GEP Sourcing Lead – 1st Round Interview

Questions & Answers

Q: Tell me about yourself.

A: I have around 6.8 years of experience in strategic sourcing and procurement, mainly handling
indirect categories such as IT, MRO, and professional services. I’ve worked across the full sourcing
cycle — from spend analysis, RFx management, supplier negotiations, and contracting to supplier
performance management. In my current role at TCS, I’ve led sourcing projects delivering cost
savings of over 12% year-on-year, while also improving supplier compliance. I’m now looking to join
GEP because of its strong global sourcing framework and the opportunity to manage diverse
categories and strategic initiatives.

Q: Why do you want to join GEP?

A: GEP is known as a leader in procurement consulting and managed services, combining
technology with category expertise. I’m particularly interested in how GEP drives digital
transformation in sourcing using platforms like SMART by GEP. Joining GEP will allow me to work
on global sourcing projects, apply best-in-class practices, and grow in a more strategic and
data-driven procurement environment.

Q: Walk me through the strategic sourcing process.

A: The process typically has seven steps: 1. Spend Analysis, 2. Market Analysis, 3. Strategy
Development, 4. RFx Execution, 5. Negotiation, 6. Contracting, and 7. Supplier Management.

Q: What are the key supplier evaluation criteria?

A: I evaluate suppliers based on cost, quality, delivery reliability, capacity, innovation, financial
stability, ESG compliance, and risk. I use weighted scorecards combining quantitative (price, lead
time) and qualitative (responsiveness, service quality) metrics.

Q: How do you mitigate supplier risk?

A: I do periodic risk assessments — financial checks, delivery reliability, and geopolitical exposure.
Diversifying suppliers, having backup vendors, and including penalty clauses for non-performance
in contracts are key controls. I also track supplier performance dashboards quarterly to flag issues
early.

Q: Tell me about a challenging sourcing project you led.

A: We had to consolidate 25 regional logistics suppliers into a single global contract. Stakeholders
were resistant due to existing relationships. I organized workshops to align cost-benefit data,
created a risk mitigation plan, and led negotiations. The project delivered 18% savings and 25%
improvement in on-time delivery.

Q: Describe a time you handled a difficult supplier.

A: A supplier repeatedly missed delivery timelines. Instead of terminating immediately, I arranged a
joint review, identified that their sub-vendor was the bottleneck, and helped them onboard an
alternate one. We revised SLAs with penalty clauses. Performance improved within 2 months,
maintaining continuity without disruption.

Q: How do you measure sourcing success?

A: Key KPIs: Cost savings %, contract compliance, cycle time reduction, supplier performance
(on-time delivery, quality, responsiveness), and stakeholder satisfaction.

Q: Where do you see yourself in the next 3–5 years?

A: I aim to move into a Category Manager or Procurement Consulting role, driving category
strategies across multiple clients. GEP offers strong exposure to both consulting and sourcing
operations, making it ideal for my growth path.