I am unfamiliar with SCM cases, and I am a bit lost as to how the analysis should be structured for this case. Could anyone assist with a potential framework?
This is for: https://www.preplounge.com/en/management-consulting-cases/candidate-led/intermediate/inverto-case-vaculuxe-innovations-supply-chain-makeover-331
Without seeing the specific case, I can give you a general approach for supply chain cases.
Most SCM cases come down to a few core questions. Where is the problem? What's causing it? How do we fix it?
A simple framework that usually works:
First, diagnose the issue. Is it a cost problem, a speed problem, or a reliability problem? Understand what's actually broken before jumping to solutions.
Second, break down the supply chain into stages. Sourcing and procurement. Manufacturing or production. Warehousing and inventory. Distribution and logistics. Look at each stage and ask where the bottleneck or inefficiency sits.
Third, identify the drivers. For cost issues, look at input costs, labor, transportation, inventory holding costs. For speed issues, look at lead times, production cycles, shipping routes. For reliability issues, look at supplier dependability, demand forecasting, buffer stock.
Fourth, evaluate solutions. Once you know where the problem is and what's driving it, consider options. Can we consolidate suppliers? Change shipping routes? Add warehouse capacity? Adjust inventory levels? Each solution should tie back to fixing the root cause.
A few tips for SCM cases:
Always quantify when you can. How much inventory? How long is the lead time? What's the cost breakdown? Numbers ground your analysis.
Think about trade-offs. Faster delivery might cost more. Lower inventory might increase stockout risk. Show you understand these tensions.
Don't overcomplicate. Most SCM cases have a clear issue in one part of the chain. Find it, size it, fix it.
If you share the actual case prompt, I can help you build something more specific.
hey there :)
For this case I would structure it along three big questions in a very clean flow. First I would diagnose why direct spend is higher by looking at what is bought, from whom and at what terms, so product and material mix, supplier fragmentation, pricing mechanisms, volumes, make versus buy logic and how much of the gap is price versus specification driven. Second I would look at collaboration and sourcing levers, meaning should cost transparency, renegotiations, bundling volumes, dual sourcing, supplier development, localization or redesign to reduce material and complexity. Third I would layer resilience and carbon on top by assessing supply risk, geographic concentration, lead times, critical components and then evaluating options like nearshoring, alternative materials, inventory buffers and greener suppliers while checking cost trade offs. This keeps it logical, procurement focused and very Inverto style. Happy to help you turn this into a sharp interview answer if you want.
best,
Alessa :)
