United Kingdom · Operations · Director/VP (16-20 years)

Director of Supply Chain

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 reports5-8 reports
Reports toChief Operations Officer (COO)
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP Operations · Head of Supply Chain · Logistics Director · Supply Chain Transformation Lead

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 Supply Chain

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

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1What this role really is

This isn't just about moving boxes; it's about orchestrating our entire operational backbone. You'll be the architect of our supply chain strategy, making sure we can get our products to customers efficiently, reliably, and profitably, no matter what the world throws at us. You'll own the long-term vision, driving major transformation programmes and making decisions that directly impact our bottom line and market position. Frankly, it's a role with real teeth and real impact.

2What you'd actually use

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

SAP S/4HANA (MM/SD/PP Modules)Strategic

Defining data governance policies, architecting workflows, leading module implementation/upgrade projects, and using system insights to drive executive-level decisions. You won't be executing transactions, but you'll understand how the system underpins everything.

Kinaxis RapidResponseStrategic

Owning the platform strategy, integrating the S&OP process into the tool, and using it to drive executive-level decision-making on capacity, inventory, and capital allocation. You'll interpret high-level outputs and guide your team on its use.

Blue Yonder WMS/TMSStrategic

Selecting and implementing new WMS/TMS platforms, designing the overall network logistics strategy, and negotiating enterprise contracts with vendors. You're thinking about how these systems enable our global strategy.

Power BI / Tableau (or similar BI platform)Strategic

Defining the BI strategy for the entire supply chain function, ensuring executive-level visibility and insights, and using dashboards to drive strategic performance reviews and decision-making. You'll consume, critique, and direct the creation of these.

Microsoft Excel (Advanced Modelling)Strategic

Architecting complex Excel-based models for financial or network analysis that integrate with enterprise systems. You'll understand its limitations and champion dedicated tools where appropriate, but still be able to build powerful, high-level models.

SQL (Advanced Query Design)Advanced

Designing and optimising complex queries for performance, writing stored procedures to support strategic reporting, and understanding database architecture to guide data strategy. You won't be querying daily, but you'll know how to get the data you need and direct your team effectively.

MS Teams / SharePoint / ConfluenceStrategic

Governing the use of collaboration tools across the department to ensure efficient communication, knowledge management, and project tracking for large-scale initiatives. You'll set the standards for how your teams work together.

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
Strategic Network Design (e.g., new distribution centres)	No involvement beyond data gathering if requested.	May provide data analysis on specific routes or capacity.	Contributes analysis and recommendations for specific network nodes or transport lanes.
Major ERP/Planning System Upgrades	Learns to use the new system after implementation.	Participates in UAT, provides feedback on specific modules.	Leads a module's implementation, trains junior users, troubleshoots complex issues.
Key Supplier Contract Negotiation (e.g., 3PLs)	No involvement.	Provides data on supplier performance.	Manages day-to-day relationship, flags performance issues.

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 Reduction

The overall reduction in the cost of getting products from supplier to customer, including purchase price, freight, duties, and handling.

Target · Achieve £2M+ in annualized savings across the business unit.

By optimising our freight contracts and consolidating shipments, you'd aim to reduce our annual landed cost by, say, £2.5M, directly impacting our gross margin.

Cash Conversion Cycle (CCC)

The time it takes for us to convert our investments in inventory and accounts receivable into cash. A shorter cycle means better cash flow.

Target · Reduce the CCC by 5-7 days.

If our current CCC is 60 days, you'd be looking for strategies (like better inventory turns or faster payment terms with customers) to bring that down to 53-55 days.

Perfect Order Percentage (POP)

The percentage of orders delivered to customers on time, in full, damage-free, and with accurate documentation. It's the ultimate measure of supply chain excellence.

Target · Improve POP from 85% to 90% within 18 months.

If we currently deliver 85 out of 100 orders perfectly, your goal is to get that to 90, meaning fewer customer complaints and less rework.

Gross Margin Improvement

The direct impact of your supply chain strategies on the company's gross profit margin.

Target · Directly contribute to a 0.5% improvement in gross margin.

Through better purchasing, freight optimisation, and inventory management, your initiatives should demonstrably add half a percentage point to our overall gross margin, a significant figure at our scale.

Strategic Influence & Alignment

How effectively you shape and gain buy-in for the long-term supply chain vision across executive leadership and other departments.

You're regularly invited to C-suite strategic planning sessions. Your proposals for major investments (e.g., new WMS, network expansion) are well-received and approved. Other department heads proactively seek your input on their strategic initiatives. You're seen as a trusted advisor, not just an operational head.

Team Leadership & Capability Building

Your ability to develop, mentor, and lead a high-performing team of managers, fostering a culture of continuous improvement and strategic thinking.

Your direct reports are consistently meeting their targets and showing clear career progression. You've successfully recruited and retained top talent. There's a noticeable improvement in the strategic thinking and problem-solving capabilities of your wider team. You're building a succession pipeline for key roles.

Innovation & Technology Adoption

The successful identification, piloting, and scaled implementation of new technologies or processes that significantly enhance supply chain performance.

You've championed and successfully implemented at least one major new technology (e.g., AI-driven forecasting, digital twin) that has delivered measurable ROI. Your team is actively experimenting with new ideas, and you've created a safe space for innovation. We're seen as a leader in adopting relevant new supply chain practices.

5Would you like it

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

What people enjoy

Strategic Impact & Transformation

You'll spend a good chunk of your time thinking about the 'big picture'—how to redesign our network, what new technologies to invest in, or how to enter new markets from an operational perspective. You're driven by the opportunity to fundamentally change how the business operates for the better.

Leading a multi-year project to consolidate our European distribution network, resulting in millions in savings and a faster time to market. That's the stuff that gets you out of bed.

Building High-Performing Teams & Capabilities

A significant part of your role is about developing your managers, coaching them through challenges, and building a strong, resilient team across the entire supply chain function. You'll invest heavily in talent development and succession planning.

Mentoring a Senior Manager to step up into a Head of Logistics role, or seeing a new planning methodology you championed get successfully adopted by all your teams, leading to better forecast accuracy.

Solving Complex, Multi-Dimensional Business Problems

You'll be faced with challenges that have no easy answers—think global trade wars, sudden commodity price spikes, or integrating a newly acquired business's supply chain. You thrive on unpicking these knotty problems and crafting elegant, robust solutions.

Figuring out how to maintain supply continuity for a critical product when your primary supplier goes bankrupt, requiring a rapid shift to new vendors across multiple geographies.

What frustrates people

Dealing with executive-level politics and conflicting priorities from different departments, often requiring significant negotiation and compromise.
The slow pace of large-scale organisational change; getting buy-in and budget for major transformation can take years, not months.
Managing a large team of managers means you're often solving people problems or strategic delegation challenges, not hands-on operational issues.
The constant need to justify investment in supply chain as a strategic asset, rather than just a cost centre, especially to non-operational leadership.
Navigating complex regulatory landscapes and geopolitical risks that are entirely outside your control but have massive operational impact.

What this role does not give you

Daily, hands-on involvement in tactical supply chain execution (e.g., placing POs, tracking individual shipments).
A predictable, unchanging environment; expect constant shifts in market conditions, technology, and business priorities.
A role where you always have direct control over all the variables impacting your success; influencing is key.
Immediate, short-term gratification from every project; many initiatives are long-term plays.

6Who you work with

This role directly shapes the profitability and market position of our business unit. Your decisions on network design, inventory strategy, and technology investments can mean the difference between hitting our growth targets or falling behind. You're essentially building the engine that keeps the entire business moving, ensuring we can deliver on promises to customers and investors alike. It's a big job with big consequences.

Inside the business

Chief Operations Officer (COO)
Chief Financial Officer (CFO)
Chief Commercial Officer (CCO)
Product Leadership
Sales Leadership
Manufacturing Directors
IT Leadership
Legal & Compliance

Outside the business

Strategic Suppliers (Tier 1)
Key Logistics Partners (3PLs, Freight Forwarders)
Industry Bodies & Associations
Regulators (where applicable to specific industries)
Technology Vendors (ERP, WMS, Planning Systems)

7What you need before you start

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

Proven track record of 15+ years in supply chain management, with at least 5 years in a senior leadership role managing managers.
Demonstrable experience leading major supply chain transformation programmes (e.g., ERP implementation, network redesign, significant automation).
Experience managing a significant P&L (£2M+) and making strategic investment decisions with clear ROI.
Strong experience presenting to and influencing C-suite executives and external stakeholders (e.g., board, investors).
A deep understanding of global supply chain dynamics, including international logistics, trade, and manufacturing.

8What to practise next

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

AI/ML for Supply Chain Optimisation (Strategic)

AI and Machine Learning are moving beyond basic forecasting to power complex optimisation problems: dynamic routing, predictive maintenance in warehouses, and intelligent inventory placement. As Director, you'll need to understand how to strategically deploy these to gain a competitive edge.

Reinforcement Learning for dynamic routing · Predictive analytics for equipment failure · Generative AI for supply chain scenario generation · Ethical AI & bias in algorithms

This quarter: Attend executive briefings on AI/ML in supply chain, focusing on strategic applications and vendor capabilities.
Next 6 months: Challenge your data science and planning teams to pilot AI/ML solutions for specific, high-value problems (e.g., dynamic pricing, inventory allocation).
Next 12 months: Develop a roadmap for integrating AI/ML into core supply chain processes, ensuring clear ROI and scalability.
Ongoing: Stay informed on the latest advancements and critically evaluate new technologies for strategic fit.

Quick win: Ask your current planning system vendor about their AI/ML roadmap. Many are already embedding these capabilities. Also, encourage your managers to experiment with off-the-shelf AI tools for routine analysis or communication drafting.

9Staying current once you are in

What people here do to keep up

Regularly attending executive-level supply chain conferences and industry forums (e.g., Gartner Supply Chain Symposium, CSCMP EDGE) to stay abreast of trends and network with peers.
Participating in executive leadership programmes or an MBA programme if you don't already have one, to further develop strategic business acumen.
Engaging in mentorship programmes, both as a mentor to rising leaders and as a mentee to a more experienced C-suite executive.
Actively contributing to industry thought leadership through articles, speaking engagements, or participation in industry working groups.

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: Digital Twin & Supply Chain Simulation

Traditional planning tools are struggling with the sheer complexity and volatility of modern supply chains. Digital Twins offer a real-time, virtual replica of our entire supply chain, allowing for advanced simulation and scenario planning. This will be critical for making rapid, data-driven strategic decisions.

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.

Digital Twin & Supply Chain Simulation

Traditional planning tools are struggling with the sheer complexity and volatility of modern supply chains. Digital Twins offer a real-time, virtual replica of our entire supply chain, allowing for advanced simulation and scenario planning. This will be critical for making rapid, data-driven strategic decisions.

Real-time data integration
Scenario modelling & 'what-if' analysis
Predictive & prescriptive analytics
Visualisation & dashboarding

ESG (Environmental, Social, Governance) & Circular Economy Leadership

Customers, investors, and regulators are increasingly demanding sustainable and ethical supply chains. This isn't just a 'nice to have' anymore; it's a strategic imperative that impacts brand value, risk, and compliance. Leading this will be a core part of a Director's role.

Carbon footprint measurement & reduction
Ethical sourcing & supply chain transparency
Circular economy principles
ESG reporting & compliance

What you’ll use

Skills this role draws on

Technical

Sales & Operations Planning (S&OP) Ownership
Global Inventory Strategy & Optimisation
Lean / Six Sigma Enterprise Deployment
Advanced Demand Forecasting & Sensing
Strategic Supplier Relationship Management (SRM)
Total Cost of Ownership (TCO) & Value Chain Analysis

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
Head of Logistics / Head of Planning (from a large organisation)
3-5 years in previous role
Skills to master
- Moving from managing a specific function to overseeing the entire end-to-end supply chain. Developing broader P&L accountability and executive-level influence beyond your direct team.
You're ready to move on when
- Successfully led a major cross-functional project with significant business impact.
- Demonstrated ability to influence senior stakeholders outside of your direct reporting line.
- Managed a budget of at least £1M and achieved clear cost savings or efficiency gains.
- Developed and mentored a strong team of managers, with clear succession planning.
2
Senior Supply Chain Manager (from a larger, more complex company)
5-7 years in previous role
Skills to master
- Scaling your strategic thinking to a business unit level, rather than just a product line or region. Developing expertise in areas beyond your specialisation (e.g., if you were a planning expert, now understanding logistics and procurement at a strategic level).
You're ready to move on when
- Owned a significant portion of a multi-million pound supply chain operation.
- Successfully navigated complex internal politics and driven change across multiple departments.
- Proven ability to identify and mitigate enterprise-level supply chain risks.
- Consistently exceeded performance targets and delivered innovative solutions.

11Where this role leads

The long view:This Director role is a pivotal step towards the very top of the operational leadership ladder. It's challenging, demanding, but incredibly rewarding if you're driven by the opportunity to shape a business and build something truly exceptional. We're looking for someone who sees the future of supply chain and is ready to build it.

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 Supply Chain 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:

Strategic Supply Chain Management and LogisticsLevel 7

Applied to your work in Director of Supply Chain

By completing this unit, learners will understand the relationship between supply chain management and organisational objectives, use IT to optimise supplier relationships, and plan strategies to improve organisational performance.

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 Supply Chain

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 ReductionThe overall reduction in the cost of getting products from supplier to customer, including purchase price, freight, duties, and handling.By optimising our freight contracts and consolidating shipments, you'd aim to reduce our annual landed cost by, say, £2.5M, directly impacting our gross margin.Achieve £2M+ in annualized savings across the business unit.
Cash Conversion Cycle (CCC)The time it takes for us to convert our investments in inventory and accounts receivable into cash. A shorter cycle means better cash flow.If our current CCC is 60 days, you'd be looking for strategies (like better inventory turns or faster payment terms with customers) to bring that down to 53-55 days.Reduce the CCC by 5-7 days.
Perfect Order Percentage (POP)The percentage of orders delivered to customers on time, in full, damage-free, and with accurate documentation. It's the ultimate measure of supply chain excellence.If we currently deliver 85 out of 100 orders perfectly, your goal is to get that to 90, meaning fewer customer complaints and less rework.Improve POP from 85% to 90% within 18 months.
Gross Margin ImprovementThe direct impact of your supply chain strategies on the company's gross profit margin.Through better purchasing, freight optimisation, and inventory management, your initiatives should demonstrably add half a percentage point to our overall gross margin, a significant figure at our scale.Directly contribute to a 0.5% improvement in gross margin.

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 Supply Chain to VP of Operations / VP of Supply Chain, and whatever you decide comes after.

Level 7 · in progressAI Fluency→ VP of Operations / VP of Supply Chain→ your design

Where this takes you

This Director role is a pivotal step towards the very top of the operational leadership ladder. It's challenging, demanding, but incredibly rewarding if you're driven by the opportunity to shape a business and build something truly exceptional. We're looking for someone who sees the future of supply chain and is ready to build it.

See Your Progress GrowIllustration

Director of Supply Chain

Sales & Operations Planning (S&OP) Ownership
Global Inventory Strategy & Optimisation
Lean / Six Sigma Enterprise Deployment
Advanced Demand Forecasting & Sensing
Strategic Supplier Relationship Management (SRM)
Total Cost of Ownership (TCO) & Value Chain Analysis

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 Supply Chain is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

VP of Operations / VP of Supply Chain
3-5 years as Director
This is a significant step up, often encompassing multiple business units or a global remit, with a larger P&L and broader strategic influence.
- Multi-Business Unit Optimisation: Finding synergies and standardising best practices across disparate operational entities.
- Advanced Risk Management: Managing geopolitical, economic, and regulatory risks at a global enterprise level.
- Ecosystem Leadership: Building strategic partnerships with external entities (e.g., governments, industry consortia) to shape the broader operational landscape.

Working with AI on the job

Working with AI

Where AI is starting to help

As a Director of Supply Chain, your time is precious. It should be spent on strategic thinking, team leadership, and driving transformation, not sifting through reports or drafting endless communications. Here's the thing: AI isn't just for junior roles; it's a game-changer for executive productivity, letting you focus on what truly moves the business forward.

Imagine having a strategic co-pilot that helps you cut through the noise, identify critical insights faster, and automate the heavy lifting of analysis and communication. That's what AI can do for you. It'll give you back hours every week, freeing you up to make bigger, bolder decisions and lead with greater impact.

Predictive Network Optimisation

Use AI models to simulate complex supply chain scenarios—like new market entries, factory closures, or major disruptions—and instantly see the impact on costs, service levels, and carbon footprint. This lets you make data-driven strategic decisions in minutes, not weeks.

Enterprise Risk Sensing & Mitigation

Deploy AI platforms that continuously monitor global news, geopolitical events, weather patterns, and supplier financial health. Get real-time alerts on potential supply chain risks, complete with suggested mitigation strategies, allowing you to act proactively before issues escalate.

Automated Executive Reporting & Insights

Connect AI to your ERP and planning systems to automatically generate executive-ready reports, dashboards, and strategic summaries. It can even highlight key trends, anomalies, and suggest explanations, saving you hours preparing for board meetings.

Strategic Communication Drafter

Use generative AI to quickly draft high-level communications—think board updates, strategic proposals, or complex policy documents. It can help you articulate your vision clearly and concisely, freeing up mental energy for the content, not the wording.

Common questions

How do you become a Director of Supply Chain?

Common routes in include Head of Logistics / Head of Planning (from a large organisation) (3-5 years in previous role) and Senior Supply Chain Manager (from a larger, more complex company) (5-7 years in previous role). Times vary with prior experience.

Where can a Director of Supply Chain progress to?

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

What level is a Director of Supply Chain 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 Supply Chain?

Increasingly, Digital Twin & Supply Chain Simulation and ESG (Environmental, Social, Governance) & Circular Economy Leadership. 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 a Director of Supply Chain, 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 8 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 Supply Chain: 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 built for a customer support lead, five Ofqual-regulated units and a hundred and ninety-six credits. — 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 Operations

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

If you leave this industry

Your experience as a Director of Supply Chain is highly transferable. You could move into similar roles in different industries (e.g., from retail to manufacturing, or FMCG to tech hardware), or transition into management consulting, focusing on operational excellence and supply chain strategy. The core skills of strategic leadership, complex problem-solving, and driving transformation are universally valued.

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 Supply Chain

What's rising in its place

Digital Twin & Supply Chain Simulation

ESG (Environmental, Social, Governance) & Circular Economy Leadership

Skills this role draws on

Technical

How you actually get there, here

Head of Logistics / Head of Planning (from a large organisation)

Senior Supply Chain Manager (from a larger, more complex company)

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 of Operations / VP of Supply Chain

Where AI is starting to help

Predictive Network Optimisation

Enterprise Risk Sensing & Mitigation

Automated Executive Reporting & Insights

Strategic Communication Drafter

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.