(Supply chain) framework advice

Question

Hi everyone! I have just begun my case prep work, as I have a first round interview with an MBB firm scheduled end of the month (....I know I should have started earlier). I am now trying to figure out the best way to approach this whole framework thing, and am a bit puzzled; for some cases it makes a lot of sense to me what the obvious choice would be (e.g. profitability, market entry, M&A), whereas for others I am completely lost, like supply chain/operations cases. I have drawn up two frameworks to a case I tried on how a company can reduce delivery times in its shipping, and I was wondering if both were fine/one is better or worse. Overall, I'd just love feedback on what constitutes a good framework, and how to not feel like I am completely missing the point every time. Much appreciated!

Answer 1

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.

Answer 2

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.

Answer 3

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

Answer 4

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:

Best,
Cristian

Answer 5

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 :)