UK

United Kingdom · Operations · Principal/Manager (12-16 years)

Shipping and Receiving Coordinator Manager

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

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  • Experience bandPrincipal/Manager (12-16 years)
  • Reports toDirector of Logistics & Distribution
  • UK framework levelUsually someone running a function, or a director

Also advertised as Warehouse Operations Manager · Logistics Manager (Site) · Distribution Centre Manager · Inventory Control Manager

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

GQA PAA\VQ-SET Level 2 Certificate in Warehousing and Storage GQA Qualifications Limited · Level 2 · covers 2 of 10 standards
ETCAL Level 3 NVQ Diploma in Engineering Technical Support ETC Awards Limited · Level 3 · covers 1 of 10 standards
EAL Level 3 Diploma in Advanced Manufacturing and Engineering - Technical Support Technician (Development Competence) Excellence, Achievement & Learning Limited · Level 3 · covers 1 of 10 standards
Pearson BTEC Level 3 Diploma in Advanced Manufacturing Engineering (Development Competence) Pearson Education Ltd · Level 3 · covers 1 of 10 standards
City & Guilds Level 3 Certificate in Logistics Operations City & Guilds Limited · Level 3 · covers 1 of 10 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
Develop effective working relationships with colleagues in logistics operations GQA PAA\VQ-SET Level 2 Certificate in Warehousing and Storage
Supporting logistics operations in an engineering manufacturing environment ETCAL Level 3 NVQ Diploma in Engineering Technical Support
Maintain the safety and security of hazardous goods and materials in logistics operations City & Guilds Level 3 Certificate in Logistics Operations

The future skills this job leans on

Data Fluency turning numbers into a decision
Automation Fluency building AI into how work runs
Sustainability Fluency building care for people and planet into the work
Frontier Fluency the next wave, beyond mainstream AI
Foresight Fluency seeing round the corner
Your Plan Illustration

Built for Shipping and Receiving Coordinator Manager

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

  1. Security in a Transport and Logistics Environment AIM Qualifications · covers 2 of 10 standards Entry Level
  2. Develop effective working relationships with colleagues in logistics operations GQA Qualifications Limited · covers 2 of 10 standards Level 2
  3. Supporting logistics operations in an engineering manufacturing environment ETC Awards Limited · covers 1 of 10 standards Level 3
  4. Maintain the safety and security of hazardous goods and materials in logistics operations City & Guilds Limited · covers 1 of 10 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 Shipping and Receiving Coordinator Manager?

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

  • Digital Twin & Simulation Modelling
  • Robotics & Automation Integration 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 Shipping and Receiving Coordinator Manager plan as you set up, starting with the free Growth Mindset module. No card.

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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

You run a warehouse operation, making sure inbound deliveries and outbound shipments move smoothly. You lead people, manage processes, and answer for the budget, safety and performance of the site.

4What you'd actually use

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

Oracle NetSuite WMS / SAP EWM / Manhattan Associates WMS Strategic

Leading WMS selection and implementation projects, designing and optimising workflows within the system, configuring system rules, and ensuring seamless integration with other enterprise platforms. You'll be the go-to person for how the system supports our operational strategy.

Microsoft Dynamics 365 Supply Chain / SAP S/4HANA / Oracle Fusion Cloud ERP Architect

Defining the ERP strategy as it relates to logistics, working closely with IT on module configuration, ensuring data integrity across the entire enterprise, and using ERP data for high-level strategic analysis and reporting.

FedEx Ship Manager / UPS WorldShip / ShipStation (or similar carrier software) Strategic

Negotiating carrier contracts, analysing shipping data to optimise costs and service levels, evaluating and selecting new shipping software vendors, and ensuring the systems support our overall distribution strategy.

Zebra TC-series / Honeywell Dolphin (or similar handhelds) Strategic

Evaluating and selecting new hardware for the warehouse, developing mobile device management (MDM) policies, and ensuring the hardware supports efficient and safe operations for your team.

Microsoft Excel (Advanced Modelling) / Tableau / Power BI Strategic

Building executive-level logistics dashboards, modelling the impact of network changes or new processes, performing complex data analysis to identify strategic opportunities, and presenting data-driven insights to senior leadership.

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
Site Operational Budget Allocation No authority; follows budget set by manager. Recommends minor adjustments to budget for specific projects (e.g., £1K for new packing materials). Manages budget for specific workstreams (e.g., £5K for a new cycle count programme); requires Director approval for significant deviations.
Hiring & Firing (Direct Reports) No authority; may provide input on peer fit. No authority; may participate in interviews for junior roles. Recommends hiring decisions for junior staff; requires Manager approval.
Carrier Selection & Negotiation (Local) Uses pre-selected carriers only. May suggest alternative carriers for specific shipments based on cost/service, but no negotiation authority. Recommends preferred local carriers for specific routes; may participate in initial discussions.
Process Improvement Implementation Suggests minor improvements to direct supervisor. Implements approved process changes within their immediate scope (e.g., new scanning sequence). Designs and implements process improvements for entire workstreams; consults Manager on cross-functional impact.

6How you'll be judged

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

Total Logistics Cost as % of Revenue
The overall cost of running your warehouse and moving goods, expressed as a percentage of the company's total revenue.
Target · < 5% (or a specific target set annually)

If our revenue is £2M and your logistics costs are £100K, that's 5%. You'll be looking for ways to get that number down without sacrificing service.

Inventory Turnover Rate
How many times we sell and replace our inventory within a given period. A higher number usually means we're selling fast and not holding too much stock.
Target · > 6.0x annually (industry benchmark dependent)

If we turn our inventory over 7 times a year, it means we're efficient with our capital. If it's 3 times, we've got too much cash tied up in stock.

Warehouse Capacity Utilisation
The percentage of our available warehouse space that's actually being used for storage or operations.
Target · 85-90% (optimising space without overcrowding)

If you're consistently at 95% utilisation, we're probably struggling for space and need to think about expansion or better slotting. Below 80%, we're wasting money on empty space.

Perfect Order Percentage (POP)
The percentage of orders delivered to the customer complete, on time, damage-free, and with accurate documentation.
Target · > 97%

If 98 out of 100 orders hit all four criteria, you're doing brilliantly. This is the ultimate measure of customer satisfaction from an operational perspective.

Safety Incident Rate (Lost Time Accidents)
The number of accidents that result in an employee missing work, per a set number of hours worked. Lower is always better.
Target · 0 Lost Time Accidents

We aim for zero. Any lost time accident is a serious concern and will trigger an immediate investigation and corrective action plan.

Team Engagement & Retention
How happy and committed your direct reports and their teams are. This isn't just about numbers; it's about the vibe on the floor and whether people stick around.
  • Low staff turnover rates for your team, positive feedback in anonymous engagement surveys, unsolicited positive comments from your team members, successful internal promotions within your department.
Process Improvement Initiatives
Your ability to identify bottlenecks, design better ways of working, and actually get them implemented. We're looking for tangible improvements, not just ideas.
  • Successful completion of 3-5 major process improvement projects annually (e.g., reducing dock-to-stock time by 20%, implementing a new slotting strategy), documented cost savings or efficiency gains from these projects, positive feedback from other departments on improved workflows.
Strategic Vendor Relationship Quality
How well you manage and negotiate with our key carriers and logistics partners. It's about getting the best service and rates, but also building strong, collaborative relationships.
  • Successful renegotiation of carrier contracts leading to cost savings or improved service levels, positive feedback from carrier account managers, proactive identification and resolution of service issues with partners, regular performance reviews with key vendors.
Cross-Functional Collaboration Effectiveness
Your ability to work seamlessly with other departments (Sales, Procurement, Finance) to solve problems and achieve shared goals, rather than operating in a silo.
  • Being regularly consulted by other department heads on operational matters, successful joint projects with other teams (e.g., new product launches, inventory reduction initiatives), positive feedback from cross-functional peers in 360-degree reviews, proactive communication that prevents issues.

7Would you like it

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

What people enjoy
Building and Optimising Complex Systems

You'll spend time analysing workflow, looking at data to spot inefficiencies, and designing new processes. You'll get a real kick out of seeing a chaotic operation become a smooth, predictable one. It's like solving a giant, constantly evolving puzzle.

Successfully redesigning the inbound receiving process to reduce dock-to-stock time by 30%, leading to faster inventory availability and happier sales teams.

Developing and Mentoring a High-Performing Team

You'll be coaching your supervisors, running team meetings, and working on individual development plans. Seeing a junior team member grow into a competent leader under your guidance will be a major source of satisfaction. Your team's success is your success.

One of your Team Leads gets promoted to another management role within the company, directly attributing their growth to your mentorship and support.

Seeing Direct, Measurable Impact on the Company's Bottom Line

You'll be constantly looking at your budget, freight costs, and inventory holding costs. Finding ways to save money, improve efficiency, and contribute directly to the company's profitability will be a huge driver for you. You'll see your decisions reflected in the P&L.

Negotiating a new carrier contract that saves the company £50K annually, or implementing a new inventory strategy that reduces carrying costs by 10%.

What frustrates people
  • Being given a tight budget for a critical improvement project, forcing you to make difficult trade-offs.
  • Dealing with legacy systems that constantly break down, despite your best efforts to push for upgrades.
  • Managing team members who resist new processes or technology, requiring significant coaching and patience.
  • Upstream departments (like Procurement or Sales) making decisions without understanding the operational impact, leading to last-minute crises on your dock.
  • The constant pressure of peak seasons, where work-life balance can get a bit skewed for a few weeks.
What this role does not give you
  • A quiet, predictable 9-to-5 desk job. This is operations; it's dynamic and often requires you to be on the warehouse floor.
  • Complete autonomy without any oversight. You'll have significant freedom, but you're still accountable to the Director and the wider business strategy.
  • A role where you can avoid difficult conversations. You'll be managing people, which means performance reviews, conflict resolution, and sometimes, tough decisions.

8Who you work with

This role directly impacts our ability to deliver on customer promises, manage inventory efficiently, and control a significant portion of our operational expenditure. Your decisions affect everything from our cash flow (inventory holding costs) to our brand reputation (on-time delivery). Get it right, and we're a lean, mean, delivery machine. Get it wrong, and it's chaos and lost revenue.

Inside the business
  • Director of Logistics & Distribution (your direct boss, obviously)
  • Procurement Leadership (they need to know when goods arrive)
  • Sales Leadership (they need accurate delivery promises)
  • Finance Team (they care about your budget and inventory valuation)
  • Production Planning (if we manufacture, they need materials on time)
  • Customer Service (they'll be calling you about late orders)
Outside the business
  • Key Carriers (FedEx, UPS, Royal Mail, LTL providers – you'll be negotiating with them)
  • WMS/ERP Vendors (you'll work with them on system improvements)
  • Customs Brokers (for international shipments, they're essential)
  • 3PL Partners (if we use third-party logistics for overflow or special projects)

9What you need before you start

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

  • A proven track record of managing a significant warehouse or distribution centre operation for at least 5-7 years, including full P&L responsibility.
  • Demonstrable experience in leading, mentoring, and developing a team of supervisors or team leaders, with a focus on succession planning.
  • Extensive experience with WMS and ERP systems, including involvement in implementations, upgrades, or significant process redesigns.
  • A deep understanding of Lean, Six Sigma, or other continuous improvement methodologies, with examples of successful projects you've led.
  • Strong financial acumen, including experience managing budgets up to £500K-£1M and identifying cost-saving opportunities.
  • Expert-level knowledge of health and safety regulations relevant to warehouse operations and a commitment to fostering a strong safety culture.

10What to practise next

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

Advanced Data Analytics & AI Strategy for Operations

Moving beyond just reporting what happened, you'll be using advanced analytics and AI to predict what will happen (e.g., demand spikes, equipment failures) and prescribe what should happen (e.g., optimal staffing, inventory levels). This means integrating AI into your strategic decision-making process.

Predictive vs. Prescriptive Analytics · Machine Learning for Forecasting & Optimisation · Data Governance & Quality for AI

  • This quarter: Read 'AI for Managers' or similar books; understand the business applications of AI.
  • Next 6 months: Take an online course on 'Data Analytics for Business Leaders' (focus on interpretation, not coding).
  • Next 12 months: Work with our data science team (if we have one) or an external consultant to identify 1-2 high-impact AI use cases for your warehouse.
  • Ongoing: Follow leading industry publications on AI in supply chain and logistics.

Quick win: Start by simply asking 'what insights could AI give us here?' for every major operational challenge you face. This shifts your mindset towards leveraging advanced tech.

11Staying current once you are in

What people here do to keep up
  • Attend industry conferences (e.g., IMHX, Multimodal) to stay current with the latest trends and network with peers.
  • Participate in online forums or professional groups focused on warehouse management and logistics.
  • Read leading industry publications (e.g., Logistics Manager, Supply Chain Digital) to keep abreast of best practices and emerging technologies.
  • Mentor junior professionals in the field, as teaching others often solidifies your own understanding and leadership skills.
  • Take advanced courses in data analytics or business intelligence to enhance your data-driven decision-making capabilities.

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.

Digital Twin & Simulation Modelling

Before you move a single piece of racking or change a picking path, you'll be able to simulate the impact in a virtual environment. This saves massive amounts of time and money by identifying bottlenecks or inefficiencies before they become real-world problems. Competitors are already doing this, so we need to catch up.

  • Virtual Modelling Software (e.g., FlexSim, AnyLogic)
  • Scenario Planning
  • Data Integration for Digital Twins

Robotics & Automation Integration Leadership

Automation isn't just for huge, purpose-built warehouses anymore. AGVs (Automated Guided Vehicles), robotic picking arms, and automated storage and retrieval systems (AS/RS) are becoming more accessible. You'll need to lead the evaluation, selection, and integration of these technologies, not just manage them once they're in place.

  • Types of Warehouse Robotics (AGVs, AMRs, Picking Robots)
  • ROI Calculation for Automation
  • Human-Robot Collaboration

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Advanced Inventory Control Methodologies
  • Strategic Freight & Logistics Management
  • Warehouse Design & Optimisation
  • Budgeting & Financial Management (Operations)
  • Safety & Regulatory Compliance Leadership

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 S&R Coordinator / Team Lead

    3-5 years in a senior leadership role

    Skills to master

    • You'd need to have mastered managing a smaller team, driving specific workstream improvements, and demonstrating strong problem-solving skills. Taking on more responsibility for budget and cross-functional projects is key here.

    You're ready to move on when

    • Successfully led a major project (e.g., WMS module implementation, new process rollout) from start to finish.
    • Consistently exceeded operational KPIs for your team/workstream.
    • Demonstrated ability to mentor and develop junior staff, with clear examples of their growth.
    • Proactively identified and solved complex operational problems that had a measurable impact on the business.
  2. 2

    From Warehouse Supervisor / Logistics Lead (at another company)

    5-8 years in a supervisory role with increasing scope

    Skills to master

    • You'd need to bring a solid track record of managing a team, understanding core warehouse metrics, and implementing operational improvements. The jump here is often about scale and strategic oversight.

    You're ready to move on when

    • Managed a team of 10+ direct reports effectively.
    • Had direct responsibility for a significant operational budget (e.g., £250K+).
    • Successfully reduced costs or improved efficiency in previous roles through process changes.
    • Can articulate a clear vision for optimising warehouse operations and how to achieve it.
  3. 3

    From Procurement or Production Planning (with strong operational exposure)

    Roughly 8-12 years in a related supply chain function

    Skills to master

    • This path requires a deep understanding of how procurement or production decisions impact the warehouse. You'd need to have spent significant time on the shop floor, understanding the practicalities, and be ready to lead a physical operation.

    You're ready to move on when

    • Led cross-functional projects that involved significant collaboration with warehouse teams.
    • Demonstrated a strong understanding of inventory management principles and their practical application.
    • Has a track record of optimising inbound logistics or material flow from a planning perspective.
    • Clearly articulated why they want to move into direct operational leadership and how their existing skills translate.

15Where this role leads

The long view: This role can lead to senior operations positions such as VP of Supply Chain, or a wider role such as Chief Operations 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 Shipping and Receiving Coordinator Manager is actually changing.

Where it leads

Roles this leads to

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

  • Head of Supply Chain Planning

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 Shipping and Receiving Coordinator Manager.

Security in a Transport and Logistics Environment Entry Level

Applied to your work in Shipping and Receiving Coordinator Manager

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
Shipping and Receiving Coordinator Manager
  • Advanced Inventory Control Methodologies
  • Strategic Freight & Logistics Management
  • Warehouse Design & Optimisation
  • Budgeting & Financial Management (Operations)
  • Safety & Regulatory Compliance Leadership
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

Shipping and Receiving Coordinator Manager is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Director of Logistics & Distribution (Level 6)

    3-5 years in the Manager role

    This is the natural next step, moving from managing a single site to overseeing multiple sites, negotiating major national carrier contracts, and shaping the broader distribution network strategy.

    • Advanced Carrier Contract Negotiation (national/international scope)
    • Supply Chain Network Optimisation Software (e.g., Llamasoft, Coupa)
    • Global Trade Compliance Strategy
    • 3PL Management (strategic partnership level)

  2. Head of Supply Chain Planning

    3-5 years in the Manager role

    This is a lateral move into a more planning-focused role, but still at a senior leadership level. You'd be responsible for demand forecasting, inventory planning, and production scheduling across the entire business.

    • Advanced Planning Systems (APS) (e.g., SAP APO, Kinaxis)
    • Statistical Modelling for Forecasting
    • Scenario Planning & Risk Analysis (supply chain)
    • Supplier Performance Management Frameworks
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, managing a warehouse means a constant juggle of data, people, and unexpected issues. What if you could spend less time buried in spreadsheets and more time actually leading your team and making strategic moves? AI isn't just for tech gurus; it's here to transform how you run your operations.

Imagine having an intelligent assistant that helps you spot trends, predict problems, and even draft communications. This isn't science fiction; it's what modern AI tools can do for a Shipping and Receiving Coordinator Manager. We're talking about shifting from reactive firefighting to proactive, data-driven leadership.

Performance Dashboard AI

Use AI-powered dashboards that don't just show you data, but actively flag anomalies in real-time. It'll alert you if dock-to-stock time suddenly spikes, or if a particular carrier's on-time performance dips, letting you react before it becomes a major problem. It's like having an extra pair of eyes on every metric, all the time.

Predictive Maintenance Scheduling

Imagine AI analysing data from your forklifts and conveyor belts to predict when they're likely to break down. You can then schedule maintenance proactively during off-peak hours, avoiding costly emergency repairs and minimising operational downtime. No more surprise equipment failures messing up your day.

Team Communication & Training AI

Set up an internal AI chatbot that can answer common team questions about policies, procedures, or even HR queries, freeing up your supervisors' time. You can also use AI to generate personalised training content for new hires or for upskilling your team on new equipment or processes, making onboarding much faster and more effective.

Demand Forecasting & Resource Planning AI

Use AI to refine your demand forecasts, taking into account seasonal trends, promotions, and even external factors like weather. This helps you optimise staffing levels, allocate warehouse space more effectively, and ensure you have the right resources in place well before peak periods hit. No more guessing games with headcount or capacity.

Common questions

Common questions

How do you become a Shipping and Receiving Coordinator Manager?

Common routes in include From Senior S&R Coordinator / Team Lead (3-5 years in a senior leadership role), From Warehouse Supervisor / Logistics Lead (at another company) (5-8 years in a supervisory role with increasing scope) and From Procurement or Production Planning (with strong operational exposure) (Roughly 8-12 years in a related supply chain function). Times vary with prior experience.

Where can a Shipping and Receiving Coordinator Manager progress to?

This role can lead on to Director of Logistics & Distribution (3-5 years in the Manager role) and Head of Supply Chain Planning (3-5 years in the Manager role), depending on the skills you build.

What new skills matter most for a Shipping and Receiving Coordinator Manager?

Increasingly, Digital Twin & Simulation Modelling and Robotics & Automation Integration 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 6

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

 More jobs in operations

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

The skills here carry across industries. They can lead to logistics consulting, supply chain technology roles, or running a logistics business. Retail, e-commerce, manufacturing and pharmaceuticals all need people with this kind of operations experience.

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 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.