(Supply chain) framework advice

I second Jenny! Your framework, especially for supply chain/process improvement or optimization will benefit from focusing on 

1) understanding the current state 

2) outlining gaps vs. ambition 

3) laying out an implementation plan and 

4) assessing and mitigating risks

This way, you can be MECE and broad upfront rather than diving into ideas narrowly from the get go. Remember to share your hypothesis and business acumen tailored to the case as you talk through your structure and to avoid sounding generic. 

Hi I would like to post my answer using my coach account again.

The question and the answer can be beyond reducing delivery time between supply chain nodes, if the stock is not available at the warehouse when customer places the order. 

First while you are doing diagnosis you would need to understand the components of supply chain - plan, source, make, deliver and try to diagnose the problem better. What I can see from your current framework is that it focuses on the last mile - delivery, but it's not considering certain elements like planning (whether the inventory is planned and available at the warehouse).

Second, in terms of maturity assessment of current state and gap analysis vs. to-be state, you can assess the automation, how supply chain is aligned to finance and sales organization (sales & operations planning), synchronization of information across supply chain, degree of collaboration, visibility to customers / tracking etc. 

Third, for improvement levers, there can be a few types: 1) strategic levers which include aligning supply chain / procurement with company objective, which can be translated into nearshoring suppliers, in-sourcing manufacturing etc. 2) operational levers which include process improvement, organization improvement, and technology enhancement. What's probably missing is the people element in your framework. 3) tactical / transactional levers which include how the order from customers is translated into a order at the warehouse, how efficiently the warehouse is packing, how efficiently is the transportation route planning (milk run etc)

Hope it clarifies.

Hi there,

If it were me, I'd break my framework down on how to improve delivery times as follows:

1. Existing E2E delivery process: You lay out the process, e.g.:

• Delivery to warehouse (distance from supplier, mode of delivery, etc.)
• Warehouse (activities within the warehouse, such as processing, packaging)
• Delivery to store/consumer (distance to store/consumer, mode of delivery, etc.)

2. Potential areas of improvement (e.g. new technology adoption, change of supplier, change of locations)

3. Capabilities to execute improvement (e.g. financial resources, technical and operational know-how)

4. Risks (e.g. quality of service, reputation)

Hope this was helpful.

Hi there, 

a lot of good content here already. I'd say your option 1 is stronger. However, I would approach the case a bit differently. 

In a sense that I would first start with a Diagnosis to pin point the problem and then double down on that.

That said you can use your frame in the introduction to already directly answer how in general they can reduce the delivery time. E.g., "When looking at reducing delivery times 3 broad areas come to mind... However, before going into details here, I would first understand the current process better and identify potential areas for improvements".

Capabilities and risks in this case I would consider more house keeping.

Best,
Lukas

None is good. I'll explain why.

First, they're not addressing a specific problem. What you have there is a generic framework that could be applied to any case. But consulting firms (when they think they need it) have their own frameworks / methodologies. They don't hire consultants to bring their own frameworks, nor are testing your ability to memorize pre-made frameworks. 

What you need is something that is objective driven, and that shows a superior ability to focus on where the value is.

So if you want to reduce delivery time... then what you need to do is

1) Understand current process and how much time takes each step of the process

2) Focus on the most relevant steps of the current process and attempt to either skip them, find and alternative, or make them more efficient them. For here you have to consider potential actions, their expected benefits but also the trade-off in terms of consequences (costs, lower quality of service, higher risk, etc.).

This is a huge topic. 

But, it's worth acknowledging that you've reached this point on your learning journey where you go from knowing nothing, to feeling like you get it, to feeling like you know it, to being back at realising nothing makes sense anymore. Soon, you'll get into the next phase which is more pleasant. 

Honestly, I can't explain all that I would want to explain within a Q&A answer, so I'll forward you to two resources you might want to check out:

• Expert Guide: Mastering Structuring & Brainstorming
  and
• Masterclass: First Principle Structuring

Best,
Cristian

Hey there :)

For supply chain cases, a good framework is structured but flexible. Start with the main drivers: demand, supply, and process efficiency. Look at bottlenecks, costs, and technology/tools. Both frameworks you drafted are fine as long as they cover key areas and allow you to dig into details. Focus on thinking logically, asking clarifying questions, and showing how your structure leads to actionable insights, that’s what interviewers really look for.

You can reach out if you want me to give more detailed tips or examples for supply chain frameworks!

best, Alessa :)