Two candidates who applied for Morgan Stanley's Supply Chain Analyst role describe aptitude testing, HR or HireVue screens, and behavioral questions. One also faced a group case with senior leaders.
$75K
Avg. Base Comp
$95K
Avg. Total Comp
Not reported
Typical Rounds
Not reported
Process Length
Two candidate accounts shape this guide, and they describe different paths, so read them as two data points rather than one fixed loop. The candidate who received an offer for a Supply Chain Analyst role described a resume screen and aptitude test, an HR phone round, and a second HR-style interview. The phone round was competency-based, with a question about a time they stepped back to analyze a situation before acting. They were also asked to explain two balance sheet items to a layman, which tested plain-language communication of finance basics more than memorized definitions. The second round stayed conversational, with close attention to CV details and how their background connected to operations work. They also heard that the broader process includes an assessment centre with a 1:1 interview, a case study and a group exercise, but did not describe it firsthand.
A second candidate who applied for the Supply Chain Analyst role described a psychometric assessment, a HireVue with around eight situational and behavioral questions, a group case study with MDs and VPs about building a new ESG facility, and follow-up one-on-ones on teamwork and leadership. Interviewers pushed on operational workflow and how decisions cascade through a team. Both accounts reward clear examples over technical depth, so prepare a few structured stories and be ready to defend every line of your resume.
Synthesized from 5 candidate reports by our editorial team.
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Real interview reports from people who went through the Morgan Stanley process.
The process was pretty well structured and, overall, not especially difficult. After the initial resume screening and aptitude test, I had a phone round with HR that was mostly competency-based and focused on fit for the role. One of the main questions was about a time I had to step back and analyze a situation before acting, so they were clearly looking for structured thinking rather than anything overly technical. I also got asked to explain two balance sheet items to a layman, which caught me slightly off guard because it was less about memorizing definitions and more about showing that I could communicate finance basics in a simple way. If you move past that first HR conversation, the next round is another HR-style interview with basic situational questions. The overall vibe was conversational and straightforward, with a lot of attention on CV details and whether I could connect my background to operations work. In the broader process, there was also mention of an assessment centre stage with a 1:1 interview, a case study, and a group exercise, so I prepared for that kind of format even though the early rounds were the main focus for me. I ended up receiving an offer, and my biggest takeaway was that they seemed to value clear communication and practical judgment more than deep technical complexity. For prep, I’d focus on being able to walk through your resume confidently, answer behavioral questions with a clear example, and explain basic finance concepts in plain language. outcome":"Accepted offer outcome_color":"green prep_tip":"Practice explaining balance sheet items in simple terms, as if to someone with no finance background, and be ready for a behavioral question about stepping back to analyze a situation. Also prepare to discuss your CV in detail, since that came up directly in the HR rounds.
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Synthesized from candidate reports. Individual experiences may vary.
The offer-receiving candidate describes a resume screening followed by an aptitude test. The second candidate describes a psychometric assessment that filtered applicants before the next stage. Neither account suggests deep technical content at this point, so the main preparation is a CV that clearly ties to operations work.
The Supply Chain Analyst candidate who received an offer describes a competency-based HR phone call focused on fit for the role. Questions included a time they stepped back to analyze a situation before acting, and explaining two balance sheet items to a layman. The emphasis was on structured thinking and simple communication rather than technical depth.
The same candidate describes a further HR-style conversation with basic situational questions. It was conversational and straightforward, with a lot of attention on CV details and on whether their background connected to operations work. They also heard of an assessment centre with a 1:1, case study and group exercise, but did not describe it.
The second candidate recorded answers to around eight questions, with two attempts per question and unlimited practice beforehand. Questions covered how they would approach an unfamiliar system, handling workplace conflict, why Morgan Stanley and why operations. They found talking to a camera unnatural at first, and wished they had prepared concrete examples.
The second candidate was invited to a group case study with MDs and VPs in the room, working as a team on a scenario about building a new ESG facility. Interviewers stressed operational workflow, logistics and how decisions cascade through an operations team. Follow-up one-on-one interviews covered competency and behavioral questions on teamwork and leadership.
