could end up costing you more time and money than more expensive storage that’s well connected. It’s important to optimize total supply chain costs, not each individual cost in the supply chain.

Inventory Carrying Cost

In addition to storage costs, there are several other costs associated with holding inventory. These include:

  • Capital cost . Money that’s been invested in inventory cannot be used elsewhere.
  • Insurance . Storing inventory requires insurance to cover the risk of theft or damage.
  • Risk . Products may decrease in value or become obsolete during the time they’re stored.

Similarly, from a customer service level perspective, there are both inbound and outbound considerations.

  • Factory/production cell downtime due to lack of component parts.
  • Missed sales due to stockout at retail stores.
  • Failure to meet customer service-level expectations.

In short, inventory levels are about managing supply vs. demand. If there is a problem with inbound supply, production will slow or cease. This is highly inefficient and reduces potential product profitability.

For example, the blockage of the Suez Canal in early 2021 due to a container ship that ran aground was expected to delay shipment of $9.6 billion in goods a day on the 150+ vessels waiting to travel through the canal according to a BBC article. These delays are expected to cost companies substantial sums due to:

  • Lost sales as customers look to competitors to purchase out-of-stock goods,
  • Production downtime at manufacturers resulting from parts shortages,
  • Higher shipping costs on ships detoured to longer, more expensive sea routes to avoid the canal, and
  • Higher shipping costs due to a worldwide shortage of shipping containers that was exacerbated by this accident.

Key Factors to Consider in a Supply Chain Case Study Interview

A supply chain process map.

How to Solve a Supply Chain Case Study Interview [2022] (3)

When analyzing a supply chain case, the best place to start is by mapping out the steps parts go through as they come into the factory, go through the manufacturing and quality control processes, and then are finally shipped to the customer. A process map like the one above will help you identify key steps.

Imagine yourself walking the production floor following the process the parts and end-product go through. In a supply chain case with an actual client, you’ll do this.

An effective supply chain moves the various elements seamlessly in the most efficient manner, minimizing waste and maximizing profitability. The flow of information between supplier and buyer, production, and the market should also move freely. This means it can be used to improve supply chain decisions. For example, an increase in orders at Manufacturer A will be communicated to their supplier, Company B, so that they know that they expect a larger than normal parts order and are prepared to fulfill it.

Imagine How Raw Materials Arrive at a Factory and Move Through It

  • What steps are required to get parts into inventory?
  • Where are they stored?
  • How are they moved around the factory?
  • How are they changed to outputs – single step or multiple?
  • Is there an assembly step? A quality control step?
  • How are they packaged and stored?
  • Where and how are they prepared and loaded for delivery to market?

Tip! Look for steps in the process where inventory is piling up. This may be because parts supply or production is unbalanced, reducing efficiency. Find ways to improve these bottlenecks.

Tip! Look for areas where there are significant problems with quality control. Parts or products that need to be sent back to suppliers or go through production rework are opportunities to improve efficiency and quality and, by doing so, save money.

After you have a clear understanding of the company’s supply chain, there are 4 factors you’ll want to dive deeper into to find opportunities to improve efficiency:

  • Operational considerations,
  • Financial considerations,
  • Service levels, and
  • Matching supply and demand.

Operational Considerations

How to Solve a Supply Chain Case Study Interview [2022] (4)

The best supply chains are highly efficient, which means they have low to minimal waste and consistently operate at optimum levels. This means that labor capacity is well-matched to production requirements.

They are also reliable with robust supplier relationships and an effective transportation solution.

Questions to Ask about Operational Efficiency

  • Product development
  • How well do we understand customer needs and use that insight to develop next-generation products?
  • How efficient are we at designing new products to meet these customer needs?
  • Is there a good split of engineering resources allocated to incremental product improvements versus next-generation product design?
  • Do we regularly review contracts for cost-savings opportunities (both for direct spend on components that go into our end-products and indirect spend on things such as travel and office supplies)?
  • Do we optimize total cost of ownership rather than individual component costs?
  • Is the production process optimized or does work-in-process accumulate behind bottlenecked resources (equipment or employees)?
  • Does the factory experience production shut-downs due to a lack of raw materials?
  • Does the factory experience unexpected equipment downtime?
  • Are employees cross-trained to minimize rework?
  • How efficient is the inbound transportation network? Are raw materials received on a just-in-time basis? How often are there stock-outs?
  • How efficient is the outbound transportation network? Are end products received by customers on time?
  • Are there product defects or quality issues caused by transport?
  • Information systems that support this process
  • Do information systems support the exchange of data up and down the supply chain to optimize decision-making?

Financial Considerations

There are both fixed and variable costs associated with getting a product to market that should be considered.

Fixed Production Costs

Fixed costs are costs that are independent of production volume (at least over the short term) — for example, factory leasing costs.

Let’s assume a factory can produce a maximum of 10,000 units of a product a year. To lease the factory is the same price whether you produce 1 unit or 10,000 units a year.

Fixed costs can depend on production volume only when it exceeds a threshold volume.

For example, if sales increase and the business needed to produce 15,000 units a year, the company would need to lease another factory to deal with the increased production. In this case, volume does affect a fixed cost.

Fixed costs do directly influence the cost per unit, however. The higher the utilization of the fixed production volume, the lower the cost per unit.

For example, if the factory mentioned above costs $10,000 to lease and the factory is producing at its full capacity of 10,000 units, then the fixed cost/unit of output is $1. If the factory is only running at 50% capacity, the fixed costs/unit of output would double to $2.

Variable Production Costs

Variable costs change in proportion to production volume. For every additional unit produced, an additional $x of variable cost is incurred. Examples of variable cost items include raw materials and hourly labor costs.

There are times when rebalancing fixed and variable costs can be an opportunity for savings. For example, is it beneficial to invest in machinery or automation (fixed cost) if it reduces high labor costs? Be sure to look for opportunities like this as well as optimizing fixed and variable costs on their own.

Questions To Ask About Financial Optimization

  • How do increases and decreases in production impact fixed and variable costs?
  • Are there variable costs that fixed costs could replace? (Example: new machinery that could reduce labor costs as well as total costs of production?)
  • Are there fixed costs that could be reduced through outsourcing? (Example: costs of leasing and managing a warehouse that could be reduced by outsourcing?)
  • Where are the biggest opportunities for financial savings?
  • How could reducing or increasing costs affect other considerations such as operational efficiency?

Service Levels

How to Solve a Supply Chain Case Study Interview [2022] (5)

In supply chain management, the term service level has a specific meaning. It relates to how well inventory levels fulfill customer orders. A good service level is one that can fulfill customer orders without incurring a delay.

This is important because customer loyalty may decrease if products are consistently out of stock. See Also Building an SAP Analytics Cloud Dashboard with SAP S/4HANA Cloud Data

Questions To Ask About Service Levels

  • What are the clients’ service level expectations?
  • How often are customer orders fulfilled successfully?
  • How would changing service levels affect buyer behavior or customer retention?
  • How would changing service levels increase or decrease costs?

Supply and Demand

Effective supply chain management is about ensuring demand for the product is equaled by supply, at the lowest cost to the business.

If demand is higher than supply, customers could turn to a competitor.

If supply is higher than demand, inventory costs can reduce profit margins. Storing inventory also increases business risk as the product may decrease in value or become obsolete as it waits to reach the market.

Questions To Ask About Supply And Demand

  • What factors influence supply?
  • What factors influence demand?
  • How good is the organization at forecasting demand?
  • How flexible is the organization at changing output (e.g., are workers cross-trained for different production cells?)
  • How well are supply and demand currently balanced?
  • If they are imbalanced, what factors are contributing to this and how can those issues be fixed?

Supply Chain Case Study Interview – A Sample Question

Problem: Intel is the world’s largest manufacturer of computer chips. In 2008, Intel launched its low-cost “Atom” chip . The supply chain costs of Intel’s chips were about $5.50 a chip, which were acceptable for chips that sold for $100 each. For the Atom chips, priced at $20, these costs were too high to generate a profit.

What factors should Intel consider in order to reduce its supply chain costs, and what actions would you recommend as a priority?

Mapping the Supply Chain

Mapping out the supply chain process for Intel’s Atom chip identified several steps that had already been optimized including:

  • Raw material costs,
  • Packaging costs, and
  • Duty payments.

It also identified that customers required a 2-week service level for receiving orders after a purchase order was submitted.

However, the order cycle for the Atom chip was 9 weeks. Order-cycle time is the time between when a customer order is received and when the goods are shipped. High levels of inventory were required to ensure that customer service levels could be met despite the long production cycle time.

Because of this, production time/inventory was identified as the key step that had opportunities for improvement.

Identifying Opportunities to Reduce Production Time and Inventory

The process for reducing inventory required reducing the order cycle time to meet the customer’s 2-week required service level. Getting to a 2-week cycle time from a 9-week cycle time was a considerable challenge. To meet this challenge, opportunities to improve order cycle time were addressed throughout the supply chain process.

As described above, for a supply chain case, there are 4 main factors to consider:

  • Supply and demand.

In drilling down on this case, the following opportunities were identified:

  • Financial: Intel moved to a vendor-managed inventory model where possible to save inventory carrying costs. Vendor-managed inventory is the process of having a parts manufacturer take responsibility for holding the required amount of inventory at the customer location.
  • Operational: The team was able to identify multiple production process improvements to reduce order cycle time, such as cutting the chip assembly test from 5 days to 2 days.
  • Service levels : As mentioned, the 2-week required service level was not flexible, providing no opportunities in this area.
  • Balancing supply and demand: Intel introduced a formal sales and operation planning process to provide better demand forecasts and time production to better meet demand.

Our 7 Tips on Answering a Supply Chain Case Interview Question

How to Solve a Supply Chain Case Study Interview [2022] (6)

Tip 1: Walk Through the Supply Chain Process

Start by mapping out the step-by-step supply chain process.

Understanding how materials arrive from suppliers, the steps to turn them into outputs, and what’s needed to get them to market is an important first step. Once you’ve done this, look for bottlenecks or inefficiencies in the system.

Tip 2: Clarify Your Understanding of the Case

At the start of any case study, it’s important to make sure you understand the question. This includes any information you’ve received about the case and also what you think you need to do to solve it.

A simple way to do this is to repeat back to the interviewer what you know about the case and what you believe the task to be. This gives them an early opportunity to guide your thinking if you look to be going off track.

Tip 3: Ask Questions

If you don’t understand anything, ask! Even if you feel you should know something, there’s no point wasting time worrying about it. Just ask the question and move on.

Similarly, if there are gaps in the data provided, or you need more information in order to form a hypothesis or conclusion, ask your interviewer for more detail. They may provide further information that helps you choose an approach or strengthens your analysis.

Tip 4: Take Time to Structure your Thinking

Don’t be afraid to take your time when structuring your approach to the case.

Moments of silence can feel endless in an interview situation, but it’s better to use some extra thinking time and respond clearly and logically than answer immediately in a rushed or haphazard manner.

If you need more time to think, it’s perfectly ok to signpost that to your interviewer by asking for a little more time to organize your thoughts.

Tip 5: Use A Framework

Frameworks are popular with both candidates and interviewers alike as they bring structure to your analysis.

Case interviews can be daunting, and anxiety can make it tricky to think things through logically. Using a framework provides an anchor to organize your thoughts around and makes it less likely you’ll leave anything out.

In supply chain cases, the supply chain process itself can often be used as your framework.

Tip 6: Share Your Analysis

Speaking of analysis, don’t be afraid to share your thoughts aloud. A case interview should be more of a conversation than an interrogation!

Remember your math teacher always telling you to show your work? The same is true in case interviews.

Explaining your thought process helps the interviewer see how you process and make connections between pieces of information. They may also point out small mistakes in your arithmetic so that they don’t mess up your conclusion.

Tip 7: Provide a Recommendation

At the end of the interview, briefly summarize the information you’ve uncovered about the case and how it’s influenced your thinking. Then clearly state your recommendation for the client’s next steps.

Make sure you also share any other important details, such as any risks associated with your recommendation and how they might be overcome.

In this article, we’ve covered:

  • Which business problems supply chain management covers,
  • The reasons supply chain management is important,
  • The essential considerations of a supply chain case,
  • An example of a supply chain case, and
  • Our top 7 tips for acing the supply chain case interview.

Still have questions?

If you have more questions about supply chain case study interview questions, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them. Other people prepping for supply chain case interviews found the following pages helpful:

  • Our Complete Guide to Case Interview Prep ,
  • Case Interview Types , and
  • Case Interview Examples .

Help with Consulting Interview Prep

Thanks for turning to My Consulting Offer for advice on supply chain case study interview questions. My Consulting Offer has helped almost 85% of the people we’ve worked with to get a job in management consulting. We want you to be successful in your consulting interviews too. For example, here is how Tanya was able to get her offer from McKinsey.

2 thoughts on “How to Solve a Supply Chain Case Study Interview”

I need to do a power point for an interview. I have to do a Logistics Analyst Case Study answering questions regarding delivery data for the supply chain and I can’t seem to figure out how to go about answering the questions. I need some professional guidance to help me through the process. Thank you.

Supply chain cases are challenging.

If you’d like an overview of how to approach answering a consulting case interview, our Ultimate Guide to Case Interview Prep is your best source. If you’d like a one-on-one coach for case interviews, including learning how to case in as short as a week, you can apply here .

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How to Solve a Supply Chain Case Study Interview [2022] (7)

3 Top Strategies to Master the Case Interview in Under a Week

We are sharing our powerful strategies to pass the case interview even if you have no business background, zero casing experience, or only have a week to prepare.

No thanks, I don't want free strategies to get into consulting.

How to Solve a Supply Chain Case Study Interview [2022] (2024)

How do you answer a case study interview question? ›

  • Listen to the interviewer and ask questions. ...
  • Structure the problem and form a framework. ...
  • Think before speaking. ...
  • Focus on high-impact issues. ...
  • Generate a hypothesis and explore options creatively.
  • How did you hear about our product? ...
  • How long had you been looking for a solution to this problem? ...
  • Were you comparing alternative solutions? ...
  • Would you describe a few of the reasons you decided to buy our product?
  • Can you give a brief description of your company? ...
  • How did you first hear about our service? ...
  • What challenges/problems necessitated a change? ...
  • What trends in your industry drove the need to use our product?
  • What were you looking for in a solution?
  • Open with an introductory overview. ...
  • Explain the problem in question. ...
  • Detail the solutions implemented to solve the problem. ...
  • Refer to key results. ...
  • Finish with recommendations and next steps.

It typically takes candidates 60 to 80 hours to prepare for case interviews, which is about 6 to 8 weeks of preparation. However, many candidates find themselves in situations where they only have one month, one week, or even one day to prepare.

  • Tell me about yourself.
  • What attracted you to our company?
  • Tell me about your strengths.
  • What are your weaknesses?
  • Where do you see yourself in five years?
  • Tell me about a time where you encountered a business challenge?
  • Start by identifying the theories and concepts covered in your course. ...
  • Practice reading case studies and identifying relevant information. ...
  • Practice relating concepts and theories to real-world situations: ask lecturers and check textbooks for practice examples.
  • Ditch the norm. You've seen that tired, old case study template a million times: ...
  • Show the cost of inertia. A more useful approach is to spell out how much not solving their problem could eventually cost. ...
  • Prove your value. ...
  • Create a more effective format.

Case interviews are among the hardest job interviews for business candidates . Passing rate is only 10% to 20%, with each candidate facing 4-6 case interviews for one consulting recruitment process.

  • Practice, practice, practice. ...
  • Learn the frameworks. ...
  • Stay composed, friendly, and energetic. ...
  • Engage the interviewer in conversation.

What are the three most important areas of a case study? ›

  • The Problem. One of the strongest appeals of business case studies is that they address real life problems. ...
  • Solution Options. The Solution Section of a business case study essentially builds the case for the sponsor's product or service. ...
  • The Results. ...
  • Conclusion.
  • (1) A time- and issue-bounded dilemma.
  • (2) Explanations of issues and concepts.
  • (3) A story, with vivid characters and moments.
  • (4) Data and other information.
  • (5) Scenarios that lead in different directions.
  • Don't have over expectations about your case studies. ...
  • Find something interesting to engage readers. ...
  • Make your case study for the target audience. ...
  • Follow the right structure in your document. ...
  • Use relevant data in your case study. ...
  • Draw your company or service as a helping hand.

Types of Case Studies Researchers might study a group of people in a certain setting or look at an entire community. For example, psychologists might explore how access to resources in a community has affected the collective mental well-being of those living there .

The major challenges to case studies are based on generalization, validity, reliability, theory role, authority, and authenticity, dependency, and longevity of the case .

A case study on one side Condensing information onto one side of A4 or A3 is a really useful way of streamlining the case study and making it easier for a student to memorise. Writing out the notes forces the student to read (and hopefully process) the material which reinforces learning.

  • Find cases that are suitable for practicing alone.
  • Synthesize the case background information out loud.
  • Ask clarifying questions out loud.
  • Structure a framework and present it out loud.
  • Propose an area to start the case.
  • Answer each case question out loud.
  • The Case Centre. ...
  • Copenhagen Business School Case Studies (Case Centre) ...
  • Eforce Case Studies (Case Centre) ...
  • Highlighted Cases and Case Studies: Daniels Fund Ethics Initiative. ...

Sometimes, you may get all of the answers right in a case interview but still be rejected . One reason why this may happen is that you're “too slow” in solving the case. Being “too slow” does not mean you need to talk faster. It means you are asking too many questions to figure out a conclusion for one part of the case.

Invest a set number of hours in case interview practice each week. This way, it will become clear how many hours exactly you'll need to improve. Normally 4-5 hours per week of case practice per week is the minimum needed . Time spent reviewing past cases is one of the most important things you can do to improve.

How long should case study answers be? ›

Most resources tell you that a case study should be 500-1500 words . We also encourage you to have a prominent snapshot section of 100 words or less. The results and benefits section should take the bulk of the word count. Don't use more words than you need.

  • Tell me something about yourself.
  • How did you hear about this position?
  • Why do you want to work here?
  • Why did you decide to apply for this position?
  • What is your greatest strength?
  • What are your strengths and weaknesses?
  • What do you know about this company/organization?

Good case studies include key details that show how the customer got from A to B using the product —something you don't get with customer reviews. Don't make your reader work too hard to visualize the story. If you can use images and videos, use them!

Foundation Phase . This is the first and foremost step in conducting the case study. This phase is based on some considerations that research students should carefully look into.

  • Preparation. Just like with any study, it's important to first prepare to conduct the case analysis. ...
  • Introduction. ...
  • Background information. ...
  • Proposed solutions. ...
  • Recommendations. ...

Limitations of Case Studies Lacking scientific rigour and providing little basis for generalization of results to the wider population . Researchers' own subjective feeling may influence the case study (researcher bias). Difficult to replicate. Time-consuming and expensive.

Candidates usually ask 2 – 3 clarifying questions to start the case interview. However, some case interviews will need no clarifying questions while other case interviews may need more than 3. The answer depends on how unclear the case background information is.

In conclusion, there is no right or wrong in how long a case study should be there is however some guidelines to follow. The recommended number of pages should be somewhere between 5-15 . This seems to be an appropriate form to stick to.

You might be allowed to use a calculator in the screening tests, but you definitely can't use a calculator during your case interview .

  • You had an engaging conversation. ...
  • The body language of your interviewer was positive. ...
  • The interview runs over the scheduled time. ...
  • Your interviewer introduces you to the team. ...
  • The interviewer sold you on the position and the company.

How many interviews are enough for a case study? ›

In order to avoid the bias with a single interview, as a thumb rule minimum 3-5 interviews need to be conducted.

He has helpfully characterised three main types of case study: intrinsic, instrumental and collective[8]. An intrinsic case study is typically undertaken to learn about a unique phenomenon. The researcher should define the uniqueness of the phenomenon, which distinguishes it from all others.

A successful case management process consists of four core components: intake, needs assessment, service planning, and monitoring and evaluation .

  • Executive Summary. Explain what you will examine in the case study. ...
  • Background. Provide background information and the most relevant facts. ...
  • Case Evaluation. ...
  • Proposed Solutions. ...
  • Conclusion. ...
  • Implementation. ...
  • References.
  • Harlow - Phineas Gage.
  • Breuer & Freud (1895) - Anna O.
  • Cleckley's (1941) case studies of psychopathy (The Mask of Sanity) and multiple personality disorder (The Three Faces of Eve) (1957)
  • Freud and Little Hans.
  • Freud and the Rat Man.
  • John Money and the John/Joan case.
  • Genie (feral child)
  • Understand the issue; ask clarifying questions as needed.
  • Identify the underlying assumptions.
  • Summarize specific issues and findings.
  • State your recommendations.
  • Outline next steps and expected results/impacts.

Case studies are laboratories where you apply what you learn in lectures and readings to solve supply chain problems in highly realistic simulations . Each case has a "CASE STUDY CONCEPT" showing the supply chain principles and practices highlighted in that case.

  • STEP 1: CLARIFY. WHAT THE INTERVIEWER WILL DO: ...
  • STEP 2: STRUCTURE. ...
  • STEP 3: ANALYze. ...
  • STEP 4: CONCLUde.

Revised on October 10, 2022. An interview is a qualitative research method that relies on asking questions in order to collect data . Interviews involve two or more people, one of whom is the interviewer asking the questions. There are several types of interviews, often differentiated by their level of structure.

  • Executive Summary. ...
  • Boosting Domestic Capabilities Through On-Shoring and Near-Shoring. ...
  • Easing Transportation Jams. ...
  • Prioritizing Public Health. ...
  • Dealing with Labor Shortages. ...
  • Fighting Anti-Competitive Practices. ...
  • Mitigating Geopolitical Complications. ...
  • A Multifaceted Problem.

What are the 4 important parts of a case study? ›

5S stands for the 5 steps of this methodology: Sort, Set in Order, Shine, Standardize, Sustain .

  • Understand the 7 question types.
  • Learn a repeatable method for solving cases.
  • Solve practice cases (14 free example cases)
  • Prepare answers to fit and PEI questions.
  • Practice answering questions out loud.
  • Do 30+ mock interviews.

Situational, competency-based and behavioural questions – how to tell them apart. To keep things really simple to start with, this table breaks down the three types of interview questions you're likely to encounter – and explains why they are asked.

  • Keeping transportation costs down.
  • Keeping up with customer/industry demands.
  • Sourcing consistent, reliable carrier capacity.
  • Keeping up with the latest technology solutions and demands.
  • On-time pickup and delivery performance.

In this step, we look at the 7 Rs of logistics. So, what are the 7 Rs? The Chartered Institute of Logistics & Transport UK (2019) defines them as: Getting the Right product, in the Right quantity, in the Right condition, at the Right place, at the Right time, to the Right customer, at the Right price .

When items in the supply chain travel in reverse order, your organization has to figure out a way to handle those products. The five Rs of reverse logistics are returns, reselling, repairs, replacements, and recycling . The processes and solutions you apply to each of these can help your business improve its results.

case study interview logistics

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Hacking The Case Interview

Hacking the Case Interview

Supply chain case interview

Have an upcoming supply chain case interview and don’t know how to prepare? We have you covered!

In this article, we’ll cover what a supply chain case interview is, a step-by-step guide to solve any supply chain case, and a comprehensive review of the basics of supply chains.

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What is a Supply Chain Case Interview?

A supply chain case interview is a type of consulting case interview that focuses on evaluating a candidate's ability to analyze and solve complex supply chain-related problems.

In this type of interview, candidates are presented with a hypothetical business scenario or real-world supply chain challenge and are expected to provide structured and logical solutions.

Supply chain cases typically involve various aspects of the supply chain process, such as sourcing, procurement, production, distribution, inventory management, and logistics.

Candidates are often required to assess the efficiency, cost-effectiveness, and overall optimization of the supply chain operations.

To excel in a supply chain case interview, candidates need to demonstrate strong analytical skills, problem-solving abilities, attention to detail, and an understanding of supply chain concepts and principles.

They must also showcase their capability to develop actionable recommendations that address the challenges presented in the case.

Candidates should expect to use quantitative analysis, data interpretation, and logical reasoning to formulate their solutions.

Additionally, effective communication skills are crucial to explain their thought process, assumptions, and recommendations clearly to the interviewers.

How to Solve a Supply Chain Case Interview

There are eight steps to solve a supply chain case interview.

Be aware that your supply chain case interview may cover all of these steps, or it may skip some of these steps, depending on what the interviewer wants to focus their time on.

1. Understand the case

At the outset of a supply chain case interview, your priority is to thoroughly understand the context and the challenges presented by the case.

Pay close attention to any clues provided about the company's operations, suppliers, customers, distribution methods, and potential pain points in its supply chain.

Clarify any uncertainties by asking insightful questions that can help you gather relevant information.

By gaining a clear understanding of the case context and objectives, you'll be better equipped to define the problem, formulate a structured approach, and ultimately arrive at effective solutions to address the supply chain challenges presented in the case.

2. Define the problem

Once you have a solid grasp of the case details, move on to defining the core problem or objective that needs to be addressed in the supply chain case interview.

This step involves breaking down the broader supply chain challenges into specific, actionable issues that you can analyze and provide solutions for.

Look for key pain points or bottlenecks in the supply chain process that may be impacting the company's operations, costs, efficiency, or customer satisfaction.

Articulate the problem succinctly and clearly, ensuring that your definition captures the essence of the supply chain issues at hand.

A well-defined problem will serve as the foundation for the remainder of your analysis, guiding your approach and helping you structure your recommendations effectively.

3. Gather information

In the supply chain case interview, the next critical step is to gather relevant information and data that will enable you to analyze the problem thoroughly. This involves seeking clarification from the interviewer about any aspects of the case that are not fully clear and requesting essential data points that are required for your analysis.

Additionally, you may be provided with data, charts, or graphs that simulate the company's supply chain operations.

Your ability to ask insightful questions and extract pertinent information from the available data is crucial at this stage.

As you gather information, focus on understanding the different stages of the supply chain, the key players involved, the flow of materials and products, inventory management practices, distribution channels, and any existing challenges.

Your proficiency in identifying relevant data and using it to build a comprehensive understanding of the situation will set the stage for the subsequent analysis and recommendations you'll provide in the case interview.

4. Analyze the data

With a solid grasp of the information collected, the next step in a supply chain case interview is to analyze the current supply chain operations.

This involves identifying strengths, weaknesses, bottlenecks, inefficiencies, and potential areas for improvement within the supply chain.

Utilize your problem-solving skills to break down the complex supply chain into its various components and assess how each component impacts the overall process. Consider factors such as lead times, transportation costs, inventory levels, demand forecasting accuracy, and supplier relationships.

Identify any patterns or trends in the data that may indicate areas of concern or opportunities for optimization.

This analytical phase requires a structured approach and the ability to connect the dots between different aspects of the supply chain.

Your goal is to uncover insights that will inform your recommendations for enhancing the supply chain's effectiveness, efficiency, and overall performance.

5. Identify solutions

After analyzing the supply chain, the next crucial step is to develop practical solutions and recommendations for improving its efficiency and effectiveness. This is where your creativity and problem-solving skills come into play.

Based on the insights gained from the analysis, brainstorm potential solutions to address the identified challenges or bottlenecks. Consider various strategies, such as:

  • Optimizing inventory management
  • Improving demand forecasting accuracy
  • Streamlining transportation and logistics
  • Enhancing supplier collaboration
  • Implementing technology solutions like supply chain software

Your recommendations should be tailored to the specific issues you've identified and should align with the company's overall goals and objectives.

It's important to think critically about the feasibility of each solution and its potential impact on the supply chain's performance. You may need to prioritize solutions based on their potential benefits and implementation complexity.

Ultimately, your goal is to provide actionable recommendations that can lead to tangible improvements in the supply chain's efficiency, cost-effectiveness, and overall value to the organization.

6. Evaluate trade-offs

In a supply chain case interview, the ability to assess trade-offs is a vital skill. After analyzing different options and proposing potential solutions, you need to critically evaluate the trade-offs associated with each choice.

Trade-offs often involve considerations such as cost, time, risk, and impact on various stakeholders. Determine which solution offers the best balance between different factors, taking into account both short-term benefits and long-term implications.

For example, a solution that reduces costs might lead to longer lead times or increased supply chain complexity.

Effective trade-off evaluation showcases your analytical thinking, strategic acumen, and the capacity to make informed decisions that align with the broader business objectives.

Your ability to weigh pros and cons demonstrates your capacity to handle the complexities of real-world supply chain challenges.

7. Develop recommendations

In the context of a supply chain case interview, developing recommendations is a crucial step that demonstrates your problem-solving abilities.

After thoroughly analyzing the situation, identifying potential solutions, and evaluating trade-offs, you need to formulate actionable recommendations.

Your recommendations should be aligned with the goals and objectives of the company, addressing the key issues identified earlier.

These recommendations should be specific, measurable, achievable, relevant, and time-bound (SMART), allowing the company to implement them effectively. Consider the potential risks and challenges associated with each recommendation and propose strategies to mitigate them.

Your ability to provide clear and concise recommendations showcases your strategic thinking, practicality, and capacity to drive positive change within the supply chain.

Additionally, crafting recommendations that consider both short-term gains and long-term sustainability demonstrates your understanding of the broader business implications.

8. Quantify the impact

Quantifying the impact is a critical aspect of solving a supply chain case interview.

After proposing recommendations, you need to assess the potential outcomes of implementing these changes.

This involves using relevant metrics and key performance indicators (KPIs) to quantify the expected improvements in the supply chain's efficiency, cost savings, customer satisfaction, and overall business performance.

Utilize data and information provided in the case to estimate the potential financial and operational benefits of your recommendations.

By attaching specific numbers to your recommendations, you demonstrate your ability to translate strategic solutions into tangible results. Employ quantitative analysis to showcase the value your proposed changes would bring to the company's bottom line.

This step highlights your analytical skills, business acumen, and capacity to drive measurable improvements within the supply chain operations.

In addition to supply chain case interviews, we also have additional step-by-step guides to: market entry case interviews , growth strategy case interviews , M&A case interviews , pricing case interviews , operations case interviews , and marketing case interviews .

Essential Supply Chain Knowledge You Need to Know

Below are five different topics in supply chain that you should be familiar with for your supply chain case interviews.

Remember, you don’t need to be an expert or get very technical with any of these, but it will be helpful to understand what each topic is so that you have an understanding and intuition for solving supply chain problems.

1. Supply chain components

The supply chain is a complex network of interconnected activities, processes, and entities that collaborate to ensure the seamless flow of products and services from raw material suppliers to end customers.

Understanding the key components of a supply chain is essential for anyone looking to grasp the fundamentals of supply chain.

Suppliers : Suppliers provide the raw materials, components, and resources necessary for production. Selecting reliable and quality-focused suppliers is crucial to maintaining the integrity of the supply chain.

Manufacturers : Manufacturers transform raw materials into finished products through various production processes. They play a pivotal role in optimizing production efficiency and ensuring product quality.

Distributors : Distributors are responsible for storing and delivering products to various points in the supply chain. They manage inventory, transportation, and often serve as intermediaries between manufacturers and retailers.

Retailers : Retailers interact directly with end customers, selling products through various channels such as brick-and-mortar stores or online platforms. They monitor consumer demand and provide feedback to other supply chain entities.

Customers : Customers are the ultimate recipients of products or services. Their demand influences the entire supply chain, driving production, distribution, and inventory decisions.

Supply chain example

2. Supply chain activities

Supply chain activities encompass a range of interconnected processes that collaborate to ensure the efficient movement of goods, information, and resources from the initial stages of production to the end consumer.

These activities play a pivotal role in optimizing operations, reducing costs, and meeting customer demands. Let's delve into the key components of supply chain activities:

Planning and Forecasting : Effective supply chain planning involves predicting customer demand, aligning production capacities, and managing inventory levels. Accurate demand forecasting helps prevent stockouts or excess inventory, ensuring optimal resource allocation.

Sourcing and Procurement : This activity involves selecting suppliers, negotiating contracts, and acquiring raw materials or components. Sourcing decisions impact cost, quality, and lead times, influencing overall supply chain efficiency.

Production : Manufacturing is where raw materials are transformed into finished goods. Efficient production processes, quality control, and lean manufacturing techniques are crucial to meet demand while minimizing waste.

Inventory Management : Proper management of inventory levels is essential to prevent shortages and overstocks. Inventory optimization tools help strike the right balance between carrying costs and meeting customer demand.

Warehousing and Distribution : Warehouses serve as hubs for storing and distributing products. Efficient warehousing operations ensure timely delivery and minimize transportation costs by consolidating shipments.

Transportation : Moving products from one point to another is a critical aspect of supply chain activities. Selecting appropriate transportation modes, optimizing routes, and tracking shipments enhance efficiency.

Demand Fulfillment : Ensuring timely order fulfillment involves coordinating production, inventory levels, and distribution. Meeting customer orders promptly enhances customer satisfaction.

Information Flow : Information is the backbone of supply chain activities. Real-time data sharing across supply chain entities enables informed decision-making, enhances coordination, and minimizes delays.

Demand Management : Managing customer demand involves understanding market trends, analyzing consumer behavior, and aligning production to meet varying demand levels.

Supplier Relationship Management : Nurturing positive relationships with suppliers fosters collaboration and enables agile responses to changing market conditions.

Quality Control : Maintaining product quality is crucial to avoid recalls and returns. Rigorous quality control processes ensure products meet customer expectations.

Reverse Logistics : Managing the flow of goods in reverse, such as returns and recycling, is an emerging aspect of supply chain activities. Efficient reverse logistics processes reduce waste and environmental impact.

Technology Integration : Modern supply chains leverage technology such as IoT devices, RFID tags, and data analytics to monitor operations, track shipments, and optimize processes.

3. Metrics and KPIs

Metrics and Key Performance Indicators (KPIs) are essential tools that provide quantifiable insights into the performance of supply chain activities. They enable organizations to assess efficiency, identify areas for improvement, and make data-driven decisions. Let's explore the significance of metrics and KPIs in the supply chain context:

Operational Efficiency : Metrics such as Order Fill Rate, On-Time Delivery, and Cycle Time measure the speed and accuracy of order fulfillment. A high order fill rate indicates efficient inventory management and timely deliveries, enhancing customer satisfaction.

Inventory Management : Inventory Turnover Ratio, Days Sales of Inventory, and Holding Cost per Unit measure how effectively organizations manage their inventory. Optimizing these metrics reduces carrying costs while ensuring product availability.

Supplier Performance : Metrics like Supplier Lead Time, Supplier On-Time Delivery, and Supplier Defect Rate assess the reliability and effectiveness of suppliers. Strong supplier performance enhances production consistency and reduces supply chain disruptions.

Logistics Efficiency : Transportation Cost per Unit, Freight Cost Ratio, and Inbound Freight Cost measure transportation efficiency and cost-effectiveness. Optimizing these metrics minimizes transportation expenses while maintaining service levels.

Demand Forecast Accuracy : Forecast Accuracy, Mean Absolute Percentage Error (MAPE), and Bias measure the accuracy of demand forecasts. Accurate forecasts enable organizations to align production and inventory with actual demand.

Quality Control : Metrics such as Defect Rate, Return Rate, and Customer Complaint Rate assess product quality. Lower defect rates and return rates signify effective quality control processes.

Cash-to-Cash Cycle Time : This metric measures the time it takes for investments to turn into cash flows. A shorter cycle time indicates efficient cash flow management.

Working Capital Ratio : This ratio compares current assets to current liabilities, indicating the organization's liquidity and ability to meet short-term obligations.

Total Cost of Ownership : This metric considers all costs associated with a product's lifecycle, including acquisition, operation, maintenance, and disposal. It helps make informed procurement decisions.

Supply Chain Flexibility : Metrics like Lead Time Variability and Response Time measure the ability to adapt to changing market conditions and customer demands.

Sustainability Metrics : Environmental impact metrics, such as Carbon Footprint, Water Usage, and Energy Consumption, assess the sustainability of supply chain operations.

Customer Satisfaction Metrics : Customer Satisfaction Score (CSAT), Net Promoter Score (NPS), and Customer Complaint Resolution Time gauge customer satisfaction and loyalty.

4. Lean and six sigma

Lean and Six Sigma are two methodologies that play a crucial role in optimizing supply chain operations, eliminating waste, and enhancing overall efficiency.

Lean Methodology : Lean principles focus on identifying and eliminating non-value-added activities, known as waste, from the supply chain.

Waste can take various forms, including overproduction, excess inventory, defects, waiting time, unnecessary transportation, and underutilized talent.

By streamlining processes and reducing waste, organizations can improve lead times, reduce costs, and enhance customer satisfaction.

Six Sigma Methodology : Six Sigma aims to minimize process variations and defects by using data-driven methodologies to achieve consistent and predictable outcomes.

The methodology follows the DMAIC (Define, Measure, Analyze, Improve, Control) framework to identify root causes of inefficiencies, optimize processes, and ensure sustained improvements.

By reducing process variations, organizations can achieve higher levels of quality and reliability.

Six Sigma projects often result in significant cost savings, improved cycle times, and enhanced customer satisfaction.

The use of statistical tools and methodologies empowers supply chain professionals to make informed decisions, drive continuous improvement, and enhance the overall effectiveness of their operations.

5. Continuous improvement

Continuous improvement is a fundamental concept in supply chain management that revolves around the idea of consistently enhancing processes, practices, and outcomes to achieve higher levels of efficiency, effectiveness, and customer satisfaction.

This philosophy emphasizes that there's always room for improvement, no matter how well a supply chain is performing.

Continuous improvement involves identifying areas for enhancement, implementing changes, monitoring the results, and making further adjustments based on feedback and data.

Supply Chain Case Interview Examples

Supply chain case interview scenario #1.

You are consulting for a retail company that operates multiple stores nationwide. The company is facing challenges with managing its inventory levels.

On one hand, excess inventory ties up capital and incurs storage costs, while on the other hand, inadequate inventory leads to stockouts and missed sales opportunities.

Your task is to help the company optimize its inventory levels to achieve a balance between meeting customer demand and minimizing costs.

How to Solve

Begin by clarifying the scope of the problem. Ask questions about the company's current inventory management practices, its supply chain network, and its primary challenges related to inventory levels.

Request historical sales data for the past year, including SKU-level information, lead times, reorder points, safety stock levels, and any available information on demand variability.

Examine the historical sales data to identify demand patterns, seasonality, and trends. Calculate key metrics like average demand and standard deviation of demand.

Determine the safety stock required to prevent stockouts during peak demand periods. Consider factors like lead time variability, desired service level, and demand variability.

Evaluate the company's current reorder points for each SKU. Assess whether they are aligned with demand variability, lead times, and safety stock requirements.

Analyze inventory turnover ratios for different SKUs. Identify products with consistently low turnover rates, as they may indicate excess inventory that ties up capital.

Based on your analysis, propose strategies to optimize inventory levels. This may involve adjusting reorder points, safety stock levels, and batch sizes.

Examine opportunities to reduce lead times in the supply chain. Faster replenishment can reduce the need for high safety stock levels.

Segment SKUs based on demand patterns, product characteristics, and other relevant factors. Tailor inventory management strategies to each segment.

Present your findings and recommendations to the client. Highlight potential cost savings, improved customer service levels, and enhanced supply chain efficiency through optimized inventory management.

Engage in a discussion with the interviewer, addressing any questions or concerns they may have about your analysis and recommendations.

Supply Chain Case Interview Scenario #2

You are consulting for a global consumer goods company that manufactures and distributes a wide range of products. The company is looking to optimize its distribution network to reduce costs and improve service levels.

Currently, the company operates multiple distribution centers (DCs) and warehouses around the world. Your task is to propose an optimal distribution network strategy.

Begin by gathering information about the company's current distribution network. Obtain data on the number and locations of DCs, transportation costs, inventory holding costs, lead times, and customer locations.

Analyze historical demand patterns across different regions and customer segments. Consider factors like seasonality, market growth, and demand variability.

Evaluate the transportation costs associated with shipping products from each DC to customer locations. Consider modes of transportation, distance, freight rates, and delivery times.

Calculate the total cost of the current distribution network, including transportation costs, inventory holding costs, warehousing costs, and any other relevant expenses.

Understand the company's desired service levels for different customer segments. This could involve factors like delivery times, order fill rates, and on-time delivery performance.

Propose alternative distribution network configurations, such as consolidating DCs, opening new DCs in strategic locations, or outsourcing distribution to third-party providers.

Quantify the trade-offs between cost reduction and service level improvement for each distribution network alternative.

Evaluate the benefits of centralizing inventory in a single location versus distributing inventory across multiple DCs. Consider factors like lead times, demand variability, and safety stock requirements.

Based on your analysis, recommend the optimal distribution network strategy that minimizes costs while meeting or exceeding service level requirements.

Discuss potential challenges and risks associated with implementing the recommended network strategy. Consider factors like operational disruptions, IT system changes, and supplier relationships.

Present your findings and recommendations to the client, highlighting the projected cost savings, improved service levels, and overall benefits of the optimized distribution network.

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Supply chain case interviews

Case types | Example supply chain cases | Framework | Full case example

Following decades of globalization, today’s companies are facing supply chains with a greater degree of complexity than ever before. In recognition of that reality, our clients are increasingly turning to consultancies to find cost reduction opportunities, minimize the risk of obstruction or image from natural disasters and foreign policy decisions, and (increasingly in the past few years) to identify areas for improvement in environmental sustainability.

Overview of the hiring process at Strategy&

Types of cases (Top)

Generally, all supply chain cases aim to assess a candidate’s ability to sort through complex data, yield actionable insights and identify the potential risks from altering the client’s existing operation.

However, that assessment can take a variety of forms, what follows are three common types of supply chain cases that you may encounter throughout your interview process.

  • Changes to the clients’ raw material suppliers : These questions ask the interviewee to optimize the client’s acquisition of their input materials. The change may involve an alteration to an existing input, for instance assessing the financial implications of outsourcing a value-add function to a supplier instead of performing that action in-house. Alternatively, the candidate may be asked to consider substituting one type of raw material for another - though these questions may contain a revenue element. For example, how will our sales decrease if we make our product with a lower quality metal than the one currently used?
  • Evaluating the client’s operations : A candidate may be asked to examine the feasibility of moving the client’s factories from one region to another by assessing the impact of lower labor costs against higher transportation costs. In some instances, the candidate will be given the initial cost of relocating operations and asked to calculate the NPV or ROI from altering the operations.
  • Understanding indirect costs of supply chain : In risk assessment cases, the candidate is asked to quantify the risk associated with their current supply chains by assuming the probability of a disruption like an earthquake or global pandemic. Other cases, particularly for firms with growing ESG practices, may focus on environmental impacts. The candidate may be asked to quantify the amount of carbon produced by the input materials the client uses in their operations or the cost of transporting goods throughout the client’s supply chain. Supply chain cases are a strong option for consulting interviews not only due to the diversity of problem types, but they provide an opportunity for interviewees to tackle complexity while balancing trade-offs. Candidates can quantify the problem and the solution while demonstrating a broad knowledge of business concepts by brainstorming supply chain risks and alternative paths to success than those presented by the case.

Example supply chain cases (Top)

Read through the following examples so you can identify supply chain courses in all their forms.

#1: Car Works has approached your firm to help them assess the efficiency of their raw material providers as they implement a company-wide mandate to cut costs. Presently, Car Works utilizes a large range of individual suppliers, each providing Car Works with 1-2 key inputs, but has considered consolidating their purchasing into fewer, larger accounts. Car Works wants us to quantify the potential savings and provide a recommendation.

This case asks candidates to calculate the cost savings from reducing supply chain complexity and the increases in purchasing power . However, there may be risk from consolidating their suppliers if those suppliers face disruptions of their own.

#2: SunRays is a global producer of solar panels with the bulk of their manufacturing footprint presently located in China. They have retained your firm to assess the strategic risk of maintaining their current operations versus diversifying to other regions given the potential for geopolitical conflict. What would you advise?

#3: your client, sodaswirl, has set an ambitious goal of cutting their carbon footprint by 50% in 10 years. your firm has been hired to identify opportunities in their operation to reduce carbon production and determine the most effective route to reaching the goal with the minimal disruption to profits..

This case tests a candidate’s knowledge of the environmental impact for different business operations and provides an opportunity for the candidate to brainstorm solutions to the high stakeholder priority of environmental sustainability.

Supply chain framework (Top)

As always, there is no universal structure that will unlock each supply chain case, however, leaning on the three areas of inquiry below will allow a candidate to lay the foundation for a successful analysis.

  • Change in cost structure . This element is likely the key to any supply chain analysis - candidates will have an opportunity to calculate cost differences and recommend the most profitable scenario. Often candidates will be given a present state and a potential alteration to one of the following criteria (cost of input costs, cost of operations, and the management cost of overseeing the supply chains, etc.) from which the candidate can calculate the potential savings (or incremental expense if the proposal is not value-add).
  • Risk of disruption . A key secondary consideration in many supply chain considerations, and, the primary priority in some, is the risk presented by unforeseen disruptions to the client’s supply chain. Candidates may be asked to brainstorm the incremental risk from altering an existing configuration as an opportunity to demonstrate their business savvy and creativity. In other cases, candidates may be given a probability of disruption and asked to calculate the risk to the client’s profit.
  • Impact on client’s image . A tertiary consideration in most cases, a good candidate will assess the impact to the client’s public perception from making changes to their supply chains. One example a candidate may face: a domestic product that has staked their reputation on using high quality goods and employing American workers - what is the risk to their image from outsourcing and how many customers will turn elsewhere? The risk is dependent on where supply chains go - for instance, outsourcing to an area with a history of serious human rights abuses may be particularly precarious.

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Full case example (Top)

Let’s work through a sample supply chain case.

Your Couch World client is a manufacturer of furniture currently designing and manufacturing all of their products in Canada. One of their top investors has continually pushed Couch World to shift their production overseas to a lower cost facility in China, but management has reservations about losing the Made in Canada claim with which customers have grown familiar. How would you advise them?

After jotting down the prompt, we can rely on some of the concepts listed above to formulate a framework for the case.

Step 1: Cost Shifting - What’s the cost impact of Chinese production?

Our client is going to save on the cost of labor and potentially gain access to cheaper raw materials given their closer proximity to industrial centers. The trade-off? It will cost more to transport our goods to their end destination if they are no longer made in Canada.

Let’s say that our goods cost $725 to produce and retail for $1,000 with the present supply chain configuration. It costs an additional $25 to transport them to their final destination for a total of $750, with a gross profit margin of 25% or $250. As discussed above, the cost of production will decrease, let’s say to $500, but the cost of transportation increases, let’s say to $100. Net-net the new cost of production is $600. The new gross margin is $400, so the cost analysis presents favorably towards outsourcing, but make sure to consider all potential impacts before forming a recommendation.

Step 2: Operational Stability - What’s the operational impact of producing in China?

We may want to consider the risks of outsourcing to China. Recently tensions have increased between the U.S. and China with the potential for escalation. We will want to consider the possibility of additional tariffs and the impact of conflict in the region.

These aspects may be difficult to quantify, but they are important for the client to consider as they evaluate the total impact of this decision.

Step 3: Brand Erosion - What’s the brand impact of producing in China?

Finally, our client needs to consider how this change can impact their public image and thereby their sales. Competitors may even capitalize on our shift to highlight their competitive differentiation if they are still domestically produced.

In our case, let’s say our client was selling 100,000 units prior to outsourcing the goods. When they were making $250 per unit, they made $25M per year. Now, our client is making $400 per unit, but, let’s imagine our client expects to lose a significant portion of their sales, ~35%, because their value proposition centers heavily on being a domestic producer of high-quality furniture. Calculating their new gross profit, 65,000 * $400 we find that profit from out-sourcing totals $26M.

Step 4: Recommendation

(You can also recommend that the client proceed with the outsourcing - the profit does increase by 4% after all. Most cases are less about yes vs. no and more concerned with the evidence and logic the candidate uses to support their choice).

Consultants find themselves tackling increasingly thorny supply chain questions, and look to evaluate their candidates on their ability to crack these cases. The preceding discussion is a good introduction to the complex work of supply chains, but a strong candidate will supplement it by getting a good mix of supply chain cases under their belt before entering the interview process.

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case study interview logistics

20 Essential Logistics Interview Questions and Answers

  • Career Advice Logistics

Welcome to our detailed blog on logistics interview questions and answers! As a supply chain and procurement professional, I have received numerous requests for coaching and mentoring to help candidates prepare for their logistics job interviews. My previous blogs on supply chain interview questions and procurement interview questions have been very popular and received positive feedback, so I decided to spend two months putting together this comprehensive guide on logistics interview questions.

Working in logistics can be a challenging job, with various problems and obstacles to overcome on a daily basis. However, with the right skills and knowledge, you can excel in this field. As a logistics professional, you are responsible for implementing effective logistics and supply chain plans to ensure products and services reach their destination on time.

[Watch Here: SUPPLY CHAIN CAREER COACHING – Best Advice from 2 Awesome Experts ]

If you’re preparing for a logistics interview, it’s essential to be ready for a wide range of questions that may come your way. That’s why we have compiled a list of the top 20 logistics interview questions and answers to help you feel confident and prepared for your next interview. Whether it’s your experience in the industry or your problem-solving skills, our guide has got you covered. We hope you find this blog useful and share it with others to benefit from it.

Interview Questions for Logistics Manager: Your Ultimate Guide

Congratulations on landing an interview for your dream job as a logistics manager! You’ve done the hard work, from studying the best supply chain resources to watching all the YouTube videos on top tips for preparing for the next logistics interview . However, the anxiety and excitement that come with the interview can leave you thinking for hours about possible logistics interview questions.

But don’t worry, we’ve got you covered! To help you succeed in your interview, we’ve compiled a list of real and must-read logistics interview questions and answers for both freshers and experienced logistics professionals. These are the questions that I have either been asked in an interview or that I typically ask during an interview.

In addition to these specific logistics interview questions and answers, there are also guaranteed possibilities of facing several generic job interview questions. Fortunately, this blog provides resourceful tips on how to tackle them. Plus, don’t forget to watch The Supply Chain Show’s awesome interview to understand what it takes to become top talent in the supply chain industry . With our guide, you’ll feel confident and prepared to tackle any logistics interview questions that come your way!

What to Expect?

In this blog, you can expect:

  • A comprehensive list of logistics interview questions
  • Commonly expected technical logistics interview questions
  • Knowledge-based logistics interview questions and answers
  • Personalized interview questions for all levels of logistics professionals
  • Tips to tackle upcoming interviews successfully

Logistics Interview Questions and Answers

Q1. in your opinion, what are the key competencies for logistics professionals.

What are the key competencies required for logistics professionals to perform their job function at the highest level? As a logistics professional, you need to have the following competencies to succeed:

  • Distribution design, sourcing, and management
  • Global trade compliance
  • Sourcing and supplier selection/management
  • Supply chain continuity planning
  • Transportation sourcing and management
  • Contract management

Logistics is a vast and critical function that impacts standard and logistical systems, and there are several other essential logistics competencies to know. Having the right logistics competencies can support the marketing function, product development, price promotion, and new ideas to drive change across the organization.

Competent logistics professionals can increase revenue, save costs in operations, and simplify the complexity of distribution networks. To make all this happen, logistics professionals should acquire the above competencies. For more information, check out my article on “ 6 Must-Have Logistics Competencies for Supply Chain Professionals .”

Q2. How will you achieve 99.9% accuracy in inventory management?

To achieve 99.9% accuracy in inventory, two procedures can be used: Cycle Counting and Stocktaking. These procedures provide high-level accuracy and can be adapted to solve specific problems. Cycle Counting is recommended to minimize physical count pain and maximize the value of the audit. Stocktaking enables assessment of stock loss within a business site and provides an accurate basis for planning and stock control procedures. To learn more about these procedures, check out our guides: “ Cycle Counting Procedure: A Step-by-Step Guide ” and “ Stocktaking Procedure: The Ultimate Guide “.

Q3. What’s the most important thing in warehouse management?

When it comes to warehouse management, safety rules should be a top priority. This includes wearing appropriate personal protective equipment (PPE) and paying attention to warning signs and signals. A warehouse management system that prioritizes safety provides consistency, efficiency, and quality control to the entire fulfillment process, leading to improved outcomes at every stage. To learn more about improving your warehouse activities, check out my article on the 5 Basic Warehouse Activities You Should Focus to Improve . And don’t forget to familiarize yourself with warehouse safety audits and the 14 categories they include.

Q4. What type of WMS (Warehousing Management System) or TMS (Transport Management System) or an ERP (Enterprise Resource Planning) application have you used in the past? What did you like the most when using that application, and were there any limitations that you faced?

WMS, TMS, and ERP are tools (software) that play a crucial role in inventory optimization of a business operation. These tools also help optimize input and output processes alongside slotting, packing, and shipping duties. There are several variants available today for these tools, thus picking the right one is not always easy. WMS comes in three major types (integrated ERP, supply chain execution modules, and standalone warehouse management).

Q5. How would you reduce distribution costs?

When it comes to reducing distribution costs, there are several areas to focus on, including inbound and outbound freight costs, storage costs, indirect costs like energy and customs duties, and direct manning costs. Reducing these costs is essential to saving potential revenue and contributing to the overall profitability of the business. There are several strategies that can be employed to reduce distribution costs, such as optimizing the transportation network, negotiating with suppliers for better rates, implementing automation technology, and improving inventory management.

Q6. Have you launched any ‘space management’ initiatives to reduce warehouse cost per sq. ft.?

Warehouse space planning is a critical aspect of reducing warehouse costs per square foot. Proper planning can improve efficiency, coordination, and control. When planning for warehouse space, the first step is to find a suitable location. Planners should determine the amount of square footage required to store their goods and calculate the necessary space.

To learn more about warehouse space optimization, you can refer to Warehouse Space Optimization: 17 Tactics That Can Be Used to Improve Space .

Q7. From your past experience, tell us about one or two of the most complex problems you faced in warehousing/logistics management and what was your contribution to solve them.

Give us an example of one of your most creative contributions during your past experience preferably related to warehousing/logistics..

This type of question is a frequently asked logistics specialist interview question. It requires you to reflect on your past experiences and provide a response using the STAR method, which involves describing the Situation, Task, Action, and Result – more about that here .

Q8. What are the most important logistics KPIs that you have used to drive process improvement?

When it comes to driving process improvement in logistics, using the right KPIs is crucial. During a logistics interview, you may be asked about the most important KPIs you have used to achieve this goal. While this may seem like a simple question, it requires careful consideration.

One approach is to discuss a specific KPI that you have used to drive continuous improvement in warehouse management . For instance, if you have worked on inventory reduction, you can discuss one of the 7 Inventory Management KPIs and explain your approach to achieving inventory reduction. For more insights on this topic, check out some of the helpful Inventory Reduction Strategies available.

Q9. What would you first do in the department after being hired?

When asked how to answer this question, my acquaintance Melissa Pertusi suggested that “The answer usually is not only the first step but all the backbone of a strategy for 6-12 months. That’s also an opportunity to analyze how organized (in thoughts and actions) someone is, given that the role requires a lot from this skill.”

So remember to do your thorough research on the company and the role before you go in that interview and think about what pain points you might have uncovered and how you go about planning to solve them!

Q10. How to maximize customer-satisfaction in logistics?

When it comes to logistics, customer satisfaction is key. To maximize customer satisfaction, it’s important to focus on the eight “rights” of logistics: the right product, the right way, the right quantity, the right quality, the right place, the right time, the right customer, and the right cost. By ensuring that each of these elements is appropriate and efficient, you can create a supply chain that satisfies customers and maximizes success. Check out my article on the Traveling Salesman Problem and the Eight “Rights” of Logistics for more information and insights.

Q11. Who will be the key stakeholders if you are successful in this job as a Logistics Professional?

When it comes to the success of a Logistics Professional, key stakeholders include the Customer Service Team, Production Team, and Finance Managers. These stakeholders are crucial for creating a vision and strategy, implementing innovative initiatives, and promoting employee engagement. Additionally, Finance Managers provide valuable insights on how finance can contribute to the success of logistics jobs. For more information on why Finance Managers are important stakeholders in the supply chain, check out the article “ 5 Reasons why Your Finance Manager is Amongst Your Key Supply Chain Stakeholders “.

Q12. Have you designed and created any Standard Work Process in your previous job as a Logistics Manager/Professional?

Creating standard work processes is crucial in reducing variability in daily warehouse and distribution activities, and it is considered one of the four pillars of supply chain strategy . As a logistics professional, designing a solid standard procedure can help ensure consistency and efficiency in tasks such as pick and pack, shipping, safety rules, and packaging instructions.

Q13. What are the best approaches to Supply Chain Modelling?

When it comes to supply chain modeling, there are three main approaches: network design, rough cut methods, and simulation-based methods. Each approach requires careful consideration of critical factors like location, production, inventory, and transportation to make informed decisions. A well-designed supply chain model can lead to significant improvements in performance. For more information, check out my article on Supply Chain Modeling: Approaches and Characteristics to Consider , which can serve as a useful reference.

Q14. How do you evaluate a Fulfillment Company?

Following the e-commerce boom, evaluating fulfillment companies would involve taking consideration of a few core areas of differentiation and capabilities that typically characterize their best metrics. These core areas include:

  • Define your goals
  • Get a specific price
  • Clarify support and training
  • Ask for guarantees in writing
  • Review your warehouse needs together

My article on How to Evaluate a Fulfillment Company could be a good reference point.

Q15. Given the experience with COVID-19, what is the Business Continuity Plan (BCP) for Warehouses during a crisis?

A Business Continuity Plan (BCP) for the Warehouse in terms of crisis is only as effective as the planning put in place beforehand. It is critically important to set specific guidelines about who gets directly involved, and which stages everyone gets involved. Engaging the right employees and partners goes a long way in the planning stage, and these create a more transparent, consistent, and more reliable plan.

For businesses with Warehouse (s), the effects of any crisis can be highly damaging, especially to meet customer service expectations. The likely anticipation and preparations through sensible Business Continuity Plan (BCP) require specific vital considerations to help guarantee operational continuity within the shortest possible period.

These key considerations include: Planning, Warehouse/Site contamination, Process/supplier identified for quick decontamination in case of contamination of warehouse/office, Work from Home, Alternative Warehouse location planned/set up in case of contamination, Plan for blue-collar replacement resources in case of sickness/absence, Identify Critical Inventory to duplicate, Operations Disruption, Have a backup Call Center to take customer calls during a crisis, Inbound Routes Planned, Plan of re-routing of incoming shipments, Outbound Routes planned, and Last-mile distribution.

My article 13 Things To Consider in Business Continuity Plan for Warehouse During Crisis could be a good reference point.

Q16. To deliver improvements, which warehouse activities would you focus on?

In general, warehouse activity consists of receiving, put away, storage, packing, and shipping. Warehouses could have different activities according to product specifications, customer requirements, and service levels ordered. The complexity of the warehouse activities depends mainly on:

  • the number and variety of items to be handled
  • the amount of daily workload to be done
  • the number, the nature and the type of processes necessary to fulfill the needs and demands.

My article on 5 Basics Warehouse Activities You Should Focus to Improve could be a good reference point.

Q17. What are the new set of Incoterms® 2020?

As per January 2020, the new set of Incoterms® 2020 are set of trade terms which describe:

  • Obligations : Who does what in organizing the carriage, insurance of goods, obtaining shipping documents, arranging for export or import licenses;
  • Risk : Where and when the seller delivers the goods, in other words where does the risk transfers;
  • Costs : Which party is responsible for which costs

Q18. Is DAT better than DPU?

The use of DAT (Delivered at Terminal) implies the goods were delivered unloaded. For DPU (Delivered at Place Unloaded), the seller is responsible for export, but not for any import formality, including post-delivery transit through third countries.

Q19. Why do CIP and CIF have different levels of insurance?

The insurance covers for damages and losses for two days before and after the moment of actual arrival at the place agreed. However, the reality is that insurance only covers general average and salvage charges sustained to evade loss from any cause except those left out.

Q20. Why is “Bill-of-Lading On-board Notation” added for FCA?

For goods transported by sea, buyers or sellers (or likely banks) may require a Bill-of-Lading (B/L) with an on-board notation alongside FCA (Free Carrier). Nevertheless, delivery under the FCA rule is completed before loading the vessel. Under Incoterms®, the carrier is, under its contract of carriage, bound and entitled to issue an on-board Bill-of-Lading only when the goods are on-board.

Land your next Logistics dream role.

In conclusion, we have covered a range of logistics interview questions and answers that will help you prepare for your next job interview. It is essential to be knowledgeable about the supply chain and logistics industry, and having a solid understanding of these questions will put you in a better position to succeed. Remember, the key to success is preparation, and these questions will help you to do just that. At my end, I am committed to creating helpful guides and tools to help logistics professionals succeed. If you have any additional questions or ideas, please feel free to share them. Thank you for reading, and I wish you all the best in your career!

About the Author – Dr Muddassir Ahmed

Dr MuddassirAhmed  is the Founder & CEO of SCMDOJO. He is a  global speaker ,  vlogger  and  supply chain industry expert  with 17 years of experience in the Manufacturing Industry in the UK, Europe, the Middle East and South East Asia in various Supply Chain leadership roles.   Dr. Muddassir  has received a PhD in Management Science from Lancaster University Management School. Muddassir is a Six Sigma black belt and founded the leading supply chain platform SCMDOJO to enable supply chain professionals and teams to thrive by providing best-in-class knowledge content, tools and access to experts.

You can follow him on  LinkedIn ,  Facebook ,  Twitter  or  Instagram

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Case Studies

Musco & AFS Logistics: Oiling the Wheels of Change

Musco & AFS Logistics: Oiling the Wheels of Change

About five years ago, when Michael Lin joined Musco Family Olive Co. as senior director of supply chain, he “walked into a tight-running operation,” he says. At the same time, Lin sought to bring greater discipline and automation to many of the company’s logistics and supply chain processes. To work toward these goals, Lin enlisted the help of AFS Logistics, a third-party logistics provider.

Jessica Yurgaitis: In the Right Place at the Right Time

Jessica Yurgaitis: In the Right Place at the Right Time

Jessica Yurgaitis is chief executive officer with Industrial Supply Company, which distributes maintenance, repair, operational, and production (MROP) supplies to the construction, manufacturing, mining, government, and industrial markets from eight locations in Utah, Arizona, Nevada, and Wyoming.

How Moid Alwy Keeps the Wheels Turning

How Moid Alwy Keeps the Wheels Turning

After nearly 20 years in supply chain roles at Target, Moid Alwy welcomed a new set of challenges in 2022, when he became executive vice president and chief supply chain officer at American Tire Distributors (ATD). “The areas that added complexity at Target have to do with the breadth of the assortment,” Alwy says. “We […]

Craving a Sweet 3PL Partnership

Craving a Sweet 3PL Partnership

Thanks to its 3PL partnership with Evans Distribution Systems, Bon Bon Bon workers can fill orders more quickly than was possible previously. One reason is Evans’ technology, which offers a step-by-step guide for processing orders.

3PL Provides a Natural Solution

3PL Provides a Natural Solution

Consumer demand for more natural and environmentally friendly cleaning products fueled the growth of Branch Basics, a direct-to-consumer company. The pandemic caused sales to increase exponentially and the e-tailer also realized a growth in subscription sales. Branch Basics needed an experienced third-party logistics provider to help manage distribution, fulfillment and transportation.

Building Technologies That People Actually Use

Building Technologies That People Actually Use

Paul Gaffney is chief digital officer with Omni Logistics, a provider of multimodal logistics solutions and supply chain services.

Supply Chain Automation and Robotics Converge in the Warehouse

Supply Chain Automation and Robotics Converge in the Warehouse

GreyOrange CEO Akash Gupta on how he knew supply chain automation and warehouse robotics were key to the evolution of logistics and why he encourages his leadership team to spend as much time as possible with current and prospective customers.

Formula for Success: How Infant Formula Company Bobbie Met Growing Demand

Formula for Success: How Infant Formula Company Bobbie Met Growing Demand

Even before the baby formula crisis of 2022, Bobbie, the first infant formula certified organic according to both USDA and European Union standards, had bested its forecasts multiple times. To accommodate and manage its continued growth, the company partnered with Saddle Creek, a third-party logistics (3PL) provider based in Lakeland, Florida.

Making the World a Better Place: Interview with Good360 CEO

As a world traveler, Good360 CEO Romaine Seguin saw how some of it is not as bright as it could be. Her nonprofit leverages logistics to make it better one step at a time, impacting more than 22 million people in 2022.

Supply Chain Leader Interview: On a Quest to Rid the World of Junked Plastic

Supply Chain Leader Interview: On a Quest to Rid the World of Junked Plastic

An entrepreneur at heart, Vanessa Coleman knows it takes 10 shots to score one goal. That’s why she takes risks, stays persistent, talks to people, and is a good listener–all characteristics that helped build Oceanworks’ success.

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IEEE Task Force on Process Mining

Interview with the Logistics Manager of the Year

By Anne Rozinat

Before he knew it, he was one of the three finalists. "Yes, and once you're on stage, you obviously want to win as well." In April 2018, Group Operations Manager Joris Keizers (45) became Logistics Manager of the Year with the application of a data analysis technique called Process Mining. Jury chairman René de Koster on this technology: "We think this is a fantastic tool that you can use in many organizations."

"You are looking for the gold in a smart way." With 'gold' Keizers is referring to the insights about where improvements can be made in the logistical process. How do you apply such a process mining tool and what practical tips can be given to warehouse managers about it?

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case study interview logistics

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Logistics →

case study interview logistics

  • 25 Apr 2023

How SHEIN and Temu Conquered Fast Fashion—and Forged a New Business Model

The platforms SHEIN and Temu match consumer demand and factory output, bringing Chinese production to the rest of the world. The companies have remade fast fashion, but their pioneering approach has the potential to go far beyond retail, says John Deighton.

case study interview logistics

  • 18 Oct 2022
  • Cold Call Podcast

Chewy.com’s Make-or-Break Logistics Dilemma

In late 2013, Ryan Cohen, cofounder and then-CEO of online pet products retailer Chewy.com, was facing a decision that could determine his company’s future. Should he stay with a third-party logistics provider (3PL) for all of Chewy.com’s e-commerce fulfillment or take that function in house? Cohen was convinced that achieving scale would be essential to making the business work and he worried that the company’s current 3PL may not be able to scale with Chewy.com’s projected growth or maintain the company’s performance standards for service quality and fulfillment. But neither he nor his cofounders had any experience managing logistics, and the company’s board members were pressuring him to leave order fulfillment to the 3PL. They worried that any changes could destabilize the existing 3PL relationship and endanger the viability of the fast-growing business. What should Cohen do? Senior Lecturer Jeffrey Rayport discusses the options in his case, “Chewy.com (A).”

case study interview logistics

  • 12 Jul 2022

Can the Foodservice Distribution Industry Recover from the Pandemic?

At the height of the pandemic in 2020, US Foods struggled, as restaurant and school closures reduced demand for foodservice distribution. The situation improved after the return of indoor dining and in-person learning, but an industry-wide shortage of truck drivers and warehouse staff hampered the foodservice distributor’s post-pandemic recovery. That left CEO Pietro Satriano to determine the best strategy to attract and retain essential workers, even as he was tasked with expanding the wholesale grocery store chain (CHEF’STORE) that US Foods launched during the pandemic lockdown. Harvard Business School Professor David E. Bell explores how post-pandemic supply chain challenges continue to affect the foodservice distribution industry in his case, “US Foods: Driving Post-Pandemic Success?”

case study interview logistics

  • 05 Jul 2022
  • What Do You Think?

Have We Seen the Peak of Just-in-Time Inventory Management?

Toyota and other companies have harnessed just-in-time inventory management to cut logistics costs and boost service. That is, until COVID-19 roiled global supply chains. Will we ever get back to the days of tighter inventory control? asks James Heskett. Open for comment; 0 Comments.

  • 19 Oct 2021
  • Research & Ideas

Fed Up Workers and Supply Woes: What's Next for Dollar Stores?

Willy Shih discusses how higher costs, shipping delays, and worker shortages are putting the dollar store business model to the test ahead of the critical holiday shopping season. Open for comment; 0 Comments.

  • 26 Mar 2014

How Electronic Patient Records Can Slow Doctor Productivity

Electronic health records are sweeping through the medical field, but some doctors report a disturbing side effect. Instead of becoming more efficient, some practices are becoming less so. Robert Huckman's research explains why. Open for comment; 0 Comments.

case study interview logistics

  • 11 Nov 2013
  • Working Paper Summaries

Increased Speed Equals Increased Wait: The Impact of a Reduction in Emergency Department Ultrasound Order Processing Time

This study of ultrasound test orders in hospital emergency departments (EDs) shows that, paradoxically, increasing capacity in a service setting may not alleviate congestion, and can actually increase it due to increased resource use. Specifically, the study finds that reducing the time it takes to order an ultrasound counter intuitively increases patient throughput time as a result of increased ultrasound use without a corresponding increase in quality of care. Furthermore, the authors show that in the complex, interconnected system or hospitals, changes in resource capacity affects not only the patients who receive the additional resources, but also other patients who share the resource, in this case, radiology. These results highlight how demand can be influenced by capacity due to behavioral responses to changes in resource availability, and that this change in demand has far reaching effects on multiple types of patients. Interestingly, the increased ultrasound ordering capacity was achieved by removing what appeared to be a "wasteful" step in the process. However, the results suggest that the step may not have been wasteful as it reduced inefficient ultrasound orders. In healthcare, these results are very important as they provide an explanation for some of the ever-increasing costs: reducing congestion through increased capacity results in even more congestion due to higher resource use. Overall, the study suggests an operations-based solution of increasing the cost/difficulty of ordering discretionary but sometimes low-efficacy treatments to address the rise in healthcare spending. Therefore, to improve hospital performance it could be optimal to put into place "inefficiencies" to become more efficient. Key concepts include: A process improvement can inadvertently cause an increase in demand for a service as well as associated shared resources, which results in congestion, counter intuitively decreasing overall system performance. While individual patients and physicians may benefit from the reduced processing time, there can be unintended consequences for overall system performance. Closed for comment; 0 Comments.

  • 25 Jan 2013

Why a Harvard Finance Instructor Went to the Kumbh Mela

Every 12 years, millions of Hindu pilgrims travel to the Indian city of Allahabad for the Kumbh Mela, the largest public gathering in the world. In this first-person account, Senior Lecturer John Macomber shares his first impressions and explains what he's doing there. Closed for comment; 0 Comments.

  • 07 Aug 2012

Off and Running: Professors Comment on Olympics

The most difficult challenge at The Olympics is the behind-the-scenes efforts to actually get them up and running. Is it worth it? HBS professors Stephen A. Greyser, John D. Macomber, and John T. Gourville offer insights into the business behind the games. Open for comment; 0 Comments.

  • 19 Oct 2010

The Impact of Supply Learning on Customer Demand: Model and Estimation Methodology

"Supply learning" is the process by which customers predict a company's ability to fulfill product orders in the future using information about how well the company fulfilled orders in the past. A new paper investigates how and whether a customer's assumptions about future supplier performance will affect the likelihood that the customer will order from that supplier in the future. Research, based on data from apparel manufacturer Hugo Boss, was conducted by Nathan Craig and Ananth Raman of Harvard Business School, and Nicole DeHoratius of the University of Portland. Key concepts include: Two key measures of supplier performance include "consistency", which is the likelihood that a company will continue to keep items in stock and meet demand, and "recovery", which is the likelihood that a company will deliver on time in spite of past stock-outs. Improvements in consistency and recovery are associated with increases in orders from retail customers. Increasing the level of service may lead to an increase in orders, even when the service level is already nearly perfect. Closed for comment; 0 Comments.

  • 19 Jul 2010

How Mercadona Fixes Retail’s ’Last 10 Yards’ Problem

Spanish supermarket chain Mercadona offers aggressive pricing, yet high-touch customer service and above-average employee wages. What's its secret? The operations between loading dock and the customer's hands, says HBS professor Zeynep Ton. Key concepts include: The last 10 yards of the supply chain lies between the store's loading dock and the customer's hands. Poor operational decisions create unnecessary complications that lead to quality problems and lower labor productivity and, in general, make life hard for retail employees. Adopting Mercadona's approach requires a long-term view and a leader with a strong backbone. Closed for comment; 0 Comments.

  • 12 Jul 2010

Rocket Science Retailing: A Practical Guide

How can retailers make the most of cutting-edge developments and emerging technologies? Book excerpt plus Q&A with HBS professor Ananth Raman, coauthor with Wharton professor Marshall Fisher of The New Science of Retailing: How Analytics Are Transforming the Supply Chain and Improving Performance. Key concepts include: Retailers can better identify and exploit hidden opportunities in the data they generate. Integrating new analytics within retail organizations is not easy. Raman outlines the typical barriers and a path to overcome them. Incentives must be aligned within organizations and in the supply chain. The first step is to identify the behavior you want to induce. To attract and retain the best employees, successful retailers empower them in specific ways. Closed for comment; 0 Comments.

  • 05 Jul 2006

The Motion Picture Industry: Critical Issues in Practice, Current Research & New Research Directions

This paper reviews research and trends in three key areas of movie making: production, distribution, and exhibition. In the production process, the authors recommend risk management and portfolio management for studios, and explore talent compensation issues. Distribution trends show that box-office performance will increasingly depend on a small number of blockbusters, advertising spending will rise (but will cross different types of media), and the timing of releases (and DVDs) will become a bigger issue. As for exhibiting movies, trends show that more sophisticated exhibitors will emerge, contractual changes between distributor and exhibitors will change, and strategies for tickets prices may be reevaluated. Key concepts include: Business tools such as quantitative and qualitative research and market research should be applied to the decision-making process at earlier stages of development. Technological developments will continue to have unknown effects on every stage of the movie-making value chain (production, distribution, exhibition, consumption). Closed for comment; 0 Comments.

  • 20 Dec 2004

How an Order Views Your Company

HBS Professors Benson Shapiro and Kash Rangan bring us up to date on their pioneering research that helped ignite today’s intense focus on the customer. The key? Know your order cycle management. Closed for comment; 0 Comments.

  • 15 Apr 2002

In the Virtual Dressing Room Returns Are A Real Problem

That little red number looked smashing onscreen, but the puce caftan the delivery guy brought is just one more casualty of the online shopping battle. HBS professor Jan Hammond researches what the textile and apparel industries can do to curtail returns. Closed for comment; 0 Comments.

  • 26 Nov 2001

How Toyota Turns Workers Into Problem Solvers

Toyota's reputation for sustaining high product quality is legendary. But the company's methods are not secret. So why can't other carmakers match Toyota's track record? HBS professor Steven Spear says it's all about problem solving. Closed for comment; 0 Comments.

  • 19 Nov 2001

Wrapping Your Alliances In a World Wide Web

HBS professor Andrew McAfee researches how the Internet affects manufacturing and productivity and how business can team up to get the most out of technology. Closed for comment; 0 Comments.

  • 22 Jan 2001

Control Your Inventory in a World of Lean Retailing

"Manufacturers of consumer goods are in the hot seat these days," the authors of this Harvard Business Review article remind readers. But there is no need to surrender to escalating costs of inventories. In this excerpt, they describe one new way to help lower inventory costs. Closed for comment; 0 Comments.

  • 12 Oct 1999

Decoding the DNA of the Toyota Production System

How can one production operation be both rigidly scripted and enormously flexible? In this summary of an article from the Harvard Business Review, HBS Professors H. Kent Bowen and Steven Spear disclose the secret to Toyota's production success. The company's operations can be seen as a continuous series of controlled experiments: whenever Toyota defines a specification, it is establishing a hypothesis that is then tested through action. The workers, who have internalized this scientific-method approach, are stimulated to respond to problems as they appear; using data from the strictly defined experiment, they are able to adapt fluidly to changing circumstances. Closed for comment; 0 Comments.

Rapid Response: Inside the Retailing Revolution

A simple bar code scan at your local department store today launches a whirlwind of action: data is transmitted about the color, the size, and the style of the item to forecasters and production planners; distributors and suppliers are informed of the demand and the possible need to restock. All in the blink of an electronic eye. It wasn’t always this way, though. HBS Professor Janice Hammond has focused her recent research on the transformation of the apparel and textile industries from the classic, limited model to the new lean inventories and flexible manufacturing capabilities. Closed for comment; 0 Comments.

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Pricing Optimization at Delly’s: A Case Study in Successful AI Enablement

Talking Logistics

SEPTEMBER 27, 2023

Read more The post Pricing Optimization at Delly’s: A Case Study in Successful AI Enablement appeared first on Talking Logistics with Adrian Gonzalez. After capturing many of.

case study interview logistics

Negotiating With A Chatbot: A Walmart Procurement Case Study

MAY 1, 2023

This past February we asked members of our Indago supply chain research community — who are all supply chain and logistics executives from manufacturing, retail, and distribution companies — “Is your company using Artificial Intelligence in its supply chain or logistics operations?”

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Trending Sources

  • Enchange Supply Chain Consultancy

Logistics Viewpoints

The Logistics of Logistics

  • Enterra Insights

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[PODCAST] Case Study: How Freight Tech Innovation Provided Efficiency & Reduced Freight Costs

GlobalTranz

MARCH 10, 2020

Listen to “ Case Study_How Freight Tech Innovation Provided Efficiency & Reduced Freight Costs” on Spreaker. The post [PODCAST] Case Study : How Freight Tech Innovation Provided Efficiency & Reduced Freight Costs appeared first on Transportation Management Company | Cerasis.

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Navigating the Complexities of Ready Mix Concrete Logistics: A Case Study with ThroughPut

JANUARY 19, 2024

Logistics presents a formidable challenge in the ready mix concrete (RMC) industry. This critical time frame shapes the entire ready mix concrete logistics . This critical time frame shapes the entire ready mix concrete logistics . For ready mix concrete manufacturers, managing logistics effectively is crucial.

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Case Study: DSV Implements a Single-Instance Control Tower with a Global Footprint

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DSV is one of the biggest names in transport and logistics , operating in over 90 countries with a global network of over 75,000 employees. The ambitious project would require extensive visibility and seamless coordination across expansive and dynamic networks.

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Case Study: Ewellix

Procurement Academy

MARCH 2, 2023

After seeing the quality of Skill Dynamics’ solution and content, Group Director Purchasing saw an opportunity to develop the supply chain too and introduced the Group Director Demand Chain & Logistics , Magnus Pettersson , into the program.

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Case Study: Röhlig Logistics and Gravity Supply Chain Solutions

Gravity Supply Chain

JUNE 6, 2022

Navigating complex supply chains and managing rising customer demands is challenging, especially for businesses in the logistics space. Röhlig, an international freight forwarder, offers a suite of air and sea logistics services. Download full case study here. The Business Problem.

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Easy Supply Chain Savings: A Simple Supply Chain Case Study

Logistics Bureau

AUGUST 31, 2021

Supply Chain & Logistics case studies are always interesting. This one is about easy ways to save money in your Supply Chain and Logistics operations if you just look at things differently. Check out this article related to this topic: 7 Mini Case Studies : Successful Supply Chain Cost Reduction and Management.

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Supply Chain Case Study: Cost to Serve

MAY 3, 2022

So here’s a cost to serve case study of a large distributor company that you should learn from. Here is the full lesson that relates to this case study : Detailed Cost to Serve Lesson. And to do that, you have to be familiar with other’s business ways and practices.

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CEVA Logistics Drives Agile, Multi-Leg Inbound Flows for Tech Company

CEVA Logistics , a global leader in third-party logistics , was contracted to help a technology company manage its complex supply chain, supporting B2B, B2C, and reverse flows across multi-leg transport.

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A Cost To Serve Case Study

MAY 31, 2022

Here is a case study we would like to share for you to explore the concept of cost to serve in greater depth. Why is it really important to understand the cost to serve on your supply chain business? More Cost-to-Serve resources here: Cost to Serve at a Glance: 9 Steps to Success & 5 Mistakes to Avoid.

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Supply Chain – Finance Connection: A Supply Chain Improvement Case Study

APRIL 27, 2021

Supply Chain – Finance Connection: A Supply Chain Improvement Case Study was first posted on April 27, 2021 at 7:57 am. This is a different approach to begin the journey of financial improvement using supply chain improvement projects.

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Watch: Managing a Global Supply Chain Ecosystem: A Case Study

Supply Chain Brain

NOVEMBER 17, 2022

In this case study , a fourth-party logistics (4PL) provider based in Lima, Peru describes the partnership that allowed it to expand its services from Latin America to Europe and beyond.

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Supply Chain Case Study: the Executive's Guide

Supply Chain Opz

JUNE 1, 2014

Analysis of case study is certainly one of the most popular methods for people from business management background. In order to accelerate the learning, this article has gathered 20+ most sought-after supply chain case studies , analyzed/categorized them by industry and the findings are presented.

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Real-Time Trackers: A Welcome Labor Solution for Logistics

The labor market is under an unprecedented squeeze, and the logistics industry has been hit particularly hard by the “Great Resignation.” Why streamlining data simplifies the logistics role. According to Deloitte and The Manufacturing Institute, the labor shortage will cost the U.S. as much as $1 trillion, and 2.1

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Getting Away from Excel Spreadsheets: A Project Logistics Case Study

AUGUST 31, 2017

We talk a lot about the importance of agility and flexibility in supply chain management and that is certainly true when it comes to project logistics . Hennecke oversees from a logistics perspective are mostly engineered-to-order systems, with suppliers and end-customers around the world. “The The projects Ms.

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A Case Study in Closed-Loop Operational Management

NOVEMBER 19, 2014

As I’ve said before, the biggest challenge facing supply chain and logistics executives today is not managing change, because that’s always been the norm in supply chain management, but managing the rapid pace of change. In a recent webcast hosted by Logistics Management and sponsored by Solvoyo , I had the opportunity to interview Orhan Da?l?o?lugil,

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Logistics Buyers Survey with Jim Bierfeldt

AUGUST 1, 2022

Jim Bierfeldt and Joe Lynch discuss the logistics buyers survey created by Jim and his team at Logistics Marketing Advisors. Jim Bierfeldt is the Founder and President of Logistics Marketing Advisors. Jim has had a 35-year career in marketing and communications, including 25+ within the logistics industry.

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AutoStore and the Rise of Flexible Automation: The Parts Town Case Study

MAY 7, 2018

The post AutoStore and the Rise of Flexible Automation: The Parts Town Case Study appeared first on Logistics Viewpoints. Parts Town has an automation solution called AutoStore that increased throughput but will also flex up to support Parts Town's strong growth.

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Inside the Shipper Mind with Jim Bierfeldt

NOVEMBER 13, 2023

Jim is the Founder and President of Logistics Marketing Advisors, a full-service marketing agency exclusively focused on helping logistics businesses drive profitable growth. About Jim Bierfeldt Jim Bierfeldt is the Founder and President of Logistics Marketing Advisors.

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Distribution Network Cost- A Mini Case Study

SEPTEMBER 7, 2022

You can access a recorded webinar about Distribution Network Costs on this link: [link]. ?. Related articles on this topic have appeared throughout our website, check them out: The 7 Principles of Warehouse and Distribution Centre Design. The Long and Short of Designing a Distribution Network.

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Machine Learning in Supply Chain: Definition, Uses, Case Studies

APRIL 4, 2023

We also break down several case studies of companies currently using machine learning in their supply chain processes. One example of this is its ‘ Logistics Hub ’ – a dashboard that enables its clients to have total visibility of their end-to-end supply chain. What is machine learning?

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TMS for SMB: A Case Study with Carhartt

OCTOBER 19, 2016

He will be my guest on Talking Logistics in an upcoming episode, so I don’t want to steal his thunder today. Is SMB defined by a company’s annual revenues? We can now offer customers flexibility to experiment with different delivery methods, which is especially important during peak season.”.

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Judging Supply Chain Improvement: Campbell Soup Case Study

Supply Chain Shaman

AUGUST 11, 2014

Our approach simply breaks accountabilities and goals across the areas of Manufacturing, Logistics /Network Optimization and Ingredients/Packaging. Weve developed a clear model with specific accountabilities to ensure success in delivering strong cost savings performance year after year. What have you learned?

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Cross Docking 101: What, Why and How? [with case studies]

SEPTEMBER 23, 2021

This removes the ‘storage’ element of warehousing logistics , and saves on costs, warehousing space, time and labour. Cross docking originated in the 1930s, and has evolved over time as logistics and management of goods has become more reliant on technology. The goods are sorted and transported to their final destination.

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Heart of Efficiency: 3 Logistics Case Studies that Show the Love

MercuryGate

FEBRUARY 13, 2024

Transportation management professionals love the seamless integration of logistics technology and collaboration, leading to operational excellence. This article dives into three compelling logistics case studies showcasing how MercuryGate enhances transportation management for three of our clients.

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BASF Video Case Study: The Value of Real-Time Freight Visibility

MAY 3, 2018

The post BASF Video Case Study : The Value of Real-Time Freight Visibility appeared first on Talking Logistics with Adrian Gonzalez. Then post a question or comment and share your perspective on this topic! For related commentary, see On-Time In-Full (OTIF) and the Growing Demand for Real-Time Freight Visibility.

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What are Dark Stores, and How do they Work? [+ case studies]

NOVEMBER 3, 2021

But by investing in more dark stores, Bolt is better placed to maintain control over logistics and product quality as they take on the market leaders. A single dark store can maintain the retail fulfilment of several other stores in the same geographical location.

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[Video] Pricing Optimization at Delly’s: A Case Study in Successful AI Enablement

OCTOBER 29, 2023

Read more The post [Video] Pricing Optimization at Delly’s: A Case Study in Successful AI Enablement appeared first on Talking Logistics with Adrian Gonzalez. Companies across virtually all industries are looking for ways to drive profitable growth.

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Getting Started with AI in Supply Chain Management (Lessons from the Past)

MAY 10, 2023

As I highlighted last week in “Negotiating With A Chatbot: A Walmart Procurement Case Study ,” despite all the hype surrounding Artificial Intelligence (AI), relatively few companies are using AI in their supply chain or logistics operations today. Simply put, we’re still in the very early adopter stage.

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A ‘Case Study’ on Distribution Channels

SEPTEMBER 7, 2021

Distribution channels are frequently overlooked as a source of performance enhancement in the Supply Chain. But if you think outside the box, your company could save 18% annually. Remember that one of the most important factors to consider when evaluating Distribution Channels would be the cost to serve.

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A Case Study in Reverse Logistics Optimization!

Supply Chain Game Changer

NOVEMBER 23, 2018

Check out What Exactly Is Reverse Logistics ? The OEM turned over management of one of the most critical, high-volume segments of its reverse logistics program—the processor business—saving the manufacturer millions of dollars each year; reducing excess inventory; increasing same-day, on-time ship rates; and improving customer satisfaction.

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Delivering Green: Three Case Studies in Low-Carbon Logistics

MIT Supply Chain

APRIL 29, 2013

Caterpillar is the subject of one of three case studies that show how supply chain management can support both environmental and financial goals. Here are three case studies that offer clear, irrefutable evidence that sustainability and profitability can be compatible in the supply chain domain.

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Competing on Analytics: A Supply Chain Case Study

MAY 16, 2016

This logistics services company manages hundreds of millions of supply chain assets for its clients, has hundreds of thousands drop off and pick up points, and make over 10,000 deliveries per day moving through over 100 logistics centers.

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A Chilling Problem: Temperature Controlled Logistics

BR Williams Supply Chain Management

JULY 21, 2023

Case Study | Company Seeks Creative Solutions from Logistics Partner in BR Williams BR Williams is a 60-year-old company specializing in Trucking , Warehousing , and Logistics Services. Challenges The cold winter months brought a chilling logistics problem for one of the top American chemical companies.

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Rethinking the next normal: Transforming Logistics and Supply Chain Workflows with Samsung

The Logistics & Supply Chain Management Society

NOVEMBER 15, 2021

There is no doubt that the pandemic has radically transformed the logistics and supply chain industry, especially with increased demand and reliance on deliveries. Samsung Enterprise mobility solutions meet the needs of today’s fast-paced logistics and supply chain industry. Importance of a trusted partner in logistics and supply.

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The Green Corridor: Saving Whales in California – A Case Study in Regional Collaboration

AUGUST 19, 2022

The Green Corridor: Saving Whales in California – A Case Study in Regional Collaboration. The Green Corridor: Saving Whales in California – A Case Study in Regional Collaboration. by Timothy Foote , Founder of Susymbio. About the Author.

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Revolutionizing Retail: Navigating the Logistics Maze with Logistics Management Software

DECEMBER 1, 2023

This White Paper will provide you detailed insights into the numerous challenges faced by the retail and eCommerce industry and how LogiNext's Logistics Management Software helps overcome these challenges and significantly improve ROI.

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A Practical Approach to Supply Chain Resilience: The PepsiCo Case Study

OCTOBER 3, 2016

As consumers’ preferences shifted toward more nutritious foods, PepsiCo purchased companies in this food segment. But this segment has a much more complex supply chain. PepsiCo had to take a new approach to supply chain resilience.

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The Logistics of Logistics Podcast: Google , Apple , Castbox , Spotify , Stitcher , PlayerFM , Tunein , Podbean , Owltail , Libsyn , Overcast Check out The Logistics of Logistics on Youtube The post Why Packaging Matters with Phillip Akhzar appeared first on The Logistics of Logistics .

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Case Study: Amazon Delivery Service Partner

How one amazon delivery service partner got started with video interviews in minutes, back to case studies.

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Goals for Video Interviewing

The organization’s goal was to avoid delays and missed opportunities during the interview process due to scheduling conflicts. They also wanted to accommodate candidates’ schedules that didn’t allow for interviews during regular business hours.

What inspired you to look into video interviewing? Were there specific challenges in your day to day were you looking to solve with video interviewing before Covid-19? Has your use of Spark Hire changed, and how?

The initial reason behind video interviewing was to allow candidates whose schedules could not accommodate my regularly scheduled interview times. Before Covid-19, our use of Spark Hire was as a secondary source of interviewing. Now, it has become my primary and will probably remain this way—even after everything returns to normal.

Did Spark Hire replace a similar tool or is this the first time your team is using video interviewing?

Spark Hire was my first use of video interviewing.

What criteria did you have in mind for a video interviewing solution? What made you choose Spark Hire as your video interviewing solution?

To be honest, I went in without a gameplan. The online demo showed the platform was very straight-forward. I figured I would test out Spark Hire and if it worked, it worked, if not, I would simply cancel. Luckily, I found the platform to be just as easy to use as advertised, and will continue to use it moving forward.

What was getting started with Spark Hire like?

Very easy. After reviewing the demo, I set up my jobs and interviews on my own.

How has Spark Hire improved your hiring metrics and process?

Spark Hire improved my hiring process by helping me filter out candidates more efficiently without having to sit through the standard face-to-face interview and waste time.

What was your team’s hiring process prior to using Spark Hire?

I would use a combination of recruitment, JazzHR , Calendly, in-person interviews

How do you get your team members to buy into video interviewing?

Due to the flexibility of video interviewing, allowing candidates to interview from anywhere at any time, and me to review those interviews anytime and anywhere, I can be more efficient with my workday and free up time to focus on other projects. Which is something all my team members see benefits from.

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When I no longer had to spend 5 hours holding back-to-back interviews and losing my voice due to the repetition of questions. Or, waste my work day waiting for interviewees to no show.

Why should other logistics companies look into video interviewing?

Remote hiring with video interviews are so efficient because you no longer have to designate a person’s entire work day to face-to-face interviews. You could do it from anywhere at any time.

What are three words that describe your experience working with Spark Hire?

Efficient, convenient, and straightforward

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case study interview logistics

Career in Consulting

case study interview logistics

280 Free Case Interview Examples

Do you want to get access to over 280 free case interview examples (with answers)?

If you have interviews planned at McKinsey ,  The Boston Consulting Group , or any other consulting firm, you are probably looking for case interview examples.

So, to help you prepare, I have compiled a list of 280 free case interview examples:

  • Over 30 free case interview examples (+ interview prep tips) from the websites of top consulting firms
  • More than 250 free case interview examples from top business school case books

Moreover, you’ll get  my take on which case studies you will likely have in interviews.

In short, the resources listed hereafter will be very helpful if you are starting out or have already made good progress in preparing for your case interviews.

One last word : check out this free case-cracking course to learn how to crack the most recent types of case questions consulting firms use in actual interviews.

Let’s get started!

Table of Contents

Get the latest data about salaries in consulting, mckinsey: tips and case interview examples.

McKinsey & Company’s website is definitely one of my favorites.

Because this gives so much insightful information about the role of a consultant and what the hiring process looks like.

Therefore, I highly recommend spending time on their website, even if you are not targeting McKinsey.

In the meantime, here are 8 McKinsey case interview examples

  • Electro-light
  • GlobaPharma
  • National Education
  • Talbot trucks
  • Shops corporation
  • Conservation forever

McKinsey hub

Check out the McKinsey Hub : A library of 20+ free resources that cover everything you need to secure a job offer at McKinsey.

Besides, here is another McKinsey case interview example.

This case interview question has been recently asked in a real interview:

𝘦𝘊𝘢𝘳𝘊𝘰, 𝘢 𝘑𝘢𝘱𝘢𝘯𝘦𝘴𝘦 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘮𝘢𝘯𝘶𝘧𝘢𝘤𝘵𝘶𝘳𝘦𝘳 𝘰𝘧 𝘦𝘭𝘦𝘤𝘵𝘳𝘪𝘤 𝘱𝘢𝘴𝘴𝘦𝘯𝘨𝘦𝘳 𝘷𝘦𝘩𝘪𝘤𝘭𝘦𝘴, 𝘩𝘢𝘴 𝘣𝘦𝘦𝘯 𝘴𝘵𝘳𝘶𝘨𝘨𝘭𝘪𝘯𝘨 𝘸𝘪𝘵𝘩 𝘢 𝘭𝘰𝘸 𝘮𝘢𝘳𝘬𝘦𝘵 𝘴𝘩𝘢𝘳𝘦 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘉 𝘴𝘦𝘨𝘮𝘦𝘯𝘵. 𝘛𝘩𝘦𝘺 𝘦𝘯𝘫𝘰𝘺 𝘴𝘵𝘳𝘰𝘯𝘨 𝘱𝘰𝘴𝘪𝘵𝘪𝘰𝘯𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘊 𝘴𝘱𝘢𝘤𝘦, 𝘣𝘰𝘵𝘩 𝘥𝘰𝘮𝘦𝘴𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘢𝘯𝘥 𝘪𝘯 𝘵𝘩𝘦 𝘪𝘯𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘮𝘢𝘳𝘬𝘦𝘵. 𝘏𝘰𝘸𝘦𝘷𝘦𝘳, 𝘦𝘊𝘢𝘳𝘊𝘰’𝘴 𝘴𝘢𝘭𝘦𝘴 𝘵𝘰 𝘴𝘮𝘢𝘭𝘭 𝘢𝘯𝘥 𝘮𝘦𝘥𝘪𝘶𝘮 𝘴𝘪𝘻𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴𝘦𝘴 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘦 𝘴𝘵𝘢𝘺𝘪𝘯𝘨 𝘧𝘢𝘳 𝘣𝘦𝘭𝘰𝘸 𝘦𝘹𝘱𝘦𝘤𝘵𝘢𝘵𝘪𝘰𝘯𝘴. 𝘛𝘩𝘦 𝘊𝘌𝘖 𝘩𝘢𝘴 𝘪𝘯𝘷𝘪𝘵𝘦𝘥 𝘺𝘰𝘶 𝘵𝘰 𝘩𝘦𝘭𝘱 𝘵𝘩𝘦𝘮 𝘰𝘶𝘵.

How would you approach this business problem?

When ready, check this video below where I present how to approach this problem.

BCG: Tips And Case Interview Examples

The Boston Consulting Group website  states something very important: the goal of the hiring process is to get to know you better, which means, in the context of Consulting interviews, understanding how you solve problems .

Remember this: in case interviews,  to show how you think is MUCH MORE IMPORTANT than to find an answer to the case .

As a result, you will have case study questions to showcase your problem-solving skills. Likewise, fit interviews have the same purpose: to show what problems you faced and how you resolved them.

  • BCG interview prep tips
  • BCG’s interactive case tool
  • BCG case interview example: climate change challenge
  • BCG case interview example: GenCo
  • BCG case interview example: FoodCo

case study interview logistics

Check out the BCG Hub : A library of 20+ free resources that cover everything you need to secure a job offer at BCG.

Bain: Tips And Case Interview Examples

Bain & Company’s website highlights something very important: successful applicants manage to turn a case interview into a conversation between two consultants .

In other words, you don’t want to appear as a candidate but as a consultant !

To do this, you need to master the main problem-solving techniques that consulting firms want to see.

  • Bain interview prep tips here and here
  • Bain case interview examples: coffee , fashioco
  • Bain case interview sample videos: a first video , a second video

case study interview logistics

Check out the Bain Hub : A library of 20+ free resources that cover everything you need to secure a job offer at Bain & Company.

Deloitte: Tips And Case Interview Examples

As for the BCG’s section above, the Deloitte website clearly states that in case interviews , it is much more important to show how you think and interact with your interviewer than to find the right answer to the case.

  • Deloitte interview prep tips
  • Deloitte case interview examples: here (more than 15 case interview examples)
  • Deloitte case interview example: Federal Agency
  • Deloitte case interview example: Recreation Unlimited
  • Deloitte case interview example: Federal benefits Provider
  • Deloitte case interview example: Federal Civil Cargo protection Bureau

Get 4 Complete Case Interview Courses For Free

case study interview logistics

You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Join this free training and learn how to ace ANY case questions.

Oliver Wyman: Tips And Case Interview Examples

Like the Deloitte website, Oliver Wyman’s website points out that, above all,  you must demonstrate your ability to think in a structured, analytical, and creative way.

In other words, there are no right or wrong answers, but only showing how you solve problems matters.

  • Oliver Wyman interview prep tips
  • Oliver Wyman case interview examples: here (Aqualine) and here (Wumbleworld)

Kearney: Tips And Case Interview Examples

Now it’s time to tell you something you could have heard a hundred times.

Yet too many candidates do it.

Do NOT force your solution to adapt to a standard framework . As a result, this will only take you to a place you don’t want to go: the pool of rejected candidates .

To learn more about this, check the “What Not To Do” section on the AT Kearney website .

  • Kearney interview prep tips
  • Kearney case interview examples: here and here
  • Kearney case book: here

Strategy&: Interview Prep Tips

Strategy& doesn’t provide case study examples on its website, but it shares insights on career progression, which I recommend reading when you prepare for your fit interviews.

  • Strategy& interview prep tips

Roland Berger: Tips And Case Interview Examples

I like the examples of case studies presented on the Roland Berger website .

Because the two examples of case studies are very detailed and illustrate the kind of solutions your interviewers expect during case discussions.

  • Roland Berger interview prep tips
  • A first Roland Berger case interview example: part 1 and part 2
  • A second Roland Berger case interview example: part 1 and part 2

Alix Partners: Interview Prep Tips

Like Strategy&, Alix Partners doesn’t provide case study examples on its website.

However, they give an overview of what they are looking for: they want entrepreneurial, self-starter, and analytical candidates, which are skills that all consulting firms highly appreciate .

  • Alix Partners interview prep tips

OC&C: Interview Prep Tips

Here are two case study examples from OC&C:

  • Imported spirit
  • Leisure clubs

253 Case Studies From Business School Case Books

Most of these 253 case study examples are based on case interviews used by consulting firms in real job interviews .

As a result, you can have a good idea of the case study questions you can have when interviewing at these firms .

The Full List Of 253 Free Case Study Examples

  • Chicago business school
  • Australian Graduate School of Management
  • Columbia business school
  • Harvard business school
  • Wharton business school (2009)
  • Wharton busines school (2017)
  • Darden business school

Do you want to practice a specific type of case study? Now you can…

I have sorted this list of 253 case studies by type:  profitability, market expansion, industry analysis, pricing, investment or acquisition,  and guesstimates (also known as market sizing questions).

Full list of case study examples sorted by type

Bonus #1: Know The Types Of Cases You Are Likely To have During Your Interviews

  • Profitability cases (29% of cases from that list)
  • Investment cases (19% of cases from that list)
  • Market sizing questions (15% of cases from that list)

As a result, assuming you’ll have 6 interviews (and therefore 6 case interviews) during the recruitment process:

  • “Profitability cases are 29%”  means that chances to have 2 profitability case studies during your recruitment process are very high
  • “Investment cases are 19%”  means that chances to have 1 investment case study during your recruitment process are very high.
  • “ Guesstimates are 15%”  means that chances of having  1 market sizing question during your recruitment process are high.

Bonus #2: The 10 Cases I Recommend You Doing Now

Over 250 examples of case interviews are a great list, and you may not know where to start.

So, I’ve compiled a list of my 10 favorite case studies.

The 5 case studies I recommend doing if you are a BEGINNER

1. stern case book: drinks gone flat (starting at page 24).

This is a good introduction to a common type of case (declining sales here). I liked the solution presented for this case, particularly how it started by isolating declining sales (what range of products? Volumes or prices, or both?).

2. Stern case book: Sport bar (starting at page 46)

This is an investment case (should you invest in a new bar). Even if the solution presented in this case book is not MECE , it covers the most common quantitative questions you might have in such a case. I recommend doing this case.

3. Stern case book: MJ Wineries (starting at page 85)

This is a profitability case. I liked the solution presented in this case because it illustrates how specific good candidates should be. The case concerns wine, so a good candidate should mention the quality of lands and grapes as important factors.

4. AGSM case book: Piano tuners (starting at page 57)

This is a typical market sizing question. How to answer this type of question is a must-know before going to your interviews.

5. Darden case book: National Logistics (starting at page 49)

Again, this is a very common case (how to reduce costs). I liked the broad range of questions asked in this case, covering key skills assessed by consulting firms during case interviews: brainstorming skills (or creativity), quantitative skills, and business sense.

The 5 case studies I recommend if you are more ADVANCED in your preparation

1. stern: the pricing games (starting at page 55).

This case study asks you to help your client assess different business models. I liked this case because the range of issues to tackle is quite broad.

2. Wharton 2017: Engineer attrition at SLS Oil & Gas Services (starting at page 55)

I liked this case study because the case prompt is uncommon: your client has been facing a very high attrition rate among its population of Engineers. As a result, it’s very unlikely that your solution fits a well-known framework, and you’ll have to demonstrate your problem-solving skills by developing a specific solution.

3. Wharton 2017: Pharma Company Goes International, Outsources Benefits, Integrates New Technology (starting at page 95)

This case is about a client considering outsourcing a part of their activity. Even though I don’t know if this type of case study is very common, I had many case studies like this when I passed my interviews a few years ago. And I always found them difficult!

4. Insead: Gas retail case (starting at page 73)

The question in the problem statement is very broad, making this case difficult. So, only good candidates can have a structured case discussion here.

5. Darden: Fire Proof (starting at page 84)

This is a market entry case. Try to solve it by developing a structure as MECE as possible.

CareerInConsulting.com's Free Resources

Access my exclusive free training to help you prepare for your case interviews .

Besides, you can learn my step-by-step guide to answering market sizing questions .

You’ll get my formula to solve all market sizing questions.

Moreover, if you are a beginner, you can read my article on how to solve business cases (+ a 4-week prep plan to get case interview ready).

Also, check these 11 must-know frameworks to ace your case interviews.

Finally, you can read the articles in the blog section of my website.

That’s quite a list.

To complete this list, check this free case interview course , where you’ll find case questions recently asked in actual interviews.

Now, I’d like to hear from you.

Which key insights were new to you?

Or maybe I have missed something.

Either way, let me know by leaving a comment below.

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You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Enroll in our 4 free courses and discover the proven systems +300 candidates used to learn these 4 skills and land offers in consulting.

35 Case Interviews Examples from MBB / Big Four Firms

Studying case interview examples is one of the first steps in preparing for the  management consulting  recruitment process. If you don’t want to spend hours searching the web, this article presents a comprehensive and convenient list for you – with 35 example cases, 16 case books, along with a case video accompanied by detailed feedback on tips and techniques.

A clear understanding of “what is a case interview” is essential for effective use of these examples. I suggest reading our  Case Interview 101  guide, if you haven’t done so.

McKinsey case interview examples

Mckinsey practice cases.

  • Diconsa Case
  • Electro-Light Case
  • GlobaPharm Case
  • National Education Case

What should I know about McKinsey Case interviews?

At McKinsey, case interviews often follow the interviewer-led format , where the interviewer asks you multiple questions for you to answer with short pitches.

How do you nail these cases? Since the questions can be grouped into predictable types, an efficient approach is to master each question type. However, do that after you’ve mastered the case interview fundamentals!

For a detailed guide on interviewer-led cases, check out our article on McKinsey Case Interview .

BCG & Bain case interview examples

Bcg practice cases.

  • BCG – Written Case – Chateau Boomerang

Bain practice cases

  • Bain – Coffee Shop Co.
  • Bain – Fashion Co.
  • Bain – Mock Interview – Associate Consultant
  • Bain – Mock Interview – Consultant

What should I know about BCG & Bain case interviews?

Unlike McKinsey, BCG and Bain case interviews typically follow the candidate-led format – which is the opposite of interviewer-led, with the candidate driving the case progress by actively breaking down problems in their own way.

The key to acing candidate-led cases is to master the case interview fundamental concepts as well as the frameworks.

Some BCG and Bain offices also utilize written case interviews – you have to go through a pile of data slides, select the most relevant ones to answer a set of interviewer questions, then deliver those answers in a presentation.

For a detailed guide on candidate-led cases, check out our article on BCG & Bain Case Interview .

Deloitte case interview examples

Deloitte practice cases.

Undergrad Cases

  • Human Capital – Technology Institute
  • Human Capital – Agency V
  • Strategy – Federal Benefits Provider
  • Strategy – Extreme Athletes
  • Technology – Green Apron
  • Technology – Big Bucks Bank
  • Technology – Top Engine
  • Technology – Finance Agency

Advanced Cases

  • Human Capital – Civil Cargo Bureau
  • Human Capital – Capital Airlines
  • Strategy – Club Co
  • Strategy – Health Agency
  • Technology – Waste Management
  • Technology – Bank of Zurich
  • Technology – Galaxy Fitness

What should I know about Deloitte case interviews?

Case interviews at Deloitte also lean towards the candidate-led format like BCG and Bain.

The Deloitte consultant recruitment process also features group case interviews , which not only test analytical skills but also place a great deal on interpersonal handling.

Accenture case interview examples

Accenture divides its cases into three types with very cool-sounding names.

Sorted in descending order of popularity, they are:

These are similar to candidate-led cases at Bain and BCG. albeit shorter – the key is to develop a suitable framework and ask the right questions to extract data from the interviewer.

These are similar to the market-sizing and guesstimate questions asked in interviewer-led cases – demonstrate your calculations in structured, clear-cut, logical steps and you’ll nail the case.

These cases have you sort through a deluge of data to draw solutions; however, this type of case is rare.

Capital One case interview examples

Capital One is the odd one on this list – it is a bank-holding company. Nonetheless, this being one of the biggest banks in America, it’s interesting to see how its cases differ from the consulting ones.

Having gone through Capital One’s guide to its cases, I can’t help but notice the less-MECE structure of the sample answers. Additionally, there seems to be a greater focus on the numbers.

Nonetheless, having a solid knowledge of the basics of case interviews will not hurt you – if anything, your presentation will be much more in-depth, comprehensive, and understandable!

See Capital One Business Analyst Case Interview for an example case and answers.

Other firms case interview examples

Besides the leading ones, we have some examples from other major consulting firms as well.

  • Oliver Wyman – Wumbleworld
  • Oliver Wyman – Aqualine
  • LEK – Cinema
  • LEK – Market Sizing
  • Kearney – Promotional Planning
  • OC&C – Imported Spirits
  • OC&C – Leisure Clubs

Consulting clubs case books

In addition to official cases, here are a few case books you can use as learning materials.

Do keep in mind: don’t base your study on frameworks and individual case types, but master the fundamentals so you can tackle any kind of case.

  • Wharton Consulting Club Case Book
  • Tuck Consulting Club Case Book
  • MIT Sloan Consulting Club Case Book
  • LBS Consulting Club Case Book
  • Kellogg Consulting Club Case Book
  • INSEAD Consulting Club Case Book
  • Harvard Consulting Club Case Book
  • ESADE Consulting Club Case Book
  • Darden Consulting Club Case Book
  • Berkeley Consulting Club Case Book
  • Notre-Dame Consulting Club Case Book
  • Illinois Consulting Club Case Book
  • Columbia Consulting Club Case Book
  • Duke Consulting Club Case Book
  • Ross Consulting Club Case Book
  • Kearney Case Book

case study interview logistics

Case interview example – Case video

The limitation of most official case interview examples is that they are either too short and vague, or in text format, or both.

To solve that problem for you, we’ve extracted a 30-minute-long, feedback-rich case sample from our Case Interview End-to-End Secrets Program .

This is a candidate-led, profitability case on an internet music broadcasting company called Pandora.

In 30 minutes, this candidate demonstrates the exact kind of shortcoming that most candidates suffer during real case interviews – they come in with sharp business senses, then hurt their own chances with inadequate techniques.

Here are seven notable areas where the candidate (and you) can improve:

Thanking Throughout the case, as especially in the opening, he should have shown more appreciation for the time the interviewer spent with him.

Structured opening The candidate’s opening of the case feels unstructured. He could have improved it by not mixing the playback and clarification parts. You can learn to nail the case in a 3-minute start through this video on How to Open Any Case Perfectly .

Explicitness A lot of the candidate’s thought process remains in his head; in a case interview, it’s better to be as explicit as possible – draw your issue tree out and point to it as you speak; state your hypothesis when you move into a branch; when you receive data, acknowledge it out loud.

Avoiding silence The silence in his case performance is too long, including his timeout and various gaps in his speech; either ask for timeout (and keep it as short as possible) or think out loud to fill those gaps.

Proactivity The candidate relies too much on the interviewer (e.g: asking for data when it can easily be calculated); you don’t want to appear lazy before your interviewer, so avoid this.

Avoiding repeating mistakes Making one mistake twice is a big no-no in consulting interviews; one key part of the consulting skill set is the ability to learn, and repeating your mistakes (especially if the interviewer has pointed it out) makes you look like someone who doesn’t learn.

Note-taking Given the mistakes this candidate makes, he’s probably not taking his notes well. I can show you how to get it right if you watch this video on Case Interview Note-Taking .

Nonetheless, there are three good points you can learn from the candidate:

The candidate sums up what he’s covered and announces his upcoming approach at the start and at key points in the case – this is a very good habit that gives you a sense of direction and shows that you’re an organized person.

The candidate performs a “reality check” on whether his actions match the issue tree; in a case interview it’s easy to lose track of what you’re doing, so remember to do this every once in a while.

The candidate prompts the interviewer to give out more data than he asked for; if anything, this actually matches a habit of real consultants, and if you’re lucky, your interviewer may actually give out important pieces you haven’t thought of.

These are only part of the “ninja tips” taught In our Case Interview E2E Secrets Program – besides the math and business intuition for long-term development, a key feature is the instant-result tips and techniques for case interviews.

Once you’ve mastered them, you can nail any case they throw at you!

For more “quality” practice, let’s have a mock case interview with former consultants from McKinsey, BCG, Bain, Oliver Wyman, Strategy& and many other consulting firms. They will help you identify your problem areas and give you actionable feedback, making your preparation much easier and faster.

Hi! This is Kim and welcome to another performance in the Tips & Techniques part of our amazing End-to-end program. You are about to hear a really interesting performance.

There is a common Myth that Profitability cases are easier. Well, for beginners, that’s may make sense, but I would argue that Profitability cases can be really tricky and candidates without good foundation will make about the same level of mistakes regardless of type of cases given.

The profitability case we are about to watch will show that. It’s a very unconventional

Profitability. It started out like a typical one but getting more and more tricky toward the end.

The candidate is fairly good in term of business intuition, but the Tips & Techniques aspect needs a lot of fine tune! Now let’s go ahead and get started! 

It’s actually a little better to playback the case information and ask clarifications. The candidate does not distinguish between the two and do both at a same time. Also, the candidate was asking these clarifications in an unorganized and unstructured fashion. This is not something terrible, but could have been better, especially when this is the very first part of the case, where the crucial first impression is being formed.

My pitch would sound like this:

“That’s a very interesting problem and I am happy to get the chance to solve it. First of all let me tell you my understanding of the case context and key objectives. Then I would like to ask a few clarifying questions regarding a few terminology and concepts. Both of these are to make sure that I will be solving the right problem.

So here is my understanding of the case: The client is ABC. Here are some DEF facts about the situation we just talked about. And the key case question is XYZ.

Does that correctly and adequately summarize the case?”

Once the interviewer confirms, I would move to the clarification part as follows: “Now I would like to ask a few clarification questions. There are three of them: No 1, … No 2, … and No 3, …”

You may see above pitch as obvious but that’s a perfect example of how you should open any cases. Every details matters. We will point out those details in just a second. But before we do that, it’s actually very helpful if you can go back, listen carefully to the above pitch, and try to point out the great components yourselves. Only after that, go back to this point and learn it all together.

Alright, let’s break down the perfect opening.

First of all, you hear me say: “That’s a very interesting problem and I am happy to get a chance to solve it”. This seems trivial but very beneficial in multiple ways:

1. I bought myself a couple of seconds to calm down and get focused. 2. By nature, we as human unconsciously like those who give us compliments. Nothing better than opening the case with a modest compliment to the interviewer.

And (c) I showed my great attitude towards the case, which the interviewer would assume is the same for real future consulting business problems.

You should do that in your interviews too. Say it and accompany it with the best smile you can give. It shows that you are not afraid of any problems. In fact, you love them and you are always ready for them.

Secondly, I did what I refer to as the “map habit”, which is to always say what you are about to do and then do it. Just like somebody in the car showing the drivers the route before cruising on the road. The driver would love it. This is where I said: “Let me tell you my understanding of the case context and key objectives. Then ABC…”.

Third, right at the beginning of the case, I try to be crystal clear and easy to follow. I don’t let the interviewer confused between playing the case vs. asking clarification questions. I distinguish between the two really carefully. This habit probably doesn’t change the outcome of how the case goes that much, but it certainly significantly changes the impression the interviewer has of me.

Fourth, in playing back the case, each person would have a different way to re-phrase. But there are three buckets to always include:

1. Who is the client 2. The facts regarding the client and the situation and (c) The key question and the objective of the case.

Fifth, after playing the case context and objectives, I pause for a second and ALIGN with the interviewer: “Does it correctly and adequately summarize the case?”. This is a habit that every consulting manager loves for young consultants to do. Nobody wants first-year folks to spend weeks of passion and hard-work building an excel model that the team can’t use. This habit is extensively taught at McKinsey, Bain and BCG, so therefore interviewers would love somebody that exhibits this habit often in case interview.

Lastly, when asking clarification questions, you hear me number them very carefully to create the strong impression that I am very organized and structured. I said I have three clarifying questions. Then I number them as I go through each. No.1, No.2, and No.3.

Sometimes, during interviews it’s hard to know exactly how many items you are going to get. One way is to take timeout often to carefully plan your pitch. If this is not possible in certain situations, you may skip telling how many items you have; but you should definitely still number your question: No.1, No.2; and so on. 

Just a moment ago, the candidate actually exhibited a good habit. After going through his clarification questions, the candidate ended by asking the “is there anything else” question. In this case, I actually give out an important piece of data.

Though this is not very common as not every interviewer is that generous in giving out data. But this is a habit management consultants have to have every day when talking to experts, clients, or key stakeholders. The key is to get the most data and insights out of every interview and this is the type of open-ended question every consultant asks several times a day.

To show of this habit in a case interview is very good!

There are three things I would like you to pay attention to:

First, it took the candidate up to 72 seconds to “gather his thoughts”. This is a little too long in a case interview. I intentionally leave the 72 seconds of silence in the recording so you get an idea of how long that is in real situations. But it’s worth-noting here is not only that. While in some very complicated and weird cases, it’s ok to take that long to really think and gather ideas. In this case, the approach as proposed by the candidate is very simple. For this very approach, I think no more than 15 to 20 seconds should be used.

No.2, with that said, I have told I really like the fact that this candidate exhibits the “map” habit. Before going straight to the approach he draws the overall approach first.

No.3. You also see here that the candidate tried to align the approach with me by asking my thoughts on it. As I just said on the previous comment, this is a great habit to have. Not only does it help reduce chance of going into the wrong direction in case interviews, but it also creates a good impression. Consulting interviewers love people doing it often!

Here we see a not-really-bad response that for sure could be much better. The candidate was going into the first branch of the analysis which is Revenue. I would fix this in 3 aspects:

First, even though we just talked about the overall approach, it’s still better to briefly set up the issue tree first then clearly note that you are going into one branch.

Second, this is not a must, but I always try to make my hypothesis as explicitly clear as possible. Here the candidate just implicitly made a hypothesis that the problem is on the revenue side. The best way to show our hypothesis-driven mindset is to explicitly say it.

Third, you hear this a ton of times in our End-to-End program but I am going to repeat it again and again. It is better to show the habit of aligning here too. Don’t just go into revenue, before doing that, give the interviewer a chance to agree or to actually guide you to Cost.

So, summarizing the above insights, my pitch would sound something like this:

“So as we just discussed, a profit problem is either caused by revenue or by cost. Unless you would like to go into cost first, let’s hypothesize that the problem is on revenue side. I would like to look deeper into Revenue. Do we have any data on the revenue?”

And while saying this, you should literally draw an issue tree and point to each as you speak.

There is an interesting case interview tip I want to point out here. Notice how the candidate responds after receiving two data points from me. He went straight into the next question without at least acknowledging the data received and also without briefly analyzing it.

I am glad that the candidate makes this mistakes… well, not glad for him but for the greater audience of this program. I would like to introduce to you the perfect habit of what you should react and do every time you have any piece of data during case interviews. So three things you need to do:

Step 1: Say … that’s an interesting piece of data. This helps the interviewer acknowledge that you have received and understand the data. This also buys you a little time. And furthermore, it’s always a good thing to give out modest compliments to the interviewer.

Step 2: Describe the data, how it looks, is there any special noteworthy trend? In this case, we should point out that revenue actually grew by more than 50%.

Also notice here that I immediately quantified the difference in specific quantitative measurement (in this case, percentage). Saying revenue went up is good, but it’s great to be able to say revenue went up by more than 50%.

Step 3: Link the trend identified back to the original case question and the hypothesis you have. Does it prove, disprove, or open up new investigation to really test the hypothesis? In this case, this data piece actually opened up new investigating areas to test the hypothesis that the bottleneck is within revenue.

My sample pitch for this step 3 would sound like this: “It’s interesting that revenue went up quite a bit. However, to be able to fully reject our hypothesis on the revenue, I would like to compare our revenue to that of the competitors as well.”

Then only at this point, after going through 3 steps above, I ask for the competitors’ revenue like the candidate did.

Notice here that I ended up asking the same question the candidate did. This shows that the candidate does have a good intuition and thought process. It’s just that he did all of these implicitly on his head.

In consulting case interview, it’s always good to do everything as explicitly as possible. Not only is it easier to follow but it helps show your great thought process.

… the rest of the transcript is available in our End To End Case Interview

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Graduate Logistics Interview Questions

  • Career Advice
  • Interview Questions

If you're a graduate looking to get into logistics and need to get a feel for the kind of questions employers might ask at interview, then make sure you research these graduate logistics interview questions below. These questions and answers are taken from real graduate interviews, and compiled to give you an idea of what to expect and how to prepare your answers.

Example Logistics Interview Questions:

 If you were transport secretary what would be your policies for the next 5 years?

This question is set up to asses your knowledge of the industry that you are applying for. This is why it is important to read up on contemporary issues before the interview. It might be a good idea to describe a policy that is linked to the industry that you are working in, e.g. if you are applying to work for network rail then you may wish to comment of the plans to build a high speed rail link between London and Edinburgh. There is no wrong answer as long as you can justify your ideas. Name drop the current transport secretary and any of his proposals if possible, but try not to take a strong political stance.

What makes a good supply chain?

Aspects of a successful supply chain will include reliable and experienced producers, an established transport route that goes through economically and politically stable areas and forms of reliable transportation. Extend your answer to discuss the aspects of good distribution.

What experience from your academic career will help you when working in this sector?

This is a typical question which you will be asked when applying for a role that does not fit in directly with your academic career. The best way to approach a question like this is to highlight skills that you have gained that the employer will be interested in. Good ones for this role would be good communication skills, research skills, analytical skills, writing skills and presentation skills, all of which are transferable from many degree subjects.

Related Pages:

  • Logistics Graduate Jobs
  • Morrisons Graduate Scheme
  • Transport for London Graduate Scheme
  • Logistics Graduate Career Profile
  • GTR Train Planning Placement Scheme
  • Go-Ahead Group Company Profile
  • DFDS Graduate Scheme

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47 case interview examples (from McKinsey, BCG, Bain, etc.)

Case interview examples - McKinsey, BCG, Bain, etc.

One of the best ways to prepare for   case interviews  at firms like McKinsey, BCG, or Bain, is by studying case interview examples. 

There are a lot of free sample cases out there, but it's really hard to know where to start. So in this article, we have listed all the best free case examples available, in one place.

The below list of resources includes interactive case interview samples provided by consulting firms, video case interview demonstrations, case books, and materials developed by the team here at IGotAnOffer. Let's continue to the list.

  • McKinsey examples
  • BCG examples
  • Bain examples
  • Deloitte examples
  • Other firms' examples
  • Case books from consulting clubs
  • Case interview preparation

Click here to practise 1-on-1 with MBB ex-interviewers

1. mckinsey case interview examples.

  • Beautify case interview (McKinsey website)
  • Diconsa case interview (McKinsey website)
  • Electro-light case interview (McKinsey website)
  • GlobaPharm case interview (McKinsey website)
  • National Education case interview (McKinsey website)
  • Talbot Trucks case interview (McKinsey website)
  • Shops Corporation case interview (McKinsey website)
  • Conservation Forever case interview (McKinsey website)
  • McKinsey case interview guide (by IGotAnOffer)
  • McKinsey live case interview extract (by IGotAnOffer) - See below

2. BCG case interview examples

  • Foods Inc and GenCo case samples  (BCG website)
  • Chateau Boomerang written case interview  (BCG website)
  • BCG case interview guide (by IGotAnOffer)
  • Written cases guide (by IGotAnOffer)
  • BCG live case interview extract (by IGotAnOffer) - See below

3. Bain case interview examples

  • CoffeeCo practice case (Bain website)
  • FashionCo practice case (Bain website)
  • Associate Consultant mock interview video (Bain website)
  • Consultant mock interview video (Bain website)
  • Written case interview tips (Bain website)
  • Bain case interview guide   (by IGotAnOffer)
  • Bain case mock interview with ex-Bain manager (below)

4. Deloitte case interview examples

  • Engagement Strategy practice case (Deloitte website)
  • Recreation Unlimited practice case (Deloitte website)
  • Strategic Vision practice case (Deloitte website)
  • Retail Strategy practice case  (Deloitte website)
  • Finance Strategy practice case  (Deloitte website)
  • Talent Management practice case (Deloitte website)
  • Enterprise Resource Management practice case (Deloitte website)
  • Footloose written case  (by Deloitte)
  • Deloitte case interview guide (by IGotAnOffer)

5. Accenture case interview examples

  • Case interview workbook (by Accenture)
  • Accenture case interview guide (by IGotAnOffer)

6. OC&C case interview examples

  • Leisure Club case example (by OC&C)
  • Imported Spirits case example (by OC&C)

7. Oliver Wyman case interview examples

  • Wumbleworld case sample (Oliver Wyman website)
  • Aqualine case sample (Oliver Wyman website)
  • Oliver Wyman case interview guide (by IGotAnOffer)

8. A.T. Kearney case interview examples

  • Promotion planning case question (A.T. Kearney website)
  • Consulting case book and examples (by A.T. Kearney)
  • AT Kearney case interview guide (by IGotAnOffer)

9. Strategy& / PWC case interview examples

  • Presentation overview with sample questions (by Strategy& / PWC)
  • Strategy& / PWC case interview guide (by IGotAnOffer)

10. L.E.K. Consulting case interview examples

  • Case interview example video walkthrough   (L.E.K. website)
  • Market sizing case example video walkthrough  (L.E.K. website)

11. Roland Berger case interview examples

  • Transit oriented development case webinar part 1  (Roland Berger website)
  • Transit oriented development case webinar part 2   (Roland Berger website)
  • 3D printed hip implants case webinar part 1   (Roland Berger website)
  • 3D printed hip implants case webinar part 2   (Roland Berger website)
  • Roland Berger case interview guide   (by IGotAnOffer)

12. Capital One case interview examples

  • Case interview example video walkthrough  (Capital One website)
  • Capital One case interview guide (by IGotAnOffer)

13. Consulting clubs case interview examples

  • Berkeley case book (2006)
  • Columbia case book (2006)
  • Darden case book (2012)
  • Darden case book (2018)
  • Duke case book (2010)
  • Duke case book (2014)
  • ESADE case book (2011)
  • Goizueta case book (2006)
  • Illinois case book (2015)
  • LBS case book (2006)
  • MIT case book (2001)
  • Notre Dame case book (2017)
  • Ross case book (2010)
  • Wharton case book (2010)

Practice with experts

Using case interview examples is a key part of your interview preparation, but it isn’t enough.

At some point you’ll want to practise with friends or family who can give some useful feedback. However, if you really want the best possible preparation for your case interview, you'll also want to work with ex-consultants who have experience running interviews at McKinsey, Bain, BCG, etc.

If you know anyone who fits that description, fantastic! But for most of us, it's tough to find the right connections to make this happen. And it might also be difficult to practice multiple hours with that person unless you know them really well.

Here's the good news. We've already made the connections for you. We’ve created a coaching service where you can do mock case interviews 1-on-1 with ex-interviewers from MBB firms . Start scheduling sessions today!

The IGotAnOffer team

Interview coach and candidate conduct a video call

Career Guru99

Top 45 Logistics Interview Questions and Answers (2024)

Michael Cavoulacos

Here are Logistics (Supply Chain Management) interview questions and answers for fresher as well experienced candidates to get their dream job.

1) What are the responsibilities of a logistician?

Primary role of a logistician is to

• Manage the supply chain • Transportation and storage of material • Transportation management

2) What is the different position a person can work in logistic industry?

A person can work under various position

• Logistic director • Logistic supervisor • Logistic associate • Logistic engineer • Logistic coordinator • Logistic specialist • Logistic analyst

Free PDF Download: Logistics & SCM Interview Questions & Answers

3) Explain what is supply chain management?

4) explain what is asn (advance shipping notice).

It is a notice that is sent to the customer about the detailed shipment information in advance of delivery. It may also include carrier and shipment related information like time of shipment and expected time of arrival.

5) Explain what is Anti-Dumping duty?

Anti-dumping duty is an import duty levied in cases where imported goods are priced at less than the normal price in the exporter’s domestic market and cause material loss to the domestic industry of the importing country.

case study interview logistics

6) Explain what is LTL (Less than truckload)?

LTL (Less than Truckload) shipment is a contract between the shipper and transport owner. According to the contract, instead of the entire truck, the shipment are priced according to the weight of the freight and mileage within designated lanes.

7) Explain the term deadweight tonnage?

Deadweight tonnage is the difference between the laden and unladen weight of the ship. In other words, it is the weight of everything that ship carries except the ship itself.

Logistics Interview Questions

8) Explain how to organize storage area for bulk items?

Look storage place which has the facility of single, double or multiple depth locations

• Bulk storage in vertical or straight direction: It is the most common method of organizing the container, it is organized in a vertical direction piling the container over each other. • Bulk storage at angle: It is one of the solutions that can be applied in a situation when there is a limited place to accommodate containers. But it is applicable in special cases only, depending upon what material it carries.

9) Explain what is cross docking?

Cross docking is a process of unloading materials from an incoming semi-truck and loading directly into out-bounds trucks or trailers. It reduces handling costs, operating costs and the storage of inventory.

10) Explain what is TEU?

TEU stands for Twenty foot Equivalent Unit. It is a method of calculating vessel load or capacity, in units of containers that are twenty feel long. For example, a 40ft long container measure 2TEUs.

11) What is the advice of shipment and advising bank?

• Advice of shipment: It is a notice sent to a foreign buyer or local trader informing them that the shipment has processed forward and carried information about packing, routing, etc. A copy of the invoice is often sent with it and if recommended a copy of landing also attached along with that. • Advising Bank: Advising bank is a bank operating in the seller’s country, that handles letters of credit in behalf of a foreign bank

12) Explain what is affreightment?

Affreightment is a contract between ship owner and merchant, where ship owner provides or rented the space in the ship to the merchant for an agreed amount and for a specific period. In this contract, merchant is liable for the payment whether or not the ship is ready for the shipment.

Supply Chain Management interview questions

13) What does a bill of lading include?

A bill of lading includes following details

• Name and complete address of shippers and receivers • Special account numbers or PO used between business for order tracking • Instruction for the carrier for secure delivery • Date of the shipment • Number of shipping units • Types of packaging that includes cartons, pallets, skids and drums • Description about the shipped items (common name & material of manufacture) • Declared value of the goods being shipped • Note included if there is any hazardous substance in it • Exact weight of the shipments – for multiple commodities, weight for each commodity is mentioned separately • Freight classification of the items shipped, according to NMFC (National Motor freight classification)

14) Explain what is blanket way bill?

A way bill which covers two or more consignment of freight is referred as blanket way bill.

15) What are the activities performed at operational level in logistics’?

Various activities at operational level includes

• Goods receipt and checking • Bulk storage • Order picking • Stock replenishment • Order marshalling • Load Scheduling • Returns • Availability of Personnel • Update of stock • Completion of documentation

16) Mention what is freight class based on?

Freight class is based on four factors

• Density: Weight per cubic foot • Freight Stowability: width and length based on carrier mode rules • Ease of handling: Evaluation of the effort required in transporting • Liability: It includes liability to damage, breakability and perishability, freight price per pound and susceptibility of theft

17) Explain what is declared the value for carriage?

Declared value for carriage is the value of the goods, declared by the shipper on the bill of lading, to determine the limit of the carrier’s liability or a freight rate.

18) Explain what is export declaration?

Export declaration is a government document that defines the goods to be supplied out of the country. This declaration should be filed by exporter to the U.S government.

19) Explain what is documents against acceptance?

A documents against acceptance are an arrangement or provision, where exporter instructs a bank to hand over shipping and title documents to the importer only if the importer agrees the accompanying bill of exchange or draft by signing it. This provision ensures that the buyer is legally bound to pay the full price to the exporter for the shipments, before ownership is transferred.

20) Explain what is the difference between document against acceptance and document against payment?

• Document against payment: The document remains with bank and importers have to pay the exporter before they release the documents. In this payment is immediate, and document is released quickly

• Document against acceptance: In this importer gives 30-45 days to bank to deduct the amount and then release the documents. In this provision, there is much risk, and if there is no sufficient balance in the account then, the process will get delayed.

21) Explain what is Carton Clamps?

It is the most versatile attachment used for handling and transporting multiple unpalletized products such as furniture, carton, appliances, etc.

22) What is SKU number?

Stock Keeping Unit also referred as SKU number is a unique code used to identify particular line items.

23) What are APS, ASN and ASRS?

  • APS: It stands for Advance Planning and Scheduling
  • ASN: It stands for Advanced Shipment Notifications
  • ASRS: Automated Storage and Retrieval Systems

24) What is compliance labels?

Compliance label are used as shipping labels, carton labels, pallet labels and they usually contain bar codes. It is used for the identification of goods delivered.

25) Explain what is consignment inventory?

Consignment inventory is in the possession of the customer but still owned by the supplier.  It means you will pay the supplier only when their goods are sold.

26) Explain what is chargeback?

When any shipment that does not meet the customers decided terms and conditions, a financial penalty is charged against the supplier by customer.  This charge is referred as charge back.  For example, lack of proper packaging or labelling.

27) Explain what is cycle time?

Cycle time is the time consumed to get and order from order entry to the shipping dock.

28) Explain what is bonded warehouse?

Bonded warehouse is a dedicated portion of a facility where imported goods are stored before the customs duties or taxes are being paid.

case study interview logistics

29) Explain what is blind shipment and bread bulk?

When the source of the supplier is hidden from the customer, such shipment is referred as a blind shipment.

Bread bulk is referred to overseas shipments, where the cargo being shipped consists of smaller units like crates, bales, cartons and so on.

30) What are the major transportation issues in warehousing?

The major transport issues in warehousing are

  • Tracking and communications
  • Warehouse Safety

31) Explain what is batch picking?

The technique of transporting inventory which are grouped into small batches at one go is known as batch picking.

32) Explain what is wave picking?

Wave picking is a technique of assigning orders into groups and release them together, so as to allow several activities to run parallel and complete the task.

33) Explain what is the difference between logistics and transport?

Logistics : Logistics is referred as the procedure of managing goods, resources and information from the source to the consumers in a manner that it fits the requirements of both parties.

Transportation: Transport is the movement of the goods from one point to the other.  It is considered as part of logistics.

34) In inventory management what do you mean by allocation?

It is a demand which is created by the Sales Order or Work Orders next to a particular team.

35) Explain what is a capacity requirement planning?

It is a process for determining the quantity of machine and manual labor resources necessary to assemble a production.

36) Explain what is activity based costing?

It is a method which helps in the breakdown of the costs into specific activities in order to maintenance of accuracy in the distribution of costs in product costing.

37) Explain what is the meaning of Triage?

The sorting of products or goods based on their condition or quality is referred as Triage.  Some of the goods needs to be repaired and sent back, others have to be sold off as used or defective goods.

38) Explain what is meant by Reverse Logistics?

Reverse Logistics is the collection of all processes that come into play for goods that move in the reverse directions which means transportation of goods customer to the business.

39) What are the main supply chain challenges companies face today?

The five big challenges that companies face today is

  • Ignoring the continued growth of e-commerce as a channel in the industrial sector
  • No attention to the potential risk like volatile transportation costs
  • Over expectation that supply chain management technologies will fix everything
  • Over-reliance on past performance to predict future sales
  • Increase complexity added to supply chain operations with implementation of unnecessary technologies
  • Lack of understanding of the full capacities of suppliers and service

40) What are the areas should be focussed more in order to improve warehouse transportation?

  • Delivery Frequency
  • Turnaround Times
  • Journey Times
  • Fixed Routing
  • Unification of product
  • Performance standard
  • Vehicle fill
  • Vehicle and operational records

41) Explain what is WTS (Warehouse Tracking System)? How does it work?

WTS or Warehouse Tracking System is a software application which is specifically designed for the warehouse industry. It uses the system of barcode labels which allows you to track product movement, audits and shipments easily.  It enables you to identify each piece of stock by a unique serial number.

42) With the help of WTS how you can generate an Invoice?

There are two ways you can generate Invoice using WTS technique

  • One way of creating an invoice is assigning it directly with the orders that you are working on
  • And the other way is to export the order to QuickBooks and create the invoice there.

43) How Warehouse Tracking System will be helpful in warehouse transportation?

In the warehouse, WTS will help you

  • Eliminate searching for lost products and saves your transportation time
  • Reduce picker walk time
  • Monitor warehouse activity and order status in real time

44) What are the important aspects of transportation and fleet management?

The important aspects of transportation and fleet management

  • Transport Acquisition
  • Transport Planning
  • Routing maintenance planning
  • Fleet maintenance and Scheduling
  • Risk management
  • Human resource management

45) From health and safety point what are things to be taken care while warehouse transportation?

  • Don’t leave items in aisles on the floor or perched insecurely on a surface
  • Clean up all spills immediately
  • Don’t block fire exits, sprinklers or fire extinguishers
  • Put items in their assigned places
  • Don’t leave sharp tools or cutters perching out
  • Keep cord and wires off the floor
  • Report loose flooring or tripping hazards
  • Dispose of trash immediately in proper containers

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Interview highlights

How alabama's ruling that frozen embryos are 'children' could impact ivf.

Ailsa Chang

Headshot of Alejandra Marquez Janse.

Alejandra Marquez Janse

Justine Kenin headshot

Justine Kenin

case study interview logistics

The decision stems from a case brought by three couples that had pursued in vitro fertilization treatment. Sang Tan/AP hide caption

The decision stems from a case brought by three couples that had pursued in vitro fertilization treatment.

Frozen embryos are people and you can be held legally responsible if you destroy them, according to a ruling by the Alabama Supreme Court on Friday .

The decision could have wide-ranging implications for in vitro fertilization clinics and for hopeful parents.

All Things Considered host Ailsa Chang speaks to UC Davis Professor of Law Mary Ziegler, who breaks down the possible downstream legal implication for how IVF is performed.

Abortion pills that patients got via telehealth and the mail are safe, study finds

Shots - Health News

Abortion pills that patients got via telehealth and the mail are safe, study finds.

This interview has been lightly edited for length and clarity.

Interview high lights

Ailsa Chang: Before we get to the actual ruling, can you just briefly explain the situation that led to the lawsuit, which was eventually brought to the state supreme court in Alabama?

Mary Ziegler: Absolutely. There were three couples that had pursued in vitro fertilization treatment at a clinic in Mobile, Alabama. And at a point in 2020, a hospital patient — the hospital was operated by the same clinic — entered the place where frozen embryos were stored, handled some of the embryos, burned his hand, dropped the embryos and destroyed them. And this led to a lawsuit from the three couples. They had a variety of theories in the suit, one of which was that the state's "wrongful death of a minor" law treated those frozen embryos as children or persons. And the Alabama Supreme Court agreed with them in this Friday decision.

Alabama Supreme Court rules frozen embryos are 'children' under state law

Alabama Supreme Court rules frozen embryos are 'children' under state law

Chang: It's worth noting that this lawsuit, it was a wrongful death lawsuit, meaning it was brought by couples who are mourning the accidental destruction of the embryos and wanting to hold someone responsible for that destruction. That said, what do you see as the wider-ranging or perhaps unintended consequences for IVF clinics in Alabama?

Ziegler: Well, if embryos are persons under this ruling, that could have pretty profound downstream complications for how IVF is performed. So, in IVF, generally more embryos are created than are implanted — they're stored, sometimes they're donated or destroyed, depending on the wishes of the people pursuing IVF. If an embryo is a person, it's obviously not clear that it's permissible to donate that embryo for research, or to destroy it. It may not even be possible to create embryos you don't implant in a particular IVF cycle.

So in other words, some anti-abortion groups argue that if an embryo was a person, every single embryo created has to be implanted, either in that person who's pursuing IVF, or some other person who "adopts the embryo." So as a result of that, it may radically change how IVF works, how cost effective it is, and how effective it is in allowing people to achieve their dream of parenthood.

'Something needs to change.' Woman denied abortion in South Carolina challenges ban

'Something needs to change.' Woman denied abortion in South Carolina challenges ban

Chang: Can you offer some examples, some expectations that you think we might see in how IVF providers in Alabama might change the way they operate?

Ziegler: Well, if Alabama IVF providers feel obligated to implant every embryo they create, that's likely to both reduce the chances that any IVF cycle will be successful. It also might make it a lot more expensive. IVF is already very expensive. I think the average being between about $15,000 and $20,000 per IVF cycle. Many patients don't succeed with IVF after one cycle. But if you were not allowed to create more than one embryo per cycle, that's likely to make IVF even more financially out of reach for people who don't have insurance coverage, and who struggle to pay that hefty price tag.

Chang: And what is the likelihood of this case heading to the U.S. Supreme Court?

Ziegler: It's pretty low, because of the way the Alabama Supreme Court framed its decision. It grounded very firmly in Alabama state constitutional law. And so I think this is the kind of ruling that could eventually have some reverberation at the U.S. Supreme Court, but it's very unlikely to be appealed directly to the U.S. Supreme Court.

Bayer makes a deal on popular contraceptive with Mark Cuban's online pharmacy

Bayer makes a deal on popular contraceptive with Mark Cuban's online pharmacy

Chang: If the ruling in this case was very much confined to Alabama state law, as you describe, what are the wider implications of this ruling for people who don't live in Alabama? What do you see?

Ziegler: I think there's been a broader strategy — the sort of next Roe v. Wade , if you will — for the anti-abortion movement. It is a recognition that a fetus or embryo is a person for all purposes, particularly for the purposes of the federal constitution. And while this isn't a case about the federal constitution, I think you'll see the anti-abortion movement making a gradual case that the more state courts — the more state laws — recognize a fetus or embryo as a person for different circumstances and reasons, the more compelling they can say is the case for fetal personhood under the constitution. The more compelling is their argument that a fetus is a rights holder and that liberal abortion laws or state abortion rights are impermissible.

  • Supreme Court

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