What experiences you have and can you give examples?
Supply Chain Program Manager Interview Questions
44 supply chain program manager interview questions shared by candidates
Q1 : Run through your work experience from start until today.
Can you detail name the whole process of IC manufacturing from wafer to chip?
Can you tell me about a time when you were told "No" five times before finding out why?
Tell me about a time when you used data to improve a product.
Name a time where you solved a problem. Name a situation where you went above and beyond to help someone. Name a time when you motivated or came together w/ peers to work as a team!
This is directly pasted from the first sheet of the "Data Challenge" Questions This exercise is aimed at understanding your thought process and organizational skills. Please return this speadsheet and any supporting information within 24hrs answering the following questions: 1. Assemble a detailed tooling bring up plan for Parts A, B & C including the timing of deliverables from the Global Commodity Manager, Demand Planning, Supplier and Engineering teams for each tool. 2. Recommend an Executive level One slide summary that answers: a. Are there enough tools to support Desired Peak Production Capacity? b. Can we meet the requested Ramp qty within the requested schedule? 3. Please create one powerpoint slide for a March 8 exectutive weekly update showing the tooling plan and actual progress against your plan. You will need to create realistic actual execution data. a. The benchmark should be the Tooling Plan recommended in question 1. b. Please focus on summarizing Plan vs. Actual performance. c. Please show 3 instances where the tooling bring up schedule sliped and the recovery or future recovery plan. Project Background A company is planning to launch a new product. Multiple tier 1 suppliers and tools will be required to support the production of this product at a single contract manufacture. The first set of the primary supplier tools will be qualified in a 5,000unit build occuring on November 1, 2015. The first set of second supplier tools will be qualify in a 10,000 unit build starting March 1, 2016. The production ramp at the contract manufacture will begin April 15. The supply base is located within 100 miles of the contract manufacture and is required to have a 30% burst capacity to support fluxuations in product demand. Part A Supplier 1: Initial Tooling lead time - Tool kick off (cutting tool steel) to final qualification is 12 weeks Copy Tool lead time - Tool kick off (cutting tool steel) off to final qualification is 8 weeks Daily Tool Capacity is 2500pcs It takes 4 weeks to ramp tool to full volume after final tool qualification. Tool Yield is 90% Final Target supplier split = 60% Supplier 2: Initial Tooling lead time - Tool kick off (cutting tool steel) to final qualification is 10 weeks Copy Tool lead time - Tool kick off (cutting tool steel)to final qualification is 8 weeks Daily Tool Capacity is 3000pcs Tool Yield is 95% Assume it takes 4 weeks to ramp tool to full volume after final tool qualification. Final Target supplier split = 40% Part B Supplier 3: Initial Tooling lead time - Tool kick off (cutting tool steel) to final qualification is 10 weeks Copy Tool lead time - Tool kick off (cutting tool steel) to final qualification is 6 weeks Daily Tool Capacity is 3500pcs Tool Yield is 80% Assume it takes 4 weeks to ramp tool to full volume after final tool qualification. Final Target supplier split = 50% Supplier 4: Initial Tooling lead time - Tool kick off (cutting tool steel) to final qualification is 10 weeks Copy Tool lead time - Tool kick off (cutting tool steel) to final qualification is 7 weeks Daily Tool Capacity is 7000pcs Tool Yield is 98% Assume it takes 4 weeks to ramp tool to full volume after final tool qualification. Final Target supplier split = 50% Part C Supplier 5: Initial Tooling lead time - Tool kick off (cutting tool steel) to final qualification is 12 weeks Copy Tool lead time - Tool kick off (cutting tool steel) to final qualification is 8 weeks Daily Tool Capacity is 3500pcs Tool Yield is 94% Assume it takes 4 weeks to ramp tool to full volume after final tool qualification. Final Target supplier split = 50% Supplier 4: Initial Tooling lead time - Tool kick off (cutting tool steel) to final qualification is 10 weeks Copy Tool lead time - Tool kick off (cutting tool steel) to final qualification is 7 weeks Daily Tool Capacity is 3300pcs Tool Yield is 98% Assume it takes 4 weeks to ramp tool to full volume after final tool qualification. Final Target supplier split = 50% 04/15/16 04/22/16 04/29/16 05/05/16 05/12/16 05/19/16 05/26/16 06/02/16 06/09/16 06/16/16 06/23/16 06/30/16 07/07/16 07/14/16 07/21/16 07/28/16 08/04/16 08/11/16 08/18/16 08/25/16 09/02/16 09/09/16 09/16/16 09/23/16 09/30/16 Product A Factory Ship 20000 30000 50000 50000 100000 100000 150000 150000 200000 200000 250000 250000 250000 300000 300000 300000 250000 250000 250000 200000 200000 200000 200000 200000 200000 Assume zero Line Capacity issues Assume 2 weeks from Materials Receipt to Factory Ship
based on your skill set, team player and cultural fit
The need to describe the in home delivery model for furniture & other bulky goods. It was a preferred pre-requisite for the role.
1st phone interview was basic questions. Lasted about 30 minutes. 2nd phone interview was strange and what I consider to be a bit twisted. My 2nd phone interview was conducted by a gentleman (rhymes with Bip) I looked him up on LinkedIn prior to the call, had my company research done etc. Bip had an MBA, but not a lot of retail supply chain experience. He asked me to help him with a problem he was having at work, the head of their division wanted a certain project done, this project would require an IT system changes. He said that the manager of IT wouldn't do the project. Assuming since he had an MBA, he had already done the basics of ROI, Business Case etc. I began to ask if the IT manager reported to the head of their division? Since Bip had an MBA and had been working their almost a year, I assumed that Business Case, ROI etc had been conducted. Lesson learned here, don't assume. The second circular question was the Amazon Japan division was receiving too much inventory on a particular item. I asked if the fulfillment system was a proprietary system? He said, yes. I began to describe "Root Cause Analysis" to rule out system problems at Amazon prior to contacting the supplier. Wrong, the answer Bip wanted was to contact the supplier first. That was the end of my interviewing and till this day have not heard anything back from Amazon. There were a couple of other questions, which I don't really remember the details, most likely don't recall them due to the rabbit holes I had already been down with this interviewer. This interview occurred in June 2012; to date, I have never heard a word.
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