Interview Questions

I couldn't see a thread discussion for the Interview Questions so here are mine- sorry they have a financial bias- still have my head in the numbers..

1. Is there a graph which represents surplus capacity in a supply and demand graph similar to this one from Corrus Steel in 2005?
2. Days in Inventory appears to have reduced in 2009. Is this a result of deliberate planning or is it a product of the factors in question 1? What methods are being used to reduce inventory in the sales process- IE blast furnace reline, planned delay of blast furnace start up etc
3. Has there been a conscious effort to reduce days in debtors to improve cash flow from operations in 2009?
4. Property, Plant and Equipment (PPE) payments have grown substantially from 2002 ($78m) to 2009 ($733m). It appears from the financial performance that BlueScope are financing most of their assets from shareholder equity as opposed to debt. Is this a conscious strategic decision or did the strong revenue growth in 2005/6 enable a better debt position?
5. It is noted that a sharp reduction in debtor payables between 2008 ($1.282b) and 2009 ($940m) was recorded. Given the reduction in business activity over the same period, is this a product of effective debtor management or is it strictly related to operational revenue?
6. Are days in inventory a concern for BlueScope? This ratio decreased by 10% in 2009 but is still on average more than 55days. Is this a risk of obsolescence, does it erode profit through storage and insurance costs?
7. Sustainability is clearly a focus and source of strategic advantage for BlueScope. The water conservation initiative has saved over 14b litres of freshwater at Port Kembla since October 2006. Does the business consider the implementation of a carbon trading scheme to offset some of the gains made by efficient water conservation?
8. What political influence has BlueScope had in customising the government’s Carbon Pollution Reduction Scheme (CPRS) proposal to protect its competitive position in the Australian market? Has BlueScope and One Steel arrived at a combined position to drive government attention to the side effects (reduced export capability) of the proposed scheme?
9. Acquisitions such as Smorgon Steel, HCI Building Systems and IMSA Steel Corp form the basis of increased competitive advantage. Is this likely to feature in the strategic approach going forward or has BlueScope reached a critical mass?
10. Can BlueScope quantify it’s R&D capital fro the period 2002 to 2009 and forecast this into the medium and long term?
11. It is noted that the are several categories of initiatives contained in the 2008 Blueprint- grow domestic markets and steel penetration; drive manufacturing excellence; enhance supply chain; continue focus on productivity; procurement optimisation; improve capital planning and execution; monetise surplus assets; disciplined growth. Has the blueprint changed in 2009 and is it aligned to the BlueScope Bond- Customer, People, Shareholders, Community.
12. Has BlueScope recognised any efficiency in the establishment of a PMO in 2008? This office is reported to be tracking more than 120 initiatives aimed at EBIT and working capital improvements.