United Kingdom · International Business Global · Director/VP (16-20 years)

Director of International Logistics

Here is the whole job, in plain words. What it is, a real day, 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.

Experience bandDirector/VP (16-20 years)
Direct reports3-8 reports
Reports toVP, Global Supply Chain
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Global Freight Operations · VP, International Supply Chain · Logistics Director, EMEA/APAC

Built on an analysis of 43,079 real UK job descriptions · grounded in qualifications employers recognise

Start with a free Future Fluency check, tuned to Director of International Logistics

Ten quick questions, one per Future Fluency, asked against this role rather than a generic one. About five minutes, and no card.

Start the check, free

1What this role really is

This isn't just about moving boxes; it's about orchestrating our entire global flow of goods. You'll be the person who figures out how we get our stuff from factory floors in Asia to customer doors in Europe, all while keeping costs down and making sure we don't fall foul of customs. It's a big job with a lot of moving parts, and honestly, it can be a bit of a headache sometimes, but the impact is massive.

2What you'd actually use

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

SAP S/4HANA (TM Module)Strategic

Leading TMS selection/implementation projects, designing integration with WMS/ERP systems, and owning the long-term platform roadmap for global transportation management.

project44 / FourKitesArchitect

Negotiating enterprise contracts for visibility platforms, defining our global data strategy, and integrating real-time visibility data into our S&OP processes for better decision-making.

E2open (Amber Road/BluJay) / SAP GTSStrategic

Setting global trade compliance policy, managing key customs broker relationships, and modelling the financial and operational impact of new tariffs or trade agreements.

Manhattan Associates WMS / Blue Yonder WMSStrategic

Influencing global network design decisions based on WMS capabilities and limitations across our various distribution centres, ensuring seamless integration with transportation.

Tableau / Power BIStrategic

Defining the key logistics KPIs for the entire business, overseeing the development of executive dashboards, and presenting critical insights to the C-suite and Board.

Anaplan / Oracle EPMStrategic

Owning and defending the multi-million pound global logistics budget, developing sophisticated freight cost forecast models, and modelling the financial risk of major supply chain disruptions.

Diligent / Nasdaq BoardvantageStrategic

Preparing and presenting slides on supply chain risk, performance, and strategic initiatives for Board materials, ensuring clarity and impact at the highest level.

3What 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 choice	Coming in	Where you are now	The step above
Global Carrier Contract Negotiation	No authority. May compile data for negotiations.	May participate in discussions, provide data, or manage small, regional contracts under supervision.	Leads negotiations for significant regional carriers, makes recommendations on terms.
Logistics Technology Selection & Implementation	No authority. Uses existing systems.	May provide user feedback on current systems or research potential features for upgrades.	Evaluates new features or minor system upgrades, makes recommendations for improvements within existing platforms.
Response to Major Supply Chain Disruption (e.g., Port Closure)	Reports disruption to supervisor, follows predefined escalation protocols.	Identifies immediate alternative routes or carriers, presents options to manager.	Coordinates with multiple internal teams and external partners to implement contingency plans, recommends best course of action.
Team Hiring & Performance Management	No direct reports.	Provides informal guidance to new joiners.	Mentors 1-2 junior team members, provides input on performance reviews for peers.

4How you'll be judged

The scoreboard, honestly: the hard targets, how often each one is actually looked at, and the quiet human signals that never make it onto a dashboard.

Total Landed Cost as a % of COGS

The overall cost of getting a product from its origin to its destination, including freight, duties, insurance, and other fees, expressed as a percentage of the product's cost of goods sold.

Target · Achieve a year-on-year reduction of 3-5% across the global portfolio.

If our landed cost was 12% last year, you'd aim for 11.4-11.6% this year, without compromising service or compliance.

Global Logistics Budget Adherence

How closely actual global freight and logistics spend aligns with the approved multi-million pound budget.

Target · Maintain actual spend within +/- 2% of the approved annual budget (typically £50M+).

For a £60M budget, staying between £58.8M and £61.2M for the year, even with market volatility, shows strong financial control.

Network Optimization Savings

Identified and realised cost savings through strategic changes to our logistics network, carrier contracts, or mode selection.

Target · Deliver over £1M in annualised savings through strategic projects.

Negotiating new carrier contracts, optimising container fill rates, or shifting a lane from air to ocean freight could contribute to this target.

Supply Chain Risk Score Improvement

A composite score reflecting our exposure to various logistics risks (e.g., geopolitical, natural disaster, carrier solvency) and the effectiveness of our mitigation strategies.

Target · Improve the overall risk score by 10% annually through proactive mitigation projects.

Reducing reliance on a single port for a critical lane, or implementing robust contingency plans for key suppliers, would improve this score.

Strategic Influence & Collaboration

How effectively you guide and influence senior leaders across the business (Sales, Finance, Operations) to make decisions that support optimal global logistics outcomes.

You're regularly invited to strategic planning meetings outside your direct function. Your recommendations on trade-offs (e.g., speed vs. cost) are taken seriously and often adopted. Other departments proactively consult you before making commitments that impact logistics.

Team Development & Leadership

The ability to build, mentor, and retain a high-performing international logistics team, fostering a culture of continuous improvement and resilience.

Your direct reports are progressing in their careers, taking on more responsibility, and are highly engaged. You've got a clear succession plan in place for key roles. The team consistently meets its objectives, even when faced with unexpected challenges.

External Partner Relationship Management

The quality of our relationships with key carriers, 3PLs, and customs brokers, ensuring they act as true partners rather than just vendors.

Our partners are proactively bringing us solutions and ideas, not just problems. We're getting preferential treatment during peak seasons or disruptions. Contract negotiations are collaborative and result in mutually beneficial agreements, not just bare-knuckle fights.

5Would you like it

The honest version. What people enjoy, and what grinds them down.

What people enjoy

Solving Complex Global Puzzles

You thrive on untangling intricate international shipping challenges, piecing together optimal routes, managing regulatory hurdles, and finding efficiencies across continents.

Successfully rerouting critical components around a major port strike, saving a production line from shutting down, gives you a real buzz.

Driving Significant Financial Impact

You're motivated by the direct link between your strategic decisions and the company's bottom line. Seeing millions saved or new revenue unlocked through optimised logistics is a huge win for you.

Presenting a new carrier strategy to the board that projects £2M in annual savings and getting it approved is incredibly satisfying.

Building and Leading High-Performing Teams

You enjoy developing your managers and specialists, empowering them to tackle challenges, and fostering a culture of expertise and resilience within your global logistics function.

Seeing a manager you've mentored successfully negotiate a tough contract or lead a complex regional project is a true mark of success for you.

What frustrates people

The 'Hospital Pass': Getting blamed by senior leadership when a sales team unilaterally promises a customer an impossible delivery date, and you're the one who has to explain the failure.
Budget Whiplash: Having your meticulously planned freight budget destroyed by a sudden spike in spot market rates due to a canal blockage or geopolitical event on the other side of the world.
The Paper Chase: Spending 30% of your team's time chasing commercial invoices, packing lists, and certificates of origin from other departments just to get a shipment cleared by customs.
Visibility Lies: Paying a fortune for a 'real-time' visibility platform only to find the carrier's data feed is 12 hours late, making the dot on the map a work of fiction.
Demurrage Blackmail: Being forced to pay thousands in daily detention fees because of a customs hold or warehouse appointment backlog that is completely outside of your control.
Explaining the 'Why': Trying to justify to a non-logistics CFO why you had to spend £150K on an emergency air charter to prevent a £10M/year customer from shutting down their production line.
The 3 AM Call: The inevitable call from an overseas agent about a critical shipment issue that requires an immediate decision.

What this role does not give you

A predictable 9-to-5 schedule (global operations mean different time zones and urgent issues can pop up anytime).
A role where you're always popular (you'll often be the bearer of bad news regarding costs or delays).
A quiet, solitary work environment (this is highly collaborative and often intense).

6Who you work with

When you nail this, we save millions in freight costs, our products arrive on time, and we keep our customers happy. Get it wrong, and we're looking at huge delays, angry customers, and a P&L hit from demurrage fees and emergency air freight. Frankly, your decisions directly affect our profitability and our reputation in the market.

Inside the business

VP, Global Supply Chain
CFO and Finance Leadership
Head of Manufacturing & Operations
Head of Sales & Commercial
Head of Product Development

Outside the business

Key Ocean & Air Freight Carriers
3PL/4PL Partners
Customs Brokers & Trade Compliance Consultancies
Technology Vendors (TMS, Visibility Platforms)

7What you need before you start

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

Proven track record of managing multi-modal international logistics operations for a large, complex organisation, typically 10+ years of direct experience.
Demonstrable experience in leading and developing a team of logistics professionals, including managers.
Significant experience in negotiating and managing multi-million pound contracts with global freight carriers and 3PLs.
Deep understanding of global trade compliance, customs regulations, and Incoterms, with practical experience in navigating complex international shipping challenges.
Strong financial acumen, including experience managing large operational budgets and driving cost reduction initiatives.
Experience in selecting, implementing, and optimising enterprise-level logistics technology (TMS, GTM, visibility platforms).
A degree in Supply Chain Management, Logistics, Business, or a related field, or equivalent extensive practical experience.

8What to practise next

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

Blockchain for Supply Chain Traceability

Customers and regulators increasingly demand end-to-end transparency. Blockchain offers an immutable ledger for tracking goods, enhancing trust, reducing fraud, and streamlining customs processes. It's not mainstream yet, but it's coming.

Distributed Ledger Technology (DLT) · Smart Contracts in Logistics · Data Privacy & Security · Interoperability with Legacy Systems

This quarter: Read a foundational book or take an introductory course on blockchain for supply chain.
Next 6 months: Identify a specific use case where traceability is critical (e.g., high-value goods, ethical sourcing) and research potential blockchain solutions.
Next 12 months: Engage with a blockchain solution provider to understand their offerings and potential ROI for our business.
Ongoing: Network with peers in other industries who are piloting blockchain projects to learn from their experiences.

Quick win: Start a small internal project to track a specific component from a key supplier using a simple, permissioned blockchain proof-of-concept. It's about learning, not immediate full-scale deployment.

Advanced Data Visualisation & Storytelling

With more data comes the challenge of making sense of it and communicating insights effectively. Simply showing dashboards isn't enough; you need to tell a compelling story that drives action from senior leadership.

Principles of Effective Data Visualisation · Narrative Structure for Data Presentations · Interactive Dashboards for Exploration · Contextualising Data for Non-Experts

This quarter: Review your last three executive presentations. Honestly assess if they told a clear story or just presented numbers.
Next 6 months: Take an advanced course on Tableau or Power BI focused on dashboard design and storytelling.
Next 12 months: Seek feedback from the C-suite on your data presentations. Ask what worked and what didn't.
Ongoing: Practice presenting complex data to non-logistics audiences. The more you do it, the better you'll get.

Quick win: Before your next presentation, write down the 'story' you want to tell in three sentences. Then, make sure every slide supports that narrative. It's a simple trick that makes a huge difference.

9Staying current once you are in

What people here do to keep up

Actively participate in industry associations (e.g., CILT, BIFA) and attend major global logistics conferences to stay abreast of trends and network with peers.
Engage in executive education programmes focused on global strategy, digital transformation, or advanced leadership.
Mentor junior professionals within the logistics field, both internally and externally, to solidify your own understanding and contribute to the profession.
Regularly read leading industry publications, academic journals, and economic analyses to anticipate market shifts and technological advancements.

10How the AI economy is changing work like this

Before we ask anything of you, here's what we can already say about AI and work of this kind:

The new skill this role is being asked for: AI-Powered Predictive Analytics & Optimisation

Competitors are already using AI to predict demand, optimise routes, and anticipate disruptions with far greater accuracy than traditional methods. If we don't embrace this, we'll be left behind, paying more and delivering slower.

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

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 Predictive Analytics & Optimisation

Competitors are already using AI to predict demand, optimise routes, and anticipate disruptions with far greater accuracy than traditional methods. If we don't embrace this, we'll be left behind, paying more and delivering slower.

Machine Learning for Demand Forecasting
Prescriptive Analytics for Route Optimisation
Digital Twins for Supply Chain Modelling
AI for Anomaly Detection

What you’ll use

Skills this role draws on

Technical

Incoterms® Strategic Application
Multi-Modal Network Design & Optimisation
Landed Cost Engineering
Carrier & 3PL/4PL Performance Management
Harmonized Tariff Schedule (HTS) Classification & Customs Compliance
Supply Chain Risk Mitigation & Business Continuity Planning (BCP)

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
Senior Manager, Global Logistics (L5)
3-5 years in this role before Director
Skills to master
- Mastering multi-region operational oversight, managing multiple managers, significant P&L accountability (e.g., £20M+), and driving cross-functional strategic projects.
You're ready to move on when
- Successfully led a major network optimisation project resulting in significant savings.
- Consistently met or exceeded budget targets for a large functional area.
- Developed and retained a high-performing team of managers.
- Demonstrated ability to influence senior stakeholders outside of direct reporting lines.
2
Head of Regional Logistics (e.g., APAC, EMEA)
4-6 years in this role before Director
Skills to master
- Deep expertise in a specific geographical market's regulatory landscape, carrier relationships, and unique logistical challenges. Full P&L responsibility for that region.
You're ready to move on when
- Successfully navigated complex regional customs or trade challenges.
- Built a resilient and cost-effective logistics network tailored to a specific region.
- Consistently delivered on regional OTIF and cost targets.
- Established strong relationships with regional government bodies and industry partners.
3
Consulting Principal (Supply Chain/Logistics)
2-4 years in this role before Director
Skills to master
- Broad exposure to diverse supply chain challenges across multiple industries, strong client management, strategic problem-solving, and presentation skills at an executive level.
You're ready to move on when
- Led multiple large-scale supply chain transformation projects for clients.
- Developed and presented strategic recommendations to C-suite clients.
- Proven ability to quickly diagnose complex logistical issues and propose actionable solutions.
- Managed project teams and client expectations effectively.

11Where this role leads

The long view:Your journey as Director of International Logistics is about more than just managing shipments; it's about shaping the future of our global operations. The skills you hone here will set you up for a truly impactful and rewarding career, whether that's leading an entire supply chain or even running a whole business unit.

Pay & demand

Pay and demand for this role will appear here, each figure traced to a named authoritative source (e.g. the ONS Annual Survey of Hours and Earnings, under the Open Government Licence). We don’t show numbers we can’t attribute.

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 Director of International Logistics is actually changing. In about two minutes, the free confidence check asks where you stand on each of the ten. That's the whole check, and it's what makes the plan yours rather than generic.

12The team that's yours

No two people are taught the same way. This is one-to-one, not one-to-many.

Zavmo is a hyper-personalised AI learning platform. Twelve virtual tutors, each with a different way of teaching, and one orchestration agent that picks the right one for the moment. So every single lesson is shaped around you, your role, and the way you learn. Not a course everyone sits through. A conversation built for you, and no one else.

…and nine more, matched to you after your first chat. Meet all twelve

Start free and meet yours

13What it feels like

A conversation, not a course

Because your tutor knows your role, your projects and your last session, learning sounds like this. And it's different for every single person:

Security in a Transport and Logistics EnvironmentEntry Level

Applied to your work in Director of International Logistics

The objective of this unit is to provide learners with an understanding of security threats and breaches within a transport and logistics environment. Upon completion, learners will be able to secure goods and equipment according to established procedures, apply appropriate security measures, and recognise the roles and responsibilities of personnel in maintaining security.

How the thinking builds

Remember
Understand
Apply
Analyse
Evaluate
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.

One to one, not one to many

No two people run this the same way

A course is written once and handed to everyone. This is assembled around you, and keeps changing as it learns you. Five things it reads, and what each one changes.

Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
What you already know The first conversation finds your starting point, so you skip what you can already do and spend the time on what you cannot.
The conditions you learn under Not a learning-styles quiz. The evidence does not support those. The dimensions the research does back, read once and used to shape the plan.
How far you got last time It picks up mid-thought. The tutor knows what you said, what you struggled with, and what it asked you to try.
Which tutor suits the moment Twelve of them, each for a different kind of thinking. The one who walks you through a first idea is not the one who stress-tests it.

See how you learn, free. Eight questions, no sign-up. A directional taster; the diagnostic inside Zavmo goes deeper and keeps adapting.

DemonstrateIllustration

Evidenced on your work in Director of International Logistics

You do not finish by watching something. You finish by showing it on the work you already do, against the measures this job is judged on.

Total Landed Cost as a % of COGSThe overall cost of getting a product from its origin to its destination, including freight, duties, insurance, and other fees, expressed as a percentage of the product's cost of goods sold.If our landed cost was 12% last year, you'd aim for 11.4-11.6% this year, without compromising service or compliance.Achieve a year-on-year reduction of 3-5% across the global portfolio.
Global Logistics Budget AdherenceHow closely actual global freight and logistics spend aligns with the approved multi-million pound budget.For a £60M budget, staying between £58.8M and £61.2M for the year, even with market volatility, shows strong financial control.Maintain actual spend within +/- 2% of the approved annual budget (typically £50M+).
Network Optimization SavingsIdentified and realised cost savings through strategic changes to our logistics network, carrier contracts, or mode selection.Negotiating new carrier contracts, optimising container fill rates, or shifting a lane from air to ocean freight could contribute to this target.Deliver over £1M in annualised savings through strategic projects.
Supply Chain Risk Score ImprovementA composite score reflecting our exposure to various logistics risks (e.g., geopolitical, natural disaster, carrier solvency) and the effectiveness of our mitigation strategies.Reducing reliance on a single port for a critical lane, or implementing robust contingency plans for key suppliers, would improve this score.Improve the overall risk score by 10% annually through proactive mitigation projects.

These are this job's own measures, with its own targets. Nothing is marked evidenced, because nobody has started this yet. Yours would fill in from the work you bring.

Your passport

This isn't a certificate you file away. It's a passport to the life you're designing.

Every credit you earn and every fluency you build adds up: evidence where it counts, carried with you. Zavmo keeps the map: where you are, where you're heading, and the next step, at your pace, around your life. From Director of International Logistics to VP, Global Supply Chain (L7), and whatever you decide comes after.

Level 7 · in progressAI Fluency→ VP, Global Supply Chain (L7)→ your design

Where this takes you

Your journey as Director of International Logistics is about more than just managing shipments; it's about shaping the future of our global operations. The skills you hone here will set you up for a truly impactful and rewarding career, whether that's leading an entire supply chain or even running a whole business unit.

See Your Progress GrowIllustration

Director of International Logistics

Incoterms® Strategic Application
Multi-Modal Network Design & Optimisation
Landed Cost Engineering
Carrier & 3PL/4PL Performance Management
Harmonized Tariff Schedule (HTS) Classification & Customs Compliance
Supply Chain Risk Mitigation & Business Continuity Planning (BCP)

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.

14The 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

Director of International Logistics is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

VP, Global Supply Chain (L7)
3-5 years as Director
This is a significant step up to enterprise-level strategy and board governance.
- End-to-End Supply Chain Optimisation: Looking beyond just logistics to integrate and optimise the entire value chain from raw materials to final customer.
- Global Manufacturing Footprint Strategy: Influencing decisions on where we produce our goods, considering logistics, cost, and risk.
- Advanced S&OP Leadership: Leading the Sales & Operations Planning process at an executive level, driving alignment across all functions.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, international logistics is complex and often bogged down by manual tasks and reactive firefighting. But what if you could offload some of that to AI? We're not talking about robots replacing you, but smart tools that give you back hours every week, letting you focus on strategy, not spreadsheets.

As a Director, your time is precious. Imagine having an AI assistant that handles the grunt work, flags risks before they become problems, and even drafts your board reports. That's the reality we're building, and you'll be at the forefront of using these tools to transform our global operations.

Automated Document Auditing

Use AI to scan and validate commercial invoices, packing lists, and bills of lading against customs requirements and purchase orders. It'll flag discrepancies instantly, saving your team hours of manual checking and rework, and crucially, preventing costly customs delays.

Predictive Disruption Analysis

AI models will analyse real-time weather patterns, port congestion data, labor union activity, and geopolitical news. This means predicting potential delays and recommending alternative routes proactively, shifting your focus from reactive firefighting to strategic, proactive planning.

Tariff & Regulation Synthesis

An AI assistant monitors and summarises new international trade regulations, sanctions, and tariff changes from dozens of government sources. You'll get a concise weekly intelligence briefing, replacing hours of manual research across complex, often confusing, government websites.

Carrier QBR Draft Generation

AI analyses carrier performance data (OTIF, cost variance, damages) and generates the first draft of your Quarterly Business Review (QBR) presentation. It'll come complete with charts and talking points, dramatically speeding up preparation for those critical partner meetings.

Common questions

How do you become a Director of International Logistics?

Common routes in include Senior Manager, Global Logistics (L5) (3-5 years in this role before Director), Head of Regional Logistics (e.g., APAC, EMEA) (4-6 years in this role before Director) and Consulting Principal (Supply Chain/Logistics) (2-4 years in this role before Director). Times vary with prior experience.

Where can a Director of International Logistics progress to?

This role can lead on to VP, Global Supply Chain (L7) (3-5 years as Director), depending on the skills you build.

What level is a Director of International Logistics in the UK?

This role aligns to RQF Level 7 on the UK framework, a guide to the depth of qualification it maps to, not a hard entry bar.

What new skills matter most for a Director of International Logistics?

Increasingly, AI-Powered Predictive Analytics & Optimisation. These are the areas where the higher-paid, future-proof work is heading.

The honest bit

You’ve started things before

Most of them were built for a room full of people who aren’t you. A cohort moves on whether or not your week allowed it, and by the third week the thing you’re behind on becomes the reason you stop opening it.

There’s no cohort here, and no timetable to fall behind. Before anything starts, Zavmo asks when you’re sharpest and how long you can realistically sit down for, then builds the sessions around those answers. A bad fortnight changes your pace. It doesn’t put you behind.

And you only pay once you start learning. Searching and planning are free, and you can cancel any time — so the cost of finding out is an afternoon, not a year.

What it costs

Less than one coaching session. Every month.

A single career-coaching hour costs more than a month of this, and it ends when the hour does. Zavmo doesn't. It's £70 a month, about £2.30 a day, for a companion that knows Director of International Logistics, works on the job you actually do, and keeps going at your pace rather than a timetable's.

Searching and planning stay free. You only pay when you start learning.
Your credits are yours. Regulated, and they don't vanish when a subscription ends.
Cancel any time and billing stops. No notice period, no minimum term.

Your path, personalised

You have the map. Walking it is the part we do together.

This route runs to 10 national skill standards. That is a real journey.

Zavmo shapes a learning experience as unique as you are. It fits how you learn, your pace and the work you already do. Every step stays benchmarked to recognised national standards. That’s the plan for becoming a Director of International Logistics: personal to you, and it still counts. The first steps are free.

Independent research finds well-designed intelligent tutoring performs nearly as well as one-to-one human tutoring: VanLehn (2011), Educational Psychologist.

A private tutor in the UK averages £35–40 an hour . Zavmo is £70/month.

A Zavmo curriculum screen: a three-month plan of nine units, ninety credits, each one an Ofqual-regulated unit the learner can tick or untick before starting. — A real plan on learn.zavmo.ai: Ofqual-regulated units, credits, and a three-month run at your own pace.

Start free No commitment. See your first steps free.

15Where 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.

Other roles in International Business Global

Stay in the field you know and move sideways rather than up.

If you leave this industry

The skills you'll develop here, particularly in global network optimisation, risk management, and strategic sourcing, are highly transferable. You could move into leadership roles in other global manufacturing, retail, e-commerce, or even 3PL/4PL organisations.

Not sure this is the right direction?

Work out what you actually want from work first, then come back and see which roles fit it. Takes about ten minutes.

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. Build my plan, free Here's the first ten minutes: a 2-minute confidence check → your personalised roadmap → meet the tutors matched to you. No card, cancel any time. 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.

Director of International Logistics

What's rising in its place

AI-Powered Predictive Analytics & Optimisation

Skills this role draws on

Technical

How you actually get there, here

Senior Manager, Global Logistics (L5)

Head of Regional Logistics (e.g., APAC, EMEA)

Consulting Principal (Supply Chain/Logistics)

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

Roles this leads to

No two people are taught the same way. This is one-to-one, not one-to-many.

A conversation, not a course

No two people run this the same way

This isn't a certificate you file away. It's a passport to the life you're designing.

Everything else the record holds

The career path, and where it branches

VP, Global Supply Chain (L7)

Where AI is starting to help

Automated Document Auditing

Predictive Disruption Analysis

Tariff & Regulation Synthesis

Carrier QBR Draft Generation

Common questions

You’ve started things before

Less than one coaching session. Every month.

You have the map. Walking it is the part we do together.