UK

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

Director, Global Operations & Logistics

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports5-8 reports
  • Reports toVP, Global Supply Chain & Operations
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of International Operations · VP of Global Logistics · Operations Director (International) · Senior Director, Supply Chain Operations

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 4 standards
Gateway Qualifications Level 2 Certificate in Skills for Logistics Gateway Qualifications Limited · Level 2 · covers 1 of 4 standards
Gateway Qualifications Level 2 Diploma in Skills for Logistics Gateway Qualifications Limited · Level 2 · covers 1 of 4 standards
Gateway Qualifications Level 2 Award in Skills for Logistics Gateway Qualifications Limited · Level 2 · covers 1 of 4 standards
Gateway Qualifications Level 1 Award in Skills for Logistics Gateway Qualifications Limited · Level 1 · covers 1 of 4 standards

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

The units you would start with

Security in a Transport and Logistics Environment AIM Qualifications Entry 3 Certificate in Skills for Working in Transport and Logistics Industries
Contract and Financial Management OTHM Level 5 Diploma in Logistics and Supply Chain Management.
Security in Logistics Gateway Qualifications Level 2 Certificate in Skills for Logistics

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Sustainability Fluency building care for people and planet into the work
Your Plan Illustration

Built for Director, Global Operations & Logistics

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

  1. Security in a Transport and Logistics Environment AIM Qualifications · covers 1 of 4 standards Entry Level
  2. Contract and Financial Management OTHM Qualifications · covers 1 of 4 standards Level 5
  3. Security in Logistics Gateway Qualifications Limited · covers 1 of 4 standards Level 2
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, Global Operations & Logistics?

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

The new skills this role is being asked for

  • AI-Driven Strategic Decision Making
  • Sustainable Supply Chain Leadership
Why each one is rising

The future skills this job leans on

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

What happens when you start

Next, a free account. We build your Director, Global Operations & Logistics plan as you set up, starting with the free Automation Fluency module. No card.

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3What this role really is

This role plans and manages global operations and logistics, making sure products cross borders on time and on budget.

4What you'd actually use

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

ERP System (e.g., SAP S/4HANA, Oracle NetSuite) Strategic

Leading ERP module selection/implementation for new markets, defining global data governance policies, and using ERP data for strategic capacity planning and executive reporting.

Global Trade Management (GTM) (e.g., Descartes, E2open, Amber Road) Architect

Owning the relationship with the GTM vendor, designing the global compliance framework within the tool, and modelling the financial impact of trade agreement changes. You're the one who defines how we use it globally.

Supply Chain Visibility Platform (e.g., project44, FourKites) Strategic

Using aggregate platform data to redesign the global logistics network, selecting visibility partners, and presenting network resiliency metrics and strategic insights to the board.

BI & Analytics (e.g., Tableau, Power BI) Strategic

Defining the key global operations KPIs, directing the BI strategy for the function, and using predictive analytics for demand and logistics forecasting to inform executive decisions.

Financial Planning & Analysis (e.g., Anaplan, Workday Adaptive Planning) Expert

Building complex models for landed cost, currency hedging impact, and long-range logistics capacity planning. You'll be defending the operations budget to the CFO and guiding financial strategy.

Collaboration & Project Mgmt. (e.g., MS Teams, Asana, Confluence) Strategic

Selecting and standardising collaboration platforms for the global team, ensuring seamless information flow across time zones and functions for major strategic initiatives and change programmes.

5What you get to decide, and how that grows

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

The choiceComing in Where you are nowThe step above
Global Logistics Network Design No involvement. Executes tasks within existing network. Proposes minor route optimisations or carrier changes for specific lanes. Designs new regional distribution strategies; recommends new 3PL partners for specific markets.
Trade Compliance Policy & Risk Follows existing compliance procedures; flags potential issues to supervisor. Resolves routine customs issues; ensures accurate HS classification for specific products. Develops and implements compliance SOPs for new trade agreements; audits regional compliance processes.
Team Hiring & Development N/A Provides input on junior hires; informal mentoring. Interviews senior individual contributors; formally mentors 1-2 junior team members.

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.

Landed Cost Reduction
The total cost of getting a product from our factory to the customer's door, including freight, duties, and taxes, as a percentage of Cost of Goods Sold (COGS).
Target · Reduce total landed cost as a percentage of COGS by 5% year-over-year.

If our landed cost was 15% of COGS last year, you'd aim for 14.25% this year by optimising routes, negotiating better rates, or improving duty drawback processes.

Perfect Order Percentage (POP)
The percentage of orders delivered on time, in full, damage-free, and with accurate documentation/invoicing, across all international shipments.
Target · Achieve 97%+ perfect order rate globally.

Out of 10,000 international orders, you'd want fewer than 300 to have any issue – whether it's a late delivery, missing item, or incorrect paperwork.

Logistics Budget Adherence
Managing the multi-million-pound global logistics and operations budget effectively, staying within planned expenditure.
Target · Manage the budget to within 2% of forecast.

If the annual budget is £10M, you'd aim to spend between £9.8M and £10.2M, with clear explanations for any variances.

Supply Chain Resiliency Score
A composite score reflecting our ability to withstand and recover from disruptions, based on factors like supplier diversification, route alternatives, and inventory buffers.
Target · Improve network resiliency score by reducing reliance on single-source suppliers/lanes by 15% annually.

After a major port closure, your decisions meant we could reroute 80% of affected cargo within 48 hours, whereas previously it would have been 20%.

Strategic Partnership Quality
The strength and effectiveness of our relationships with key 3PLs, customs brokers, and technology vendors, moving beyond transactional to truly collaborative.
  • Partners proactively bring us new ideas or cost-saving opportunities. We're seen as a 'customer of choice'. Joint innovation projects are initiated and successfully delivered. Feedback from partners consistently highlights clear communication and fair dealings.
Cross-Functional Alignment & Influence
Your ability to get different internal teams (Sales, Product, Finance, Legal) on the same page regarding international operations, influencing their decisions to support global efficiency and compliance.
  • You're regularly invited to strategic planning meetings outside of operations. Other departments seek your input early in new market entry or product launch discussions. Complex, multi-departmental projects (e.g., new ERP module rollout) are delivered smoothly with your leadership. Decisions are made quickly because you've already built consensus.
Team Development & Retention
Building a high-performing, engaged global operations team, fostering their growth and ensuring we retain top talent.
  • Your direct reports consistently meet or exceed their performance goals. We see strong internal promotion rates from your team. Feedback in engagement surveys for your department is consistently positive, especially around career development and leadership support. You've got a clear succession plan for key roles.

7Would you like it

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

What people enjoy
Building Global Infrastructure

You'll spend your days designing and implementing new logistics networks, optimising trade compliance frameworks, and selecting technology partners that will underpin our international growth for years to come.

Seeing a new distribution centre go live in a key region, knowing it's a direct result of your strategic planning and execution.

Solving Complex, High-Stakes Problems

You'll be tackling geopolitical disruptions, navigating complex regulatory changes, and finding creative solutions to keep multi-million-pound shipments moving. Every day brings a new puzzle with significant financial implications.

Successfully rerouting a major shipment through an alternative port during an unexpected strike, saving the company significant penalty fees and ensuring customer delivery.

Leading and Developing Global Talent

You'll be coaching, mentoring, and empowering a diverse team of operations managers and specialists across different time zones, helping them grow their careers and deliver exceptional results.

Watching a manager you mentored successfully lead a complex new market entry project, knowing you helped build their capabilities.

What frustrates people
  • Waking up for a 3 AM call with the team in Shanghai, only to have a crisis with the Hamburg warehouse that keeps you online until 9 PM.
  • Explaining to the CFO, for the third time this quarter, why a 2% currency swing just added £150K to our freight budget.
  • The 'urgent' last-minute change from the sales team to an order that has already been packed, cleared customs, and is waiting for vessel loading.
  • Trying to reconcile inventory data between your shiny new SAP system and a 3PL partner's 15-year-old warehouse management system that only exports CSV files.
  • Navigating the internal politics between the North American and European HQs, who both insist their 'local' process should be the 'global' standard.
What this role does not give you
  • A 9-to-5, strictly local work schedule. Global means global hours.
  • Complete control over every variable; external events will always throw curveballs.
  • A role where you only focus on one specific region or product. You're thinking globally.
  • A quiet, predictable environment. Expect constant change and urgent requests.

8Who you work with

You'll directly shape our global market presence, profitability, and customer satisfaction. Your decisions on logistics networks, trade compliance, and operational efficiency will determine how quickly and cost-effectively we can grow, reducing landed costs and ensuring we stay on the right side of international trade laws. This role is critical for our expansion into new markets and maintaining our competitive edge.

Inside the business
  • VP, Global Supply Chain & Operations
  • Regional Sales & Marketing Directors
  • Heads of Product Development
  • CFO and Finance Leadership
  • Legal & Compliance Team
Outside the business
  • Key 3PL/4PL Partners
  • Customs Brokers & Freight Forwarders
  • Technology Vendors (ERP, GTM, Visibility)
  • Regulatory Bodies (where applicable)
  • Industry Associations

9What you need before you start

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

  • Extensive experience (10+ years) in international supply chain, logistics, or trade compliance, with at least 5 years in a leadership role managing managers or large teams.
  • Proven track record of defining and implementing global operational strategies that delivered measurable cost savings and efficiency improvements.
  • Demonstrable experience managing multi-million-pound budgets and P&L responsibility within an operations context.
  • Strong understanding of ERP systems (like SAP S/4HANA or Oracle NetSuite) and Global Trade Management (GTM) platforms.
  • A degree in Supply Chain Management, Logistics, Business Administration, or a related field, or equivalent practical experience that shows you can think critically and strategically.
  • Experience presenting complex information and strategic recommendations to executive leadership and board members.

10What to practise next

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

Advanced Supply Chain Orchestration Platforms

The future of global operations involves integrated platforms that connect ERP, GTM, visibility, and even IoT devices into a single, intelligent ecosystem. You'll need to understand how to select, implement, and strategically use these platforms to achieve end-to-end supply chain visibility and control.

Control Tower Implementation · API Integration & Data Lakes · Blockchain for Traceability · IoT for Asset Tracking

  • This quarter: Research leading supply chain orchestration platforms and their capabilities.
  • Next 6 months: Lead a cross-functional working group to define our requirements for an integrated supply chain platform.
  • Next 12 months: Oversee the vendor selection and initial implementation planning for a new orchestration tool.
  • Ongoing: Network with peers who have implemented these technologies, learning from their successes and failures.

Quick win: Identify one current data silo in our operations and explore how a simple API integration could provide immediate value. Start small, think big.

11Staying current once you are in

What people here do to keep up
  • Regularly attending global supply chain and logistics conferences (e.g., CSCMP, Gartner Supply Chain Symposium) to stay abreast of industry trends and network with peers.
  • Participating in executive leadership programmes or courses focused on global business strategy, change management, or cross-cultural leadership.
  • Engaging with industry associations and forums to contribute to best practices and build a professional network.
  • Mentoring rising talent within the company or external organisations, which helps refine your own leadership and coaching skills.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

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

AI-Driven Strategic Decision Making

AI is moving beyond automation to become a powerful tool for strategic insight. Competitors are already using advanced analytics and machine learning to optimise networks, predict demand, and mitigate risks with unprecedented accuracy. As a Director, your value will increasingly come from knowing how to harness these tools to make superior business decisions, not just from your gut feel.

  • Predictive & Prescriptive Analytics
  • Digital Twin Simulations
  • Explainable AI (XAI)
  • Data Governance for AI

Sustainable Supply Chain Leadership

Customers, investors, and regulators are increasingly demanding transparency and accountability for environmental and social impact throughout the supply chain. As a Director, you'll be responsible for not just efficiency and cost, but also for our carbon footprint, ethical sourcing, and labour practices. This isn't just a 'nice-to-have' anymore; it's a core business imperative.

  • Scope 3 Emissions Measurement & Reduction
  • Circular Economy Principles
  • Ethical Sourcing & Due Diligence
  • ESG Reporting & Compliance

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Global Supply Chain Management (Strategic)
  • Incoterms® 2020 Mastery (Practical Application)
  • Customs & Trade Compliance (Strategic Oversight)
  • Landed Cost Analysis (Financial Modelling)
  • Geopolitical Risk Mitigation (Proactive Strategy)
  • Lean/Six Sigma for Global Operations (Implementation & Coaching)

14The pathway

The pathway

How you actually get there, here

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

  1. 1

    From Senior Manager, International Operations (L5)

    3-5 years as an L5 Manager

    Skills to master

    • Moving from managing a team and regional KPIs to defining a multi-year global strategy, owning a much larger P&L, and influencing at the executive level. You'll need to build strong relationships with C-Suite members and demonstrate a knack for anticipating geopolitical shifts.

    You're ready to move on when

    • Successfully led a major cross-regional operational transformation project.
    • Consistently exceeded regional operational KPIs and budget targets.
    • Developed and mentored multiple high-performing team members into leadership roles.
    • Presented strategic recommendations that were adopted by senior leadership outside of your direct function.
  2. 2

    From Lead/Principal Global Trade Specialist (L4) in a larger organisation

    5-7 years as an L4 Lead/Principal

    Skills to master

    • Transitioning from deep technical expertise and program management to broad functional leadership. This means developing strong people management skills, strategic financial acumen, and the ability to build and lead a diverse team of managers, not just individual contributors. You'll need to demonstrate a clear understanding of the 'business behind the operations'.

    You're ready to move on when

    • Architected and delivered a complex, multi-year global trade compliance programme.
    • Successfully influenced senior stakeholders (VPs, Directors) on critical trade decisions.
    • Informally mentored or formally managed junior team members, showing leadership potential.
    • Demonstrated strong commercial awareness, linking operational decisions to financial outcomes.
  3. 3

    From Director-level role in a smaller, fast-growing company

    2-3 years as a Director in a scale-up

    Skills to master

    • Adapting your strategic leadership to a larger, more established organisation with potentially more complex internal structures and a broader global footprint. This involves navigating corporate politics, influencing a wider range of executive stakeholders, and managing a significantly larger budget and team. You'll need to scale your leadership style.

    You're ready to move on when

    • Successfully scaled operations during a period of rapid growth (e.g., 2x revenue growth).
    • Built out an operations function from scratch or significantly restructured one.
    • Proven ability to attract, hire, and retain top talent in a competitive market.
    • Demonstrated resilience and adaptability in a high-pressure, resource-constrained environment.

15Where this role leads

The long view: This role can lead to wider operational leadership, such as Chief Operating Officer or Chief Supply Chain Officer.

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, Global Operations & Logistics is actually changing.

Where it leads

Roles this leads to

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 Security in a Transport and Logistics Environment, worked against Director, Global Operations & Logistics.

Security in a Transport and Logistics Environment Entry Level

Applied to your work in Director, Global Operations & 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
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

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

See Your Progress Grow Illustration
Director, Global Operations & Logistics
  • Global Supply Chain Management (Strategic)
  • Incoterms® 2020 Mastery (Practical Application)
  • Customs & Trade Compliance (Strategic Oversight)
  • Landed Cost Analysis (Financial Modelling)
  • Geopolitical Risk Mitigation (Proactive Strategy)
  • Lean/Six Sigma for Global Operations (Implementation & Coaching)
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, Global Operations & Logistics is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Global Supply Chain & Operations (L7)

    3-5 years in the Director role

    This is a significant step up, moving from leading a function to shaping the entire global supply chain strategy for the enterprise.

    • Defining the company's entire global supply chain footprint, including major capital investment decisions (e.g., building new DCs).
    • Owning the end-to-end supply chain P&L, including manufacturing, procurement, and logistics.
    • Developing and managing relationships with strategic partners at the highest executive levels.
    • Driving innovation in supply chain technology and sustainable practices across the enterprise.
Working with AI on the job

Working with AI

Where AI is starting to help

As a Director, your time is precious. You're not just managing tasks; you're shaping strategy, leading teams, and navigating complex global challenges. Imagine if you could reclaim hours each week from routine analysis, reporting, and even initial policy drafting. That's where AI comes in.

We're building an AI-first culture, and for a Director of Global Operations, this means moving beyond basic automation. It's about using AI to gain deeper insights, accelerate strategic planning, and empower your team to focus on high-value work. Think of AI as your strategic co-pilot, not just a tool for junior staff. It's about making smarter decisions, faster.

Predictive Risk & Scenario Modelling

AI can analyse vast datasets on geopolitical events, weather patterns, and port congestion to predict potential supply chain disruptions with far greater accuracy than human analysis. You'll use this to model various scenarios (e.g., 'What if the Suez Canal closes again?') and develop pre-emptive contingency plans, presenting data-backed options to the executive team.

Global Regulation & Compliance Summaries

Instead of sifting through hundreds of pages of new trade agreements or country-specific import regulations, AI can ingest these documents and provide concise, actionable summaries tailored to our products and operations. This means you can quickly understand the impact of changes and adapt our compliance strategy without getting bogged down in legal text.

Automated Strategic Reporting & Insights

AI can pull data from our ERP, GTM, and visibility platforms, identify key trends, and even draft initial versions of your quarterly board reports. It'll highlight critical variances, suggest root causes, and present potential solutions, giving you a powerful starting point for your executive presentations and freeing up your team for deeper analysis.

Optimised Network Design & Route Planning

Advanced AI algorithms can simulate millions of potential logistics network configurations, factoring in costs, transit times, carbon footprint, and risk factors. You'll use this to make data-driven decisions on new warehouse locations, optimal trade lanes, and carrier selection, ensuring our global network is as efficient and resilient as possible.

Common questions

Common questions

How do you become a Director, Global Operations & Logistics?

Common routes in include From Senior Manager, International Operations (3-5 years as an L5 Manager), From Lead/Principal Global Trade Specialist in a larger organisation (5-7 years as an L4 Lead/Principal) and From Director-level role in a smaller, fast-growing company (2-3 years as a Director in a scale-up). Times vary with prior experience.

Where can a Director, Global Operations & Logistics progress to?

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

What new skills matter most for a Director, Global Operations & Logistics?

Increasingly, AI-Driven Strategic Decision Making and Sustainable Supply Chain Leadership. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

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

 More jobs in international business

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

The skills in strategic planning, risk management and international compliance transfer to other industries with complex global supply chains, such as automotive, pharmaceuticals, consumer electronics or humanitarian logistics.

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

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my free Automation Fluency 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.