The best way to answer this question is by using the STAR method of Situation, Task, Action, Result.
Situation: Explain the original pain points of the company when it came to their inventory management systems. Discuss the negative impact that the initial inventory management system had on the company.
Task: Talk about what your mission was, outlining the expectations put on you and your overall responsibilities.
Action: State the precise action steps you took when it came to your proposal or implementation. Be very clear by showing your thought process, the research you conducted, and the methodology used.
Result: Talk about the positive and tangible difference your approach made on the company. Remember, the system that you chose is less important than the reason for your choice.
"When working as a Management Analyst Consultant with Agency ABC, I joined a team of three consultants, helping a large textile manufacturing company. The client was experiencing a 16% decrease in their towel profits over three years. My function was to analyze their current methods and find critical inefficiencies. Through careful analysis, I determined that their inventory management system was a spinoff of an ERP built over a decade ago, and it was not providing real-time updates. Because many of my clients' systems relied on accurate data, some systems were overproducing while others were sitting idle. I put my client on ASAP Systems because of its ability to track complex variables pertaining to textile rolls and spools. The system also made my clients' everyday tasks much easier, including data entry and collection, as well as roll length and weight monitoring. By establishing this automated and systematic approach, we alleviated the clients' problems quite quickly. Their profits increased, and after six months, their numbers were back on track. Moving forward, their raw materials were highly monitored, and the factory ran more efficiently."