The process consisted of two stages: a one-hour initial Microsoft Teams call, followed by a 40-minute face-to-face interview on-site. Pros: The interviewers were polite, friendly, and maintained a professional demeanor throughout both stages of the process. Cons: Despite the professional conduct, the experience raised several red flags from a senior procurement perspective: 1. Immature Supply Chain Practices: It quickly became obvious that the interviewers had a limited grasp of modern supply chain functions. When discussing standard strategic frameworks, such as elementary Kraljic Matrices and Vendor Profiling there was a distinct lack of familiarity. It was clear that the organization's supply chain is conceptually immature and heavily reliant on outdated, tactical practices rather than modern value generation. 2. Outdated Interview Style: The evaluation framework was surprisingly old-fashioned. None of the questions aligned with modern, competency-based interview styling. The format felt rigid and out of touch with how strategic vendor management talent should be assessed today. 3. Poor Expectation Management & Follow-up: During both interviews, we went into deep-dive, late-stage alignment discussions regarding salary requirements, notice period, and a detailed 30-day onboarding plan. Despite this, and despite being explicitly told I would hear back within a week, the company breached its own timeline. It took nearly a full fortnight to receive a call stating I had been unsuccessful. Advice to Management: If you want to attract top-tier supply chain talent, you need to modernize both your departmental practices and your talent acquisition protocols. Missing your own feedback deadlines after asking bottom-line questions reflects poorly on the broader corporate culture.