National Institute of Industrial Engineering (NITIE)
Your seniors at National Institute of Industrial Engineering (NITIE) helped you with their notes. Now they're helping you with their placement interview questions. 🙏
National Institute of Industrial Engineering (NITIE)
Your seniors at National Institute of Industrial Engineering (NITIE) helped you with their notes. Now they're helping you with their placement interview questions. 🙏
I applied via Campus Placement
The client is the CEO of the pharmaceutical company making generic drugs. The client is contemplating the acquisition of another smaller player in the market specializing in the same domain which is also making generic drugs. What operational synergies should be considered for the M&A case?
[Please note that I stands for Interviewer and C stands for Candidate]
C: I summarized the case and reiterated the objective of laying out the various parameters that should be considered for M&A and make an informed decision for the acquisition based on operational synergies of the two companies. I also asked if I need to look into anything else.
I: Correct. No need to look into anything else.
C: Will the smaller player add any additional service or product line to the existing one?
I: No
C: I shall solve this case by value chain analysis algorithm and try to look into the operational synergies across each segment of the value chain.
I: Great. Please proceed.
C: I made the entire value chain and started to explain each segment of it.
I: Let's focus on sourcing and list down its components.
C: I enlisted a number of factors like raw material sourcing partners and how we can collaborate with the sourcing partners of both the companies, how economies of scale can be brought into the sourcing of raw material, MRO products, and packaging services.
I: Let’s into the direct and indirect costs of the company.
C: I listed all the direct and indirect costs and explained how synergy can be brought into these costs. Also, I explained how distribution channels can be integrated and how the network of small company can be leveraged to venture into markets which were not touched by the company.
I: Do you know about any statistical technique to locate the DC and other facilities.
C: I explained the considerations to be taken while locating any facility, how cost changes with an increasing number of facilities. Then talked about network analysis to locate a higher concentration of customers and the location of facilities optimally, near to the dense clusters.
I applied via Campus Placement
A Chocolate manufacturer is having a warehouse. From last 3 months, there’s a problem of Warehouse inventory level increment leading to increased holding costs.
[Please note that I stands for Interviewer and C stands for Candidate]
C: What are the different SKUs that the company produces
I: Chocolates in 7 variants. Anything else you need?
C: Yes. Do we see a trend in the SKU pile up?
I: Can you be a bit more specific
C: Do we see that a particular SKU is getting piled up in the warehouse?
I: Yes. There are 2 SKUs that are getting piled up. These are relatively newer ones to enter the market
C: Has there been a sudden shift in the demand of these SKUs?
I: Think from the supply side
C: Since the problem has risen for the newer products, I would like to delve a bit deeper into the forecasting aspects. What is the current forecasting technique used in Company?
I: moving average
C: Do we use the same method for old and new products?
I: Yes
C: Okay. This could be of interest. As the newer ones are getting piled, this could be because of seasonality aspects. The seasonality is not considered in the moving average technique.
I: Okay. What do you recommend?
C: Since, we need to proactively monitor the actual demand as well, we need the forecasts to be based on real time data. This can be achieved by Adaptive forecasting method with Winters model.
I: Okay. That should be good enough.
After this, I was asked to build a warehouse layout. For this, I considered the following areas: SKU based area segmentation, Loading and Unloading, QC area, Stability test area, Washroom, Admin section, Change room, Canteen, Parking area, Small, Equipment area, Quarantine area, Measurement area, Garden area, Security area.
I applied via Campus Placement
Automobile Spare part distributor has approached PwC as he faces issues with the increase in distribution cost from the past year.
Business model: Procurement of spare parts at cheap rates from China, India, Vietnam and sell them in the USA.
Channels: Own e-Commerce platform, Retail Outlet & B2B bulk orders.
Asked me to focus on B2Borders. After a lot of discussion on the cost front, starting a new warehouse emerged as a root cause. Discussions around WMS like, what is transportation cost? Factors on which it depends. The steps involved in Warehouse Management.
He asked to strategize organic farming business.
Expectations were 15% ROI within a year & so on. Tell me the approach to proceed further.
Buckets in which I divided the approach was as below
Acquisition of land; Decide the crops to take for production on the farm; Investment in equipment & technology for farming; strategy for selling in the market.
Then he asked to go in-depth for each bucket.
1) Land: it should be fertile, should be near to city so that commutation would be easy, Abundance of water.
2) In crops, I have given two types like perishable vegetables (Cucumber, Chili, Tomato, Onion) & medicinal plants (Aloe Vera). He liked the medicinal plant's concept.
3) Technology: Tractors, Hydraulic Pump, Shade house, Playhouse, storage facility with cold supply chain.
4) I have suggested B2B business options like hotel chains, Reliance fresh, etc. For Medicinal plants contract farming with Patanjali or HUL for facewash, & beauty products.
I applied via Campus Placement
1 case on profit maximization by a firm was asked.
The intention was to see the depth of approach which was judged by the variety of questions that I asked during the case interview.
Basics of IT.
Questions on integration and differentiation because of my interest in Math.
Puzzle: Lastly, a puzzle was asked
I solved it using common sense instantly.
I applied via Campus Placement
Round 2 - 25 mins
Round began with a general introduction and my reasons to pursue a career in consulting, and specifically in PwC US Advisory. After a casual discussion of 5 mins. the interviewer began the case.
A medical instruments company is losing market share drastically since last financial year.
[Please note that I stands for Interviewer and C stands for Candidate]
C: I did my basic check for details with the interviewer regarding the following possibilities:
• Discontinuation of a product line by the client.
• Regulatory issues stopping sales of a popular brand of our client firm.
• Launch of new product line by any competitor that has eaten up our share.
• Decline in our sales due to quality issues (This turned out to be the reason).
(Hint: Try to relate a reason from previous work-ex and state it as one of the reasons, especially during summers recruiters frequently ask questions related to the candidate’s previous work-ex. This may not be the case always, but in my case the interviewer as asked me a case related to quality control.)
I: Yes, they have received multiple cases customer complaints of quantity mismatch in cartons and product damage in last 1 year. Take it forward now.
C: Okay, this seems like a problem at the packaging and packing station as final quantity check happens there and product damage happens due to 2 reasons: use of sub-standard packing material and not following the packing, loading and unloading SOPs. Let me ask about the packaging process at the client first for quantity mismatch issue, then I will discuss the packing material and finally SOPs.
I: They have recently switched their packaging station to automatic image based counting station, they have changed some supplier for packing material and the SOPs are unchanged.
C: Okay, so I see that they have a new supplier for packing material. Could you please tell me about the image-based counting system at packaging station? Was it bought after a proof of concept?
I: It’s a proven technology so management didn’t conduct any pilot or POC. Please give me possible reasons of the complaints based on the discussion so far.
C: Yes, so to begin with there could be issues with the new packaging station counting technology as image-based technologies need tremendous amount of data and supervised teaching for different product types and settings. So, they need to recheck that system. Coming to packing material change, they must again check the compliance of the packing material with their internal standards, involving a 3rd party testing agency for unbiased results.
SOPs are unchanged but we must see that loading and unloading SOPs are followed and re-training of workforce in that area might help.
I: What parameters do you need to check while switching materials?
C: Compliance of supplier with relevant standards, if possible we must see the same for the incoming material right from the source as part of supplier on-boarding or material change, compatibility of the material with our internal processes and SOPs as well as the product, reusability of the material if it falls in the multiple use category, material properties like weight, resistance to moisture, reactivity with respect to other materials we use, material durability in our environment and of-course total cost of buying and handling the material throughout the desired use.
I: Okay, what could be the most critical material for the client I mentioned?
C: Material used for the parts that are used for incision, insertion or similar processes involving subdermal contact.
I: What could be top KPIs for the client company’s QC department ?
C: General KPIs like : number of complaints/ units sold. This can be broken down to cases of process failure, material failure and deviation from SOPs to laser focus the efforts. I can think of only one at this point especially given the nature of the case.
I: Thank you, we are done here.
(Hint: The interviewer waived off the 3rd round for me based on this interaction, I feel she was liked the use of specific terms pertaining to industry of the client and quality control)
I applied via Campus Placement
I applied via Campus Placement
The second round was a face-to-face interview that lasted around 50-60 minutes. The interview started with a quick round of introduction from both parties. I was asked to explain certain CV points in greater detail and the type of work that I had to do. My key learnings from the projects. This was followed by small cases.
I: What is the S2P cycle? List its main stages?
C: I explained how the source-to-pay cycle is made of the source-to-contract and the procure-to-pay cycle in detail.
I: Suppose a logistics company is facing high sourcing costs. Apart from price, what other parameters can you discuss during negotiations?
C: Quantity discounts/rebates, payment terms, delivery schedule and incoterms are some of the other things that I would like to negotiate. Detailed discussion on incoterms followed.
I: Why do companies maintain inventory?
C: To circumvent the inherent variance between supply and demand.
I: What are the types of inventory?
C: Explained the types of inventory. Detailed discussion on anticipatory inventory.
I: What is working capital? Which financial statement do you see to derive that?
C: Current assets -current liabilities. It is obtained from the balance sheet.
I: Suppose a firm is facing working capital management issues. What are the aspects you will investigate in detail?
C: Inventory at hand, accounts payable and accounts receivable will be a good starting point.
I applied via Campus Placement
Why Consultancy and how is PWC US Advisory different from other consultancy firms.
A large bottled water manufacturer is planning to setup a plant in the Himalayas. Should the company go ahead with the project? Perform a cost-benefit analysis and what factors to be considered.
Asked about the motive to setup a new plant. Asked about the capabilities of the company, the existing market size, increase in market, whether the new plant will cater to new or existing consumers using STP.
Pricing and concept of the product. Explained about various factors like raw material, workforce and utilities supply. Considered various geo-political factors as well. Took into consideration the forecasted sales, production capacity, probable break-even.
Explained what all factors need to be considered in the Cost-Benefit Analysis (mentioned the high overheads and complications in operations and supply chain due to remote location).
I applied via Campus Placement
Round 1 - 20 mins
It started with the basic introduction and a brief chat on how my experience was with Reliance. What learning did I get from there and how it has helped me.
Guesstimate: It was taken on-the-spot from my CV. I was asked to calculate the number of completed Coursera Certificates in India during the past 1 year.
Case studies based on operations strategy. Was asked about the forecasting factors to be considered for the sale of TATA Nexon car in India. 2nd case was based on the sale of Boost brand (of GSK) to HUL. Why HUL bought the brand, what factors did they consider and what synergies can emerge from this sale for GSK.
(20 minutes)
A case study and discussion based on procurement and sourcing strategy in Oil & Gas Industry. Primarily the discussion was based on reducing procurement cost using various methods and at what stages costs can be reduced. Asked some clarifying questions regarding the case and strategy or sourcing methods currently followed.
(20 minutes)
I applied via Campus Placement
Estimate no. of malaria-virus carrying mosquitoes in Bangalore.
[Please note that I stands for Interviewer and C stands for Candidate]
C: Usually mosquitoes lay eggs in stagnant waters so we will first estimate the area portion in Bangalore with stagnant water. As it will also depend on rural and urban locality, addition layer is imposed to find net area with stagnant water. Further argued that per square km of water, x eggs are laid and y% of eggs turn successfully into mosquitoes. Out of total mosquitoes, assuming only a out of b species can carry malaria virus, total no. is found out to be z.
I: Ok, that seems fair. Now, can you find out, based on this figure, how many patients will suffer from malaria in Bangalore?
C: assuming out of z mosquitoes, some will bite multiple times and all humans bitten will fall ill to malaria. Taking different probabilities of successive bites, total no. of ill patients are calculated. To verify the approach, total no. of malaria patients in Bangalore is compare with per sq km population and is found to be within feasible limits.
What inventory classification techniques are you aware of?
Told about commonly used techniques with criteria to use.
Assume you are a consultant to a hotel chain and the owner wants to redecorate the interiors (assume only sofas) for the lobby. You need to identify the best supplier for the purpose. What factors will you consider for decision making?
Started with clarity on the problem by asking preference of design, material, price, etc. Wrote down a list of parameters to judge supplier performance and then arranged it according to the client’s requirements.
Assume you the owner of a departmental store. The average footfall of customers is quite low at present. How will you increase footfall to generate higher revenues?
Started with improving the visibility of my store based certain marketing techniques but was asked to restrict my ideas within store.
Next, products variety offered, pricing, availability, etc. were discussed to generate higher revenues.