how to solve a supply chain case study interview

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

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• Last Updated January, 2022

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 advertisem*nts 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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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. See Also Capstone Courses: What and Why

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

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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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 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.

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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.

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.

💡 Shameless plug: Our consulting interview prep can help build your skills

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.

Read this next:

• 29 full case interview examples
• Profitability case interviews
• Market entry case interviews
• M&A case interviews
• Weird and unusual case interviews
• Pricing case interviews
• Market sizing case interviews
• PE due diligence interviews
• Digital transformation consulting cases

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• Hacking the Case Interview

Deloitte case interviews are the most difficult part of the interview process. Deloitte interviews are comprised of case interviews, a group case interview, and behavioral or fit interview questions. You will need to pass every single Deloitte case interview in order to land a job offer.

In this comprehensive article, we’ll cover exactly what to expect in your upcoming Deloitte interview and how to best answer all of the different types of questions, including Deloitte case interviews. We’ll cover in detail:

• Deloitte interview process
• What is a Deloitte case interview?
• What does a Deloitte case interview assess?
• How to solve Deloitte case interviews
• The different types of Deloitte case interviews
• Examples of Deloitte case interviews
• Deloitte case interview tips
• How to prepare for Deloitte case interviews
• How to solve the Deloitte group case interview
• Deloitte behavioral and fit interview questions
• Recommended Deloitte case interview resources

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.

Deloitte Interview Process

The Deloitte interview process typically consists of two rounds of interview that include case interviews, a group case interview, and behavioral or fit interview questions. The entire interview process can take anywhere from one week to a few months.

Given its size, Deloitte may have a different interview process depending on the country or the office that you are interviewing for. However, the most common interview process consists of two rounds of interviews following the submission of your Deloitte resume .

• First round interviews : you will have one 30 to 45-minute behavioral interview and one or two 30 to 45-minute case interviews.
• Final round interviews : you will have a 30 to 45-minute behavioral interview, a 30 to 45-minute case interview, and a one hour group case interview

There are three important distinctions between your first round Deloitte interview and your final round Deloitte interview.

One, your interviewers will likely be more senior people at Deloitte. This means that the case interviews you receive may be a bit less structured and more qualitative in nature. The case interview may feel more like a discussion where you and the interviewer are discussing your opinions and ideas on a business problem.

Two, there will be more of an emphasis on assessing your fit with the firm. The first round interview is primarily used as a screener to determine whether or not you can solve case interviews effectively and whether or not you have the potential to be a great consultant.

Final round interviews will also continue to assess this, but interviewers will also be determining whether or not you would be a great fit with the office. Are you coachable and easy to work with? Are you collaborative? These are a few of the qualities that interviewers want to see.

Three, your interviewers may read the notes that your interviewers wrote during your Deloitte first round interview. If there was a particular area of the case interview that you struggled with, interviewers may want to test you again on it to make sure that it is not a significant weakness.

What is a Deloitte Case Interview?

A Deloitte case interview, also known as a “case” for short, is a 30 to 60-minute exercise in which you and the interviewer work together to develop a recommendation or answer to a business problem.

These business problems can be anything that real companies face:

• How can Amazon increase its profitability?
• What can Apple do to increase customer retention?
• How should Tesla price its new electric vehicle?
• Where should Disney open another Disneyland theme park?

Deloitte case interviews simulate what the consulting job will be like by placing you in a hypothetical business situation. Cases simulate real business problems that consulting firms solve for their clients. Many Deloitte case interviews are based on actual projects that interviewers have worked on.

While consulting projects typically last between 3 to 9 months, case interviews condense solving the business problem into just 30 to 45 minutes.

Deloitte case interviews can cover any industry, including retail, consumer packaged goods, financial services, energy, education, healthcare, government, and technology.

They can also cover a wide range of business situations, including entering a new market, launching a new product, acquiring a company, improving profitability, and growing revenues.

Although Deloitte case interviews cover a wide range of industries and business situations, no technical or specialized knowledge is needed. Unless you are interviewing for a consulting firm that specializes in a particular industry or function, cases are designed to be solved by someone that has general business knowledge.

Nailing your Deloitte case interviews is critical to get a job at Deloitte. There is no way to get a Deloitte job offer without passing your case interviews.

What Does a Deloitte Case Interview Assess?

Deloitte case interviews assess five different qualities or characteristics: logical and structured thinking, analytical problem solving, business acumen, communication skills, and personality and cultural fit.

1. Logical and structured thinking : Consultants need to be organized and methodical in order to work efficiently.

• Can you structure complex problems in a clear, simple way?
• Can you take tremendous amounts of information and data and identify the most important points?
• Can you use logic and reason to make appropriate conclusions?

2. Analytical problem solving : Consultants work with a tremendous amount of data and information in order to develop recommendations to complex problems.

• Can you read and interpret data well?
• Can you perform math computations smoothly and accurately?
• Can you conduct the right analyses to draw the right conclusions?

3. Business acumen : A strong business instinct helps consultants make the right decisions and develop the right recommendations.

• Do you have a basic understanding of fundamental business concepts?
• Do your conclusions and recommendations make sense from a business perspective?

4. Communication skills : Consultants need strong communication skills to collaborate with teammates and clients effectively.

• Can you communicate in a clear, concise way?
• Are you articulate in what you are saying?

5. Personality and cultural fit : Consultants spend a lot of time working closely in small teams. Having a personality and attitude that fits with the team makes the whole team work better together.

• Are you coachable and easy to work with?
• Are you pleasant to be around?

All of these five qualities can be assessed in just a 30 to 60-minute Deloitte case interview. This is what makes case interviews so effective in assessing consulting candidates.

How to Solve Deloitte Case Interviews

Deloitte case interviews are candidate-led. You will be in the driver’s seat of the case interview and will be expected to ask the right questions, probe for data, and propose each next step to solve the case.

In a Deloitte case interview, you are not assessed on whether or not you have the correct answer. Instead, Deloitte uses case interviews to assess six different qualities:

• Problem solving : Can you decompose a problem into smaller, more manageable questions?
• Analytical ability : Can you draw the right insights from data and information?
• Strategic thinking : Do you have a sharp business acumen and practical business judgment?
• Logical thinking : Are you structured, organized, and rational in the way that you think?
• Creativity : Can you generate interesting or unique ideas and solutions?
• Professional demeanor : Are you calm, confident, and articulate?

Our step-by-step guide to case interviews is presented in the video below. We highly recommend watching that video in its entirety. 

On Deloitte's case interview website , they recommend taking five   steps to solve a case interview:

1. Understand the issue and ask clarifying questions

The most important part of the case interview is to make sure you understand the business issue and the objective of the case. The quickest way to fail a case interview is to answer or address the wrong business problem. 

Therefore, if either the business issue or objective of the case is unclear, make sure to ask clarifying questions.

2. Identify the underlying assumptions

Next, you’ll need to decompose the overall business problem into smaller, more manageable issues. Identify what would need to be true in order for you to recommend a particular course of action.

To do this, it will be helpful to put together a framework, which is a tool that helps you organize your ideas and thoughts into different categories. For a complete guide on how to create tailored and unique frameworks for each case, check out our article on case interview frameworks .

3. Summarize specific issues and findings

Afterwards, you’ll begin investigating different issues or areas of your framework. After investigating each one, it is important that you summarize the key takeaways or insights that you uncovered.

Connect these findings back to the overall business problem and explain how your findings impact your potential recommendation.

4. State your recommendations

Once you have gathered enough evidence and support for your recommendation, you will need to present your recommendation in a clear and concise way.

Start by giving a firm recommendation. Then, provide the three major reasons that support your recommendation. This should summarize most of the important findings from the case.

5. Outline next steps and the expected results or impact

After delivering a recommendation, you should propose potential next steps that you would take if you had more time or data. What would you need to know to further strengthen your recommendation or make you more confident in your answer?

You can also talk about the expected results or impact of your recommendation. This may also have implications on potential next steps, such as analyzing the risks or quantifying the financial benefits. 

The Different Types of Deloitte Case Interviews

There are three different types of Deloitte case interviews, one type for each of Deloitte's consulting groups:  

• Strategy & Operations : primarily focused on corporate strategy, supply-chain improvement, business model transformation, and process improvements. The work that this group does is most similar to the work that McKinsey, BCG, and Bain do
• Business Technology : primarily focused on digital strategy, delivery of information technology programs, and building tech-based solutions for clients
• Human Capital : primarily focused on organization transformation, change management, corporate learning and development, and diversity and inclusion

The type of case that you get depends on what group you are interviewing with. 

For example, If you are interviewing with the Strategy & Operations group, you’ll get a strategy or operations case . You may be asked to determine whether to enter a new market, launch a new product, or make an acquisition.

If you are interviewing with the Technology group, you’ll get a technology or IT case. You may be asked to determine whether to roll out a new IT system, how to assess different technologies, or how to best coordinate an IT transformation.

If you are interviewing with the Human Capital group, you may be asked to determine the optimal organization structure, how to better incentivize employees to perform better, or how to save payroll costs.

Examples of Deloitte Case Interviews

Below are practice cases created by Deloitte. We recommend working through these so that you know exactly what to expect in your Deloitte case interview.

For undergraduates:

• Engagement Strategy: Federal Agency V (strategy case)
• Recreation Unlimited (strategy case)
• Strategic Vision: Federal Benefits Provider (strategy case)
• MedX: The Smart Pill Bottle (business technology case)
• Architecture Strategy: Federal Finance Agency (business technology case)

For advanced degree students:

• Finance strategy: Federal Health Agency (strategy case)
• Talent Management: Federal Civil Cargo Protection Bureau (strategy case)

For more practice, check out our article on 23 MBA consulting casebooks with 700+ free practice cases .

  Deloitte Case Interview Tips

Below are eight of Deloitte's case interview tips to help you improve your case interview performance.

Tip #1: Take notes

While the interviewer is providing you with the case background information, take notes on the most important pieces of information. Pay particularly close attention to the context, company, and case objective.

Tip #2: Make sure you understand the case question

Answering or addressing the wrong business problem is the quickest way to fail a case interview. The most important thing is understanding what the business issue is and what overall question you’ll be expected to answer at the end of the case. 

Tip #3: Ask questions

Do not be afraid to ask questions. You will not be penalized for asking questions that are important and relevant to the case. 

Great questions to ask include asking for the definition of an unfamiliar term, asking questions that clarify the objective of the issue, and asking questions to strengthen your understanding of the context or company.

Tip #4: After you develop a framework, develop an initial hypothesis

A hypothesis is an educated guess on the answer based on the data and information that you have so far. It helps guide your analysis and keeps you on the right track.

After developing a framework, try to develop a hypothesis to help you decide what area of your framework you should explore first.

Tip #5: Take time to structure your thoughts

When asked a question in a case interview, don’t always start answering immediately. Instead, take the time to process the question and develop an organized and structured way to answer it. It is acceptable to ask the interview for a brief moment to collect your thoughts.

Your answer will likely be much stronger if you give yourself time to think. 

Tip #6: Present a clear, logical story for your recommendation

Remember that consultants need to convince clients to follow their proposed recommendations. Being articulate and persuasive are necessary skills for consultants.

When you deliver your recommendation, try to make it a coherent story. This will make your recommendation easier to follow and more compelling.

Tip #7: Walk the interviewer through your thinking and explain assumptions

You do not get any points for the ideas and thinking that you do not communicate. Therefore, you should make every effort to talk through your thoughts out loud.

Walk the interviewer through what you are thinking. Explain why you have made particular decisions. State your assumptions. This makes it easier for the interviewer to provide feedback or hints to help you out.

Tip #8: Engage the interviewer in a business conversation

Remember that a case interview is a collaborative exercise. You should not be dismissing the feedback and suggestions that the interviewer provides you. They may be trying to help steer the case in the right direction or provide you with hints when you get stuck.

Treat the interviewer as your teammate and turn the case interview into a business conversation.

How to Prepare for Deloitte Case Interviews

There are seven steps to preparing for Deloitte case interviews.

1. Understand what a case interview is

The first step in preparing for Deloitte case interviews is to understand exactly what case interviews are.

When you are familiar with what case interviews are, it is important to know what a great Deloitte case interview performance looks like.

Knowing what a great Deloitte case interview performance looks like will facilitate how quickly you learn case interview strategies in the next step.

Before continuing onto the next step, you should be familiar with:

• The overall objective of a case interview
• The structure and flow of a case interview
• The types of questions you could get asked
• What a great case interview performance looks like

2. Learn the right strategies

Now that you have sufficient background knowledge, the next step in preparing for Deloitte case interviews is to learn the right strategies to build good case interview habits.

It is much more effective to learn the right case strategies the first time than to learn poor strategies and try to correct them later.

The quickest, most efficient way to learn these strategies is to go through our Comprehensive Case Interview Course .

If you prefer reading case interview prep books instead, the three I recommend are:

• The Ultimate Case Interview Workbook
• Case Interview Secrets

Hacking the Case Interview provides strategies on exactly what to do and what to say in every step of the case interview. It is a concise and straight to the point guide. I recommend this book as the first book to read for beginners.

Case Interview Secrets teaches core concepts such as the issue tree , drill-down analysis, and a hypothesis driven approach. It illustrates these concepts through stories and anecdotes. If you have read Hacking the Case Interview, I recommend also reading this book to get perspectives from a second author. Check out our full review of Case Interview Secrets .

Case in Point provides a ton of specific and complex frameworks. However, you likely won’t be using many of these in an actual case interview because many of them are overly complex and specific. If you have time, it may be useful to skim through this book. Check out our full review of Case in Point .

At the bare minimum, read either the first or second book. If you have the time, read the first two books so that you can get strategies from two different authors.

Make sure to spend sufficient time learning the right strategies before starting to practice cases. It is ineffective to practice cases if you have no idea what strategies to practice and refine.

Before moving onto the next step, you should at least have strategies for the following parts of a case interview:

• Developing unique and tailored frameworks
• Solving quantitative problems
• Answering qualitative questions
• Delivering a recommendation

3. Practice 3-5 cases by yourself

Once you have learned the right strategies, the next step in Deloitte case interview prep is to practice.

When practicing case interviews, it is usually better to practice with a case interview partner than to practice by yourself . Casing with a partner better simulates the real case interview experience.

However, when you are just starting to practice, I recommend doing the first 3 – 5 cases by yourself.

There are three reasons for this:

• You can get the hang of the case interview structure and format much more quickly working by yourself rather than having to wait to schedule a time with a partner
• There are many aspects of case interviews that you can practice without a partner, such as structuring a framework and solving quantitative problems. You can get much more practice working through these parts by yourself
• You may have difficulty finding a case interview partner if you are a complete beginner. Without having done any cases, you likely won’t know how to properly give a case or provide good feedback

4. Practice 5-10 cases with a partner

The next step in preparing for Deloitte case interviews is to case with a partner.

Casing with a partner is the best way to simulate a real case interview. There are many aspects of case interviews that you won’t be able to improve on unless you practice live with a partner.

When practicing cases with a partner, ensure you are spending enough time after cases to deliver feedback.

For a case that takes around 30 – 40 minutes, spend at least 15 – 20 minutes for feedback. Much of your learning and improvement will come from these feedback sessions.

Do not move onto the next step until you have done at least 5 – 10 cases and are beginning to feel comfortable with case interviews.

5. Practice with a former or current consultant

At this point, I highly recommend asking former or current consultants to give you a practice case. This will significantly help you prepare for case interviews.

Doing a mock case with a former or current consultant is highly advantageous because they know exactly how to run cases and give feedback. You’ll receive incredibly helpful feedback that your previous case partners likely missed.

If you feel that you are plateauing with your case partner, that is a sign you should do a mock case interview with a former or current consultant.

You can find former or current consultants among:

• People you met during the consulting recruiting process
• Your broader LinkedIn network

I would not ask a consultant that is involved with the consulting recruiting process for a case too prematurely. Although these practice cases are not evaluative, some firms will actually make note of how well you perform during the practice case.

At this point, you will have accumulated a long list of improvement areas from all of the different people you have cased with.

6. Work on your improvement areas

In this step of preparing for Deloitte case interviews, you will work on strengthening and fine-tuning your improvement areas. Examples of common improvement areas include:

• Creating a more complete and mutually exclusive framework
• Performing math calculations quicker or more smoothly
• Providing more structure to your qualitative answers
• Leading the case more proactively
• Delivering a more succinct recommendation

Try to focus on improving one thing at a time. This is much more effective than trying to improve everything at once.

For some areas, such as math, it will be better to work independently. For other areas, such as learning to proactively lead the case, it will be better to work with a case partner.

If you are looking for more cases, look at the resources listed in step four. If you are looking for specific drills or practice problems for a particular part of a case interview, check out The Ultimate Case Interview Workbook .

Do not move onto the next step until you have finished working on all of your improvement areas.

7. Stay sharp

If you have progressed this far, congratulations! You have almost finished preparing for Deloitte case interviews.

Once you feel that you have no more improvement areas to work on, the key is to not burn yourself out by doing too many unnecessary cases.

While each case that you do makes you slightly better, there is a point when doing too many cases can create case fatigue right before your interview. Case fatigue can negatively impact your interview performance.

On the other hand, you also don’t want to go weeks without having done a case. You may end up forgetting strategies or become rusty and slow.

Once you have achieved case mastery, I recommend doing no more than 2 cases per week in the weeks leading up to your interview. This ensures that you remain sharp for case interviews, but don’t have case fatigue.

How to Solve the Deloitte Group Case Interview

Deloitte is one of the few consulting firms that uses group case interviews in their final round of interviews. They conduct group case interviews because Deloitte’s work culture has a huge emphasis on teamwork and culture fit.

Here’s what to expect:

• You’ll be put into a group with 3 to 5 other candidates
• The interviewer will hand out case materials
• You’ll be given 10 minutes to review the case materials and prepare
• The group will have a discussion for 20 minutes
• During this discussion, interviewers will be observing candidates and will not interfere
• Afterwards, the interviewer will ask the group specific questions for another 20 minutes

Group case interviews can be challenging to prepare for because it is difficult to replicate the exact conditions to practice them. However, if you prepare for case interviews well, you will be in a great position to succeed in group case interviews.

Your goal in a group case interview is to add value to the group. There are six different ways that you can add value:

• Lead or facilitate the discussion : You can propose what topics to discuss, the order they should be discussed in, and how much time should be allocated towards each topic. If the group gets off track, you can bring the group’s focus back together.
• Expand upon other people’s ideas : If a group member suggests a great idea or raises a good point, build upon it and make it even better.
• Synthesize information : You can summarize information that other people have said and reconcile different viewpoints and ideas together.
• Keep track of time : You can volunteer to keep track of time and make sure that the group is on track.
• Play devil’s advocate : You can help your group develop strong ideas by testing the team’s thinking by considering potential risks or downsides of their ideas.
• Take notes:  You can keep track of what other people are saying so that you can recall what has been discussed if any group members have questions.

Follow these five tips to shine during your Deloitte group case interview.

Tip #1: Treat your group members as teammates, not competition

The group case interview is not an exercise in which you are competing with others. Interviewers are trying to assess whether you would be a great teammate. Multiple people or even all people in your group can receive job offers.

Therefore, focus on adding value to the group rather than making yourself look better than your teammates.

Tip #2: Don’t speak too much, but don’t speak too little

If you speak too much, this may be seen as being too aggressive or controlling. If you speak too little, you may come off as shy or timid.

If you were to rank all of the members in your group by how much each person spoke, you would want to be roughly in the middle. This would be the perfect balance of speaking and listening.

Tip #3: Don’t interrupt or talk over your group members

Interrupting others when they are speaking is rude and disrespectful. You do not want to be inconsiderate or a jerk. Be nice and respectful to your group members.

Tip #4: Involve other people

If you observe that someone has not spoken much, ask them for their thoughts or opinions. If you notice that someone has been cut off when they were speaking, ask them to finish their thoughts after the person interrupting them has finished what they have to say.

These are easy ways to show interviewers that you are a considerate and helpful teammate.

Tip #5: Speak only if you are adding value to the group

Just because you are speaking a lot during the group case interview does not mean that you are doing well. Interviewers are not assessing you purely on the quantity of what you say. They care more about the quality.

Great teammates know when to speak and when to listen. Therefore, you should speak only if you are adding some kind of value to the group. Interviewers can tell when people are speaking for the sake of getting air time.

For a full guide on group case interviews, check out our consulting group case interview step-by-step guide .

Deloitte Behavioral and Fit Interview Questions

In addition to case interviews, you will likely be asked a few behavioral or fit interview questions. There are ten questions that are most commonly asked.

1. Why Deloitte?

How to answer: Provide your three biggest reasons why you’re interested in working at Deloitte. You could mention that you loved the people that you have met from Deloitte so far. You can talk about Deloitte’s massive global presence, their expertise in nearly any industry or function, or their professional development opportunities.

2. Why consulting?

How to answer: Again, provide three reasons for why you’re interested in consulting. You could mention the fast career progression opportunities, the learning opportunities to develop soft and hard skills, or the level of impact that you can make right away in consulting.

3. Walk me through your resume.

How to answer: Provide a concise summary of your work experience, starting with the most recent. Focus on emphasizing your most impressive and unique accomplishments. At the end, tie your experiences to why you are interested in consulting and why you would be a great fit for Deloitte.

4. What accomplishment are you most proud of? 

How to answer: Choose your most impressive, unique, or memorable accomplishment. Structure your answer by providing information on the situation, the task, the actions you took, and the results of your work. Explain why the accomplishment is so meaningful to you and what qualities that reveals about you as a person.

5. Tell me about something that is not on your resume.

How to answer: This is a great opportunity to highlight an accomplishment that is not related to your professional work experience. Perhaps there is a non-profit that you volunteer at, a side project or business that you work on, or a hobby that you have won awards or recognition for. Select an accomplishment that is impressive and interesting.

6. Tell me about a time when you had to lead a team.

How to answer: If possible, choose a time when you directly managed a person or a team. For this question and the following similar questions, make sure that you structure your answer. Provide information on the situation, the task, the actions you took, and the results of your work. This is known as the STAR method and is the most common way of answering behavioral or fit interview questions. 

7. Describe a time when you faced conflict or disagreement.

How to answer: When answering this question, focus on emphasizing the steps you took to resolve the conflict or disagreement. Speak about the interpersonal skills you had to use in order to mediate the situation. Interviewers want to know that you can handle conflict in a constructive way.

8. Give an example of a time when you successfully persuaded someone.

How to answer: Choose a time when you were able to change someone’s mind who originally disagreed with you. Focus on emphasizing the steps that you took to persuade that person and what impact this had on the organization. Interviewers want to know that you are a great communicator and have strong people skills.

9. Tell me about a time when you failed.

How to answer: Choose a time when you failed to meet a deadline or did not meet expectations. You do not want to pick a failure that is too big or embarrassing. Focus on emphasizing what you learned from the experience and how you used that experience to deliver even better results in the next opportunity that you got. Interviewers want to see that you strive to learn from your past failures and are always working to get better.

10. Are there any questions that you have for me?

How to answer: This is a fantastic opportunity to get to know the interviewer on a more personal level. Ask them questions about their experience in consulting. Ask what their favorite case was or what they are looking to do next in their career. The more you can get the interviewer talking about themself, the more likely they will be to have a positive impression of you. People love talking about themselves, so make sure to listen attentively and ask follow-up questions.

For a step-by-step guide on how to best answer all of these questions and more, check out our complete guide on consulting behavioral interview questions .

Recommended Deloitte Case Interview Resources

To prepare for Deloitte case interviews, you can use a variety of different case interview prep books, online courses, and coaching. We'll cover each of these different categories of resources in more detail.

Deloitte Case Interview Prep Books

Case interview prep books are great resources to use because they are fairly inexpensive, only costing $20 to $30. They contain a tremendous amount of information that you can read, digest, and re-read at your own pace.

Based on our comprehensive review of the 12 popular case interview prep books , we ranked nearly all of the case prep books in the market.

The three case interview prep books we recommend using are:  

• Hacking the Case Interview : In this book, learn exactly what to do and what to say in every step of the case interview. This is the perfect book for beginners that are looking to learn the basics of case interviews quickly.
• The Ultimate Case Interview Workbook : In this book, hone your case interview skills through 65+ problems tailored towards each type of question asked in case interviews and 15 full-length practice cases. This book is great for intermediates looking to get quality practice.
• Case Interview Secrets : This book provides great explanations of essential case interview concepts and fundamentals. The stories and anecdotes that the author provides are entertaining and help paint a clear picture of what to expect in a case interview, what interviewers are looking for, and how to solve a case interview.

Deloitte Case Interview Courses

Case interview courses are more expensive to use than case interview prep books, but offer more efficient and effective learning. You’ll learn much more quickly from watching someone teach you the material, provide examples, and then walk through practice problems than from reading a book by yourself.

Courses typically cost anywhere between $200 to $400.

If you are looking for a single resource to learn the best Deloitte case interview strategies in the most efficient way possible, enroll in our comprehensive case interview course .

Through 70+ concise video lessons and 20 full-length practice cases based on real interviews from top-tier consulting firms, you’ll learn step-by-step how to crush your Deloitte case interview.

We’ve had students pass their Deloitte first round interview with just a week of preparation, but know that your success depends on the amount of effort you put in and your starting capabilities.

Deloitte Case Interview Coaching

With case interview coaching, you’ll pay anywhere between $100 to $300 for a 40- to 60-minute mock case interview session with a case coach. Typically, case coaches are former consultants or interviewers that have worked at top-tier consulting firms.

Although very expensive, case interview coaching can provide you with high quality feedback that can significantly improve your case interview performance. By working with a case coach, you will be practicing high quality cases with an expert. You’ll get detailed feedback that ordinary case interview partners are not able to provide.

Know that you do not need to purchase case interview coaching to receive a consulting job offer. The vast majority of candidates that receive offers from top firms did not purchase case interview coaching. By purchasing case interview coaching, you are essentially purchasing convenience and learning efficiency.

Case interview coaching is best for those that have already learned as much as they can about case interviews on their own and feel that they have reached a plateau in their learning. For case interview beginners and intermediates, it may be a better use of their money to first purchase a case interview course or case interview prep book before purchasing expensive coaching sessions.

If you do decide to eventually use a case interview coach, consider using our case coaching service .

There is a wide range of quality among coaches, so ensure that you are working with someone that is invested in your development and success. If possible, ask for reviews from previous candidates that your coach has worked with.

Summary of the Best Deloitte Case Interview Resources

To prepare for Deloitte case interviews as well as case interviews from other consulting firms, we recommend the following resources:

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
• Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
• Resume Review & Editing : Transform your resume into one that will get you multiple interviews

Land Multiple Consulting Offers

Complete, step-by-step case interview course. 30,000+ happy customers.

47 case interview examples (from 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 with notes (by IGotAnOffer)
• BCG mock case interview with ex-BCG associate director - Public sector case (by IGotAnOffer)
• BCG mock case interview: Revenue problem case (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

• Case Interview: A comprehensive guide
• Pyramid Principle
• Hypothesis driven structure
• Fit Interview
• Consulting math
• The key to landing your consulting job
• What is a case interview?
• What do I need to learn to solve cases?
• How do I practice for case interviews?
• Fit interviews
• Interview day - what to expect, with tips
• How we can help

1. The key to landing your consulting job.

Case interviews - where you are asked to solve a business case study under scrutiny - are the core of the selection process right across McKinsey, Bain and BCG (the “MBB” firms). This interview format is also used pretty much universally across other high-end consultancies; including LEK, Kearney, Oliver Wyman and the consulting wings of the “Big Four”.

If you want to land a job at any of these firms, you will have to ace multiple case interviews.

It is increasingly likely that you will also have to solve online cases given by chatbots etc. You might need to pass these before making it to interview or be asked to sit them alongside first round interviews.

Importantly, case studies aren’t something you can just wing . Firms explicitly expect you to have thoroughly prepared and many of your competitors on interview day will have been prepping for months.

Don’t worry though - MCC is here to help!

This article will take you through a full overview of everything you’ll need to know to do well, linking to more detailed articles and resources at each stage to let you really drill down into the details.

As well as traditional case interviews, we’ll also attend to the new formats in which cases are being delivered and otherwise make sure you’re up to speed with recent trends in this overall part of consulting recruitment.

Before we can figure out how to prepare for a case interview, though, we will first have to properly understand in detail what exactly you are up against. What format does a standard consulting case interview take? What is expected of you? How will you be assessed?

Let's dive right in and find out!

Professional help

Before going further, if this sounds like a lot to get your head around on your own, don't worry - help is available!

Our Case Academy course gives you everything you need to know to crack cases like a pro:

Case Academy Course

To put what you learn into practice (and secure some savings in the process) you can add mock interview coaching sessions with expereinced MBB consultants:

Coaching options

And, if you just want an experienced consultant to take charge of the whole selection process for you, you can check out our comprehensive mentoring programmes:

Explore mentoring

Now, back to the article!

2. What is a case interview?

Before we can hope to tackle a case interview, we have to understand what one is.

In short, a case interview simulates real consulting work by having you solve a business case study in conversation with your interviewer.

This case study will be a business problem where you have to advise a client - that is, an imaginary business or similar organisation in need of guidance.

You must help this client solve a problem and/or make a decision. This requires you to analyse the information you are given about that client organisation and figure out a final recommendation for what they should do next.

Business problems in general obviously vary in difficulty. Some are quite straightforward and can be addressed with fairly standard solutions. However, consulting firms exist precisely to solve the tough issues that businesses have failed to deal with internally - and so consultants will typically work on complex, idiosyncratic problems requiring novel solutions.

Some examples of case study questions might be:

• How much would you pay for a banking licence in Ghana?
• Estimate the potential value of the electric vehicle market in Germany
• How much gas storage capacity should a UK domestic energy supplier build?

Consulting firms need the brightest minds they can find to put to work on these important, difficult projects. You can expect the case studies you have to solve in interview, then, to echo the unique, complicated problems consultancies deal with every day. As we’ll explain here, this means that you need to be ready to think outside the box to figure out genuinely novel solutions.

2.1. What skills do case interviews assess?

Reliably impressing your interviewers means knowing what they are looking for. This means understanding the skills you are being assessed against in some detail.

Overall, it’s important always to remember that, with case studies, there are no strict right or wrong answers. What really matters is how you think problems through, how confident you are with your conclusions and how quick you are with the back of the envelope arithmetic.

The objective of this kind of interview isn’t to get to one particular solution, but to assess your skillset. This is even true of modern online cases, where sophisticated AI algorithms score how you work as well as the solutions you generate.

If you visit McKinsey , Bain and BCG web pages on case interviews, you will find that the three firms look for very similar traits, and the same will be true of other top consultancies.

Broadly speaking, your interviewer will be evaluating you across five key areas:

2.1.1.One: Probing mind

Showing intellectual curiosity by asking relevant and insightful questions that demonstrate critical thinking and a proactive nature. For instance, if we are told that revenues for a leading supermarket chain have been declining over the last ten years, a successful candidate would ask:

“ We know revenues have declined. This could be due to price or volume. Do we know how they changed over the same period? ”

This is as opposed to a laundry list of questions like:

• Did customers change their preferences?
• Which segment has shown the decline in volume?
• Is there a price war in the industry?

2.1.2. Two: Structure

Structure in this context means structuring a problem. This, in turn, means creating a framework - that is, a series of clear, sequential steps in order to get to a solution.

As with the case interview in general, the focus with case study structures isn’t on reaching a solution, but on how you get there.

This is the trickiest part of the case interview and the single most common reason candidates fail.

We discuss how to properly structure a case in more detail in section three. In terms of what your interviewer is looking for at high level, though, key pieces of your structure should be:

• Proper understanding of the objective of the case - Ask yourself: "What is the single crucial piece of advice that the client absolutely needs?"
• Identification of the drivers - Ask yourself: "What are the key forces that play a role in defining the outcome?"

Our Problem Driven Structure method, discussed in section three, bakes this approach in at a fundamental level. This is as opposed to the framework-based approach you will find in older case-solving

Focus on going through memorised sequences of steps too-often means failing to develop a full understanding of the case and the real key drivers.

At this link, we run through a case to illustrate the difference between a standard framework-based approach and our Problem Driven Structure method.

2.1.3. Three: Problem Solving

You’ll be tested on your ability to identify problems and drivers, isolate causes and effects, demonstrate creativity and prioritise issues. In particular, the interviewer will look for the following skills:

• Prioritisation - Can you distinguish relevant and irrelevant facts?
• Connecting the dots - Can you connect new facts and evidence to the big picture?
• Establishing conclusions - Can you establish correct conclusions without rushing to inferences not supported by evidence?

2.1.4. Four: Numerical Agility

In case interviews, you are expected to be quick and confident with both precise and approximated numbers. This translates to:

• Performing simple calculations quickly - Essential to solve cases quickly and impress clients with quick estimates and preliminary conclusions.
• Analysing data - Extract data from graphs and charts, elaborate and draw insightful conclusions.
• Solving business problems - Translate a real world case to a mathematical problem and solve it.

Our article on consulting math is a great resource here, though the extensive math content in our MCC Academy is the best and most comprehensive material available.

2.1.5. Five: Communication

Real consulting work isn’t just about the raw analysis to come up with a recommendation - this then needs to be sold to the client as the right course of action.

Similarly, in a case interview, you must be able to turn your answer into a compelling recommendation. This is just as essential to impressing your interviewer as your structure and analysis.

Consultants already comment on how difficult it is to find candidates with the right communication skills. Add to this the current direction of travel, where AI will be able to automate more and more of the routine analytic side of consulting, and communication becomes a bigger and bigger part of what consultants are being paid for.

So, how do you make sure that your recommendations are relevant, smart, and engaging? The answer is to master what is known as CEO-level communication .

This art of speaking like a CEO can be quite challenging, as it often involves presenting information in effectively the opposite way to how you might normally.

To get it right, there are three key areas to focus on in your communications:

• Top down : A CEO wants to hear the key message first. They will only ask for more details if they think that will actually be useful. Always consider what is absolutely critical for the CEO to know, and start with that. You can read more in our article on the Pyramid Principle .
• Concise : This is not the time for "boiling the ocean" or listing an endless number possible solutions. CEOs, and thus consultants, want a structured, quick and concise recommendation for their business problem, that they can implement immediately.
• Fact-based : Consultants share CEOs' hatred of opinions based on gut feel rather than facts. They want recommendations based on facts to make sure they are actually in control. Always go on to back up your conclusions with the relevant facts.

For more detail on all this, check out our full article on delivering recommendations .

Prep the right way

2.2. where are case interviews in the consulting selection process.

Not everyone who applies to a consulting firm will have a case interview - far from it!

In fact, case interviews are pretty expensive and inconvenient for firms to host, requiring them to take consultants off active projects and even fly them back to the office from location for in-person interviews. Ideally, firms want to cut costs and save time by narrowing down the candidate pool as much as possible before any live interviews.

As such, there are some hoops to jump through before you make it to interview rounds.

Firms will typically eliminate as much as 80% of the applicant pool before interviews start. For most firms, 50%+ of applicants might be cut based on resumes, before a similar cut is made on those remaining based on aptitude tests. McKinsey currently gives their Solve assessment to most applicants, but will use their resulting test scores alongside resumes to cut 70%+ of the candidate pool before interviews.

You'll need to be on top of your game to get as far as an interview with a top firm. Getting through the resume screen and any aptitude tests is an achievement in itself!

For readers not yet embroiled in the selection process themselves, let’s put case interviews in context and take a quick look at each stage in turn. Importantly, note that you might also be asked to solve case studies outside interviews as well…

2.2.1. Application screen

It’s sometimes easy to forget that such a large cut is made at the application stage. At larger firms, this will mean your resume and cover letter is looked at by some combination of AI tools, recruitment staff and junior consulting staff (often someone from your own university).

Only the best applications will be passed to later stages, so make sure to check out our free resume and cover letter guides, and potentially get help with editing , to give yourself the best chance possible.

2.2.2. Aptitude tests and online cases

This part of the selection process has been changing quickly in recent years and is increasingly beginning to blur into the traditionally separate case interview rounds.

In the past, GMAT or PST style tests were the norm. Firms then used increasingly sophisticated and often gamified aptitude tests, like the Pymetrics test currently used by several firms, including BCG and Bain, and the original version of McKinsey’s Solve assessment (then branded as the Problem Solving Game).

Now, though, there is a move towards delivering relatively sophisticated case studies online. For example, McKinsey has replaced half the old Solve assessment with an online case. BCG’s Casey chatbot case now directly replaces a live first round case interview, and in the new era of AI chatbots, we expect these online cases to quickly become more realistic and increasingly start to relieve firms of some of the costs of live interviews.

Our consultants collectively reckon that, over time, 50% of case interviews are likely to be replaced with these kinds of cases. We give some specific advice for online cases in section four. However, the important thing to note is that these are still just simulations of traditional case interviews - you still need to learn how to solve cases in precisely the same way, and your prep will largely remain the same.

2.2.3. Rounds of Interviews

Now, let’s not go overboard with talk of AI. Even in the long term, the client facing nature of consulting means that firms will have live case interviews for as long as they are hiring anyone. And in the immediate term, case interviews are still absolutely the core of consulting selection.

Before landing an offer at McKinsey, Bain, BCG or any similar firm, you won’t just have one case interview, but will have to complete four to six case interviews, usually divided into two rounds, with each interview lasting approximately 50-60 minutes .

Being invited to first round usually means two or three case interviews. As noted above, you might also be asked to complete an online case or similar alongside your first round interviews.

If you ace first round, you will be invited to second round to face the same again, but more gruelling. Only then - after up to six case interviews in total, can you hope to receive an offer.

2.3. Typical case interview format

Before we dive in to the nuts and bolts of case cracking, we should give you a bit more detail on what exactly you’ll be up against on interview day.

Case interviews come in very similar formats across the various consultancies where they are used.

The standard case interview can be thought of as splitting into two standalone sub-interviews. Thus “case interviews” can be divided into the case study itself and a “fit interview” section, where culture fit questions are asked.

This can lead to a bit of confusion, as the actual case interview component might take up as little as half of your scheduled “case interview”. You need to make sure you are ready for both aspects.

To illustrate, here is the typical case interview timeline:

• First 15-30 minutes: Fit Interview - with questions assessing your motivation to be a consultant in that specific firm and your traits around leadership and teamwork. Learn more about the fit interview in our in-depth article here .
• Next 30-40 minutes: Case Interview - solving a case study
• Last 5 minutes: Fit Interview again - this time focussing on your questions for your interviewer.

Both the Case and Fit interviews play crucial roles in the finial hiring decision. There is no “average” taken between case and fit interviews: if your performance is not up to scratch in either of the two, you will not be able to move on to the next interview round or get an offer.

NB: No case without fit

Note that, even if you have only been told you are having a case interview or otherwise are just doing a case study, always be prepared to answer fit questions. At most firms, it is standard practice to include some fit questions in all case interviews, even if there are also separate explicit fit interviews, and interviewers will almost invariably include some of these questions around your case. This is perfectly natural - imagine how odd and artificial it would be to show up to an interview, simply do a case and leave again, without talking about anything else with the interviewer before or after.

2.4. Differences between first and second round interviews

Despite interviews in the first and second round following the same format, second/final round interviews will be significantly more intense. The seniority of the interviewer, time pressure (with up to three interviews back-to-back), and the sheer value of the job at stake will likely make a second round consulting case interview one of the most challenging moments of your professional life.

There are three key differences between the two rounds:

• Time Pressure : Final round case interviews test your ability to perform under pressure, with as many as three interviews in a row and often only very small breaks between them.
• Focus : Since second round interviewers tend to be more senior (usually partners with 12+ years experience) and will be more interested in your personality and ability to handle challenges independently. Some partners will drill down into your experiences and achievements to the extreme. They want to understand how you react to challenges and your ability to identify and learn from past mistakes.
• Psychological Pressure: While case interviews in the first round are usually more focused on you simply cracking the case, second round interviewers often employ a "bad cop" strategy to test the way you react to challenges and uncertainty.

2.5. Differences between firms

For the most part, a case interview is a case interview. However, firms will have some differences in the particular ways they like to do things in terms of both the case study and the fit component.

As we’ll see, these differences aren’t hugely impactful in terms of how you prepare. That said, it's always good to know as much as possible about what you will be going up against.

2.5.1. Candidate led vs interviewer led case formats

Most consulting case interview questions test your ability to crack a broad problem, with a case prompt often going something like:

" How much would you pay to secure the rights to run a restaurant in the British Museum? "

You, as a candidate, are then expected to identify your path to solve the case (that is, provide a structure), leveraging your interviewer to collect the data and test your assumptions.

This is known as a “candidate-led” case interview and is used by Bain, BCG and other firms.

However, a McKinsey case interview - especially in the first round - is slightly different, with the interviewer controlling the pace and direction of the conversation much more than with other case interviews.

At McKinsey, your interviewer will ask you a set of pre-determined questions, regardless of your initial structure. For each question, you will have to understand the problem, come up with a mini structure, ask for additional data (if necessary) and come to the conclusion that answers the question.

McKinsey’s cases are thus referred to as “interviewer-led”. This more structured format of case also shows up in online cases by other firms - notably including BCG’s Casey chatbot (with the amusing result that practising McKinsey-style cases can be a great addition when prepping for BCG).

Essentially, these interviewer-led case studies are large cases made up of lots of mini-cases. You still use basically the same method as you would for standard (or candidate-led) cases - the main difference is simply that, instead of using that method to solve one big case, you are solving several mini-cases sequentially.

2.5.2. The McKinsey PEI

McKinsey brands its fit aspect of interviews as the Personal Experience Interview or PEI. Despite the different name, this is really much the same interview you will be going up against in Bain, BCG and any similar firms.

McKinsey does have a reputation for pushing candidates a little harder with fit or PEI questions, focusing on one story per interview and drilling down further into the specific details each time. We discuss this tendency more in our fit interview article. However, no top end firm is going to go easy on you and you should absolutely be ready for the same level of grilling at Bain, BCG and others. Thus any difference isn’t hugely salient in terms of prep.

2.6. How are things changing in 2023?

For the foreseeable future, you are going to have to go through multiple live case interviews to secure any decent consulting job. These might increasingly happen via Zoom rather than in person, but they should remain largely the same otherwise.

However, things are changing and the rise of AI in recent months seems pretty much guaranteed to accelerate existing trends.

Even before the explosive development of AI chatbots like ChatGPT we have seen in recent months, automation was already starting to change the recruitment process.

As we mentioned, case interviews are expensive and inconvenient for firms to run. Ideally, then, firms will try to reduce the number of interviews required for recruitment as far as possible. For many years, tests of various kinds served to cut down the applicant pool and thus the number of interviews. However, these tests had a limited capacity to assess candidates against the full consulting skillset in the way that case interviews do so well.

More recently, though, the development of online testing has allowed for more and more advanced assessments. Top consulting firms have been leveraging screening tests that better and better capture the same skillset as case interviews. Eventually this is converging on automated case studies. We see this very clearly with the addition of the Redrock case to McKinsey’s Solve assessment.

As these digital cases become closer to the real thing, the line between test and interview blurs. Online cases don’t just reduce the number of candidates to interview, but start directly replacing interviews.

Case in point here is BCG’s Casey chatbot . Previously, BCG had deployed less advanced online cases and similar tests to weed out some candidates before live case interviews began. Now, though, Casey actually replaces one first round case interview.

Casey, at time of writing, is still a relatively “dumb” chatbot, basically running through a pre-set script. The Whatsapp-like interface does a lot of work to make it feel like one is chatting to a “real person” - the chatbot itself, though, cannot provide feedback or nudges to candidates as would a human interviewer.

We fully expect that, as soon as BCG and other firms can train a truer AI, these online cases will become more widespread and start replacing more live interviews.

We discuss the likely impacts of advanced AI on consulting recruitment and the industry more broadly in our blog.

Here, though, the real message is that you should expect to run into digital cases as well as traditional case interviews.

Luckily, despite any changes in specific format, you will still need to master the same fundamental skills and prepare in much the same way.

We’ll cover a few ways to help prepare for chatbot cases in section four. Ultimately, though, firms are looking for the same problem solving ability and mindset as a real interviewer. Especially as chatbots get better at mimicking a real interviewer, candidates who are well prepared for case cracking in general should have no problem with AI administered cases.

2.6.1. Automated fit interviews

Analogous to online cases, in recent years there has been a trend towards automated, “one way” fit interviews, with these typically being administered for consultancies by specialist contractors like HireVue or SparkHire.

These are kind of like Zoom interviews, but if the interviewer didn’t show up. Instead you will be given fit questions to answer and must record your answer in your computer webcam. Your response will then go on to be assessed by an algorithm, scoring both what you say and how you say it.

Again, with advances in AI, it is easy to imagine these automated interviews going from fully scripted interactions, where all candidates are asked the same list of questions, to a more interactive experience. Thus, we might soon arrive at a point where you are being grilled on the details of your stories - McKinsey PEI style - but by a bot rather than a human.

We include some tips on this kind of “one way” fit interview in section six here.

3. What do I need to learn to solve cases?

If you’re new to case cracking. You might feel a bit hopeless when you see a difficult case question, not having any idea where to start.

In fact though, cracking cases is much like playing chess. The rules you need to know to get started are actually pretty simple. What will make you really proficient is time and practice.

In this section, we’ll run through a high level overview of everything you need to know, linking to more detailed resources at every step.

3.1. Business fundamentals

Obviously, you are going to need to be familiar with basic business concepts in order to understand the case studies you are given in the first instance.

If you are coming from a business undergrad, an MBA or are an experienced hire, you might well have this covered already.

However, many consultants will be entering from engineering or similar backgrounds and the major consulting firms are hiring more and more PhDs and non-MBA master's graduates from all subjects. These individuals will need to get up to speed on business fundamentals.

Luckily, you don’t need a degree-level understanding of business to crack interview cases, and a lot of the information you will pick up by osmosis as you read through articles like this and go through cases.

However, some things you will just need to sit down and learn. We cover everything you need to know in some detail in our Case Academy course. However, some examples here of things you need to learn are:

• Basic accounting (particularly how to understand all the elements of a balance sheet)
• Basic economics
• Basic marketing
• Basic strategy

Note, though, that learning the very basics of business is the beginning rather than the end of your journey.

Once you are able to “speak business” at a rudimentary level, you should try to “become fluent” and immerse yourself in reading/viewing/listening to as wide a variety of business material as possible, getting a feel for all kinds of companies and industries - and especially the kinds of problems that can come up in each context and how they are solved.

The material put out by the consulting firms themselves is a great place to start, but you should also follow the business news and find out about different companies and sectors as much as possible between now and interviews. Remember, if you’re going to be a consultant, this should be fun rather than a chore!

3.2. How to solve cases like a real consultant

This is the really important bit.

If you look around online for material on how to solve case studies, a lot of what you find will set out framework-based approaches. However, as we have mentioned, these frameworks tend to break down with more complex, unique cases - with these being exactly the kind of tough case studies you can expect to be given in your interviews.

To address this problem, the MyConsultingCoach team has developed a new, proprietary approach to case cracking that replicates how top management consultants approach actual engagements.

MyConsultingCoach’s Problem Driven Structure approach is a universal problem solving method that can be applied to any business problem , irrespective of its nature.

As opposed to just selecting a generic framework for each case, the Problem Driven Structure approach works by generating a bespoke structure for each individual question and is a simplified version of the roadmap McKinsey consultants use when working on engagements.

The canonical seven steps from McKinsey on real projects are simplified to four for case interview questions, as the analysis required for a six-month engagement is somewhat less than that needed for a 45-minute case study. However, the underlying flow is the same.

This video has more information on how frameworks can be unreliable and how we address this problem:

Otherwise, let's zoom in to see how our method actually works in more detail:

3.2.1. Identify the problem

Identifying the problem means properly understanding the prompt/question you are given, so you get to the actual point of the case.

This might sound simple, but cases are often very tricky, and many candidates irretrievably mess things up within the first few minutes of starting. Often, they won’t notice this has happened until they are getting to the end of their analysis. Then, they suddenly realise that they have misunderstood the case prompt - and have effectively been answering the wrong question all along!

With no time to go back and start again, there is nothing to do. Even if there were time, making such a silly mistake early on will make a terrible impression on their interviewer, who might well have written them off already. The interview is scuppered and all the candidate’s preparation has been for nothing.

This error is so galling as it is so readily avoidable.

Our method prevents this problem by placing huge emphasis on a full understanding of the case prompt. This lays the foundations for success as, once we have identified the fundamental, underlying problem our client is facing, we focus our whole analysis around finding solutions to this specific issue.

Now, some case interview prompts are easy to digest. For example, “Our client, a supermarket, has seen a decline in profits. How can we bring them up?”. However, many of the prompts given in interviews for top firms are much more difficult and might refer to unfamiliar business areas or industries. For example, “How much would you pay for a banking license in Ghana?” or “What would be your key areas of concern be when setting up an NGO?”

Don’t worry if you have no idea how you might go about tackling some of these prompts!

In our article on identifying the problem and in our full lesson on the subject in our MCC Academy course, we teach a systematic, four step approach to identifying the problem , as well as running through common errors to ensure you start off on the right foot every time!

This is summarised here:

Following this method lets you excel where your competitors mess up and get off to a great start in impressing your interviewer!

3.2.2. Build your problem driven structure

After you have properly understood the problem, the next step is to successfully crack a case is to draw up a bespoke structure that captures all the unique features of the case.

This is what will guide your analysis through the rest of the case study and is precisely the same method used by real consultants working on real engagements.

Of course, it might be easier here to simply roll out one an old-fashioned framework, and a lot of candidates will do so. This is likely to be faster at this stage and requires a lot less thought than our problem-driven structure approach.

However, whilst our problem driven structure approach requires more work from you, our method has the advantage of actually working in the kind of complex case studies where generic frameworks fail - that is exactly the kind of cases you can expect at an MBB interview .

Since we effectively start from first principles every time, we can tackle any case with the same overarching method. Simple or complex, every case is the same to you and you don’t have to gamble a job on whether a framework will actually work

In practice, structuring a problem with our method means drawing up either an issue tree or an hypothesis tree , depending on how you are trying to address the problem.

These trees break down the overall problem into a set of smaller problems that you can then solve individually. Representing this on a diagram also makes it easy for both you and your interviewer to keep track of your analysis.

To see how this is done, let’s look at the issue tree below breaking down the revenues of an airline:

These revenues can be segmented as the number of customers multiplied by the average ticket price. The number of customers can be further broken down into a number of flights multiplied by the number of seats, times average occupancy rate. The node corresponding to the average ticket price can then be segmented further.

It is worth noting that the same problem can be structured in multiple valid ways by choosing different means to segment the key issues.

That said, not all valid structures are equally useful in solving the underlying problem. A good structure fulfils several requirements - including MECE-ness , level consistency, materiality, simplicity, and actionability. It’s important to put in the time to master segmentation, so you can choose a scheme isn’t only valid, but actually useful in addressing the problem.

After taking the effort to identify the problem properly, an advantage of our method is that it will help ensure you stay focused on that same fundamental problem throughout. This might not sound like much, but many candidates end up getting lost in their own analysis, veering off on huge tangents and returning with an answer to a question they weren’t asked.

Another frequent issue - particularly with certain frameworks - is that candidates finish their analysis and, even if they have successfully stuck to the initial question, they have not actually reached a definite solution. Instead, they might simply have generated a laundry list of pros and cons, with no clear single recommendation for action.

Clients employ consultants for actionable answers, and this is what is expected in the case interview. The problem driven structure excels in ensuring that everything you do is clearly related back to the key question in a way that will generate a definitive answer. Thus, the problem driven structure builds in the hypothesis driven approach so characteristic of real consulting practice.

You can learn how to set out your own problem driven structures in our article here and in our full lesson in the MCC Academy course.

Join thousands of other candidates cracking cases like pros

3.2.3. lead the analysis.

A problem driven structure might ensure we reach a proper solution eventually, but how do we actually get there?

We call this step " leading the analysis ", and it is the process whereby you systematically navigate through your structure, identifying the key factors driving the issue you are addressing.

Generally, this will mean continuing to grow your tree diagram, further segmenting what you identify as the most salient end nodes and thus drilling down into the most crucial factors causing the client’s central problem.

Once you have gotten right down into the detail of what is actually causing the company’s issues, solutions can then be generated quite straightforwardly.

To see this process in action, we can return to our airline revenue example:

Let’s say we discover the average ticket price to be a key issue in the airline’s problems. Looking closer at the drivers of average ticket price, we find that the problem lies with economy class ticket prices. We can then further segment that price into the base fare and additional items such as food.

Having broken down the issue to such a fine-grained level, solutions occur quite naturally. In this case, we can suggest incentivising the crew to increase onboard sales, improving assortment in the plane, or offering discounts for online purchases.

Our article on leading the analysis is a great primer on the subject, with our video lesson in the MCC Academy providing the most comprehensive guide available.

3.2.4. Provide recommendations

So you have a solution - but you aren’t finished yet!

Now, you need to deliver your solution as a final recommendation.

This should be done as if you are briefing a busy CEO and thus should be a one minute, top-down, concise, structured, clear, and fact-based account of your findings.

The brevity of the final recommendation belies its importance. In real life consulting, the recommendation is what the client has potentially paid millions for - from their point of view, it is the only thing that matters.

In an interview, your performance in this final summing up of your case is going to significantly colour your interviewer’s parting impression of you - and thus your chances of getting hired!

So, how do we do it right?

Barbara Minto's Pyramid Principle elegantly sums up almost everything required for a perfect recommendation. The answer comes first , as this is what is most important. This is then supported by a few key arguments , which are in turn buttressed by supporting facts .

Across the whole recommendation, the goal isn’t to just summarise what you have done. Instead, you are aiming to synthesize your findings to extract the key "so what?" insight that is useful to the client going forward.

All this might seem like common sense, but it is actually the opposite of how we relay results in academia and other fields. There, we typically move from data, through arguments and eventually to conclusions. As such, making good recommendations is a skill that takes practice to master.

We can see the Pyramid Principle illustrated in the diagram below:

To supplement the basic Pyramid Principle scheme, we suggest candidates add a few brief remarks on potential risks and suggested next steps . This helps demonstrate the ability for critical self-reflection and lets your interviewer see you going the extra mile.

The combination of logical rigour and communication skills that is so definitive of consulting is particularly on display in the final recommendation.

Despite it only lasting 60 seconds, you will need to leverage a full set of key consulting skills to deliver a really excellent recommendation and leave your interviewer with a good final impression of your case solving abilities.

Our specific article on final recommendations and the specific video lesson on the same topic within our MCC Academy are great, comprehensive resources. Beyond those, our lesson on consulting thinking and our articles on MECE and the Pyramid Principle are also very useful.

3.3. Common case types and the building blocks to solve them

You should tackle each new case on its own merits. However, that’s not to say there aren’t recurring themes that come up fairly reliably in cases - there absolutely are. Business is business and case studies will often feature issues like profitability, competition etc.

Old fashioned framework approaches would have you simply select a defined framework for each kind of case and, in effect, just run the algorithm and wait for a solution to fall out.

We’ve already explained how frameworks can let you down. In this context, too many candidates will fall into the trap of selecting a framework for that case type that simply won’t work for their specific case.

The counterpoint in favour of frameworks, though, is that they are at least fast and prevent you having to start from the ground up with a common kind of case.

Ideally, you should have the best of both worlds - and this is why, in our articles on this site and in our MCC Academy course, we have developed a set of “building bocks” for common case themes.

As they name suggests, building blocks give you modular components for different kinds of case to help build out your own custom structures faster. These then allow you to leverage the symmetries between cases without inheriting the inflexibility of frameworks.

Let’s take a look at five different case types and get a brief idea of how our building block approach helps you with each. You can find more detail on each in the full length articles linked, as well as in the full-length video lessons in our MCC Academy course.

3.3.1. Estimation

Consultants need to push forward to provide definitive recommendations to clients in a timely manner despite typically not having access to full information on a problem. Estimation of important quantities is therefore at the heart of real life consulting work.

Estimation is thus just as fundamental to case cracking.

A case interview might centre on an estimation question, and this might be quite common for a first round interview. However, estimation is also very likely to be a crucial part of pretty well any other kind of case question you receive is likely to include estimation as a crucial component of your analysis.

The kinds of estimation you might be asked to make in a case interview can be very daunting:

• How many bank branches are there in Italy?
• How many cars are sold in Berlin in one year?
• How many people will buy the latest high-tech smartphone on the market?

You might have no idea where to begin with these examples. However, tempting as it might be, your answer cannot ever be a simple guess .

A decent estimation does have a guessed element - though this should really be an educated guess based on some pre-existing knowledge. However, this guessed element is always then combined with a rigorous quantitative method to arrive at a reasonable estimation.

In context of a case interview, it’s important to realise that your interviewer doesn’t really care about the right answer (they don’t need to ask you to find out, after all). What’s important is showing the rational process by which you get to your answer.

A guess that was somehow exactly correct is no good compared to a “wrong” answer that was reached by a very sensible, intelligent process of estimation. In cases, this method will often be a matter of segmentation.

So, where would we start in working out how many cars are sold in Berlin, for example?

The key to estimation case questions is the ability to logically break down the problem into more manageable pieces. In consulting case studies, this will generally mean segmenting a wider population to find a particular target group. For example, starting from the total population of Berlin and narrowing down to the cohort of individuals who will buy a car that year.

There are usually many ways to segment the same starting population, and several different segmentation schemes might be equally valid. However, it is crucial to choose the specific method best suited to the goal in answering the question and allowing you to best leverage the data you have available.

Segmentation must be allied with assumptions in order to arrive at an estimation. These assumptions are the “guessed” element of estimations we mentioned above. Assumptions cannot just be plucked from thin air, but must always be reasonable .

The example below showcases both the segmentation and assumptions made in an estimation of the size of the wedding planning market in London:

Our articles on estimation and the MECE concept are great starting points in getting to grips with consulting estimation. However, the best place to learn how to make estimations is with the dedicated building block video lesson in our MCC Academy course.

Those of you from physics or engineering backgrounds will probably see a lot in common with Fermi questions . We have plenty of estimation cases for you to work through in our free case library. However, Fermi questions are a great way of getting a little extra practice and you can find a lifetime’s supply online.

3.3.2. Profitability

The fundamental goal of any normal business is to maximise profits - nobody is getting up and going to work to lose money. Even Silicon Valley tech start-ups are supposed to be profitable some day!

Profitability problems are thus bread and butter issues for management consultants.

Clients often tell consultants broadly the same story. The business was doing in well in recent years, with strong profits. However, some recent turn of events has upset the status quo and led to concerns around profit levels. Consultants are brought in as businesses are often sufficiently complex that it can be difficult to figure out precisely where and why the company is losing money - let alone how to then reverse the situation and restore healthy profits.

Despite steady growth in customer flow, the Walfort supermarket chain has seen falling profits in the past year. What is the reason for this decline?

Understanding profitability ultimately means understanding the various components that determine a company’s profit. You will need to learn to decompose profit first into revenues and costs (profit being the synthesis of these two factors). Crucially, you then need to segment further, distinguishing different specific revenue streams and separating various fixed and variable costs.

To take an example, just examining the revenue side of profit, the incoming revenues for an insurance firm might be broken down as follows:

Improving profitability will inherently mean increasing revenues and/or decreasing costs. To solve profitability problems, we thus have to understand the ways we can minimise different costs, as well as ways to drive sales and/or optimise pricing to increase revenue. Importantly, you must be able to judge which of these options is best suited to address specific scenarios.

The key to tackling the complex kind of profitability questions given by MBB-level consultancies lies in this proper segmentation.

By contrast, old-fashioned case interview frameworks will simply have you look at aggregate cost and revenue data before recommending generic cost-cutting or revenue-driving measures. However, this will often lead to negative outcomes in more involved cases, making matters worse for the client.

For example, it might well be that a company actually makes a loss when it serves a certain cohort of customers. An airline, for instance, might lose money on economy class customers but make a healthy profit on each business class customer. Attempts to boost revenue by increasing sales across the board might actually reduce profit further by increasing the number of economy class customers. What is required is targeted measures to increase focus on business class and/or mitigate economy class losses.

You can start learning to segment these kinds of cases properly in our article on profitability , whilst the best way to really master profitability questions is our full lesson on the subject in the Building Blocks section of our MCC Academy course.

3.3.3. Pricing

For a company to be profitable at all, it is a pre-requisite that it charges the right price for whatever it sells. However, establishing what price to charge for any one product - or indeed a whole suite of related products - can be a highly complex business.

Consultants are often engaged to negotiate the many variables, with all their complex interdependencies, at play in pricing. Correspondingly, then, pricing is a common theme in case interviews.

• A company launches a new smartphone with a significantly improved camera. How much should they charge?
• A doughnut chain wants to start selling coffee in their shops. How much should they charge per cup?

Clearly, lot of different factors can influence the answers to these questions, and it can be difficult to know where to start. To get a handle on all this complexity, you will need to take a methodical, structured approach.

To really understand pricing, you must begin from fundamentals like the customer’s willingness to pay, the value captured by the company, and the value created for the customer. These basics are shown in the diagram below:

This might seem simple enough, but the exact level at which prices are ultimately set is determined by a whole host of factors, including product availability, market trends, and the need to maintain a competitive position within the market. In particular, if we are changing the price of an existing product, we must consider how the price elasticity of demand might cause sales to fluctuate.

Our four-step method for pricing starts from establishing the customer’s next best alternative, calculating the value added by our own product, and working from there. A summary of this method is given, along with an overview of pricing in general, in our article on the subject . However, the most complete resource is our pricing lesson in the MCC Academy .

3.3.4. Valuation

Valuation is fundamental to any kind of investment. Before allocating capital towards a particular opportunity, an investor must understand precisely what value it holds and how this compares to the other available options.

In short, valuation tells us how much we should be willing to pay to acquire a company or an asset.

There are many ways to value an asset - indeed the finer points are still subject to research in both the academic and private sectors.

Standard ways to assign value include asset-based valuations (notably the Net Asset Value or NAV) and the various multiples so widely used by market traders.

However, in consulting case interviews, you will only usually need to be familiar with Net Present Value (NPV) . This means you need to learn and master the NPV equation:

CF = Cash Flow r = Discount Rate

Whilst this is a pretty simple equation on the face of it, in order to make proper use of it, you will also need to develop a feel for interest/discount rates appropriate to different cases. This will be essential, as you will often have to estimate rational values for these rates for different investments before plugging those values into the NPV equation. Our Case Academy course has more detail here.

Note, though, that NPV is only really half the story.

NPV provides a kind of “absolute” value for an asset. However, the fact is that the worth of any asset will be different for different buyers , depending largely upon what the buyer already owns. In just the same way a spare clutch for a 1975 Ford will be a lot less valuable to a cyclist than to someone restoring the relevant classic car, so a courier business will be more valuable to an online retailer than to an airline.

As such, what we call the Total Enterprise Value (TEV) of an asset is calculated as a function of that asset’s NPV and of the potential cost and revenue synergies resulting from an acquisition. This is shown in the useful structure below:

You can learn more about all aspects of valuation in our article here , as well as in our dedicated video lesson in MCC Academy . These include guides to the kind of interest rates typically required to finance different kinds of investment.

3.3.5. Competitive Interactions

Most of what we’ve discussed so far in terms of case themes and our building block approach to them will all depend upon the prevailing competitive landscape our client exists within. Product prices, profit levels and ultimately valuations can all change over time in response to competition.

What is more, the zero sum dynamics of competitive interactions mean that these things can change quickly .

Companies enjoying near monopolies for years or even decades can quickly see their values go to zero, or near enough, in the face of some innovation by a competitor coming onto the market.

Nokia and Kodak thoroughly dominated the mobile phone and photography markets respectively - until new companies with new products pulled the rug out from under them and led to precipitous collapses.

New market entrants or old competitors with new ideas can throw a company’s whole business model up in the air overnight . Complex decisions about profound changes need to be made yesterday. Firms trying to save themselves will often slash prices in attempts to maintain sales - though this can actually make things worse and result in a corporate death-spiral. Consultants are then frequently called in to help companies survive - with this type of engagement carrying over to inform case interview questions.

You are running an airline and a low-cost competitor, like Ryanair, decides to start operating on your routes. You are rapidly losing customers to their lower fares. How do you respond?

Your eventual solutions to competitive interaction problems will likely need to be novel and unique to the situation. However, the process by which we understand competitive interactions and move towards those solutions is usually very methodical, moving through the limited dimensions in which a company can take action.

The following structure neatly encodes the general options open to responding to new sources of competition:

Of course, we would never suggest that you blanket-apply any strict, inflexible methodology to a whole swathe of case questions – this is precisely the approach that causes so much trouble for candidates using old-fashioned frameworks.

This structure is only a starting point - a shortcut to a bespoke framework specific to the case question in hand. You might well have to alter the details of the structure shown and you will almost certainly have to expand it as you lead the analysis . How you build out your structure and the solutions you provide are necessarily going to depend upon the specific details of the case question.

Thus, in order to deal with competitive interactions, you will need to put in the time to understand how the different strategies available function - as well as how competitors might then react to implementing such strategies. With enough practice, though, soon you won’t be fazed by even the most complex cases of competition between firms.

You can learn more in our article here and in our dedicated video lesson on competitive interaction in the MCC Academy case interview course.

3.4. Mental mathematics

Almost every interview case study will feature some mental mathematics and this is an area where many many candidates let themselves down.

As such, it makes sense to out in the time and make sure you are fully proficient.

Nothing beyond high school level is required, but you probably don’t do much mental arithmetic day to day and will likely need to practice quite a lot to get good enough to reliably perform at pace, under pressure.

We give a high-level overview of what you need to know in our consulting math article , but devote a whole section of our MCC Academy course to a deep dive on consulting math, with plenty of practice material to get you up to scratch.

4. How do I practice for case interviews?

As we said above - case interviews are much like chess. The rules are relatively quick to learn, but you need to practice a lot to get good.

If you’re working through our MCC Academy course, we recommend getting through the core Problem Driven Structure section. After that, you should be practising alongside working through the remainder of the course and beyond. However you do things, you need to get up to speed with the fundamentals before practice is going to do much more than confuse you.

Of course, if you’re enrolled in one of our mentoring programmes , your mentor will let you know precisely when and how you should be scheduling practice, as well as tracking your progress throughout.

4.1. Solo Practice

For solitary preparation, one of the best uses of your time is to work on your mental mathematics . This skill is neglected by many applicants - much to their immediate regret in the case interview. Find our mental math tool here or in our course, and practice at least ten minutes per day, from day one until the day before the interview.

Once you've covered our Building Blocks section, you should then start working through the cases in My Consulting Coach's case bank alongside your work on the course. This is a large library of case interview questions and answers in different formats and difficulties.

To build your confidence, start out on easier case questions, work through with the solutions, and don't worry about time. As you get better, you can move on to more difficult cases and try to get through them more quickly. You should practice around eight case studies on your own to build your confidence.

4.2. Peer practice

One you have worked through eight cases solo, you should be ready to simulate the interview more closely and start working with another person.

Here, many candidates turn to peer practice - that is, doing mock case interviews with friends, classmates or others also applying to consulting.

If you’re in university, and especially in business school, there will very likely be a consulting club for you to join and do lots of case practice with. If you don’t have anyone to practice, though, or if you just want to get a bit more volume in with others, our free meeting board lets you find fellow applicants from around the world with whom to practice.

4.3. Professional practice

You can do a lot practising by yourself and with peers. However, nothing will bring up your skills so quickly and profoundly as working with a real consultant.

Perhaps think about it like boxing. You can practice drills and work on punch bags all you want, but at some point you need to get into the ring and do some actual sparring if you ever want to be ready to fight.

Of course, it isn’t possible to secure the time of experienced top-tier consultants for free. However, when considering whether you should invest to boost your chances of success, it is worth considering the difference in your salary over even a just few years between getting into a top-tier firm versus a second-tier one. In the light of thousands in increased annual earnings (easily accumulating into millions over multiple years), it becomes clear that getting expert interview help really is one of the best investments you can make in your own future.

Should you decide to make this step, MyConsultingCoach can help, offering the highest quality case interview coaching service available . Each MCC case coach is selected as an MBB consultant with two or more years of experience and strong coaching expertise.

Case interview coaching is hugely beneficial in itself. However, for those who want to genuinely maximise their chances of securing a job offer - and especially for time-poor, busy professionals or hard-pressed students who want to take the guesswork and wasted time out of their case interview prep - we also offer a much more comprehensive service .

With one of our bespoke mentoring programmes , you are paired with a 5+ year experienced, ex-MBB mentor of your choosing, who will then oversee your whole case interview preparation from start to finish - giving you your best possible chance of landing a job!

4.4. Practice for online cases

Standard preparation for interview case studies will carry directly over to online cases.

However, if you want to do some more specific prep, you can work through cases solo to a timer and using a calculator and/or Excel (online cases generally allow calculators and second computers to help you, whilst these are banned in live case interviews).

Older PST-style questions also make great prep, but a particularly good simulation is the self-assessment tests included in our Case Academy course . These multiple choice business questions conducted with a strict time limit are great preparation for the current crop of online cases.

5. Fit interviews

As we’ve noted, even something billed as a case interview is very likely to contain a fit interview as a subset.

We have an article on fit interviews and also include a full set of lessons on how to answer fit questions properly as a subset of our comprehensive Case Academy course .

Here though, the important thing to convey is that you take preparing for fit questions every bit as seriously as you do case prep.

Since they sound the same as you might encounter when interviewing for other industries, the temptation is to regard these as “just normal interview questions”.

However, consulting firms take your answers to these questions a good deal more seriously than elsewhere.

This isn’t just for fluffy “corporate culture” reasons. The long hours and close teamwork, as well as the client-facing nature of management consulting, mean that your personality and ability to get on with others is going to be a big part of making you a tolerable and effective co-worker.

If you know you’ll have to spend 14+ hour working days with someone you hire and that your annual bonus depends on them not alienating clients, you better believe you’ll pay attention to their character in interview.

There are also hard-nosed financial reasons for the likes of McKinsey, Bain and BCG to drill down so hard on your answers.

In particular, top consultancies have huge issues with staff retention. The average management consultant only stays with these firms for around two years before they have moved on to a new industry.

In some cases, consultants bail out because they can’t keep up with the arduous consulting lifestyle of long hours and endless travel. In many instances, though, departing consultants are lured away by exit opportunities - such as the well trodden paths towards internal strategy roles, private equity or becoming a start-up founder.

Indeed, many individuals will intentionally use a two year stint in consulting as something like an MBA they are getting paid for - giving them accelerated exposure to the business world and letting them pivot into something new.

Consulting firms want to get a decent return on investment for training new recruits. Thus, they want hires who not only intend to stick with consulting longer-term, but also have a temperament that makes this feasible and an overall career trajectory where it just makes sense for them to stay put.

This should hammer home the point that, if you want to get an offer, you need to be fully prepared to answer fit questions - and to do so excellently - any time you have a case interview.

6. Interview day - what to expect, with tips

Of course, all this theory is well and good, but a lot of readers might be concerned about what exactly to expect in real life . It’s perfectly reasonable to want to get as clear a picture as possible here - we all want to know what we are going up against when we face a new challenge!

Indeed, it is important to think about your interview in more holistic terms, rather than just focusing on small aspects of analysis. Getting everything exactly correct is less important than the overall approach you take to reasoning and how you communicate - and candidates often lose sight of this fact.

In this section, then, we’ll run through the case interview experience from start to finish, directing you to resources with more details where appropriate. As a supplement to this, the following video from Bain is excellent. It portrays an abridged version of a case interview, but is very useful as a guide to what to expect - not just from Bain, but from McKinsey, BCG and any other high-level consulting firm.

6.1. Getting started

Though you might be shown through to the office by a staff member, usually your interviewer will come and collect you from a waiting area. Either way, when you first encounter them, you should greet your interviewer with a warm smile and a handshake (unless they do not offer their hand). Be confident without verging into arrogance. You will be asked to take a seat in the interviewer’s office, where the interview can then begin.

6.1.1. First impressions

In reality, your assessment begins before you even sit down at your interviewer’s desk. Whether at a conscious level or not, the impression you make within the first few seconds of meeting your interviewer is likely to significantly inform the final hiring decision (again, whether consciously or not).

Your presentation and how you hold yourself and behave are all important. If this seems strange, consider that, if hired, you will be personally responsible for many clients’ impressions of the firm. These things are part of the job! Much of material on the fit interview is useful here, whilst we also cover first impressions and presentation generally in our article on what to wear to interview .

As we have noted above, your interview might start with a fit segment - that is, with the interviewer asking questions about your experiences, your soft skills, and motivation to want to join consulting generally and that firm in particular. In short, the kinds of things a case study can’t tell them about you. We have a fit interview article and course to get you up to speed here.

6.1.2. Down to business

Following an initial conversation, your interviewer will introduce your case study , providing a prompt for the question you have to answer. You will have a pen and paper in front of you and should (neatly) note down the salient pieces of information (keep this up throughout the interview).

It is crucial here that you don’t delve into analysis or calculations straight away . Case prompts can be tricky and easy to misunderstand, especially when you are under pressure. Rather, ask any questions you need to fully understand the case question and then validate that understanding with the interviewer before you kick off any analysis. Better to eliminate mistakes now than experience that sinking feeling of realising you have gotten the whole thing wrong halfway through your case!

This process is covered in our article on identifying the problem and in greater detail in our Case Academy lesson on that subject.

6.1.3. Analysis

Once you understand the problem, you should take a few seconds to set your thoughts in order and draw up an initial structure for how you want to proceed. You might benefit from utilising one or more of our building blocks here to make a strong start. Present this to your interviewer and get their approval before you get into the nuts and bolts of analysis.

We cover the mechanics of how to structure your problem and lead the analysis in our articles here and here and more thoroughly in the MCC Case Academy . What it is important to convey here, though, is that your case interview is supposed to be a conversation rather than a written exam . Your interviewer takes a role closer to a co-worker than an invigilator and you should be conversing with them throughout.

Indeed, how you communicate with your interviewer and explain your rationale is a crucial element of how you will be assessed. Case questions in general, are not posed to see if you can produce the correct answer, but rather to see how you think . Your interviewer wants to see you approach the case in a structured, rational fashion. The only way they are going to know your thought processes, though, is if you tell them!

To demonstrate this point, here is another excellent video from Bain, where candidates are compared.

Note that multiple different answers to each question are considered acceptable and that Bain is primarily concerned with the thought processes of the candidate’s exhibit .

Another reason why communication is absolutely essential to case interview success is the simple reason that you will not have all the facts you need to complete your analysis at the outset. Rather, you will usually have to ask the interviewer for additional data throughout the case to allow you to proceed .

NB: Don't be let down by your math!

Your ability to quickly and accurately interpret these charts and other figures under pressure is one of the skills that is being assessed. You will also need to make any calculations with the same speed and accuracy (without a calculator!). As such, be sure that you are up to speed on your consulting math .

6.1.4. Recommendation

Finally, you will be asked to present a recommendation. This should be delivered in a brief, top-down "elevator pitch" format , as if you are speaking to a time-pressured CEO. Again here, how you communicate will be just as important as the details of what you say, and you should aim to speak clearly and with confidence.

For more detail on how to give the perfect recommendation, take a look at our articles on the Pyramid Principle and providing recommendations , as well the relevant lesson within MCC Academy .

6.1.5. Wrapping up

After your case is complete, there might be a few more fit questions - including a chance for you to ask some questions of the interviewer . This is your opportunity to make a good parting impression.

We deal with the details in our fit interview resources. However, it is always worth bearing in mind just how many candidates your interviewers are going to see giving similar answers to the same questions in the same office. A pretty obvious pre-requisite to being considered for a job is that your interviewer remembers you in the first place. Whilst you shouldn't do something stupid just to be noticed, asking interesting parting questions is a good way to be remembered.

Now, with the interview wrapped up, it’s time to shake hands, thank the interviewer for their time and leave the room .

You might have other interviews or tests that day or you might be heading home. Either way, if know that you did all you could to prepare, you can leave content in the knowledge that you have the best possible chance of receiving an email with a job offer. This is our mission at MCC - to provide all the resources you need to realise your full potential and land your dream consulting job!

6.2. Remote and one-way interview tips

Zoom case interviews and “one-way” automated fit interviews are becoming more common as selection processes are increasingly remote, with these new formats being accompanied by their own unique challenges.

Obviously you won’t have to worry about lobbies and shaking hands for a video interview. However, a lot remains the same. You still need to do the same prep in terms of getting good at case cracking and expressing your fit answers. The specific considerations around remote interviews are, in effect, around making sure you come across as effectively as you would in person.

6.2.1. Connection

It sounds trivial, but a successful video interview of any kind presupposes a functioning computer with a stable and sufficient internet connection.

Absolutely don’t forget to have your laptop plugged in, as your battery will definitely let you down mid-interview. Similarly, make sure any housemates or family know not to use the microwave, vacuum cleaner or anything else that makes wifi cut out (or makes a lot of noise, obviously)

If you have to connect on a platform you don’t use much (for example, if it’s on Teams and you’re used to Zoom), make sure you have the up to date version of the app in advance, rather than having to wait for an obligatory download and end up late to join. Whilst you’re at it, make sure you’re familiar with the controls etc. At the risk of being made fun of, don’t be afraid to have a practice call with a friend.

6.2.2. Dress

You might get guidance on a slightly more relaxed dress code for a Zoom interview. However, if in doubt, dress as you would for the real thing (see our article here ).

Either way, always remember that presentation is part of what you are being assessed on - the firm needs to know you can be presentable for clients. Taking this stuff seriously also shows respect for your interviewer and their time in interviewing you.

6.2.3. Lighting

An aspect of presentation that you have to devote some thought to for a Zoom interview is your lighting.

Hopefully, you long ago nailed a lighting set-up during the Covid lockdowns. However, make sure to check your lighting in advance with your webcam - bearing in mind what time if day your interview actually is. If your interview is late afternoon, don’t just check in the morning. Make sure you aren’t going to be blinded from light coming in a window behind your screen, or that you end up with the weird shadow stripes from blinds all over your face.

Natural light is always best, but if there won’t be much of that during your interview, you’ll likely want to experiment with moving some lamps around.

6.2.4. Clarity

The actual stories you tell in an automated “one-way” fit interview will be the same as for a live equivalent. If anything, things should be easier, as you can rattle off a practised monologue without an interviewer interrupting you to ask for clarifications.

You can probably also assume that the algorithm assessing your performance is sufficiently capable that it will be observing you at much the same level as a human interviewer. However, it is probably still worth speaking as clearly as possible with these kinds of interviews and paying extra attention to your lighting to ensure that your face is clearly visible.

No doubt the AIs scoring these interviews are improving all the time, but you still want to make their job as easy as possible. Just think about the same things as you would with a live Zoom interview, but more so.

7. How we can help

There are lots of great free resources on this site to get you started with preparation, from all our articles on case solving and consulting skills to our free case library and peer practice meeting board .

To step your preparation up a notch, though, our Case Academy course will give you everything you need to know to solve the most complex of cases - whether those are in live interviews, with chatbots, written tests or any other format.

Whatever kind of case you end up facing, nothing will bring up your skillset faster than the kind of acute, actionable feedback you can get from a mock case interview a real, MBB consultant. Whilst it's possible to get by without this kind of coaching, it does tend to be the biggest single difference maker for successful candidates.

You can find out more on our coaching page:

Explore Coaching

Of course, for those looking for a truly comprehensive programme, with a 5+ year experienced MBB consultant overseeing their entire prep personally, from networking and applications right through to your offer, we have our mentoring programmes.

You can read more here:

Comprehensive Mentoring

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How to Answer Supply Chain Optimization Case Questions in Management Consulting Interviews?

Learn how to ace supply chain optimization case questions in management consulting interviews with these expert tips and strategies.

Posted May 11, 2023

Consulting Week (Apr 15-18)

Monday, april 15.

10:00 PM UTC · 60 minutes

Table of Contents

If you're applying for a management consulting role, chances are you'll encounter supply chain optimization case questions during the interview process. These questions are designed to test your ability to break down complex problems, analyze data, and communicate your thought process clearly to others. In this article, we'll explore the importance of supply chain optimization in management consulting, the different types of questions you may encounter, and strategies for answering them effectively.

The importance of supply chain optimization in management consulting

Supply chain optimization is a critical component of management consulting projects. It involves analyzing the flow of goods and services from suppliers to customers, identifying bottlenecks or inefficiencies in the process, and developing strategies to improve operations and reduce costs. A solid understanding of supply chain management principles is essential for consultants working in industries such as retail, manufacturing, or logistics. By optimizing supply chains, organizations can increase profitability, reduce waste, and improve customer satisfaction.

Furthermore, supply chain optimization can also help organizations become more sustainable. By reducing waste and improving efficiency, companies can minimize their environmental impact and contribute to a more sustainable future. This is becoming increasingly important as consumers and stakeholders are placing more emphasis on sustainability and ethical business practices. Management consultants who specialize in supply chain optimization can help organizations achieve their sustainability goals while also improving their bottom line.

Understanding the basics of supply chain management

Before diving into supply chain optimization case questions, it's important to have a solid understanding of the fundamentals of supply chain management. This includes the different stages of the supply chain (such as procurement, production, and distribution), the factors that influence supply chain performance (such as inventory management, transportation, and demand forecasting), and the metrics used to measure success (such as on-time delivery rate, lead time, and inventory turnover).

Another important aspect of supply chain management is risk management. This involves identifying potential risks in the supply chain, such as supplier bankruptcy or natural disasters, and developing strategies to mitigate those risks. Effective risk management can help ensure continuity of supply and minimize disruptions to the supply chain.

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The different types of supply chain optimization case questions

There are several types of supply chain optimization case questions that you may encounter during a management consulting interview. These include:

• Process optimization: How can a company streamline its supply chain processes to reduce costs and improve efficiency?
• Inventory management: How can a company optimize its inventory levels to minimize stockouts and reduce excess inventory?
• Supplier selection: How can a company identify and select the best suppliers to work with?
• Demand forecasting: How can a company improve its ability to predict demand and adjust production accordingly?

In addition to these types of supply chain optimization case questions, you may also encounter questions related to transportation optimization. This could include questions about how a company can optimize its transportation routes to reduce costs and improve delivery times, or how it can choose the most efficient modes of transportation for different products and regions. Another area of focus may be sustainability, where companies are looking to optimize their supply chains to reduce their environmental impact and improve their social responsibility.

Tips for breaking down complex supply chain optimization case questions

When faced with a complex supply chain optimization case question, it's important to break down the problem into smaller, more manageable parts. This can involve creating a flowchart to map out the different stages and processes involved, or developing a hypothesis to guide your analysis. It's also important to ask clarifying questions to ensure that you fully understand the problem and the constraints involved.

Another useful strategy for breaking down complex supply chain optimization case questions is to identify the key performance indicators (KPIs) that are most relevant to the problem at hand. This can help you focus your analysis on the most important factors and avoid getting bogged down in irrelevant details. Additionally, it's important to consider the trade-offs involved in any potential solutions, such as cost vs. speed or quality vs. efficiency. By breaking down the problem into smaller parts, focusing on relevant KPIs, and considering trade-offs, you can develop a more effective and efficient solution to complex supply chain optimization case questions.

The role of data analysis in answering supply chain optimization case questions

Data analysis is a critical part of answering supply chain optimization case questions. This involves gathering and analyzing data to identify trends, patterns, and opportunities for improvement. Some common data analysis techniques used in supply chain optimization include regression analysis, forecasting methods, and statistical process control.

One of the key benefits of data analysis in supply chain optimization is the ability to make informed decisions based on data-driven insights. By analyzing data, supply chain managers can identify areas of inefficiency and make targeted improvements to reduce costs, improve delivery times, and increase customer satisfaction.

Another important aspect of data analysis in supply chain optimization is the ability to monitor performance and track progress over time. By regularly analyzing data and tracking key performance indicators, supply chain managers can identify trends and make adjustments to ensure that their supply chain is operating at peak efficiency.

How to effectively communicate your thought process in answering supply chain optimization case questions

Effective communication is essential when answering supply chain optimization case questions. This involves clearly articulating your thought process, explaining your assumptions, and presenting your analysis in a logical and structured way. It's also important to use visual aids (such as graphs, charts, and tables) to help illustrate your points and make your analysis more engaging.

In addition to using visual aids, it's important to actively listen to the interviewer's feedback and adjust your approach accordingly. This shows that you are receptive to feedback and can adapt to new information. It's also helpful to practice your communication skills beforehand, whether it's through mock interviews or presenting your analysis to a friend or colleague. By practicing and refining your communication skills, you can effectively convey your thought process and analysis in a clear and concise manner.

Common mistakes to avoid when answering supply chain optimization case questions

There are several common mistakes that candidates make when answering supply chain optimization case questions. These include:

• Focusing too much on specific details without understanding the bigger picture
• Jumping to conclusions without analyzing the data thoroughly
• Ignoring constraints or assumptions given in the question
• Not communicating your thought process clearly and effectively

Another common mistake that candidates make when answering supply chain optimization case questions is failing to consider the impact of external factors. It's important to remember that supply chain optimization doesn't exist in a vacuum, and external factors such as market trends, economic conditions, and geopolitical events can all have a significant impact on the effectiveness of a supply chain strategy. Ignoring these factors can lead to unrealistic or ineffective solutions.

Strategies for presenting your solutions and recommendations

When presenting your solutions and recommendations, it's important to focus on the key insights and conclusions from your analysis. This can involve prioritizing the most impactful changes, discussing potential risks or trade-offs, and developing a clear implementation plan. It's also important to tailor your recommendations to the specific needs and goals of the organization you're working with.

Another important strategy for presenting your solutions and recommendations is to use visual aids such as graphs, charts, and diagrams to help illustrate your points. This can make your presentation more engaging and easier to understand for your audience. Additionally, it's important to be confident and clear in your delivery, and to anticipate any potential questions or objections that may arise. By being well-prepared and presenting your recommendations in a clear and compelling way, you can increase the likelihood that they will be accepted and implemented by the organization.

Examples of successful supply chain optimization case question responses

Here are a few examples of successful supply chain optimization case question responses:

• Developing a transportation optimization strategy for a logistics company, which involved analyzing different transportation modes, carrier contracts, and delivery schedules to reduce costs and improve delivery times.
• Optimizing inventory levels for a retail company by analyzing historical demand patterns, supplier lead times, and storage costs to minimize stockouts and reduce excess inventory.
• Developing a demand forecasting model for a manufacturing company, which involved analyzing sales data, historical trends, and external factors (such as economic indicators and weather patterns) to improve production planning.

It is important to note that successful supply chain optimization also involves effective communication and collaboration between different departments and stakeholders. For example, a successful optimization strategy may require input from logistics, procurement, and sales teams to ensure that all aspects of the supply chain are considered and integrated. Additionally, ongoing monitoring and evaluation of the optimization strategy is crucial to ensure that it continues to meet the changing needs of the business and the market.

Preparing for supply chain optimization case questions in advance

One of the best ways to prepare for supply chain optimization case questions is to practice using case studies and mock interviews. This can help you develop your analytical skills, improve your ability to communicate your thought process clearly, and familiarize yourself with common supply chain optimization challenges. It's also important to stay up-to-date with industry trends and best practices by reading industry publications and attending relevant conferences or seminars.

In addition to practicing with case studies and mock interviews, it can be helpful to seek out mentorship or guidance from experienced professionals in the field. They can provide valuable insights and advice on how to approach supply chain optimization case questions and navigate the industry as a whole.

Another important aspect of preparation is to have a solid understanding of the key concepts and principles of supply chain management. This includes topics such as inventory management, logistics, and demand forecasting. By having a strong foundation in these areas, you'll be better equipped to analyze and solve complex supply chain optimization problems.

Resources for practicing and improving your skills in answering supply chain optimization case questions

There are several resources available to help you practice and improve your skills in answering supply chain optimization case questions. These include:

• Case study books and online resources, such as The Case Interview: 20 Days to Ace the Case and Case in Point
• Mock interview services and coaching programs, such as PrepLounge and Management Consulted
• Industry publications, such as Supply Chain Management Review and Logistics Management

How to apply your knowledge of supply chain optimization to real-world scenarios in consulting projects

Once you've mastered the art of answering supply chain optimization case questions, you'll be well-equipped to apply your knowledge to real-world scenarios in consulting projects. This may involve working with clients to develop supply chain optimization strategies, analyzing data to identify opportunities for improvement, or presenting recommendations to executives and stakeholders. By leveraging your skills in supply chain optimization, you can help organizations improve their operations, reduce costs, and drive growth.

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How to Interview for Supply Chain Jobs: The Ultimate Guide with 9 Steps to Success

Interviewing is vital to getting a great Supply Chain job. However, Interviewing can be stressful and nerve-wracking. In this article, we're going to go over how to Interview for Supply Chain jobs and give you to the tools to set yourself up for a successful Supply Chain interview.

Interviewing in general tends to give everyone the butterflies, not just you. The best advice I can give is to relax - If you're in the interview, you've already been approved to move forward.

The interview is a time to get to know the new company, ask questions, see if the position is a good fit for you, and show them you're eager to join.

Table of Contents

Prepare ahead of time, tailor your interview to the specific job, set yourself up for success, adjust your mindset going into the interview, what accomplishment are you most proud of, describe a time when you were in a tough situation, and tell us how you resolved the issue., what is the biggest challenge, or one of the biggest challenges you see in supply chain today, what skill are you always working on, what was the most recent/best/worst feedback you've received, what is something you're not good at, but working on being better, describe a situation where you had to make a fast decision, and how you came to that decision. , how do you work with leaders from other parts of the organization, how do you keep yourself and your employees motivated, how would you handle poor performance in an associate, how would you handle a workplace conflict, do you answer emails and calls outside of work how often, how many meetings do you typically have in a day, red flag one: "we're a family", red flag two: "we do anything it takes to get the job done", red flag three: "you'll be wearing many hats", case study questions, in conclusion.

Print off the names and job titles of any and all interviewers. If you're on a remote interview, post this behind your camera so it's handy.

Try using their names during your answers - this is a cool psychological trick that can improve trust between you.

Print off the job description, or highlighted subjects from the posting that you want to speak to. You want to cater your conversation towards what the company is looking for.

It's helpful to ask the interviewer or your recruiter directly what attributes they're looking for as well, and you can tailor your interview towards those high level skills. 

Get a good night sleep the night before, drink plenty of water. If possible, get at least 10 minutes of direct sunlight first thing the morning of, to really wake up your mind and jump-start your "awake" circadian rhythm. 

Confidence is king. You've got a ton of life experience that has gotten you this far, and if the company is interviewing you, they've already seen your resume and qualifications - meaning they're interested!

So it's up to you to show the company you're who you said you were on your resume. The best interviewees are the ones who are happy to be there, and eager to start a new role.

Interview Practice Questions

Below I've listed a few of my favorite and least favorite interview questions. Read carefully, and write down and rehearse possible answers prior to starting your interviews.

Questions below aren't indicative of what will be asked - but can provide a jumping off point for you to talk about your strengths, learning opportunities, and things you're most proud of.

This is an opportunity to describe some good things you've done.

Try thinking about three different options or so, depending on the position that you're applying for - a time when you collaborated on a big project? Maybe a time you improved a process and someone appreciated it.

This one is pretty open ended, and is the time for you to brag a bit about yourself.

This is a chance to describe how you problem solve. Did you listen to all sides of an issue? What kind of compromise did you end up with? 

This is a question to see if you're aware of major supply chain issues going on today. There are a ton of new issues in Supply Chain after COVID, so speak to something you have direct experience in, or something you are passionate about.

Bottlenecks, Bullwhip effects, and the imbalance of supply and demand are just to name a few. Check out JOC.com for recent news.

This question can go a couple of ways. You can choose a skill you already excel at, or something you're still working on - but either way it should be a skill you're passionate about and potentially something you explore even during off-work hours.

Some examples are - being a better communicator, learning more technology solutions (Excel, Access, Azure databases, etc), continuous learning, etc - and be prepared to give examples of how you are working on these skills.

Are you taking a night class? Studying for a certification? Taking Udemy courses on Excel? Be eager to talk about a skill you're passionate about.

Admitting you have flaws is a great way to show honesty and integrity as a person - but don't insult yourself. You can acknowledge a flaw and that you are working on making it better or overcoming it, but don't resort to putting yourself down.

An example would be Bad:  "I received feedback that I wasn't approachable, so I tried harder to talk to my coworkers. I really don't think I'm unapproachable, but maybe I am"

Good: "I received feedback that I wasn't approachable, so I took time to reach out individually to my coworkers. Now we have an informal remote happy hour once a week, and I've learned a lot about how to put myself out there. I'm thankful to get that negative feedback, because it helped me become a better individual". 

Similar to above, acknowledging your shortcomings is good. But make sure it comes from a place of learning to be better, not a place of talking down to yourself. You can go with technical skills, such as this:

"I wanted to learn more about advanced Excel skills, as I was working a lot in Excel and I felt I was doing a ton of manual work. I took a few Udemy courses, and now I'm more confident in my Excel skills, although I'm still learning."

Or, soft skills, like so:

"I wanted to learn how to communicate better with my carriers, so I asked one of our project manager for some tips. They were able to help me structure my meetings better, and now I'm able to keep my carriers on tasks in our meetings. I'm always trying to communicate better, so I make sure to review each meeting at the end too."

You’re going to be put into a position where you may have to make a quick and responsive decision. Come with examples where you made logical, smart, and quick decisions. This could be anything.... group projects in school, how you manage/balance your studying, how you make financial decisions/college budget. Show that you are organized and net results from your organization skills.

Manager Positions and Leadership Questions

If you're interviewing for a role that has subordinates, below questions would most likely apply. They're a bit more focused than other types of interview questions.

A good leader is open, honest, and understands that they don't know everything. It's a learning process. Run through the below questions and practice some potential answers.

Collaboration is key - describe how well you work with others, how you listen and give feedback, brainstorm ideas to resolve issues with peers. Being open and honest.

For yourself, you can state your personal reasons for being in Supply Chain - "I'm intrinsically motivated", or "I'm motivated within Supply Chain due to a new challenge every day". As far as your employees, this can be a difficult thing - so explain how you would make connections with your employees and support them.

"I make sure to have one on ones regularly, and monitor how my employees are feeling. I step in at difficult times when I know they need some support. Being a cohesive team has motivated my employees to make sure the job gets done at the end of the day."

Diving into how everyone communicates differently could be a good direction as well. 

Compliment in public, chastise in private. You want to show that you are respectful of your employees and understand when issues arise, taking good action and providing support for employees, in order to improve an employee's performance.

Listening is a key aspect of understanding reasons behind poor performance. Taking action by adjusting an employee's workload, allowing them to work on easier or different tasks that they are more apt towards.

You want to show that you seek quick, effective action whenever a conflict arises. Listen to both sides and understand their reasons. Choosing an action that is fair and follows your company's compliance standards is vital. Follow up is important as well - did your disciplinary action lead to a resolution long term?

Asking The Interviewer Questions

Remember, an interview is a two way street. The job posting sounded nice enough to apply, but the other side of the interview is to determine if you want to really work for this company.  Here's a few questions you can ask to determine what's going on under the hood at the company.

Listen to their answer carefully. If they avoid a straight answer, that can indicate this as "all the time". You should not be expected to answer calls and emails outside of work hours unless your pay reflects that.

Depending on a few different industries and positions, more meetings can be okay. However, if you're in a technical position - IT solutions, engineering, or anything where you need time to develop and focus deeply - having more than 4 meetings a day can be a red flag. Ask if you'll be attending the same number of meetings in your role than the person interviewing you, and what those meetings entail.

Red Flags in an Interview

Although some companies are great, some are not. Here are a couple common red flags to watch out for.

This is a huge indicator of inappropriate work-life balance - your company will expect you to do favors for them due to "loyalty", but be the first to fire you when it's best for the company.

Are you ready to jump through hoops, and work nights and weekends when the customer asks you to?

This can indicate that you'll be doing the work of multiple positions. I'd steer clear of this unless your pay is the same as three people.

In some areas of Supply Chain, you may be asked to work through a case study. It's more prevalent in areas such as Procurement, or if you are interviewing as a recent graduate. This isn't a very popular form of interview - personally, I feel we all perform very differently in an interview setting versus our actual job position. Case studies should be short and informal - Supply Chain is not a field like Computer Science and should not require several hours of your time just to do homework for an interview, unless the company is particularly outstanding (Think Logistics for Google or Apple).

A good strategy for case studies is to work out the problem, one step at a time, explaining your process out loud. The interviewer wants to see your system and logic when approaching a problem. They also will be able to help if you make an incorrect assumption, and help guide if you get stuck.

Remember - in your real job, you'll have coworkers to bounce ideas off of, collaborate with, and ask for help; so I wouldn't feel stressed about attempting to solve a problem completely on your own.

Remember, when interviewing - it's not an interrogation, it's a two way conversation between a few people to find out if you and the company are a good fit. The salary isn't always everything - if you can't stand the job or the company culture, you won't want to work there long anyways. Find confidence, a good attitude, and be open.

Interviewing is a stressful process for anyone, and can leave you feeling nervous and potentially pessimistic. Hopefully with the above, you can use these questions as a solid foundation for your interviewing process, and feel a bit more confident.

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I have never done a case study interview before, i was wondering if you had any tips.

Tim, I’ve got an interview on Friday of this week. I am excited! They have mentioned that there will be two interviews – behavioral and case study. As I have never done a case study interview before, I was wondering if you had any tips. Overall I am excited about the next phase of this process. Thanks for all of your help!

Tim’s reply:

Well, that’s great news so far. As with any interview, I would come prepared, and ready for anything.

In both behavioral and case study interviews, the ‘trick’ to acing it, is to simply respond as you normally would. Where people go wrong, is trying to determine WHAT THE INTERVIEWER WANTS TO HEAR, and give that to them, instead of answering as they normally would. Not a good idea.

In a case study interview, it’s no different than the case study method that you learned in taking your PMAC Supply Chain courses. (In fact, Professor Mike Leenders from UWO, who was pivotal in establishing with PMAC Supply Chain education in Canada , literally wrote the book on the Case Study Method, whilst at Harvard.)

A case interview or case method interview involves questions in which you will be asked to solve a hypothetical industry-related problem. These problems will be similar to ones the organization may encounter during their regular course of business. The interviewer is not necessarily seeking a “correct” answer to the problem, but wants to evaluate your problem solving and analytical reasoning skills. Be prepared to justify your answer and walk the interviewer through your solution on a step-by-step basis. You may have to ask questions of the interviewer if you feel you do not have adequate information to arrive at a valid solution.

A good case interview should be simply an enjoyable and thoughtful discussion of business issues and problem-solving techniques. The interviewer is not looking for a “right answer” or asking you to spit back memorized business terms, current events or well-known frameworks. Rather, the interviewer hopes to see a good dose of problem-solving skills, creativity and common sense. A good interview will be fun and full of energy!

Components of the case interview

The following components are typical of a case interview. Keep in mind however, that yours may differ:

Opening The interviewer describes a business problem to you. Do not jump to a response. Instead, gather as much information as possible so you understand the true problem.

Your questions You are expected to analyze the problem and ask questions in the areas that you think are important.

In-depth exploration of a branch If you asked a question that is in an area the interviewer wants to explore, the interviewer may answer your question and then ask a follow-up question that will explore this area in more depth.

Analysis and conclusion Usually, a specific area of the mock client’s business is critical to the solution of the problem: The interviewer will either drive you to this area or let you know you’ve reached it by asking follow-up questions. Always state your assumptions when presenting an opinion.

Communication You may be asked to summarize your conclusion as if you were recommending it to a client to test your communication skills.

A case interview process outlined above requires candidates to approach the problem as a “hypothesis driven” exercise. Such an exercise typically goes through the following process:

– Collecting background information – Forming the rough cut hypothesis – Collecting further information to prove/disprove the hypotheses. – If necessary, collecting even more information. – Finalizing the insights, drawing the conclusions and formulating recommendations.

Case interviews rarely get to the last stages of this process. Instead they either tend to be general and focus on the early stages of collecting background information and forming rough cut hypotheses, or be specific and focus on collecting information to test and refine the hypotheses.

Case Guidelines

The following guidelines or elements should be followed when answering a case interview question.

Listen to the Question Listening is the most important skill a consultant has. The case isn’t about you or the consultant; its about the client. What are they really asking for? Pay particular attention to the last sentence one word can change the entire case.

Take Notes Taking notes during the case interview allows you to check back with the facts of the case. As someone once said, “The palest ink is stronger than the best memory.” If you blank out, all the information is right in front of you.

Summarize the Question After you are given the question, take a moment to summarize the highlights out loud: – It shows the interviewer that you listened – It allows you to hear the information again – It keeps you from answering the wrong question – It fills the otherwise awkward pause when you’re trying to think of something intelligent to say

Verify the Objective(s) Professional consultants always ask their clients to verify their objective(s). Even if the objectives seem obvious, there could be an additional underlying objective. When the objective seems apparent, phrase the questions differently: “One objective is to increase sales. Are there any other objectives I should know about?”

Ask Clarifying Questions You ask questions for three main reasons: – To get additional information that will help you identify and label the question – To demonstrate to the interviewer that you are not shy about asking probing questions under difficult circumstances (something you’ll be doing on a regular basis as a consultant) – To turn the question into a conversation. Nothing turns an interviewer off quicker than a five-minute monologue.

Organize Your Answer Identify and label your case, then lay out your structure. This is the hardest part of a case and the most crucial. It drives your case and is often the major reason behind whether you get called back.

Hold that Thought for “One Alligator” The interviewer wants you to think out loud, but think before you speak. If you make a statement that is way off-base in an interview, the interviewer will wonder if he can trust you in front of a client.

Manage Your Time Your answer should be as linear as possible. Don’t get bogged down in the details. Answer from a macro level and move the answer forward. Stay focused on the original question.

By the Numbers If possible, try to work numbers into your answer. Demonstrate that you think quantitatively and that you are comfortable with numbers.

Be Coachable Listen to the interviewers feedback. Are they trying to guide you back on track? Pay attention to body language. Are you boring them or is are they enthralled?

Be Creative and Brainstorm Consulting firms like liberal arts candidates with intellectual curiosity who can “think outside the box” and offer up a new and interesting perspective.

Exude Enthusiasm and a Positive Attitude Recruiters want people who are excited by problem solving and can carry that enthusiasm throughout the entire interview.

Bring Closure and Summarize Create a sense of closure by summarizing the case. Review your findings, restate your suggestions, and make recommendations.

Where Can I find Sample Case Interview Questions?

Mercer Management Consulting has several interactive case studies on their website: http://www.mercer.com/pages/1444910

McKinsey & Company Online Case Study: http://www.mckinsey.com/Careers/Apply/Interview_tips/Practice_case_studies

Capital One Online Case Study with suggestions on the questions and factors to consider during a case interview: http://www.capitalone.com/careers/hiring/business_case.php

Additional Information on Case Interviews

Casequestions.com http://www.quintcareers.com/case_interviews.html Boston Consulting Group: http://www.bcg.com/join_bcg/interactive_case/default.aspx

Good luck, and remember to relax. Sure ‘study’ the above and be prepared, but the best thing is not to get too upset about things, but show that you can logically think you’re way around things, develop an appropriate solution(s), and present your findings intelligently.

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Ey uk (supply chain & operations) case study interview - what to expect.

I have a 90min Case study Interview with EY UK (Supply Chain & operations) for senior consultant position

1. Any ideas on what to expect and how to prepare?

2. Is this case study going to be similar to the ones come in Mckinsey, Bain & BCG?

3.I have access to casecoach.com - will it be of the same style?

4. Even though it is for the position of supply chain and operations, the person who will be taking my interview is from Telecom,media and Technology (TMT) sector. Does that mean the case study will not be from supply chain & operations?

I reached out to the recruiting team to understand what type of case study it would be but they said I dont need to prepare anything in advance.

Overview of answers

• Date ascending
• Date descending

Yup! A written case. They will give you a bunch of data (normally in the form of charts + exhibits) with a question or series of questions. You need to process the information extremely quickly and come up with a view.

The best way to prepare is to practice . I have 10 real written cases (i.e. those given in the past), three of them from EY. Feel free to reach out for them!

This is not a live case. This is a written case. You need to prepare differently (though the same skills/thinking is used)

No. This is a written case not a live case.

It's likely to be supply chain & and operations but it could be from ANYTHING (i.e. not just TMT). You need to be prepared for any industry/topic.

How? You need to learn how to solve any problem regardless of the question/industry/company/situation.

They are wrong. You need to prepare (and all indications from your post are that you are very unprepared at the moment!). I don't want to scare you, but it sounds like you are in serious need of a coach ton guide you through this.

The case study wont be MBB style and it will be more of a discussion based and there could be specific questions the interviewer will ask or just one broad question e.g. “How will you approach this problem”. They could give you the case to read and analyse or just describe the problem. Most likely the former. Be prepared for any type of case study i.e. non supply chain too. All good practice of casing applies i.e asking right questions, announcing your assumptions, structured thinking, providing creative ideas etc. But make sure you definitely clarify the format with HR.

Nope! You wont find many EY style cases available online. But nonetheless practice as many candidate led cases as you can to get a good feel of case studies in general.

TMT is in industry group and SC&O is a functional area. So this interviewer could be a supply chain person for TMT industry or could be from another part of EY. If you have the name look them up on Linkedin. Regardless, dont speculate and be prepared for anything that might come your way.

If you need, am here to help. Supply Chain is my area of expertise and I have helped candidates get into EY UK in their Supply Chain practice :). Feel free to shoot me a direct message.

Dear candidate, excellent. There is no guarantee that it will be of a particular industry, however if this is your first case study, it is likely to be in the practice you are applying to. But cannot be guaranteed. Good luck and best regards.

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Professionals in supply chain management use various methods to determine how to improve the performance of supply chain operations. 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.

Boeing wants to encourage more flight frequency and direct route using a smaller capacity aircraft. Then they decide to outsource many things such as the design, testing and production of key components to key industrial partners and try to reduce number of components that go to assembly. The ultimate goal is to finish the final production process within 3 days. Airbus takes a bit different marketing approach. They want to utilize high capacity airplane to help airlines drive the operating cost down. They decide to selectively outsource the production of parts and keep the design and production of key components in-house.

Supply Chain of fashion industry involves a time based competition. Many customers have the unique product needs but a competition is very fierce because of the low barriers of entry. Many new players try to offer specialized products to customers all the time. This section features the supply chain case studies of H&M, Benetton, Zara and Adidas. –  H&M  aims to be the price leader in the fashion market.In order to materialize its vision, H&M tries to eliminate the middlemen in various stages of supply chain and consolidate the buying volumes. Product design is also the central part of its strategies. They don’t try to follow the high fashion designs but try to adopt the street trends which are easier to produce. At the end of the day, they can bring products to market within 2-3 weeks. –  Benetton , in contrast, chooses to have a full control of its production but allow its licensees to operate the stores so they can focus on production and quality control. The reason is that they would like to create the worldwide brand awareness. For fast moving products, they use the production facilities in Europe. Asian suppliers will perform production for standardized products. –  Zara  is very famous for its time based strategy. In order to launch a new product within 15 days, Zara uses a small lot production. A new product will be tested in pilot stores. If product sales is good, a larger batch will be ordered. Otherwise, remaining products will be removed from the shelves and sold as mark-down in other stores. This creates the perception among consumers that Zara’s products are unique and you have to take it while stock lasts. Vertical integration contributes to the success of Zara, they own the majority of its production facilities and stores (this is the reason why Quick Response can be effectively implemented). Its automated distribution centers are strategically located between the center of populations so products are delivered to stores quickly. Zara also works with Air France, KLM Cargo and Emirates Air in order that they can coordinate directly with the airlines to make the outbound shipments to its stores and bring back some raw materials and semi-finished materials with return legs. The last supply chain case study in the fashion retailing industry is  Adidas . In order to cope with changing customers’ demand, they decide to undertake Mass Customization strategy. The whole idea is to develop, market and deliver the product variety that most customers will find what they want. The first steps towards mass customization is to strategically offer the product choices. Too few variations will disappoint a customer but too many variations will simply postpone a buying decision. After that, Adidas asks the same key suppliers to produce custom components in order to achieve the economy of scale. In order to compensate a long waiting time, Adidas uses air freight or courier service. The reason why they can do this is that customized products are sold directly to customers so they have the higher profit margin to compensate the higher transportation cost. Supply chain strategy of the fashion retailing industry is summarized as below,

FMCG industry is typically the products sold to customers at a low cost and will be completely consumed within 1 year. The nature of this industry is the short product life cycle, low profit margin, high competition and demand fluctuation. This section will present the case studies of P&G, Unilever and Coca-Cola respectively. Forecasting and new product introduction has always been the issues for many FMCG companies,  P&G  is no exception. To cope with this, P&G conducts a merchandise testing at the pilot stores to determine the customer’s response to new product before the launch. The result is that the forecast accuracy is improved because a demand planner has an additional source data to make a better decision. Moreover, products can be shipped to stores in-time then lost sales is minimal. –  Unilever  also feels that the competition in FMCG industry has significantly increased. They have to launch the new products on regular basis but the forecasting of new product is difficult. So they create a better classification of new products (base, relaunch, repack, new) using a regression model to identify potential forecast errors for each type of new product. –  Coca-Cola  doesn’t really have many stock keep units when compared with other companies in the same industry. However, products go to over 2.4 million delivery points through over 430 distribution centers. Managing transportation at this scale is the absolute challenge. In order to streamline the delivery, Coca-Cola implemented a vehicle routing software. The reason is that is the software vendor has a very good relationship with Coca-Cola’s legacy ERP software vendor. Moreover, the vendor has a solid connection with the university who can help to develop the algorithm that fits in with the business’ needs. The result is that transportation planners at each distribution center can use the new tool to reduce travelling time/distance on daily basis.

Lean manufacturing concept has been implemented widely in the automotive industry so the case studies about lean manufacturing is very readily available. Due to the increasing competition in the automobile industry, car manufacturers have to launch a new model to the market more frequently. This section will show you how BMW manages a long term planning, how Ford applies lean concept to the new product development and how Hyundai manages the production planning and control. –  BMW  uses a 12-year planning horizon and divides it into an annual period. After that, they will make an annual sales forecast for the whole planning horizon. After the demand is obtained, they divide sales into 8 market and then select the appropriate production sites for each market, considering overall capacity constraints and total cost. As you may notice, this kind of a long range planning has to be done strategically. –  Ford  calls its product development system as “work streams” which include the body development, engine development, prototyping and launch process . The cross-functional team are the experts and their roles are to identify key processes, people, technology necessary for the development of new prototype. Each work stream team is responsible to develop timeline of each process. Detailed plan is usually presented on A3 sized paper. They clearly identifying current issues they are facing with supporting data, drawings and pictures. On weekly basis, they organize a big group meeting of all work stream team to discuss the coordination issues. –  Hyundai  deploys a centralized planning system covering both production and sales activities across the facilities and functional areas. They develop a 6-month master production plan and a weekly and a daily production schedule for each month in advance. During a short term planning (less than one month), they pay much attention to the coordination between purchasing, production and sales. Providing a long term planning data to its suppliers help to stabilize production of its part makers a lot.

Life cycle of technology products is getting shorter and shorter every day. Unlike FMCG, the launch of a new product in the hi-tech industry requires the investment in research and development quite extensively. Then, a poor planning will result in a massive loss. This section will cover JIT and outsourcing by Apple Inc, Supply Chain Risk Management by Cisco System, Technology Roadmap by Intel, Supply Chain Network Model by HP, Mass Customization by Dell and Quality Management by Sam Sung. Steve Jobs invited the Tim Cook to help to improve  Apple’s Supply Chain  in 1998. Jobs told Cook that he visited many manufacturing companies in Japan and he would like Cook to implement the JIT system for Apple. Jobs believed that Apple’ supply chain was too complex then both of them reduced the number of product availability and created 4 products segment, reduced on hand inventory and moved the assembling activities to Asia so they could focus on developing the breathtaking products that people wanted to buy. –  Cisco Systems  would like to be the brand of customer choice so they implement a very comprehensive supply chain risk management program by applying basic risk mitigation strategies, establishing appropriate metrics, monitoring potential supply chain disruptions on 24/7 basis and activate an incident management team when the level of disruption is significant. –  Intel ‘s new product development is done by the process called Technology Roadmap. Basically, it’s the shared expectations among Intel, its customers and suppliers for the future product lineup. The first step to prepare the roadmap is to identify the expectations among semiconductor companies and suppliers. Then they identify key technological requirements needed to fulfill the expectations. The final step is to propose the plan to a final meeting to discuss about the feasibility of project. Some concerning parties such as downstream firms may try to alter some aspects of the roadmap. Technology Roadmap allows Intel to share its vision to its ecosystem and to utilize new technology from its suppliers. –  HP ‘s case study is pretty unique. They face with a basic question, where to produce, localize and distribute products. Its simple supply chain network model is presented below,

From this example, only 3 possible locations result in 5 different way to design the supply chain. In reality, HP has more production facilities than the example above so there are so many scenarios to work with. How should HP decide which kind of a supply chain network configuration they should take to reduce cost and increase service to customer? The answer is that they use the multi-echelon inventory model to solve the problem. –  Dell  is one of the classic supply chain case studies of all time. Many industries try to imitate Dell’s success. The key ingredients of Dell’s supply chain are the partnership with suppliers, part modularity, vendor managed inventory program, demand management and mass customization. Also, you can find the simplified process map of Dell’s order-to-cash process as below,

–  Sam Sung  has proven to be the force to be reckoned with in the hi-tech industry. The secret behind its supply chain success is the use of Six Sigma approach. They studied how General Electric (GE), DuPont and Honeywell implemented six sigma. After that, they have created their own implementation methodology called DMAEV (define, measure, analyze, enable, verify). They use the global level KPI to ensure that each player in the same supply chain is measured the same way. Also, they utilize SCOR Model as the standard process. Any process changes will be reflected through an advance planning system (APS).

The last industry covered here is the general merchandise retailing industry. The critical success factor of this industry is to understand the drivers of consumer demand. Four case studies will be presented, namely, 7-11, Tesco, Walmart, Amazon and Zappos. –  7/11  is another popular case study in supply chain management. The integration of information technology between stores and its distribution centers play the important role. Since the size of 7/11 store is pretty small, it’s crucial that a store manager knows what kind of products should be displayed on shelves to maximize the revenue. This is achieved through the monitoring of sales data every morning. Sales data enables the company to create the right product mix and the new products on regular basis. 7/11 also uses something called combined delivery system aka cross docking. The products are categorized by the temperature (frozen, chilled, room temperature and warm foods). Each truck routes to multiple stores during off-peak time to avoid the traffic congestion and reduce the problems with loading/unloading at stores. –  Tesco  is one of the prominent retail stores  in Europe. Since UK is relatively small when compared with the United States, centralized control of distribution operations and warehouse makes it easier to manage. They use the bigger trucks (with special compartments for multi-temperature products) and make a less frequent delivery to reduce transportation cost. Definitely, they use a computerized systems and electronic data interchange to connect the stores and the central processing system. –  Wal-Mart ‘s “Every Day Low Prices” is the strategy mentioned in many textbooks. The idea is to try not to make the promotions that make the demand plunges and surges aka bullwhip effect. Wal-Mart has less than 100 distribution centers in total and each one serves a particular market. To make a decision about new DC location, Walmart uses 2 main factors, namely, the demand in the proposed DC area and the outbound logistics cost from DC to stores. Cost of inbound logistics is not taken into account. There are 3 types of the replenishment process in Wal-Mart supply chain network as below,

In contrary to general belief, Wal-mart doesn’t use cross-docking that often. About 20% of orders are direct-to-store (for example, dog food products). Another 80% of orders are handled by both warehouse and cross dock system. Wal-Mart has one of the largest private fleet in the United States. The delivery is made 50% by common carriers and 50% by private fleet. Private fleet is used to perform the backhauls (picks up cargoes from vendors to replenish DCs + sends returned products to vendors). Short-hauls (less than one working day drive) is also done by the a private fleet. For long-hauls, the common carriers will be used. There are 2 main information system deployed by Wal-Mart. “Retail Link” is the communication system developed in-house to store data, share data and help with the shipment routing assignments. Another system is called “Inforem” for the automation of a replenishment process. Inforem was originally developed by IBM and has been modified extensively by Wal-Mart. Inforem uses various factors such as POS data, current stock level and so on to suggest the order quantity many times a week. Level of collaboration between Wal-Mart and vendors is different from one vendor to the other. Some vendors can participate in VMI program but the level of information sharing is also different. VMI program at Wal-Mart is not 100% on consignment basis. –  Amazon  has a very grand business strategy to “ offer customers low prices, convenience, and a wide selection of merchandise “. Due to the lack of actual store front, the locations of warehouse facilities are strategically important to the company. Amazon makes a facility locations decision based on the distance to demand areas and tax implications. With 170 million items of physical products in the virtual stores, the back end of order processing and fulfillment is a bit complicated. Anyway, a simplified version of the order-to-cash process are illustrated as below,

Upon receipt of the orders, Amazon assign the orders to an appropriate DC with the lowest outbound logistics cost. In Amazon’s warehouse, there are 5 types of storage areas. Library Prime Storage is the area dedicated for book/magazine. Case Flow Prime Storage is for the products with a broken case and high demand. Pallet Prime Storage is for the products with a full case and high demand. Random Storage is for the smaller items with a moderate demand and Reserve Storage will be used for the low demand/irregular shaped products. Amazon uses an propitiatory warehouse management system to make the putaway decision and order picking decision. After the orders are picked and packed, Amazon ships the orders using common carriers so they can obtain the economy of scale. Orders will arrive at UPS facility near a delivery point and UPS will perform the last mile delivery to customers. Amazon is known to use Sales and Operations Planning (S&OP) to handle the sales forecast. Anyway, this must be S&OP process at product family/category level. To compete with other online retailers,  Zappos  pays much attention to the way they provide the services to customers. In stead of focusing on the call center productivity, Zappos encourages its staff to spend times over the phone with customers as long as they can so they can fully understand the customer’s requirements. They also upgrade the delivery from 3 days to 1 day delivery in order to exceed customer expectation.

All case study demonstrates that supply chain management is truly the strategic initiatives, not merely a cost cutting technique. Leading companies have a very strong customer focus because almost all of initiatives are something to fill the needs of customers. Relationship management is the unsung hero in supply chain management. It’s the prerequisite to the success of every supply chain. And at the end of the day, it comes down to the quality of supply chain people who analyze, improve and control supply chain operations. – See more at: http://www.supplychainopz.com/2014/04/supply-chain-management-case-study.html#sthash.MrnrGsyY.dpuf

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30 Supply Chain Business Analyst Interview Questions and Answers

Common Supply Chain Business Analyst interview questions, how to answer them, and example answers from a certified career coach.

In the complex and fast-paced world of supply chain management, business analysts play a critical role in ensuring smooth operations and strategic decision-making. As you prepare for your interview for such an influential position, it’s essential to demonstrate not only your technical knowledge but also your analytical skills and understanding of the broader business context.

This article will delve into some common questions that come up during interviews for supply chain business analyst roles. We’ll provide guidance on how to craft well-rounded responses that showcase your expertise, problem-solving abilities, and readiness to step into this pivotal role.

1. Can you discuss a time when you made a significant improvement to a supply chain process?

When a hiring manager asks this question, they’re seeking to understand your problem-solving skills, your creativity, and your impact on a previous role. They are particularly interested in your ability to analyze, identify inefficiencies, and implement strategies that lead to improved performance in the supply chain. This question gives them a chance to assess your practical experience and the results you’ve achieved.

Example: “In one of my projects, I noticed that our inventory management system was outdated and causing inefficiencies. It lacked real-time data tracking which often led to overstocking or understocking.

I proposed implementing a cloud-based inventory management system. This allowed for real-time tracking, predictive analysis, and streamlined communication between departments.

After implementation, we saw a significant reduction in stock discrepancies and an improvement in order fulfilment speed by 30%. The new process also reduced storage costs as we could maintain optimal inventory levels more effectively.”

2. How would you go about analyzing supply chain data for our company?

Navigating the vast sea of supply chain data is no small feat, and potential employers need to know that you’re capable of not just swimming in it, but also using it to guide business decisions. They want to see that you have the analytical skills to interpret complex data and the strategic mindset to apply your findings to improve the company’s operations. Your ability to use data to identify bottlenecks, forecast future needs, and make recommendations for improvements could potentially save the company a significant amount of time and money.

Example: “To analyze supply chain data, I would start by understanding the company’s goals and key performance indicators (KPIs) related to the supply chain. Then, I’d collect relevant data from multiple sources like procurement, logistics, inventory, etc.

I would use statistical analysis and predictive modeling to identify patterns and trends that could impact the supply chain efficiency. This includes analyzing supplier performance, demand forecasting, risk assessment, and cost optimization.

Lastly, I would present my findings in a clear and understandable manner using data visualization tools. The aim is to provide actionable insights for decision-making and continuous improvement of the supply chain operations.”

3. Describe your experience with ERP systems and how you have used them in your previous roles.

ERP systems are the backbone of modern supply chain management. They help businesses manage and integrate the important parts of their businesses, such as planning, purchasing, inventory, sales, marketing, finance, and human resources. With this question, hiring managers are looking for proof of your technical skills and experience, as well as your ability to use technology to improve business processes and outcomes.

Example: “In my experience, ERP systems are crucial for integrating various business processes. I have utilized them to streamline supply chain operations, ensuring real-time data availability and improved decision-making.

For instance, while managing inventory levels, the use of ERP helped in maintaining optimal stock, reducing carrying costs, and avoiding stock-outs. It also facilitated better demand forecasting by providing historical sales data and trends.

Moreover, during procurement, ERP systems aided in vendor management, purchase order processing, and invoice verification. This resulted in efficient supplier relationships and cost savings.

Overall, leveraging ERP systems has significantly enhanced operational efficiency and strategic planning in supply chain management.”

4. Can you explain a time when you used predictive analytics to solve a supply chain issue?

The ability to use predictive analytics is key in supply chain management. It allows for forecasting and mitigating potential issues even before they occur. Your interviewer wants to know if you can effectively use these tools to identify problems, develop solutions, and make informed decisions that improve efficiency and reduce costs. Your answer will give them insight into your analytical skills, your problem-solving abilities, and your understanding of the role data plays in supply chain management.

Example: “In one instance, we faced a significant delay in our raw material delivery. I used predictive analytics to analyze historical data and identify patterns of delays from this supplier.

The analysis revealed that the delays often occurred during certain months, likely due to weather conditions affecting transportation. Based on these findings, I suggested pre-ordering materials before those problematic months.

This proactive approach helped us maintain production schedules without disruption, improving efficiency and customer satisfaction. So, predictive analytics was instrumental in resolving this supply chain issue.”

5. How would you handle a situation where a key supplier was unable to deliver on time?

This question is designed to assess your problem-solving abilities and how you handle pressure and unexpected circumstances. In the supply chain industry, delays and disruptions can have a significant impact on business operations. Thus, employers want to ensure you are capable of thinking on your feet, making quick decisions, and coming up with effective contingency plans to minimize any potential damage.

Example: “In such a situation, I would first communicate with the supplier to understand the cause of the delay and explore potential solutions. If it’s not resolvable in time, I’d activate contingency plans, which might involve tapping into safety stock or seeking alternative suppliers.

Simultaneously, I would inform relevant stakeholders about the issue and its possible impact on our operations. This proactive communication helps manage expectations and allows other departments to adjust their plans accordingly.

Continuous monitoring and evaluation of supplier performance is crucial to prevent similar situations in future. Therefore, post-resolution, I’d conduct a root cause analysis to identify corrective actions and improve our risk management strategies.”

6. Could you share your process for assessing the financial impact of supply chain decisions?

Analyzing and understanding the financial implications of supply chain decisions is a fundamental aspect of a Supply Chain Business Analyst’s role. It’s essential for you to demonstrate your ability to thoroughly evaluate costs, benefits, and potential risks associated with various strategies. By asking this question, hiring managers want to see that you have a systematic approach to financial analysis and that you can contribute to making decisions that positively impact the company’s bottom line.

Example: “To assess the financial impact of supply chain decisions, I first identify key cost drivers in the supply chain. This could include raw materials, labor, transportation, and warehousing costs among others.

Next, I run a sensitivity analysis to understand how changes in these cost drivers would affect overall supply chain costs. For instance, if fuel prices increase by 10%, what is the impact on total logistics cost?

I also consider the revenue side by looking at demand elasticity. If we have to raise prices due to increased costs, how much will demand decrease?

Lastly, I use scenario analysis to model different outcomes and their potential impacts on profitability. The goal is to make data-driven decisions that optimize both efficiency and profitability.”

7. What methods have you used in the past to reduce costs in a supply chain?

As a supply chain business analyst, your main objective is to streamline operations and make them more efficient. This often involves cost reduction initiatives. Hiring managers ask this question to assess if you have the strategic thinking and problem-solving skills needed to identify cost-saving opportunities in a supply chain. They want to see your ability to implement effective strategies to improve the bottom line.

Example: “In my experience, one effective method to reduce costs in a supply chain is through supplier consolidation. This reduces the number of suppliers and simplifies management tasks.

Another strategy I’ve used is implementing lean inventory practices. By accurately forecasting demand and maintaining optimal stock levels, we can minimize storage costs and prevent overstocking or understocking.

I also believe in leveraging technology for automation and optimization. Tools like AI, IoT, and data analytics can streamline operations, improve accuracy, and save time and resources.

Lastly, fostering strong relationships with suppliers can lead to better negotiation power and cost-saving opportunities. It’s vital to maintain open communication and collaboration for mutual benefits.”

8. How have you used technology to improve supply chain efficiency in your previous roles?

In today’s fast-paced and technologically advanced world, companies are always looking for ways to streamline their supply chain processes. They want to be assured that you can leverage technology to optimize operations, reduce costs, and improve overall efficiency. By asking this question, they are trying to gauge how well you understand and can utilize technology to bring about tangible improvements in the supply chain.

Example: “In my experience, technology is a vital tool for enhancing supply chain efficiency. I have utilized ERP systems to streamline procurement and inventory management processes, reducing lead times and costs.

I also implemented IoT devices for real-time tracking of goods in transit, improving visibility and allowing proactive problem-solving.

Moreover, data analytics was crucial in forecasting demand more accurately, leading to optimized stock levels and reduced waste.

Through these technological applications, I’ve been able to significantly enhance supply chain performance.”

9. Describe a time when you had to deal with a supply chain risk. How did you manage it?

Supply chain risks are an inevitable part of the business, and your interviewer wants to gauge your problem-solving abilities, resilience, and adaptability in the face of such issues. Your response will provide insight into your thought process, decision-making skills, and how effectively you can manage and mitigate potential disruptions in the supply chain.

Example: “During a major product launch, we faced a potential risk of not receiving key components from an overseas supplier due to unforeseen logistical issues. This could have significantly delayed the launch and impacted our revenue.

To manage this, I immediately coordinated with different teams – procurement, logistics, and production. We developed a contingency plan that involved identifying alternative local suppliers and adjusting our production schedule accordingly.

Simultaneously, I kept communication lines open with the original supplier for status updates. Eventually, the issue was resolved in time and we were able to proceed with the product launch as planned.

This experience taught me the importance of proactive risk management in supply chain operations.”

10. How do you ensure the accuracy of demand forecasting?

Forecasting demand is a critical function of a Supply Chain Business Analyst’s role, as it directly impacts inventory planning, production, and purchasing decisions. Hiring managers want to know that you have effective strategies in place to ensure accuracy in your forecasts. They want to see that you can not only generate data but also interpret, analyze, and ultimately apply it in a manner that optimizes the supply chain operations.

Example: “To ensure the accuracy of demand forecasting, I employ a combination of quantitative and qualitative methods. Quantitative methods include time series analysis and regression models that use historical data to predict future demand. Qualitative methods involve market research, expert opinion, and customer feedback.

It’s crucial to regularly review and adjust these forecasts as new information becomes available. This could be changes in market trends, economic indicators or internal business factors.

Moreover, leveraging advanced analytics tools and AI can improve forecast accuracy by identifying complex patterns and relationships in large datasets that traditional methods might miss.

Finally, maintaining good communication with other departments like sales and marketing is key. They often have valuable insights into upcoming promotions, industry trends, or changes in customer behavior which can significantly impact demand.”

11. Can you discuss a time when you had to negotiate with a supplier? What was the outcome?

Negotiation skills are a vital part of supply chain management. Employers are interested in your ability to negotiate effectively with suppliers to ensure the best terms for the company. This could involve negotiating prices, delivery times, or contract terms. Your ability to share a specific instance where you successfully negotiated with a supplier demonstrates your experience and skills in this area.

Example: “In one instance, a key supplier was increasing prices due to raw material cost hikes. I understood their position but also knew it would impact our budget significantly.

I initiated a meeting with the supplier and presented data showing how the price increase could affect our long-term relationship. We discussed alternative solutions like bulk purchasing or longer contract terms for better rates.

The outcome was positive. The supplier agreed to a smaller price increase in exchange for a commitment from us to extend our contract term. This negotiation not only maintained our supplier relationship but also ensured stability in our supply chain.”

12. What strategies have you used to improve supplier relationships?

This question is designed to gauge your interpersonal skills, strategic thinking, and problem-solving abilities. In the supply chain industry, maintaining healthy relationships with suppliers is paramount. It can influence the quality, delivery, and cost of goods. Your ability to foster positive relationships with suppliers can directly impact the success of the company’s operations.

Example: “In improving supplier relationships, I’ve found it crucial to maintain open and consistent communication. This involves regular updates on business needs and feedback on their performance.

Another strategy is fostering mutual trust through transparency. Sharing key information such as inventory levels or sales forecasts can help suppliers better understand our needs.

Lastly, recognizing the supplier’s value beyond just pricing is important. Appreciating their expertise, quality of goods or reliability can strengthen the relationship.”

13. How would you handle a sudden surge in demand for a product?

At the heart of supply chain management is the ability to adequately respond to fluctuating market dynamics. In this case, a sudden surge in demand for a product can severely strain the existing supply chain. Hiring managers want to know that you can think on your feet, use your analytical skills, and coordinate effectively with suppliers, distribution centers, and retailers to meet this challenge successfully.

Example: “In managing a sudden surge in demand, I would first analyze the situation to understand its scale and duration. This involves leveraging data analytics tools to forecast future trends.

Next, I’d assess our current inventory and production capacity. If necessary, we may need to ramp up production or source additional suppliers to meet demand.

Communication is key during this process. It’s essential to coordinate with sales, manufacturing, and logistics teams to ensure everyone is aligned on the plan of action.

Lastly, it’s crucial to monitor the situation closely and adjust strategies as needed. The goal is to satisfy customer demand while minimizing costs and maintaining quality standards.”

14. Can you share an instance where you had to deal with an inventory management issue?

Inventory management issues are a critical part of supply chain management, and they can directly impact a company’s operational efficiency and profitability. Therefore, hiring managers want to see evidence of your analytical skills, problem-solving abilities, and experience in navigating these challenges. By asking this question, they are trying to gauge how you handle such situations, your decision-making process, and the results of your actions.

Example: “In one instance, our system showed a surplus of a particular product but physical counts indicated otherwise. I initiated an audit and found discrepancies due to data entry errors.

To rectify this, I collaborated with the IT team to automate inventory tracking which reduced human error significantly. We also implemented regular audits for quality control. This experience taught me the importance of accurate data in inventory management.”

15. How do you approach problem-solving when dealing with complex supply chain issues?

In the dynamic, multi-faceted world of supply chain management, problem-solving skills are indispensable. The ability to identify, analyze and find solutions to complex issues is a key attribute that employers look for in a Supply Chain Business Analyst. Therefore, the interviewer wants to see if you can think critically and strategically to solve problems, especially under pressure or in challenging circumstances.

Example: “When dealing with complex supply chain issues, I start by thoroughly analyzing the problem to understand its root cause. This involves collecting and studying data related to the issue.

Next, I employ a systematic approach to devise potential solutions. This could involve using predictive analytics or simulation models to test different scenarios and outcomes.

Collaboration is key in this process. Therefore, I engage relevant stakeholders for their input and perspective. Their expertise can often provide valuable insights that help in creating effective strategies.

Finally, after implementing a solution, I monitor its effectiveness closely and make necessary adjustments based on real-time feedback and results. It’s an iterative process of continuous improvement.”

16. What are the key metrics you would use to measure supply chain performance?

Decoding the performance of a supply chain is like reading a complex map. It’s all about identifying the right indicators that can lead you to a deeper understanding of the efficiency, productivity, and effectiveness of the overall process. By asking this question, interviewers want to assess your knowledge of key performance indicators (KPIs) and how comfortably you can navigate this intricate landscape to drive business decisions.

Example: “Key metrics to measure supply chain performance include:

1. Order Fulfillment Cycle Time: This measures the time taken from when an order is received to when it’s delivered. It helps gauge efficiency.

2. Inventory Turnover: This shows how often inventory is sold and replaced over a certain period. High turnover can indicate strong sales or ineffective buying.

3. Stockouts: The number of times an item is out of stock when an order is placed. Frequent stockouts may suggest poor inventory management.

4. Fill Rate: This measures the percentage of customer demand met without backorders or lost sales.

5. Perfect Order Rate: A composite metric that evaluates on-time delivery, shipment accuracy, damage-free delivery, and correct documentation.

6. Cost of Goods Sold (COGS): This indicates the direct costs attributable to production. Lower COGS usually means higher profits.

7. Return on Assets (ROA): Measures profitability relative to total assets. Higher ROA signifies better use of assets to generate income.”

17. Describe a time when you had to make a difficult decision that impacted the supply chain.

This question is posed to evaluate your decision-making skills under pressure. As a supply chain business analyst, you’re often faced with situations that require tough calls, with potential repercussions for the entire supply chain. It’s essential to demonstrate your ability to assess the situation, weigh the pros and cons, and make a decision that mitigates risks while ensuring the smooth flow of operations.

Example: “In a previous project, we faced significant supplier delays due to unforeseen circumstances. This threatened our production timeline and customer commitments.

After assessing the situation, I decided to diversify our supplier base to mitigate such risks in future. However, this meant short-term disruption as new suppliers had to be vetted and onboarded.

Though challenging, it eventually resulted in a more resilient supply chain, better equipped to handle disruptions. It was a tough decision with immediate repercussions but long-term benefits for the business.”

18. How do you stay updated on the latest trends in supply chain management?

Navigating the ever-changing landscape of supply chain management is a critical part of a Business Analyst’s role. Staying abreast of industry trends, technological advancements, and regulatory changes can significantly impact a company’s efficiency and bottom line. By asking this question, hiring managers want to gauge your commitment to professional development and continuous learning, which are key to keeping the company competitive in the marketplace.

Example: “I stay updated on the latest trends in supply chain management through a variety of methods. I regularly read industry-specific publications, such as Supply Chain Management Review and Logistics Management, to get insights into new developments.

Attending webinars and conferences is also part of my strategy for staying informed. They offer opportunities to learn from experts and network with peers facing similar challenges.

Additionally, I am an active member of professional organizations like APICS and CSCMP, which provide valuable resources and training materials.

Lastly, I leverage online platforms like LinkedIn where thought leaders often share their perspectives on emerging trends. This blend of sources helps me keep abreast of changes in the field.”

19. Can you discuss a time when you had to use your analytical skills to solve a supply chain problem?

This question is a classic example of a behavioral interview question. It’s designed to understand how you’ve applied key skills – in this case, analytical abilities – in previous roles. For supply chain business analysts, these skills are essential in identifying inefficiencies, forecasting demand, and improving overall supply chain processes. By asking for a specific instance where you used these skills, employers get insight into your problem-solving methods and how well you might handle similar situations in their company.

Example: “In one instance, I was tasked with resolving an inventory discrepancy issue that was causing significant delays in order fulfillment. Using my analytical skills, I conducted a thorough data analysis of our inventory management system to identify the root cause.

It emerged that there were inconsistencies between physical stock and system records due to manual entry errors. To address this, I recommended implementing barcode scanning technology for real-time inventory updates which greatly reduced human error.

This not only solved the immediate problem but also improved overall supply chain efficiency by reducing order processing times and improving customer satisfaction rates.”

20. How have you used business intelligence tools in your previous roles to improve supply chain processes?

Hiring managers ask this question to assess your technical skills and your understanding of how those tools can improve supply chain operations. Your response reveals your ability to use data to make informed decisions, find inefficiencies, and implement solutions. In essence, they want to know if you can leverage technology to optimize their supply chain and contribute to their bottom line.

Example: “In one project, I used BI tools to analyze our inventory levels and turnover rates. The insights revealed a pattern of overstocking certain items leading to high holding costs. We adjusted our procurement strategy accordingly, reducing unnecessary expenses.

Another instance involved using predictive analytics for demand forecasting. By analyzing historical sales data and market trends, we were able to predict product demand more accurately, improving our production planning and minimizing stockouts or excess inventory.

Furthermore, I leveraged data visualization tools to present complex supply chain data in an easy-to-understand manner. This helped stakeholders make informed decisions quickly, enhancing the overall efficiency of our supply chain processes.”

21. How would you handle a scenario where there’s a significant disruption in the supply chain?

The unpredictable nature of the supply chain industry calls for professionals who can think on their feet and make critical decisions when things go south. A significant disruption in the supply chain can have serious consequences on a company’s operations. By asking this question, hiring managers are testing your problem-solving skills, strategic thinking, and adaptability in a crisis situation.

Example: “In the event of a significant disruption in the supply chain, I would first focus on understanding the extent and nature of the issue. This involves gathering data from various sources to assess the impact.

Next, it’s crucial to communicate with all stakeholders, including suppliers, customers, and internal teams. Transparency can help manage expectations and strengthen relationships during challenging times.

Then, I’d explore alternative sourcing strategies or adjust production schedules if necessary. Leveraging technology, such as AI and predictive analytics, can aid in making informed decisions quickly.

Lastly, after resolving the immediate crisis, I’d conduct a thorough post-mortem analysis to identify areas for improvement and develop contingency plans to better handle future disruptions.”

22. Can you explain a situation where you had to implement a new supply chain strategy?

The essence of this question is to evaluate your problem-solving and strategic implementation skills. As a supply chain business analyst, you’ll be expected to devise and execute strategies that can improve operational efficiency, reduce costs, and enhance customer satisfaction. The way you handled a past situation can give the interviewer insights into your analytical thinking, decision-making process, and ability to manage change effectively.

Example: “In one instance, I had to manage a situation where our company was facing issues with delayed deliveries. After analyzing the issue, it became clear that our existing supply chain model was inefficient and needed an overhaul.

I proposed a switch from a centralized distribution system to a regional hub-based model. This involved setting up smaller, strategically located warehouses which reduced delivery times significantly.

To implement this new strategy, I worked closely with various teams including procurement, logistics, and warehouse management. We also integrated advanced tracking systems for real-time visibility of shipments.

The result was a 30% reduction in delivery times and improved customer satisfaction. The experience taught me the importance of continuous improvement and adaptability in managing supply chains.”

23. What steps would you take to ensure the sustainability of our supply chain?

Sustainability is a hot topic in every industry, and supply chain management is no exception. Businesses today are under increasing pressure to demonstrate that their operations are environmentally friendly and socially responsible. As a supply chain analyst, your role would involve assessing the company’s current practices and identifying areas where improvements could be made. This question is designed to test your understanding of sustainable supply chain practices and your ability to innovate and implement effective solutions.

Example: “To ensure the sustainability of our supply chain, I would first focus on supplier engagement. This involves building strong relationships with suppliers and encouraging them to adopt sustainable practices.

Next, I would implement a robust monitoring system to track performance against sustainability metrics. Regular audits can help identify areas for improvement and ensure compliance with environmental standards.

Another crucial step is risk management. By identifying potential disruptions in advance, we can develop contingency plans to mitigate their impact.

Lastly, promoting transparency throughout the supply chain is key. Clear communication about our sustainability goals and progress helps build trust among stakeholders and encourages continuous improvement.”

24. How have you dealt with a situation where a supplier did not meet the quality standards?

This question aims to gauge your problem-solving skills and how you handle challenges that are bound to arise in supply chain management. It’s about understanding your approach to maintaining quality control and ensuring the smooth operation of the supply chain, even when a supplier falls short. Your response will give the interviewer insight into your ability to manage relationships with suppliers, negotiate, make tough decisions, and implement solutions when quality issues arise.

Example: “In a previous situation, we had a supplier who consistently failed to meet quality standards. I initiated communication with them to understand the root cause of the issue and proposed a collaborative plan for improvement.

We provided clear guidelines on our expectations and offered support in terms of training their staff on quality control measures. We also implemented regular audits to ensure compliance and track improvements.

However, if there was no significant progress, we considered sourcing from other suppliers. This decision was made after careful risk assessment, considering factors such as cost implications, lead times, and potential disruptions to operations.

This approach ensured that we maintained high-quality standards while fostering good relationships with our suppliers.”

25. How would you approach a situation where there’s a need to reduce lead time in our supply chain?

This question is designed to test your problem-solving skills and your ability to identify and implement effective strategies. It’s essential to demonstrate your understanding of the various factors that can affect lead time, including supplier performance, production processes, and logistics. Your answer should show how you would analyze these elements, identify bottlenecks, and propose solutions that can improve efficiency and reduce lead time.

Example: “Reducing lead time in the supply chain involves a multi-faceted approach.

We could start by streamlining processes to eliminate unnecessary steps, which can significantly reduce the time it takes for products to move through the supply chain. This might involve implementing lean management techniques or investing in automation technology.

Another strategy is to improve supplier relationships. By fostering strong partnerships with suppliers, we can ensure quicker response times and more reliable delivery schedules.

Lastly, accurate demand forecasting is crucial. With better predictive analytics, we can anticipate customer needs and adjust our operations accordingly, minimizing wait times and preventing stockouts or overstocks.

These strategies combined will help us achieve a more efficient and responsive supply chain.”

26. Can you discuss a project where you had to collaborate with various departments to improve the supply chain process?

This question aims to assess your ability to work in a cross-functional environment. Supply chain is an interconnected field, and improvements often involve input and changes from different departments such as procurement, operations, and logistics. It’s important for you to demonstrate your ability to collaborate, communicate effectively, and drive changes across various teams.

Example: “In one project, I collaborated with procurement, logistics, and sales to optimize our supply chain process. We identified bottlenecks in the current system by analyzing data from each department.

Procurement was struggling with supplier lead times, logistics had issues with transportation efficiency, while sales reported stock-outs affecting customer satisfaction.

I developed a demand forecasting model that improved inventory management and reduced stock-outs. For procurement, we implemented a supplier performance scorecard to track and improve lead times. In logistics, route optimization software was introduced for better delivery schedules.

This cross-functional collaboration led to a significant reduction in operating costs and improvement in customer service levels.”

27. What process would you use to evaluate the performance of our suppliers?

Navigating the labyrinth of supply chain logistics is a complex task, and evaluating supplier performance is a critical component of this task. By asking this question, hiring managers aim to understand your ability to assess supplier reliability and efficiency, as well as your capacity to analyze data and implement strategies to improve the supply chain process. Your answer can provide insight into your analytical skills, problem-solving abilities, and understanding of the supply chain dynamics.

Example: “To evaluate supplier performance, I would use a combination of quantitative and qualitative methods.

Quantitatively, key performance indicators (KPIs) such as on-time delivery rate, quality defect rate, and order accuracy can provide insights into the supplier’s reliability and efficiency.

Qualitatively, feedback from internal stakeholders about their interactions with the supplier can help assess their communication skills, responsiveness, and problem-solving abilities.

It is also essential to consider factors like cost-effectiveness, flexibility in meeting changing demands, and alignment with our company’s ethical standards. Regular reviews and audits should be conducted for continuous improvement and risk management.”

28. How would you approach a situation where there’s a need to increase the efficiency of our logistics?

The crux of a supply chain business analyst’s role is to identify inefficiencies and devise strategies to streamline processes. The question is geared toward understanding your analytical thinking, problem-solving skills, and your ability to navigate complex supply chain scenarios. Your answer will demonstrate your capacity to leverage your knowledge and techniques to improve logistics efficiency, ultimately contributing to the company’s bottom line.

Example: “To increase the efficiency of logistics, I would first conduct a thorough analysis of the existing supply chain process. Identifying bottlenecks and inefficiencies is crucial to streamline operations.

Next, implementing technology solutions like AI or machine learning can help optimize routes, manage inventory, and predict demand patterns.

Collaboration with stakeholders is also essential. Regular communication ensures everyone is aligned with changes and improvements.

Lastly, continuous monitoring and adjustment are key. The market and customer needs constantly evolve, so our strategies should too. This approach will ensure we stay competitive and efficient in our logistics operations.”

29. Can you share an instance where you used data visualization to present complex supply chain data?

As a supply chain business analyst, your role is not just about understanding complex data but also about communicating that data effectively to stakeholders. Data visualization is a powerful tool that can help people understand the complexities and patterns within the data. By asking this question, hiring managers want to assess your ability to effectively use data visualization to simplify and present complex data in a way that is easy for non-technical stakeholders to understand.

Example: “In a recent project, we faced challenges in understanding the bottlenecks of our global supply chain network. I used data visualization tools like Tableau to create an interactive dashboard that tracked key metrics such as lead time, demand forecast accuracy and supplier performance.

This visual representation helped us identify patterns and trends more easily. For instance, we noticed recurring delays from certain suppliers which were impacting overall lead times. This led to strategic decisions like diversifying our supplier base and renegotiating contracts.

The dashboard was also shared with stakeholders, making complex data accessible and understandable for decision-making. The result was improved operational efficiency and cost savings.”

30. How would you handle a situation where there’s a need to overhaul our entire supply chain process?

This question is posed to understand your problem-solving skills, strategic thinking, and adaptability. Supply chain processes are complex, and sometimes require complete overhauls to improve efficiency and cost effectiveness. Your ability to manage such a significant change, while considering all the variables involved, speaks volumes about your capacity to handle complex projects and lead the business towards its goals.

Example: “Overhauling an entire supply chain process is a significant undertaking. It requires a thorough understanding of the current operations, identifying bottlenecks and areas for improvement.

I would start by conducting a comprehensive analysis of the existing system to understand its strengths and weaknesses. This could involve studying data trends, evaluating supplier performance, or assessing inventory management strategies.

Next, I’d benchmark our operations against industry best practices. This helps in setting realistic targets and formulating a strategic plan for transformation.

The implementation phase would then involve rolling out changes gradually, ensuring minimal disruption to daily operations. This could be done through pilot projects before full-scale implementation.

Lastly, it’s crucial to monitor these changes closely, adjusting the strategy as needed based on real-time feedback and results. Continuous improvement should be at the heart of any supply chain overhaul.”

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28 Case Interview Examples for Consulting Interview Prep (2024)

• Last Updated January, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

How to Use Case Interview Examples

Video Case Interview Example: Questions & Answers

Tips for Acing Your Case

Free Case Interview Examples (Consulting Firms)

Free Case Interview Examples (Consulting Clubs)

Practice is the key to passing your consulting interviews. To practice, you’ll need some examples of case interview questions and answers to work with.

We’ve got links to loads of them below.

In addition, we have:

• Tips on how to use case interview examples to prepare for your consulting interviews,
• A video case interview example with My Consulting Offer founder Davis Nguyen, and
• Insight into the difference between average and exceptional answers to case interview questions.

Get ready to dive deep into structuring your analysis of business problems, identifying the key issues, and recommending solutions!

Keep reading to find out how to use case interview examples to ace your case.

How to Use Case Interview Examples to Ace Your Case

1. start your case interview preparation early..

You’ll need to practice dozens of case interview examples to get good enough to receive an offer from one of the top consulting firms. This is not something you can cram the night before an interview.

Start as soon as possible.

2. Don’t Read Straight through Sample Case Interview Examples or Passively Watch Videos.

Some people think that the best way to improve their chances of passing a case interview is by reading as many cases interview examples as they can.

This is like reading about how to play tennis but never picking up a racket. To get better at tennis, for example, you need to actually pick up a ball and be active. The same applies to your interview preparation.

Stop and think at each step in the case interview question. Come up with your own answer and say it out loud. Practice driving each part of the case interview example yourself.

• How would you structure your analysis of the problem?
• What questions would you ask the interviewer?
• How would you set up the case math problem?
• What recommendation would you make to the client?

After you’ve developed your answer, compare it to the suggested answer for the case.

What did you get right?

How did your answer and the case interview example answer differ?

Are there things you miss consistently across multiple case interview examples?

The answers to these  case interview examples can look simple when you just read through them, but it’s not easy to come up with all the key aspects of the solution on your own.

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

3. Find Partners to Practice Case Interviews with.

Teamwork is an important part of consulting work, so get ready for it now. Find a case interview practice partner, preferably someone else who’s applying to jobs in the management consulting industry because they’ll know more about what recruiters are looking for.

Practicing cases with a partner provides the opportunity to get feedback from someone else on what you’re doing well and what you need to improve. Additionally, you’ll learn a lot by watching how your partner solves sample case studies.

Look for aspects of their approach that are effective as well as what they could do better. Working with a partner will make your consulting interview practice feel more real.

Similar to how you need a tennis partner to feel what is like to play tennis, you need a case partner to experience what a case interview is like.

4. Master the 4 Parts of the Case Interview.

In our article on Case Interview Prep , we discussed the 4 parts of the case interview: the opening, structure, analysis, and conclusion. As you practice with consulting case interview examples, practice each of these 4 parts to ensure you’re strong at them all.

5. Avoid Case Burnout.

A case zombie is someone who’s grown tired of casing from doing too much of it. Their answers feel rehearsed, not conversational. 

They may seem bored, not engaged in solving the problem. They’ll be less creative in their solutions. They certainly won’t pass the airport test!

Avoid becoming a case zombie by practicing smarter, not harder.

Video: Case Interview Examples – Questions & Answers

In the following case interview example, Davis Nguyen, founder of My Consulting Offer solves McKinsey’s SuperSoda case.  The video is broken into 4 parts of the case interview.

Remember, don’t just watch the video. Stop the video and provide your own answer before listening to Davis’s  answer to the case question.

Step 1: Case Interview Example Opening – Ensure you understand the client and the problem you’ll be solving in the case.

Step 2: case interview example structure – break the problem down into smaller parts. make sure you cover all key case issues., step 3: case interview example analysis – ask questions, gathering information from graphs and charts provided by the interviewer, do case math, and provide insight into the client’s business problem based on what you learn., step 4: case interview example recommendation – develop a rational recommendation for the client based on all you’ve learned throughout the case interview., tips for acing your consulting case interviews – the difference between average & exceptional, case interview opening.

The opening is a great point to ask “dumb” questions because, at this point, you’re not expected to know much about the client and their business. 

Here your goal is to understand the client, their business, and what a successful project will look like.

Don’t shy away from asking for clarification on things that will help you better understand the business problem and solve it. For example, if you don’t know how life insurance works and the case is about life insurance, then ask.

After ensuring you understand the client and their problem, the next thing to ask about is key metrics of success. 

For example, the client may want to find new avenues for growth. Are they looking for a 5% increase in revenue or to double their business?

Finding out what success looks like in the client’s eyes will ensure you work to deliver a solution that meets their expectations, not one that’s underwhelming.

After you find out what success looks like, ask further probing questions to better understand the client, their business, and any constraints on solving the case.

Examples of Relevant Questions to ask Your Interviewer 

Examples of relevant questions about the client might include the geography they operate in or the sector of their industry they are strongest in. 

Examples of relevant questions about their business might include what products or services are most profitable or most important to their customers. 

Examples of relevant questions about the problem might include whether there are any costs that can’t be cut or what the maximum amount the client is able to invest in developing a new product. 

Asking these types of questions up front will give you a better context for solving the client’s problem and make it more likely that you will solve the case interview.

Case Interview Structure

You’ll need a framework to make sure your analysis covers all key aspects of the consulting case. 

You can use one of the many standard Case Interview Frameworks we’ve outlined , but top interviewees develop their own framework for analyzing the case interview question. 

Their frameworks may include pieces of one or more of the standard frameworks but are tailored to the particular business problem they’re discussing. 

Good frameworks are hypothesis-driven, that is to say they can be tested similar to the science experiment, so that the answer is either a “yes” or “no.” For example, examining your bank account to see, “if I have $400 for a ticket” is an example.

Second, good frameworks cover all topics relevant to the answer. For example, if the client is opening up a new hotel in a foreign country, checking out the existing competition should be part of the framework.

As you study more about interactive case interviews and practice them you’ll develop a sense for what factors are relevant or not relevant to the case at hand.

Finally, a good structure will be  MECE  or mutually exclusive and collectively exhaustive.

This means the framework will break down the market or population being analyzed into segments that include every part of the whole (collectively exhaustive), and each segment of the market or member of the population will show up in one and only one category without overlap (mutually exclusive). 

For example, if you divide the target market for a retail product into segments by age, these segments would be MECE:

•  10-19,
• 40-49, etc.

The categories 15-25, 20-30, 27-35 would not be MECE because people could be counted twice. 

Case Interview Analysis

In the analysis phase of your case interview example, you’ll ask questions to get the information you need to solve the client’s business problem. Your questions will likely lead you to one of the 4 types of analysis that are common in consulting interviews: market sizing, brainstorming, quantitative reasoning (case math), or reading exhibits. 

No matter which of these types of analysis comes up, there’s a 4-step method that ensures you can crack the case. 

This 4-step method is:

• Ask for data,
•  Interpret the data,
•  Provide insight, and 
• Outline next steps. 

The data you ask for will depend on the case interview question you’re solving. For example, if the question is about profitability, you’ll need to know about the client’s finances: dig into revenues and costs. 

For example, if you find that the client’s revenues are flat while their costs have been rising, you’ll know that the problem is in the cost structure and that you’ll need to examine costs more closely.

Next, provide insight. As you examine costs further, you’ll find out why they’ve grown faster than revenues. 

This insight will naturally lead to the next steps. What does the client need to do to get costs under control and fix their profitability problem? 

You may need to go through this 4-step method a couple of times, focusing on different aspects of the client’s business problem. 

Once you’ve examined and developed insight into all key aspects of the problem, your next step will be to conclude the interview with a recommendation for the client.

Case Interview Conclusion

At this point, you’ve hopefully cracked the case and are ready to present your recommendations to the client (your interviewer). 

The best way to do this is to use the 5R approach:

• Recap – restate the business problem you’ve analyzed. In consulting this is done because a CEO might have hired 5 McKinsey teams and can’t remember which one you are on. 
• Recommendations – Provide the solution your analysis led to. We lead with the recommendation because it is the most important piece of information. Stating it first and clearly puts everyone on the same page.
• Reasons – Summarize the key facts and insights that lead you to your recommendations. 
• Risks – Outline any risks the client should be aware of as they implement your recommendations. No recommendation has a 100% probability of success. Clients need to be aware of business risks in the same way patients need to understand the side effects of drugs.
• Retaining the client – Provide next steps for how you can help the client ensure success. As consultants, we are paid for helping our clients. If there is a natural extension of the work as the client implements the team’s recommendations, we should tell them how we can provide further assistance (and ultimately make money for your firm). 

While most candidates will address their recommendations and possibly the reasons for their recommendations, few will hit all these points. 

In particular, outlining risks and further ways you can help the client will differentiate you from other candidates and help you to advance  to the second round of interviews or get the offer.

Free Online Case Interview Examples from 7 Top Consulting Firms

Now that you’re familiar with how you should use case interview examples and what differentiates an average answer from an exceptional one, you need sample questions to practice with.

Below, we provide links to dozens to help you hone your business problem-solving skills.

1. McKinsey Case Interview Examples

Disconsa – Help a not-for-profit develop better financial-service offerings for remote Mexican communities.

Electro-Light – Help a beverage manufacturer prepare for a new product launch.

GlobalPharm – Help a pharmaceutical industry client manage with its merger and acquisitions strategy.

Transforming a National Education System – Help a country’s education ministry develop a new strategy for educating the country’s children. 

2. BCG Case Interview Examples

Climate Challenge – Help a global consumer goods company reduce its environmental impact.

Driving Revenue Growth at a Healthcare Company – Help a medical devices and services company to increase revenues following an acquisition. (The same one that is highlighted above in our example)

3. Bain Case Interview Examples

Coffee Shop Co. – Help a friend decide whether they should open a coffee shop.

F ashionCo. – Help a fashion company understand why its revenues have been going down.

Private Equitas – Help a private equity company maximize its investment in a portfolio company.

4. Deloitte Case Interview Examples

Footloose  – Help a footwear company improve their market share in the boots category.

Recreation Unlimited – Help a global apparel and sportswear company improve its digital customer experience and its revenue.

Agency V – Help a large federal agency recover from a front-page scandal that sparked investigations and congressional hearings.

Federal Benefits Provider – Help a federal agency that provides benefits to millions of U.S. citizens prepare for a major expansion of its mandate.

5. AT Kearney Case Interview Examples

Promotion Planning – Help a national grocery and drug store chain improve its product promotion strategy.

6. PWC Case Interview Examples

Modernizing a Hotel’s Loyalty Platform – Help simplify and modernize the platform, providing customers with immediate access to their data.

Green Energy – Help an energy company transition to net zero greenhouse gas emissions.

Nonprofit Impact – Help a community organization respond to client needs during the pandemic.

Love at First Byte – Help a data management client comply with new regulations.

Prioritizing Ethics and Integrity – Help a software company leverage data analytics to comply with regulations.

7. Accenture Case Interview Examples

Sustainability – Help drive sustainability for an auto manufacturer.

IT integration strategy – Driving merger integration by linking technology systems.

We have more on how to Accenture Case Interviews in our article.

8. Capital One Case Interview Examples

Ice Cream Corporation – Help the president of Ice Cream Corporation grow profits.

9. Oliver Wyman Case Interview Examples

Wumbleworld – Help a China-based theme park operator identify the reasons for declining profits and develop options for reversing the trend.

Aqualine – Help a manufacturer of small power boats determine why its sales growth has slowed and identify opportunities to boost sales.

10. LEK Case Interview Examples

Theater chain – Help a large theater chain identify revenue growth opportunities.

Free Online Case Interview Examples from Consulting Clubs

Need more case interview examples? Here are links to MBA case books compiled by INSEAD, Harvard, Wharton, Darden, and several other business schools.

Recent Consulting Case Interview Examples

• Darden School Of Business 2021-2022 Casebook
• NYU Stern MCA 2020-2021 Casebook
• The Duke MBA Consulting Club Casebook 2021-2022
• Notre Dame Casebook 2022
• Kellogg Consulting Club 2020 Casebook
• FMS Consulting Casebook 2021-22
• INSEAD Consulting Club Casebook 2021
• IIMC Consulting Casebook 2021-22
• UCLA Case Book 2019 – 2020
• Columbia Business School 2021 Casebook
• IIM Lucknow Casebook 2022
• Cornell MBA Johnson Consulting Club Casebook 2020-2021
• Darden School Of Business 2020-2021 Casebook

Older Consulting Case Interview Examples

• 2019 Berkeley Haas School of Business Consulting Club Interview Preparation Guide and Case Interview Examples
• The Duke MBA Consulting Club Casebook 2018-2019
• 2017-2018 McCombs University of Texas at Austin Consulting Case Interview Examples
• Columbia Business School Management Consulting Association Case Interview Examples 2017
• Duke Fuqua School of Business MBA Consulting Case Interview Examples 2016-2017
• NYU Stern MBA MCA Case Interview Examples: 2017
• UCLA Anderson School of Management Consulting Association Case Interview Examples 2015-2015
• Darden Consulting Club Case Interview Examples: 2014-2015
• Yale Life Sciences Consulting Case Interview Examples 2014
• ESADE MBA Consulting Club Case Interview Examples 2014
• Darden Consulting Case Interview Examples: 2012-2013 Edition
• Kellogg Consulting Club Case Interview Examples and Interview Guide: 2012 Edition

Even More Consulting Case Interview Examples

• The Cornell Consulting Club Interview Interview Examples
• Harvard Business School Management Consulting Club Case Interview Examples
• The MIT Sloan School of Management Consulting Club Case Interview Examples and Interview Guide – October 2001
• The Berkeley MBA Haas Consulting Club 2006 Case Interview Examples
• London Business School – The 2006 Consulting Club Case Interview Examples 
• Columbia Business School Management Consulting Association Case Interview Examples – 2006
• Torch the Case – The NYU Stern Consulting Case Interview Examples – 2007 edition 
• Michigan – the Ross School of Business Consulting Club 2010 Case Interview Examples
• Wharton Case Interview Examples by the Wharton Consulting Club – December 2010
• The Duke MBA Consulting Club Case Interview Examples – 2010-2011
• Case Interview Examples by the ESADE MBA Consulting Club 2011  
• INSEAD Consulting Club Handbook and Case Interview Examples – 2011

Still have questions?

If you still have questions on case interview examples, leave them in the comments below. We’ll ask our My Consulting Offer coaches and get back to you with answers.

We have tons of other articles to help you get an offer from one of the top consulting firms. Check out our pages on:

• Case Interview Math
• Case Interview Types
• Case Interview Formulas
• Market Sizing Questions

Help with Case Study Interview Preparation

Thanks for turning to My Consulting Offer for advice on case study interview prep. My Consulting Offer has helped almost 89.6% of the people we’ve worked with get a job with top management consulting like Bain, BCG and McKinsey .  For example, here is how Conor was able to get his BCG offer after previously failing.

If you want a step-by-step solution to land more offers from consulting firms, then  grab the free video training series below.  It’s been created by former Bain, BCG, and McKinsey Consultants, Managers and Recruiters.

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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.

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Supply Chain Management Design & Simulation Online

Supply Chain Case Studies

SCM Globe comes with a library of case studies that explore COMMERCIAL , HUMANITARIAN , and MILITARY supply chains. When you purchase an account you have access to all the case studies and their simulations.

The case studies range from relatively simple beginning cases like Cincinnati Seasonings , to quite challenging advanced cases such as Zara Clothing Company , or Nepal Earthquake Disaster Response .  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.

SEE WHAT PEOPLE ARE SAYING ABOUT SCM GLOBE

Case studies presently available in the online library are shown below. You are welcome to use any or all of them. You can also create your own case studies, or we can create them for you. Cases are shown in the three categories. As you work with these cases you will gain an intuitive understanding of supply chain dynamics, and develop the analytical skills for designing and managing real supply chains.

People new to SCM Globe should start with the  Cincinnati Seasonings case study . Work individually at first, not in groups. Each person needs their own account. Do the three challenges shown in the online introduction to Cincinnati Seasonings. That's how you'll learn to use the software, and how to use simulations to analyze and design supply chains. Then you will be ready to work in groups or work on more advanced cases.  Click on the case studies below to see a description and introduction to each case.

Commercial Supply Chain Case Studies

Collaborative Supply Chains

S&J Trading Company – Angola

Java Furniture Company – Indonesia

Cincinnati Seasonings

Supply Chains of the Roman Empire

Ancient Silk Road – First Global Supply Chain

Zara Clothing Company Supply Chain

Fantastic Corporation – Global Supply Chain

Fantastic Corporation – Unexpected Disruptions

Humanitarian supply chain case studies.

Disaster Response Supply Chains: Flooding Scenario

Nepal Earthquake Disaster Response Supply Chain

Humanitarian Supply Chains: Syria Evacuation Scenario (CIV and MIL)

Military supply chain case studies.

Burma Campaign – 1944 Invasion of India

Battle of Smolensk – 1941 Invasion of Russia

Alexander the Great Needed Great Supply Chains

New case studies.

New cases are added based on projects we do with instructors, students, and supply chain professionals. Here are the new supply chain models in the library:

• Local and Sustainable Supply Chains – Blue Ocean Cooperative
• Aerospace Manufacturing Cluster – Rockford IL
• Hyderabadi Biryani – Paramount Restaurant 
• Western Desert War – May 1941
• Russian Logistics for the Invasion of Ukraine

Interactive Supply Chain Case Studies

Every case study has a main theme or concept that it illustrates. You will be challenged to use knowledge acquired in lectures and readings as well as your own real-world experience to expand and re-design the supply chains in these case studies.

In the commercial supply chain cases you need to improve and expand the supply chains to support new stores and still keep operating costs and inventory as low as possible. In cases that deal with humanitarian or military missions you need to create supply chains to deliver the right supplies to the right locations when they are needed, and do so at a reasonable cost.

We are glad to provide a  free evaluation account  to instructors, students and supply chain professionals interested in exploring SCM Globe simulations — click here to request an account —  Get Your Free Trial Demo  

See SCM Globe pricing for Academic and Business versions of the software.

The best case to start with is Cincinnati Seasonings . After working through the three challenges presented in the online introduction to this case you will be ready to handle further challenges in this case or move on to more advanced cases. Get a quick introduction to working with case studies in “ Working with Case Studies “.

As problems are found in the simulations, you make decisions about how to fix them. Make changes to your supply chain model in the Edit screen. Then go to the Simulate screen and run a simulation to see the results of your changes. Depending on the changes you make, your supply chain simulation runs for additional days and other problems arise. As you address these problems you see about how supply chains work. Apply what you learn in readings and and lectures plus your work experience to solve the problems you encounter.

Keep improving your supply chain model until you get the simulation to run for 30+ days. Then download your simulation results and create a monthly Profit & Loss Report plus KPIs (as shown below). This provides an objective basis for evaluating the merits of different supply chain solutions.

Monthly Profit & Loss Reports identify areas for improvement. They help you improve your supply chain to keep it running for 30 days and also lower operating costs and inventory levels. You can work on lowering the carbon footprint of your supply chain too. These are the challenges you address in SCM Globe, and they are the same challenges people face when managing real supply chains. What works well in the simulations will also work well with actual supply chains. Skills you develop in working with the simulations are directly transferable to the real world.

NOTE: You can run simulations for longer than 30 – 60 days, but there is usually no reason to do so. This is because most companies do not run their supply chains unchanged for longer than 30 days at a time. They use a 30 day S&OP ( sales and operations planning ) cycle and these simulations correspond to that monthly S&OP cycle. These simulations focus on the tactical realities of operating a supply chain from one month to the next, and finding what works best.

Accessing the Online Library of Case Studies

As shown in the screenshots below, logon to your account and access the case study library from your Account Management screen. Click on the “View Library” button (arrow 1) in upper right corner of the Account Management screen. In the Library screen you see a list of available supply chain case studies; click “ Import ” to load a selected case study into your account; give the imported case a Name , and click “ My Account ” to go back to your Account Management screen.

You are welcome to import any or as many of the supply chain models in the library as you wish. Once you have a copy of a supply chain model in your own account you can make any changes you want to it.

In Account Management, you “ Create a New Supply Chain ” or work with an existing supply chain by clicking the “ Edit ” button (arrow 2) next to the existing supply chain you want to work on. You can also upload copies of supply chain models sent to you by other SCM Globe users (arrow 3) , and check your account expiration date (arrow 4) .

Use the Default Values or Enter New Data

When you load any of the case study supply chain models from the SCM Globe library, they come with default numbers already plugged in. You can either accept the defaults or do some research to find more current data. This data (like data and prices everywhere) changes all the time.

Look for data on products, facilities and vehicles that are used in your supply chain and see what their specifications and costs are. Costs can vary widely in different parts of the world. Go to websites of commercial real estate brokers in cities of interest and see what you can find out about rent costs:

• for cities in North America start with www.cityfeet.com
• and for cities in other parts of the world start with  www.knightfrank.com

Metric System of Weights and Measures

In the case studies all weights, volumes, distances and speeds are expressed using the metric system. The metric system is used around the world in every country except three: Liberia; Myanmar; and the United States. So it is good for supply chain professionals to feel comfortable with the metric system.

Register on SCM Globe for Access to all Supply Chain Simulations

Click the blue "Register" button on the app login page, and buy an account with a credit card or PayPal (unless you already have one). Then scan the "Getting Started" section, and you are ready to start. Go to the SCM Globe library and click "Import" next to the supply chain models you want.

This site uses cookies to improve your experience. By viewing our content, you are accepting the use of cookies. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country we will assume you are from the United States. View our privacy policy and terms of use.

• Inventory Management Software
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• Sustainability
• Supply Chain Visibility

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

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Real-Time Trackers: A Welcome Labor Solution for Logistics

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Redesign to Improve Value: A Case Study of a Supply Chain Leader

JUNE 21, 2014

For example , we discovered that transportation and duties are 5x the expense of labor and overhead. For example , people want prestige beauty from the US, Europe or Japan. Take another example – few people know where their TV was made, but the buyer cares greatly about the reliability of that product. It wasn’t that easy.

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MARCH 2, 2022

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APRIL 19, 2019

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

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FEBRUARY 6, 2019

We now know, on a real-time basis, whether a contract has expired, for example . The post Surgery Center Case Study : Less Time at Computer, More Time in OR appeared first on Hybrent. In addition, Hybrent ensures we’re staying in compliance on contracts. Ready to Update Your Supply Chain? Request a Demo.

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NOVEMBER 23, 2018

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Many of the case studies being presented at today’s conferences were born during the pandemic and the post-pandemic turbulence. For example , Monster Beverages beats Coca-Cola and PepsiCo, while Celanese outperforms Dow Chemical. While companies talk digital, the projects follow traditional supply-centric paths.

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JULY 7, 2014

For example , they make it easier for customers to locate products during shopping, pick the products, checkout, bringing products back home and install the furniture. Their unique selling points are products with good design at lower prices. To drive cost down, Ikea shifts some of their activities to customers or self service operating model.

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A Benders decomposition approach for a new sustainable pharmaceutical supply chain network: a case study in France

• S.I. : OR for Sustainability in Supply Chain Management
• Published: 09 April 2024

Cite this article

• Fariba Goodarzian 1 ,
• Ajith Abraham 2 ,
• Jesús Muñuzuri 1 ,
• Atour Taghipour   ORCID: orcid.org/0000-0003-1687-8881 3 &
• Peiman Ghasemi 4  

Recently, sustainable supply chains have emerged to emphasize the importance of social and environmental concerns along with economic factors in supply chain management. In this context, there is a necessity for mathematical models that indicate environmental aspects and the social effects of the supply chain network. In the present study, a new multi-product production, distribution, and transportation, in which the economic, environmental, and social effects under CO 2 emission to fill this gap are presented. Additionally, service technology under various criteria in the social aspects and time window for the earliest and latest arrival time of products to main distribution centers are provided. Also, other novelties of this paper, the environmental effects to open main and local distribution centers, warehouses, and pharmacies are considered as environmental effects. So, the main contributions of this paper are to develop a multi objective, dynamic production and distribution planning using time windows in service technology of sustainable pharmaceutical supply Chain Network. In this regard, the mathematical model is formulated as a mixed-integer linear programming model. Moreover, a Benders decomposition approach is appropriately extended to solve the presented model. In the proposed approach, the problem is decomposed into two models of sub-problem and a master. The master problem is developed by means of preprocessing and valid inequalities. The general and relative efficiency of the model and approach is experimentally assessed. The pharmaceutical production and distribution system of France is considered as a real case study in this paper. Eventually, the results indicate that the proposed approach considerably outperforms, and the efficiency of the developed model is verified through a set of sensitivity analyses.

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Organization Engineering Group, School of Engineering, University of Seville, Camino de los Descubrimientos s/n, 41092, Seville, Spain

Fariba Goodarzian & Jesús Muñuzuri

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Goodarzian, F., Abraham, A., Muñuzuri, J. et al. A Benders decomposition approach for a new sustainable pharmaceutical supply chain network: a case study in France. Ann Oper Res (2024). https://doi.org/10.1007/s10479-024-05936-3

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Received : 16 November 2020

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DOI : https://doi.org/10.1007/s10479-024-05936-3

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