Preview Questions FMCG Operations Manager | Role Specific Skill

Question 1: How should an FMCG Operations Manager handle unexpected cost overruns in a project while maintaining the overall budget?

Which action should you take?

Choose only one option

By adjusting the timeline to allow more flexibility in spending.

By cutting costs in other areas without assessing the long-term impact.

By analyzing the cause of the overrun, adjusting resource allocation, and identifying non-essential expenditures to minimize future risks.

By ignoring the overrun if the project deadline is met, as long as the end result is achieved.

Question 2: How do you "manage stakeholders" in an FMCG project to ensure alignment?

Which action should you take?

Choose only one option

By identifying all stakeholders, setting clear expectations, and communicating progress regularly

By focusing on key decision-makers and ignoring other stakeholders

By reducing communication to save time and resources

By assuming all stakeholders are aligned without regularly checking

Question 3: How can project risk analysis improve decision-making for an FMCG Operations Manager?

Which action should you take?

Choose only one option

It helps to identify potential risks early, assess their impact, and develop mitigation plans to ensure the project stays on track.

Risk analysis is unnecessary if the project has a fixed deadline.

Risk analysis is only necessary for projects that involve new product launches.

Risk analysis should only be conducted if a project has a high financial value.

Question 4: How should an FMCG Operations Manager manage a budget for a long-term infrastructure project?

Which action should you take?

Choose only one option

Long-term projects should be handled by external contractors, avoiding internal budget management.

Long-term projects can be underfunded initially and adjusted later based on progress.

The budget should focus on immediate costs, ignoring future expenses.

By creating detailed financial projections, incorporating potential cost escalations, and ensuring that funding is available for each phase of the project.

Question 5: How do you "streamline procurement processes" in FMCG?

Which action should you take?

Choose only one option

By focusing on cost reduction and ignoring supplier relationships

By ignoring procurement automation and relying on manual processes

By relying on only a few suppliers to reduce complexity

By implementing vendor management systems, standardizing supplier contracts, and optimizing order cycles

Question 6: What is the best way to monitor the performance of a newly implemented production process in an FMCG company?

Which action should you take?

Choose only one option

By setting clear KPIs, tracking output, waste levels, and downtime, and making adjustments based on real-time data

By assuming the process is effective without any immediate data collection

By measuring only labor efficiency and excluding machine performance

By only monitoring the final product without assessing the production process itself