Procurement Specialist interview 2022

Nº of Examples: 22

I. Think Big: 3
o Non-orderable UINs (initiative and opportunity to something bigger, ideas
adopted by global stakeholders)
o PODs reception on site (improve a process that was working)

o SMC Catalogues + Punchout + support suppliers (initial goal but saw an

opportunity to do something bigger)
o Non-orderable UIN deep dive analysis (ideas adopted by global stakeholders)

II. Insist on the highest standards: 6

o Alternative goods/Category Managers (improve quality of a product/service)
o Manutan legacy sites (refused to compromise your standards, decision between
standards and delivery)

o Supplier database (unsatisfied with the status quo)

o Non-orderable UINs(significant continuous project you led, unsatisfied status
quo, worked to improve the quality of a product)
o Supplier split allocation (unsatisfied with the status quo)
o Manual forecast/Category request (unsatisfied with the status quo)

III. Dive Deep: 6

o Non-orderable UIN deep dive (dig into the details, big problem you helped to
solve, in-depth thought analysis)
o On time KPIs (dig into the details, dig deep)

o Manual forecast/Category Managers (dig into details)

o Ordering timelines/last PO analysis (dig into the details, in depth-thought)
o Buildouts (dive deep, dig into the details)

IV. Learn and be Curious: 4

o SMC Catalogues + Punchout + support suppliers (deeper level of subject matter
expertise)
o Plan of action with Staples (deeper level of matter expertise, overall work
effectiveness)

o Coupa catalogues (work outside comfort area, deeper level of understanding)

o POD/reception on site (didn’t know how to solve a challenging problem)
o Buildouts (deeper level of subject matter to do your job well)
 V. Invent and Simplify: 5
o Manual forecast/Category request (complex problem with simple solution,
make something simpler for customers)
o Escalation POCs for sites (complex with simple solution, something simpler for
customers)

o Alternative goods/Category Managers (complex problem with simple solution)

o Supplier Database (complex problem with simple solution)
o Delivery Management content guide

VI. Earn Trust: 6

o Supplier Database (critical feedback you received, of suppliers sending right info)
o Trash Containers (not able to meet a commitment)

o Invoices on hold (team’s goals out of alignment with another team)

o SMC Catalogues + Punchout + support suppliers (uncovered a significant
problem, team’s goals out of alignment with another team and relied on)
o Non-orderable UINs (change in direction that you anticipated people would have
concerns with, uncovered a significant problem)
o PODs/Reception on site (uncovered a significant problem)
o On time KPIs (uncovered a significant problems)
o Buddy project (Describe a time when you improved morale and productivity on
your team, struggling)

VII. Have Backbone, disagree and commit: 2

o Supplier split allocation (not aligned with peers)
o Alternative goods/Cat Managers (Manager did not support it, pero luego si con
measurable actions)

VIII. Deliver results: 5

o Reduction in POs not confirmed (tight deadline)
o Trash Containers (half way to meeting a goal when you realized it may not be
the right goal, did not effectively manage your projects and not get on time)

o Non-orderable UINs (unanticipated obstacles to overcome in achieving a goal,

you didn’t think was achievable)
o Alternative goods/Category Managers (not only met, but considerable exceeded
expectations, you didn’t think was achievable)
 o Buildouts (significant, unanticipated obstacles to overcome)

IX. Are right, a lot: 3

o Over-reliance in one supplier (bad decision)
o Ordering timelines/last PO analysis (not enough data)

o Non-orderable UINs deep dive analysis

o Manual Forecast/Category request (not enough data)

X. Customer obsession: 7 are right a lot

o Invoices on hold (above and beyond)
o Manutan legacy sites (unreasonable request)

o Coupa Trainings (above and beyond)

o Non-orderable UINs (asked for feedback and set up scalable process)
o Plan of action with Staples (difficult interaction with a customer)
o Escalation POCs for sites (above and beyond)
o Plate truck and drive ID (difficult interaction with a customer)

XI. Bias for action: 5

o Plate truck and drive ID (speed critical, tight deadlines)
o Smoke extractors, fire extinguisher & padlocks (speed was critical)

o Non-orderable UIN deep dive analysis (speed was critical)

o Supplier Database (to get feedback fast)
o Reduction in POs not confirmed (gather info and respond to a situation)

XII. Ownership: 7
o Buildouts/Expansions/retrofits
o Non-orderable UIN deep dive analysis (meet a commitment you promised)

o Plate truck and drive ID (you didn’t think you were to meet a commitment)
o Coupa trainings (are outside responsibility)
o Manual forecast/Category request (are out of responsibility)
o Plan of action with Staples (sacrifice short term gain to create long term value)
o Alternative goods/Category Managers (outside your area of responsibility)
o Over-reliance in one supplier (you didn’t think you were to meet a commitment)

XIII. Success and Scale Bring Broad Responsibility: 2

o PODs/Reception on site (project that had impact beyond your immediate
client/customer/organization)
o Plan of action with Staples (changed the course because had a negative impact
to a third-party)
XIV. Strive to be Earth’s Best Employer: 1
o Delivery Management content guide (helped team mates)

XV. Hire and develop the best: 2

o Buddy Project (more inclusive environment, high-pressure situation)
o Buddy project (helped to develop strengths of someone on your team)

XVI. Frugality: 1
o Plate Truck and Driver ID (tradeoffs between quality and cost)