Tell me about a time when you had to think strategically.
Answer examples and advice for how to answer this interview question for a Warehouse Supervisor interview
What complex projects have you worked on? What large problems have you solved? These things make great examples for this question!
Complex Projects: Provide the interviewer with a high-level overview of the project you were working on, and dive into all of the components of the project you were juggling. Next, share how you thought through all of the project components, organizing them to ensure the project was completed on time and successfully. Finally, be sure to share how successful your project truly was.
Problem Solving: Provide the interviewer with an overview of the problem you needed to solve. Share that you thought about all of the possible solutions elaborating on the pros and cons of each. Finally, share which solution you ultimately selected as well as why it was the best solution in the long run.
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Tell me about a time when you had to think strategically.
I think a good example of strategic thinking could be demonstrated when I had to help my team overcome obstacles dealing with shipping, and getting the proper weight onto the trucks, we were having difficulty making weight with cardboard bales and had to devise a plan to rotate bales in different patterns to accomplish this goal.
I think strategically every day or every month after 1993.
On lean basic team compete with other teams best time how to be productive our team won!
When you have a certain amount of manpower and you need to utilize them all effectively.
looking at the work load and prioritizing the priority which might impact the customer/supplier.
When we are shipping to meet deadlines you need to be strategic in your planning.
We have a situation when the stock levels were high and there was the need to meet our client set standards which was very challenging. During this period I developed a plan for the warehouse team to multi task on various activity and also recruited casual labour for the period which were trained and mentored. At the end all the necessary KPI were met.
Preparing for cyber Monday increased volume and our peak season. I had to consider potential staffing increases, increase hours against the budget, start time changes, and increased trailer requirements to get the volume out of the building. We were able to put together a plan that allowed us to move 40,000 cartons on time. A building record.
i remember one day we were shorthanded a couple employees and a giant order had to be sent out, no questions.. On top of several orders still to be shipped that day... A complication with ups caused us to have a delay and
didnt deliver... Next day air... And our order needed to be out.. Warehouse had to be running... And I drove it out myself to ups and it was handled.
Organized, plan before doing it, work as a team.
There was a time when I was told I had to get rid of 20% of my people. I had to determine which persons I needed the most by determining who could do what. I had to put aside personal feelings so that I could keep a working crew to handle he same workload with less people.
I'm just give your stock !00 % accurate.
When the holidays would arrive, we would receive the backlog of the 2 days that we were closed in the next day. Which would be 3 times as much work needing to be stocked; however we would only have 5 stockers out of the 8 stockers on the shift due to vacation. It would take planning to work the weekend with 15 people stocking a total of 15 skids to successful complete the goal. Therefore, I would have to seek the help of other members of the warehouse to help assist the stocking department achieve this goal.
I currant do this on a daily basis to ensure the loads are ready in time to be loaded. This may be a case of re prioritising the way the products are picked to hit the correct targets.
There was a situation at a school I volunteer at where we had to transfer large amounts of data to another department and only had limited space to the place we where moving it to. So what I did was eliminated any data that was out of date as well as data that wasn't part of the project we were aiming for. This helped minimize the amount of paper work and gave us room to work with.
Everyday as work is required to do so.
When I had multiple employees call off work the same day and I had to get creative in scheduling the work load for that day.
In shipping that happens quite frequently. If an unknown shipment comes or a big shipment combined with a full day of orders that was more than expected. You end up finding yourself crunched for time in order to get all orders shipped and all the product put away safely and correctly.
I put together a plan to achieve the best results for the receiving/ audit process, 2 associate receiving team, divided up the tasks to utilize there strengths, made sure there was at least one avalible on the dock at all times, utilized the breakdown foreman to help meet audit needs for inbound trailers.
Right now, I am developing a process that will help streamline the value add collecting in AHS CPSM and make the coordinators more aware of what they need to keep in mind when they negotiate that with vendors. It is strategic because previously it was just a matter of good will.
Going into Care and Maintenance and planning demob of hire assets. Had weekly general freight, Oversize transport and other triples coming to site for in gauge assets. Had a daily plan and weekly plan with person responsible for each truck coming to site. Ran a spreadsheet with all assets and when demobbed off site so could see clearly what was gone and what remained. Had a month to remove 84 assets.
Before peaks or any big change touching company.
Deciding to finally fire an employee for absences.