UK

United Kingdom · International business · C-Suite (20+ years)

VP of Global Operations

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandC-Suite (20+ years)
  • Direct reports25-100+ reports
  • Reports toChief Executive Officer (CEO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Chief International Business Officer · Head of Global Supply Chain & Trade · Executive Vice President, Global Logistics

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

OTHM Level 5 Diploma in Logistics and Supply Chain Management. OTHM Qualifications · Level 5 · covers 1 of 2 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Contract and Financial Management OTHM Level 5 Diploma in Logistics and Supply Chain Management.

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Foresight Fluency seeing round the corner
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2AI and this work

Will AI change your work as a VP of Global Operations?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • AI-Powered Supply Chain Orchestration
  • Geopolitical Risk & Resilience Engineering
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your VP of Global Operations plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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3What this role really is

A VP of Global Operations oversees international supply chains, making sure products move from source to market on time and within budget.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

ERP / Global Trade Management (GTM) Systems (e.g., SAP GTS, Oracle NetSuite) Strategic

Leads the selection, implementation, and strategic roadmap for enterprise-level GTM systems. Defines master data governance and system architecture for trade compliance and logistics optimisation. Works with IT to ensure seamless integration across the enterprise.

Advanced Logistics & Network Optimisation Platforms (e.g., Llamasoft, Kinaxis, Flexport for analytics) Strategic

Uses these platforms for strategic modelling, scenario planning, and network design. Interprets complex analytics to make multi-million-pound decisions on infrastructure, carrier strategy, and risk mitigation. Manages vendor relationships at an executive level.

Customs/Compliance Software (e.g., E2open, Thomson Reuters ONESOURCE, Visual Compliance) Architect

Responsible for the overall architecture, configuration, and legal compliance of enterprise-wide customs and compliance software. Defines the rule engines, manages responses to customs audits, and ensures system accuracy for global trade operations.

Business Intelligence & Data Visualisation (e.g., Power BI, Tableau, Qlik Sense) Advanced

Uses these tools to interpret executive-level dashboards on global logistics performance, trade compliance, and total landed cost. Presents data-driven insights to the Board and executive team, influencing strategic decisions.

Microsoft 365 (PowerPoint, Excel, Teams, SharePoint) Expert

Leverages SharePoint for enterprise-wide document control and policy management. Uses PowerPoint for compelling Board and investor presentations. Oversees the use of Power BI for executive dashboards. Uses Teams for global leadership team meetings.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Global Supply Chain Strategy N/A N/A N/A
Major Logistics Partner Selection (e.g., global 3PL) N/A N/A N/A
Organisational Design & Key Hires (within Global Operations) N/A N/A N/A
Response to Major Geopolitical/Trade Disruption N/A N/A N/A

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Total Landed Cost (TLC) Reduction
The overall cost of getting a product from the factory floor to the customer's door, including freight, duties, taxes, and handling. We're looking to drive this down without compromising service.
Target · Achieve a 5-10% year-on-year reduction in TLC for key product lines.

Reduced TLC for our European distribution by 7% in Q2 by optimising carrier contracts and duty drawback programmes, saving £1.2M.

Global Trade Compliance Audit Score
Our internal and external audit results on adherence to all international trade regulations, export controls, and customs laws. Zero fines is the goal, obviously.
Target · Maintain an average internal audit score of 98%+, with zero material customs penalties or fines annually.

Achieved a 99.2% compliance score in the annual external audit, avoiding potential fines of £500K for misclassified goods, which is a huge win.

Supply Chain Resilience Index
A composite score measuring our ability to withstand and recover from disruptions, considering factors like supplier diversification, inventory buffers, and alternative routing options.
Target · Increase the index score by 15% year-on-year, especially in high-risk regions.

After the Suez Canal incident, our index showed we recovered 20% faster than competitors due to pre-negotiated alternative routes and dual-sourcing strategies.

On-Time-In-Full (OTIF) Delivery Performance
The percentage of orders delivered to the customer on time and with the complete quantity requested, across all international markets.
Target · Achieve 95%+ OTIF for all international shipments.

Improved OTIF from 88% to 96% in the APAC region over 12 months by revamping our last-mile carrier network and improving customs clearance processes.

Board & Investor Confidence
How well you articulate and defend our global operations strategy to the Board and external investors, demonstrating a clear path to value creation and risk mitigation.
  • Positive feedback from Board members on strategic presentations
  • investor calls where operational resilience is highlighted as a competitive advantage
  • proactive engagement with analysts on supply chain matters.
Strategic Partnership Development
The quality and depth of relationships with our critical global logistics partners, ensuring they're aligned with our long-term goals and provide 'best-in-class' (actual, not just claimed) service.
  • Joint strategic planning sessions with top-tier carriers
  • co-development of new solutions with freight forwarders
  • partners proactively bringing us innovative ideas that save money or improve service.
Organisational Talent & Succession Planning
How effectively you're building a high-performing global operations team, identifying and nurturing future leaders, and ensuring we have the right talent in the right roles.
  • Clear succession plans for key leadership roles within your function
  • high retention rates for top talent
  • internal promotions into senior roles
  • positive feedback from direct reports on career development.
Geopolitical Risk Foresight
Your ability to anticipate and prepare for global political, economic, and environmental shifts that could impact our supply chain, advising the executive team on proactive measures.
  • Regular briefings to the CEO on emerging risks
  • implementation of contingency plans before major events occur
  • successful navigation of new tariffs or sanctions with minimal business disruption.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Shaping Enterprise Strategy

You'll spend your days working on multi-year plans for market entry, supply chain resilience, and global operational excellence, knowing your decisions directly impact the company's future.

Leading the strategic review for entering a new continent, assessing logistics infrastructure, regulatory hurdles, and potential partner networks.

Solving Global-Scale Challenges

You'll thrive on tackling complex problems like navigating new trade tariffs, optimising a global distribution network, or building resilience against geopolitical shocks.

Developing a contingency plan for a major shipping lane disruption, involving alternative routes, carrier negotiations, and inventory adjustments across multiple regions.

Building High-Performing Teams

You'll get immense satisfaction from mentoring directors, empowering managers, and seeing your global operations team grow into a truly world-class function.

Implementing a new leadership development programme for your direct reports, focusing on strategic thinking and cross-functional influence.

What frustrates people
  • Dealing with the sheer pace of global change—new regulations, trade wars, unexpected disruptions—and having to constantly adapt your strategy.
  • Getting buy-in from other C-suite leaders who might not fully grasp the complexities and risks of global operations, especially when asking for significant investment.
  • The constant tension between cost reduction and maintaining service levels and compliance in a global network.
  • Managing large, diverse teams across different time zones and cultures, ensuring alignment and consistent performance.
What this role does not give you
  • A predictable, routine day-to-day schedule. Every week brings new challenges.
  • The ability to dive deep into the minutiae of individual shipments (you'll have a team for that).
  • A role where you're not constantly under pressure to deliver significant, measurable business impact.
  • A quiet, solitary work environment; this is a highly collaborative and visible role.

8Who you work with

This role is absolutely central to our global expansion and profitability. You're accountable for the entire operational P&L related to international trade and logistics, typically managing budgets exceeding £10M+. Your decisions directly influence our market competitiveness, customer satisfaction, and shareholder value. You'll set the strategic direction for how we operate globally, ensuring we can scale efficiently and respond quickly to market shifts, ultimately driving the company's long-term success.

Inside the business
  • CEO and Executive Leadership Team
  • Chief Financial Officer (CFO) and Finance Leadership
  • Chief Commercial Officer (CCO) and Sales Leadership
  • Chief Product Officer (CPO) and Product Development
  • Legal and Regulatory Affairs
  • Board of Directors
Outside the business
  • Key Freight Forwarding Partners (CEVA, DHL, Kuehne+Nagel)
  • Customs Authorities and Regulatory Bodies (HMRC, EU Customs)
  • Industry Associations (BIFA, CILT)
  • Investors and Analysts
  • Major Suppliers and Manufacturers

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Extensive executive leadership experience (10+ years) in global logistics, supply chain, or international trade management, ideally in a large, complex multinational organisation.
  • Demonstrable track record of managing significant P&L responsibilities (£10M+) and driving enterprise-level strategic initiatives with measurable financial impact.
  • Proven experience in building, leading, and developing multi-functional, geographically dispersed teams at a senior level.
  • Deep expertise in international trade compliance, including export controls, customs regulations, and sanctions regimes, with a history of navigating complex regulatory environments.
  • Experience in engaging with Boards of Directors, investors, and senior executive teams, presenting strategic plans and influencing high-level decisions.

10What to practise next

Where the job is going, and what to do about it starting this week.

Blockchain for Supply Chain Traceability & Trust

Blockchain offers immutable records and enhanced transparency, critical for proving product authenticity, ethical sourcing, and compliance in complex global supply chains. It builds trust where it's often lacking.

Distributed Ledger Technology (DLT) · Smart Contracts · Digital Identity for Goods · Interoperability Standards

  • This quarter: Research leading blockchain platforms for supply chain (e.g., IBM Food Trust, TradeLens) and their use cases.
  • Next 6 months: Identify one key supply chain challenge (e.g., proving ethical sourcing) where a blockchain pilot could add value.
  • Next 12 months: Work with IT and Legal to assess the feasibility and regulatory implications of a blockchain implementation.
  • Ongoing: Engage with industry consortia and thought leaders on the practical application of blockchain in global trade.

Quick win: Sponsor a small proof-of-concept project within your team to track a single high-value or high-risk product using a simple blockchain solution. The goal isn't immediate scale, but learning.

11Staying current once you are in

What people here do to keep up
  • Regular participation in executive-level industry forums and conferences (e.g., World Economic Forum, Gartner Supply Chain Symposium) to stay abreast of global trends and network with peers.
  • Engagement with leading academic institutions on supply chain research and innovation, potentially through advisory boards or guest lectures.
  • Continuous learning in geopolitical analysis, international relations, and emerging technologies (AI, blockchain) relevant to global trade.
  • Mentoring rising talent within the organisation and across the industry, sharing your vast experience and knowledge.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI-Powered Supply Chain Orchestration

The sheer volume and complexity of global supply chain data mean human-only optimisation is no longer sufficient. AI will become the brain of the supply chain, predicting, optimising, and automating decisions at a scale previously impossible.

  • Digital Twins for Supply Chains
  • Autonomous Logistics Operations
  • Prescriptive Analytics
  • Ethical AI in Supply Chain

Geopolitical Risk & Resilience Engineering

The past few years have shown that 'black swan' events are becoming more frequent and impactful. Future leaders must be able to proactively engineer resilience into the supply chain, not just react to crises.

  • Scenario Planning & War Gaming
  • Supply Chain Mapping & Transparency
  • Diversification & Regionalisation Strategies
  • Crisis Communication & Stakeholder Management

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Global Supply Chain Design & Optimisation
  • International Trade Law & Policy
  • Strategic Freight & Carrier Management
  • Customs & Compliance Programme Architecture

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    Director/VP of Global Trade/Logistics at a large multinational

    5-10 years at the Director/VP level

    Skills to master

    • Enterprise P&L management, multi-country team leadership, strategic vendor negotiation, board-level reporting, navigating complex regulatory environments, M&A integration.

    You're ready to move on when

    • Successfully led a major global supply chain transformation project with significant cost savings or efficiency gains.
    • Consistently achieved compliance excellence with zero major penalties across a complex international footprint.
    • Built and mentored a strong leadership team that can operate autonomously.
    • Demonstrated ability to influence and gain buy-in from C-suite executives on strategic initiatives.
  2. 2

    Head of Supply Chain for a major business unit

    7-12 years in a business unit leadership role

    Skills to master

    • End-to-end supply chain ownership for a significant revenue stream, balancing operational efficiency with commercial objectives, managing cross-functional dependencies at a senior level.

    You're ready to move on when

    • Drove significant improvements in total landed cost and OTIF for a multi-£100M business unit.
    • Successfully integrated supply chain operations for new product launches or market expansions.
    • Demonstrated strong commercial acumen, linking operational decisions directly to business growth and profitability.
  3. 3

    Senior Partner at a top-tier Management Consulting firm (specialising in Supply Chain/Operations)

    10+ years as a Partner

    Skills to master

    • Strategic problem-solving for diverse clients, complex programme management, executive client relationship management, thought leadership in supply chain innovation, P&L responsibility for a consulting practice.

    You're ready to move on when

    • Led multiple large-scale supply chain transformation engagements for Fortune 500 clients.
    • Developed and published thought leadership on future trends in global operations.
    • Built a strong network of C-suite relationships across various industries.
    • Successfully managed significant revenue targets for a consulting practice.

15Where this role leads

The long view: This role can lead to a board position as a non-executive director, or to independent work advising on global supply chain strategy.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how VP of Global Operations is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • Chief Executive Officer (CEO)

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Contract and Financial Management, worked against VP of Global Operations.

Contract and Financial Management Level 5

Applied to your work in VP of Global Operations

This unit aims to provide learners with a comprehensive understanding of contract and financial management within the logistics sector. Learners will explore the principles of contract management, the processes involved in managing contracts effectively, and the fundamentals of financial management in logistics operations. Furthermore, learners will understand how finances are managed within a logistics organisation, including budgeting and cost control.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

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See Your Progress Grow Illustration
VP of Global Operations
  • Global Supply Chain Design & Optimisation
  • International Trade Law & Policy
  • Strategic Freight & Carrier Management
  • Customs & Compliance Programme Architecture
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

VP of Global Operations is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Operating Officer (COO)

    3-5 years as VP of Global Operations

    Enterprise-wide operational leadership, overseeing all aspects of the company's day-to-day operations beyond just global trade.

    • Manufacturing operations management (if not already covered).
    • Enterprise resource planning (ERP) strategy and implementation.
    • Customer service operations and experience design.
    • IT infrastructure and cybersecurity oversight (from an operational resilience perspective).

  2. Chief Executive Officer (CEO)

    5-10 years as VP of Global Operations or COO

    Ultimate enterprise leadership, full P&L accountability for the entire company, setting overall vision and strategy.

    • Corporate finance and capital allocation.
    • Marketing and brand strategy.
    • Human resources and organisational culture.
    • Legal and corporate governance.
Working with AI on the job

Working with AI

Where AI is starting to help

At the C-suite level, AI isn't just about saving minutes; it's about gaining a competitive edge, mitigating enterprise risk, and making multi-million-pound decisions with greater confidence. Forget the tedious tasks—AI here is your strategic co-pilot, helping you see around corners and optimise our entire global footprint.

Imagine having an intelligent assistant that synthesises global trade data, anticipates geopolitical shifts, and flags compliance risks before they become problems. That's the power AI brings to the VP of Global Operations. It frees you up to focus on the truly strategic work: building resilience, driving innovation, and shaping the future of our international business.

Predictive Global Risk Analysis

Use AI models to analyse vast datasets—news feeds, economic indicators, shipping data, weather patterns—to predict potential supply chain disruptions (e.g., port congestion, geopolitical instability) up to 12 months in advance. This allows for proactive mitigation strategies, shifting from reactive firefighting to strategic foresight.

AI-Driven Compliance & Audit Automation

Deploy AI to continuously monitor all international trade transactions against the latest global regulations, sanctions lists, and internal policies. It'll flag high-risk shipments for human review, automate audit trail generation, and even provide real-time updates on regulatory changes across your key markets. This significantly reduces exposure to fines and reputational damage.

Strategic Network Optimisation

Leverage AI algorithms to model and optimise our entire global logistics network. This means simulating different warehouse locations, carrier routes, and inventory placements to identify the most cost-effective and resilient configurations, factoring in lead times, duties, and customer demand. It's about finding millions in savings and building a truly agile network.

Executive-Level Insight Generation

AI tools can synthesise complex operational data from across the globe into concise, actionable executive dashboards and reports. Ask for a summary of global freight spend variances, compliance hotspots, or supply chain resilience scores, and get it instantly, allowing you to focus on strategy rather than data aggregation.

Common questions

Common questions

How do you become a VP of Global Operations?

Common routes in include Director/VP of Global Trade/Logistics at a large multinational (5-10 years at the Director/VP level), Head of Supply Chain for a major business unit (7-12 years in a business unit leadership role) and Senior Partner at a top-tier Management Consulting firm (specialising in Supply Chain/Operations) (10+ years as a Partner). Times vary with prior experience.

Where can a VP of Global Operations progress to?

This role can lead on to Chief Operating Officer (COO) (3-5 years as VP of Global Operations) and Chief Executive Officer (CEO) (5-10 years as VP of Global Operations or COO), depending on the skills you build.

What new skills matter most for a VP of Global Operations?

Increasingly, AI-Powered Supply Chain Orchestration and Geopolitical Risk & Resilience Engineering. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in international business

Stay in the field you know and move sideways rather than up.
If you leave this industry

Skills built in this role transfer across industries with complex international supply chains, including manufacturing, automotive, aerospace, retail, e-commerce, pharmaceuticals and technology. The principles of global trade, logistics and supply chain resilience apply in almost any sector.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my VP of Global Operations plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.