How many classroom kits can be accepted by Friday?
You are interviewing for a civilian supplier management role on a fictional training program.
The question
The program needs 60 ordinary classroom kits accepted by Friday at noon. The order cap is $6,000. Both suppliers are approved for these kits. You recommend the order and report acceptance to the delivery owner.
| Supplier A | Supplier B | |
|---|---|---|
| Kits offered | 60 | 60 |
| Price per kit including delivery | 80 | 95 |
| Arrival | Wednesday | Thursday |
Inspection completes the next working day before noon. Unit prices stay the same for split orders.
“Recommend a supplier plan and update the owner when the quantities change.”
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A strong answer, step by step
Open each step in turn. This is one strong answer, not the only one.
Step 1: Which offers meet the baseline?
What would you do here? Open the move you’d make.
Both quotes fit the cost and inspection window
The strong move. At the quoted volumes both orders can be inspected in time.
Only A fits because B arrives Thursday
Tempting, but it misses something. Thursday arrival still allows Friday inspection to finish before noon.
Only B fits because it can be inspected Friday
Tempting, but it misses something. An earlier completed inspection also meets the deadline.
See how a strong candidate says it
“A costs $4,800 and B costs $5,700. Both fit the cap. On their quoted schedules, both can reach inspection before the Friday deadline.”
Why it works: Cost and acceptance timing both matter. The inspection date follows the delivery date.
Step 2: What would you recommend now?
What would you do here? Open the move you’d make.
Choose A provisionally and verify quantity and records
The strong move. A is the lower-cost option and its timing leaves room for inspection.
Choose B because it also fits the cap
Tempting, but it misses something. The baseline offers show no advantage that justifies the extra cost or later delivery.
Count 60 accepted kits when you send the order
Tempting, but it misses something. Placing the order does not establish that the kits will arrive and pass inspection.
See how a strong candidate says it
“I would recommend A based on the quoted cost and earlier delivery. Before committing, I would confirm the quantity and make sure the inspection team has the required records.”
Why it works: A provisional choice keeps the delivery and acceptance conditions explicit.
Step 3: How can you cover the shortfall?
A can now deliver 36 kits on Wednesday. Its remaining kits arrive next week. B can deliver up to 30 kits on Thursday at its original price.
What would you do here? Open the move you’d make.
Use 36 from A and 24 from B
The strong move. The split covers 60 within both suppliers’ capacity and costs $5,160.
Wait for the 24 later kits from A
Tempting, but it misses something. The later delivery misses the Friday deadline.
Use 30 from each supplier
Tempting, but it misses something. It meets quantity and deadline but costs $90 more without an advantage in the stated offers.
See how a strong candidate says it
“I would recommend ordering 36 from A and 24 from B. The combined cost is $5,160, leaving $840 under the cap. Both lots can be inspected in time if they arrive as planned.”
Why it works: This fills the quantity at the lowest cost among feasible splits.
Step 4: What can you tell the delivery owner?
All 36 kits from A pass inspection. B delivers 24 kits, but acceptance records cover only 20. The training lead confirms the first session can use 56 kits.
What would you do here? Open the move you’d make.
Report 56 accepted and ask for a staging decision
The strong move. The option gives the first session enough kits while keeping the four unverified kits on hold.
Report all 60 accepted because the kits arrived
Tempting, but it misses something. Arrival does not satisfy the requirement for an acceptance record.
Mark the four as failed and cancel the entire order
Tempting, but it misses something. Their acceptance is unconfirmed. The owner can consider the usable quantity before deciding.
See how a strong candidate says it
“Fifty-six kits are accepted and four are on hold. The first session can use 56. I would ask the owner to approve staged delivery or defer and report that decision separately.”
Why it works: The accepted quantity and the decision to stage delivery are separate. The owner has the authority to change scope.
The answer, in short
- Decision
- Recommend an order against cost, capacity and acceptance timing.
- Because
- The delivery requirement counts accepted kits.
- What would change it
- New acceptance records or an approved scope change would change the report.
Common traps
- Keep unit price and order total distinct.
- Count accepted kits separately from arrivals.
Check your answer
- I checked cost and inspection dates.
- I verified the capacity constraint.
- I recalculated the order.
- I reported the accepted count and owner decision.
Last reviewed Nov 11, 2026