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

Director of Global Operations

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Experience bandDirector/VP (16-20 years)
Direct reports3-5 reports
Reports toVP of International Business Global
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Supply Chain Operations · Head of International Logistics · Global Trade Director · Operations Lead, International Business

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

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 3 standards

CILT(UK) Level 3 Practitioner Certificate in Logistics, Supply Chain and Operations Management (VRQ) The Chartered Institute of Logistics and Transport in the UK · Level 3 · covers 1 of 3 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.

Logistics and Supply Chain Operations CILT(UK) Level 3 Practitioner Certificate in Logistics, Supply Chain and Operations Management (VRQ)

The future skills this job leans on

Data Fluency turning numbers into a decision

AI Governance Fluency using AI responsibly

Sustainability Fluency building care for people and planet into the work

Foresight Fluency seeing round the corner

Your Plan Illustration

Built for Director of Global Operations

2 units that map to this job, from the qualifications that cover it.

Contract and Financial Management OTHM Qualifications · covers 1 of 3 standards Level 5
Logistics and Supply Chain Operations The Chartered Institute of Logistics and Transport in the UK · covers 1 of 3 standards Level 3

These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director 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

ESG & Sustainable Supply Chain Leadership
Geopolitical Risk Modelling & Scenario Planning

Why each one is rising

The future skills this job leans on

Data Fluencyturning numbers into a decision
AI Governance Fluencyusing AI responsibly
Sustainability Fluencybuilding care for people and planet into the work
Foresight Fluencyseeing round the corner

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 Director of Global Operations plan as you set up, starting with the free Growth Mindset module. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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Keep this read. One email with what AI is changing in this job, the new skills it asks for and where to start free. Nothing else follows unless you confirm your address.

3What this role really is

A Director of Global Operations runs the operational backbone of an international business, from raw materials to final delivery.

4What you'd actually use

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

SAP S/4HANA (Strategic Influence) Expert

Influencing the long-term SAP roadmap, working with IT to design cross-functional process flows, and ensuring the system supports global operational strategy. You're not just using it; you're shaping it.

Salesforce (Data Architecture & Integration) Expert

Architecting the data flow and integration points between Salesforce and other enterprise systems (e.g., SAP, Anaplan) to ensure a single source of truth for global order and customer data. This means ensuring our CRM talks to our ERP effectively.

Power BI Premium / Tableau Server (Executive Reporting) Expert

Managing the enterprise-level reporting strategy for global operations, governing critical data sources, and presenting high-level insights and dashboards to executive leadership and the Board. You'll be telling the story with data.

SAP Global Trade Services (GTS) (Policy & Strategy) Expert

Designing and implementing global trade compliance rules, managing trade preference programmes (e.g., free trade agreements), and directing the overall GTM strategy to minimise duties and ensure compliance.

Jira / Confluence / Anaplan (Program Management & Planning) Advanced

Managing program-level roadmaps for major operational initiatives, directing resource allocation across multiple projects, and using Anaplan for strategic operational planning and scenario modelling.

Workday HCM (Workforce Planning & Talent Strategy) Advanced

Conducting workforce planning for the global operations department, analysing compensation benchmarks, and developing a comprehensive talent strategy to attract, retain, and develop your team.

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 choice	Coming in	Where you are now	The step above
Global Operations Strategy	Follows established strategy.	Proposes improvements to existing strategy.	Leads a workstream within the strategy, makes technical decisions.
Budget Allocation & P&L	Manages own expenses.	Manages project budgets up to £10K.	Manages workstream budgets up to £50K, recommends larger spend.
Organisational Design & Hiring	No authority.	Provides input on team needs.	Interviews and provides strong recommendations for junior roles.
Major Vendor/3PL Selection	Uses approved vendors.	Researches and recommends new vendors for specific projects.	Leads evaluation and negotiation for vendors up to £100K.

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.

Logistics Spend as % of Revenue

Total global logistics costs (freight, warehousing, duties, insurance) as a percentage of overall international business unit revenue.

Target · Maintain or reduce by 5-10% YoY without compromising service.

If our international revenue is £50M and logistics spend is £5M, that's 10%. Your goal is to get that closer to 9% or 8% through smarter routing, better carrier contracts, or duty optimisation.

Perfect Order Percentage (POP)

The percentage of orders delivered to the customer on-time, in-full, damage-free, and with accurate documentation/invoicing.

Target · >97% consistently across all international markets.

Out of 1,000 international orders, if 975 meet all four criteria, your POP is 97.5%. We're looking for that last 2.5% to be systematically addressed.

Supply Chain Resilience Index

A composite score reflecting our ability to withstand and recover from disruptions, considering supplier diversification, alternative routing options, and inventory buffers.

Target · Increase index score by 15% YoY, especially for critical routes/products.

After a major port strike, how quickly did we adapt and find alternative routes? Did we have enough safety stock to cover the delay? Your strategy should minimise the impact of such events.

Landed Cost Reduction

The average reduction in the total cost of getting a product from the supplier's door to our final destination, including all duties, taxes, and fees.

Target · Identify and implement £2M-£5M in annual savings across the international portfolio.

Renegotiating carrier contracts, optimising HTS classifications, or leveraging free trade agreements could directly contribute to these savings. We're talking about real money hitting the bottom line.

Strategic Influence & Board Alignment

How effectively you shape and communicate the global operations strategy to the C-suite and Board, ensuring their buy-in and support for major initiatives.

Regular invitations to executive strategy meetings
your recommendations are consistently adopted for major capital expenditures or market entries
positive feedback from board members on your presentations and insights.

Team Leadership & Talent Development

The health and performance of your entire operations organisation, including manager effectiveness, employee engagement, and succession planning.

High retention rates for key operations managers
internal promotions within your team
positive results from annual employee engagement surveys
a clear succession plan for critical roles, regularly reviewed with HR.

Regulatory Compliance & Risk Mitigation

The proactive identification and mitigation of global trade, customs, and logistics risks, ensuring we operate legally and ethically in all markets.

Zero significant non-compliance penalties or fines
successful navigation of new regulatory changes (e.g., Brexit, new trade agreements) with minimal disruption
a robust risk register that's regularly updated and acted upon.

7Would you like it

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

What people enjoy

Driving Global Impact

You'll be making decisions that directly affect our ability to serve customers in dozens of countries, seeing your strategic choices play out on a global scale.

Successfully launching operations in a new, complex market like India or Brazil, and seeing your team hit aggressive delivery targets.

P&L Ownership & Cost Optimisation

You'll have significant budget responsibility, constantly looking for ways to reduce landed costs, improve efficiency, and contribute directly to the company's profitability.

Negotiating a new global freight contract that saves the company £3M annually, directly impacting the bottom line.

Building High-Performing Teams

You'll be coaching, mentoring, and developing a large team of operations professionals, creating a culture of excellence and continuous improvement.

Seeing one of your managers promoted to a regional leadership role, knowing you helped them get there.

What frustrates people

Dealing with C-suite requests that contradict established global processes, forcing you to find a 'workaround' (which often creates more work).
Navigating complex inter-departmental politics to get buy-in for a critical global initiative.
Being the bearer of bad news about delays or increased costs due to external factors (e.g., Suez Canal blockage, new tariffs) that are completely outside your control.
Recruiting and retaining top talent in a competitive global market, especially for niche operations roles.
The sheer volume of information and data you need to process to make informed strategic decisions.

What this role does not give you

A quiet, predictable 9-to-5 job – expect late nights and early mornings dealing with different time zones and urgent issues.
The luxury of avoiding difficult conversations or making unpopular decisions.
A purely hands-on, individual contributor role – your impact is through your team and your strategic vision.
Complete control over all external factors – you'll manage risk, but you can't eliminate global unpredictability.

8Who you work with

You'll directly influence our P&L by optimising logistics costs, reducing customs duties, and improving supply chain resilience. Your decisions will shape our market position in new territories and significantly impact customer satisfaction and retention. Essentially, you're building the engine that drives our global business.

Inside the business

C-Suite (CEO, CFO, COO)
Regional VPs (Sales, Marketing)
Head of Product Development
Head of Legal & Compliance
IT Leadership

Outside the business

Key 3PL/4PL Partners
Major Freight Forwarders
Customs Authorities & Regulators
Strategic Suppliers
Industry Associations

9What you need before you start

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

Proven track record of leading and managing large, geographically dispersed global operations or supply chain teams (25+ people).
Demonstrable experience with P&L ownership and managing multi-million-pound operational budgets (£2M+).
Extensive experience (16+ years) in international logistics, global trade compliance, and supply chain management, ideally within a complex, fast-growing international business.
Significant experience in driving large-scale operational transformation projects, including ERP implementations or major process re-engineering.
A deep understanding of international business dynamics, cultural nuances, and geopolitical factors affecting global trade.
Experience presenting to and influencing C-suite executives and board members.

10What to practise next

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

AI/ML for Supply Chain Optimisation

AI and Machine Learning are moving beyond basic forecasting to truly optimise complex supply chain decisions—from dynamic pricing and inventory management to predictive maintenance of logistics assets. Those who harness this will gain a significant competitive edge.

Prescriptive Analytics · Digital Twins of Supply Chains · Autonomous Logistics · Data Governance for AI

This quarter: Engage with our IT/Data Science teams to understand current AI capabilities and limitations.
Next 6 months: Identify 2-3 high-impact areas in operations where AI/ML could deliver significant ROI and champion proof-of-concept projects.
Next 12 months: Develop a roadmap for integrating AI/ML into core operational processes, securing budget and resources.
Ongoing: Stay current with leading industry research and vendor solutions in supply chain AI.

Quick win: Sponsor a hackathon within your team (with IT support) to explore how existing AI tools could solve a current operational bottleneck.

Blockchain for Supply Chain Traceability

Blockchain offers immutable, transparent records that can revolutionise supply chain traceability, authenticity verification, and compliance. It's becoming crucial for high-value goods, ethical sourcing, and regulatory reporting.

Distributed Ledger Technology (DLT) · Smart Contracts · Provenance & Authenticity · Interoperability Standards

This quarter: Read up on enterprise blockchain applications in supply chain (e.g., IBM Food Trust, TradeLens).
Next 6 months: Explore potential use cases for blockchain within our specific industry (e.g., tracking high-value components, ethical sourcing).
Next 12 months: Initiate a pilot project for blockchain-based traceability for a specific product line or critical component.
Ongoing: Network with industry peers who are implementing blockchain solutions.

Quick win: Identify a product or component where enhanced traceability would significantly reduce risk or improve customer trust, and research existing blockchain solutions that could be adapted.

11Staying current once you are in

What people here do to keep up

Regularly attend and speak at major international supply chain and logistics conferences (e.g., CSCMP, Gartner Supply Chain Symposium).
Participate in executive leadership programmes focused on global business, strategy, or change management.
Maintain active memberships in relevant professional organisations (e.g., CILT, FIATA) and contribute to industry best practices.
Engage in continuous learning on emerging technologies like AI/ML, blockchain, and automation in supply chain contexts.
Mentor rising talent within the company and externally, solidifying your leadership and industry influence.

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.

ESG & Sustainable Supply Chain Leadership

Customers, investors, and regulators are increasingly demanding transparency and accountability for environmental, social, and governance (ESG) practices throughout the supply chain. This isn't just PR; it's becoming a licence to operate and a source of competitive advantage.

Carbon Footprint Optimisation
Ethical Sourcing & Due Diligence
Circular Economy Principles
ESG Reporting & Disclosure

Geopolitical Risk Modelling & Scenario Planning

The past few years have shown us that 'business as usual' is a myth. Geopolitical tensions, trade wars, and regional conflicts can disrupt global supply chains overnight. As a Director, you need to be able to model these risks and plan for multiple futures, not just one.

Political Economy Analysis
Supply Chain Mapping & Vulnerability Assessment
Dual Sourcing & Nearshoring Strategies
Scenario-Based Budgeting

13What you’ll use

What you’ll use

Skills this role draws on

Technical

Incoterms® Rules (Strategic Application)
Global Customs Compliance & Tariff Strategy
Supply Chain Network Design & Optimisation
Lean / Six Sigma (Enterprise Deployment)
Global Risk Management (Macro-level)
Landed Cost Modelling & Strategic Pricing

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
Global Operations Manager (L5) within a large organisation
3-5 years as a Global Operations Manager
Skills to master
- Mastering P&L management, building and leading a team of managers, driving cross-functional initiatives, and presenting to senior leadership. You'd need to have shown you can handle significant scope.
You're ready to move on when
- Successfully owned a £5M+ operational budget.
- Consistently delivered on major operational KPIs for a significant region or product line.
- Developed and promoted at least 2-3 direct reports into more senior roles.
- Led a complex, multi-year operational project from conception to completion.
2
Director of Supply Chain / Logistics in a smaller or mid-sized company
4-6 years in a similar Director-level role
Skills to master
- Adapting to a larger scale and more complex international footprint, navigating more intricate regulatory environments, and managing a larger, more diverse team. You'd be bringing your leadership skills to a bigger challenge.
You're ready to move on when
- Managed a full end-to-end supply chain for a company with international operations.
- Demonstrated ability to build and scale operational processes from scratch.
- Proven experience influencing C-suite decisions and managing external stakeholders.
- Successfully integrated operational aspects of an acquisition or major expansion.
3
Senior Consultant (Operations/Supply Chain) at a top-tier firm
5-7 years as a Senior Consultant, focusing on operations strategy
Skills to master
- Translating theoretical frameworks into practical, implementable strategies for a specific company, building internal relationships, and navigating corporate politics from an internal perspective. You'd be moving from advising to owning.
You're ready to move on when
- Led multiple large-scale operations transformation projects for diverse clients.
- Developed and presented strategic recommendations to C-suite clients.
- Proven ability to manage complex project teams and deliver measurable results.
- Deep expertise in industry best practices and emerging trends in global operations.

15Where this role leads

The long view: This role can lead to a Chief Operations Officer or Chief Supply Chain Officer position, or a board level role such as Non-Executive Director.

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 Global Operations is actually changing.

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 Director of Global Operations.

Contract and Financial Management Level 5

Applied to your work in Director 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 Remember
2 Understand
3 Apply
4 Analyse
5 Evaluate
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.

See Your Progress Grow Illustration

Director of Global Operations

Incoterms® Rules (Strategic Application)
Global Customs Compliance & Tariff Strategy
Supply Chain Network Design & Optimisation
Lean / Six Sigma (Enterprise Deployment)
Global Risk Management (Macro-level)
Landed Cost Modelling & Strategic Pricing

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

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

VP of Global Operations (L7)
3-5 years in the Director role

This is the natural next step, moving from shaping a business unit to driving enterprise-wide strategy and influencing the entire company's long-term vision.
- M&A Strategy & Execution Leading operational due diligence and integration for major corporate acquisitions.
- Global Regulatory Advocacy Engaging with international bodies and governments on trade policy and logistics standards.
- Advanced Digital Transformation Championing company-wide adoption of AI, automation, and other cutting-edge technologies.
- Enterprise Risk Management Overseeing the company's entire risk framework, not just operations.
Chief Operating Officer (COO) / Head of International Business
5-7 years in the Director role, potentially with a stint as VP

This is a significant jump, expanding your scope beyond operations to encompass all aspects of running a business unit or the entire company, including sales, marketing, and product delivery.
- Go-to-Market Strategy Defining how products are launched and sold in international markets.
- Product Lifecycle Management Overseeing the entire product journey from conception to end-of-life.
- Financial Management & Reporting Deep expertise in corporate finance, budgeting, and investor relations.
- Human Capital Strategy Developing and leading the overall talent strategy for the entire organisation.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You shouldn't be bogged down in manual data aggregation or drafting routine reports. Our AI Productivity Hub is designed to free you up for what truly matters: strategic thinking, leadership, and driving significant business growth. Think of it as your secret weapon for scaling operations.

For a Director of Global Operations, AI isn't just about automating tasks; it's about gaining a strategic edge. It means turning reactive fire-fighting into proactive risk management, transforming mountains of data into actionable insights, and building a more resilient, intelligent supply chain. We're talking about leveraging AI to make better, faster decisions across your entire domain.

Predictive Strategic Insights

Use AI-powered analytics platforms (like Power BI Premium with integrated ML models) to forecast global demand, predict supply chain disruptions, and model the impact of geopolitical events. This helps you make proactive strategic decisions on inventory, routing, and market entry, instead of just reacting.

Enterprise Process Automation (RPA)

Direct the deployment of Robotic Process Automation (RPA) across your global operations. Automate high-volume, repetitive tasks like customs declaration generation, invoice processing, and data reconciliation between SAP, Salesforce, and other systems. This frees up your teams for higher-value work and reduces human error at scale.

Automated Global Compliance Monitoring

Implement AI solutions that continuously monitor changes in international trade regulations, tariffs, and sanctions across all your operating markets. Get real-time alerts and summaries of critical updates, ensuring your compliance programmes are always up-to-date and mitigating significant legal and financial risks.

Executive Report Generation

Use Generative AI to draft initial versions of board-level presentations, executive summaries of operational performance, and strategic proposals. Feed it your data and key points, and it'll help structure compelling narratives, saving you hours of drafting time. You'll still refine and add your strategic insights, of course.

Common questions

How do you become a Director of Global Operations?

Common routes in include Global Operations Manager within a large organisation (3-5 years as a Global Operations Manager), Director of Supply Chain / Logistics in a smaller or mid-sized company (4-6 years in a similar Director-level role) and Senior Consultant (Operations/Supply Chain) at a top-tier firm (5-7 years as a Senior Consultant, focusing on operations strategy). Times vary with prior experience.

Where can a Director of Global Operations progress to?

This role can lead on to VP of Global Operations (3-5 years in the Director role) and Chief Operating Officer (COO) / Head of International Business (5-7 years in the Director role, potentially with a stint as VP), depending on the skills you build.

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

Increasingly, ESG & Sustainable Supply Chain Leadership and Geopolitical Risk Modelling & Scenario Planning. These are the skills our record of this role lists as growing.

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 free Growth Mindset module 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.

Director of Global Operations

Where should we send it?

Two short quizzes about you

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

What's rising in its place

ESG & Sustainable Supply Chain Leadership

Geopolitical Risk Modelling & Scenario Planning

Skills this role draws on

Technical

How you actually get there, here

Global Operations Manager (L5) within a large organisation

Director of Supply Chain / Logistics in a smaller or mid-sized company

Senior Consultant (Operations/Supply Chain) at a top-tier firm

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

Roles this leads to

One to one, on the work you already do

Everything else the record holds

The career path, and where it branches

VP of Global Operations (L7)

Chief Operating Officer (COO) / Head of International Business

Where AI is starting to help

Predictive Strategic Insights

Enterprise Process Automation (RPA)

Automated Global Compliance Monitoring

Executive Report Generation

Common questions

Want a read on where you stand?