UK

United Kingdom · Operations · C-Suite (20+ years)

VP of Logistics & Distribution

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  • Experience bandC-Suite (20+ years)
  • Reports toChief Operations Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Chief Logistics Officer · SVP, Global Supply Chain Operations · Head of Distribution & Transport · Executive Director, Logistics

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

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 6 standards
City & Guilds Level 3 Certificate in Logistics Operations City & Guilds Limited · Level 3 · covers 2 of 6 standards
Gateway Qualifications Level 2 Certificate in Skills for Logistics Gateway Qualifications Limited · Level 2 · covers 1 of 6 standards
Gateway Qualifications Level 2 Diploma in Skills for Logistics Gateway Qualifications Limited · Level 2 · covers 1 of 6 standards
Gateway Qualifications Level 2 Award in Skills for Logistics Gateway Qualifications Limited · Level 2 · covers 1 of 6 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.
Make an effective contribution to a business in the logistics sector City & Guilds Level 3 Certificate in Logistics Operations
Security in Logistics Gateway Qualifications Level 2 Certificate in Skills for Logistics

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
Trust Fluency keeping the digital world safe
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Your Plan Illustration

Built for VP of Logistics & Distribution

4 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 6 standards Entry Level
  2. Contract and Financial Management OTHM Qualifications · covers 1 of 6 standards Level 5
  3. Make an effective contribution to a business in the logistics sector City & Guilds Limited · covers 2 of 6 standards Level 3
  4. Security in Logistics Gateway Qualifications Limited · covers 1 of 6 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 VP of Logistics & Distribution?

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 & Resilience Planning
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 VP of Logistics & Distribution plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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

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3What this role really is

A VP of Logistics and Distribution oversees the movement of goods across a whole network, from raw materials to finished products. The role covers long term strategy and decisions that affect major revenue and cost lines. It carries responsibility for the entire logistics and distribution budget.

4What you'd actually use

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

Oracle Transportation Management (OTM) / Blue Yonder TMS / SAP TM Strategic

Leading the strategic direction, implementation, and continuous optimisation of our enterprise TMS. You'll define the global data strategy, KPI framework, and ensure the system supports our evolving business needs. You'll also use it to review high-level performance dashboards and identify strategic opportunities.

Samsara / Geotab / Verizon Connect (Fleet Management & Telematics) Strategic

Using aggregate telematics data to inform major fleet purchasing decisions, network design, and driver safety/incentive programmes. You'll negotiate enterprise contracts and ensure these systems provide the strategic insights needed to manage a large, complex fleet.

Descartes Route Planner / Paragon / Roadnet (Route Optimisation) Strategic

Architecting the entire routing strategy for our global operations, balancing cost-to-serve with customer service levels. You'll approve capital investment in new software and ensure the tools are configured to meet strategic objectives, not just daily planning.

SAP S/4HANA (Logistics Execution - LE) / Oracle NetSuite (SCM) Strategic

Governing the end-to-end order-to-delivery process flow within the ERP. You'll work with IT to scope and approve major system enhancements, integrations, and ensure master data integrity for logistics-related functions across the enterprise.

Power BI / Tableau (Business Intelligence & Analytics) Strategic

Defining the BI vision and strategy for the entire logistics function. You'll regularly present high-level insights from dashboards to the executive team and Board, using data to drive strategic decisions and demonstrate performance.

Anaplan / Coupa Supply Chain Design (Financial & Network Planning) Strategic

Owning the enterprise transport and distribution budget model. You'll use advanced network design tools to model the impact of new distribution centres, market entries, and major strategic shifts on the P&L, presenting these scenarios to the CFO and CEO.

Diligent / BoardVantage (Board & Executive Reporting) Strategic

Preparing and presenting quarterly logistics performance, risk assessments, and strategic initiatives directly for board-level consumption. This involves synthesising complex information into clear, concise, and impactful reports.

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
Logistics Network Design & Footprint N/A N/A N/A
Global Carrier & 3PL Strategy N/A N/A N/A
Technology Investment (TMS/WMS/Automation) N/A N/A N/A
Organisational Design & Talent Strategy N/A N/A N/A

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
The total cost of our logistics and distribution operations (transport, warehousing, labour, tech) relative to our overall revenue.
Target · Reduce from 4.5% to 4.0% within 2 years, whilst maintaining service levels.

If our revenue is £500M and logistics spend is £22.5M (4.5%), your goal might be to bring that spend down to £20M (4.0%) without impacting customer experience or growth.

Enterprise OTIF (On-Time In-Full)
Our overall success rate for delivering customer orders on time and with the correct quantity of goods across all channels and regions.
Target · Achieve a consistent 98.5% OTIF rate globally.

Improving OTIF from 96% to 98.5% means significantly fewer customer complaints, reduced returns, and a stronger brand reputation. This isn't just about transport; it's about the entire end-to-end process.

Network Cost Savings & Optimisation
Quantifiable savings generated through strategic initiatives like network redesign, mode shifts, carrier renegotiations, and warehousing efficiency.
Target · Deliver £5M+ in documented, verifiable cost savings annually.

Implementing a new distribution centre location that reduces final mile costs by 10% for a major region, or renegotiating global freight contracts to save £2M per year.

Supply Chain Resilience Index
A composite score reflecting our ability to withstand and recover from disruptions (e.g., port closures, geopolitical events, natural disasters).
Target · Increase index score by 15% year-on-year, reducing recovery time by 20%.

After a major port strike, our ability to quickly reroute 80% of affected shipments within 48 hours, compared to 70% previously, would contribute positively to this metric.

Strategic Influence & Board Confidence
How well your vision and plans for logistics are integrated into the overall company strategy, and the level of trust the Board has in your leadership.
  • You're regularly invited to contribute to broader business strategy sessions. The Board actively seeks your input on market expansion or M&A due diligence related to logistics. Investors mention our 'robust supply chain' in earnings calls. Your proposals for major capital expenditure in logistics are approved with minimal pushback.
Talent Development & Team Strength
The health and capability of your leadership team and the broader logistics organisation.
  • Your direct reports are consistently seen as high-potential leaders. We're developing a strong internal pipeline for critical roles. Employee engagement scores within your function are consistently high. You're attracting top-tier talent from competitors. We're seeing a reduction in regrettable attrition across your teams.
Innovation & Future-Proofing
Your ability to identify, pilot, and scale new technologies and processes that keep our logistics network ahead of the curve.
  • We've successfully implemented 2-3 significant technology pilots (e.g., AI-driven forecasting, autonomous vehicles in warehouses). You've established strategic partnerships with logistics tech startups. Your team is regularly presenting new ideas that challenge the status quo and deliver tangible benefits. We're seen as an industry leader in logistics innovation.
Cross-Functional Partnership
How effectively your function works with other departments to achieve shared business objectives.
  • Sales and Product teams proactively involve you in new product launches or market entry strategies. Finance trusts your budget forecasts. Manufacturing sees Logistics as a true partner, not just a cost centre. There's a shared understanding of trade-offs and priorities across the executive team.

7Would you like it

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

What people enjoy
Shaping Enterprise Strategy

You'll spend a good chunk of your time thinking 3-5 years out, modelling different network scenarios, and presenting long-term logistics roadmaps to the Board. You're excited by the idea of making decisions that fundamentally change how the company operates and competes.

Leading the strategic decision to build out a new regional distribution network in EMEA, including site selection, technology investment, and carrier partnerships, with a £50M capital budget.

Driving Large-Scale Transformation

You're energised by the challenge of overhauling legacy systems, integrating new technologies across hundreds of sites, or completely redesigning global processes. You thrive on seeing complex, multi-year projects come to fruition and deliver tangible business benefits.

Orchestrating the global implementation of a new TMS and WMS across 15 countries, integrating with existing ERP systems, and standardising processes for 1,000+ users.

Building High-Performing Global Teams

You genuinely enjoy mentoring and developing a diverse team of senior leaders (Directors, Heads of Function) across different geographies. You're passionate about creating a culture of excellence, accountability, and continuous improvement within your organisation.

Establishing a global talent development programme for logistics leaders, resulting in 75% internal promotions for senior roles and a significant increase in leadership effectiveness scores.

What frustrates people
  • Slow decision-making from other C-suite functions that impacts your ability to execute.
  • Political battles over resource allocation or strategic direction.
  • Legacy technology constraints that hinder innovation and efficiency.
  • Unpredictable global events (e.g., pandemics, wars, trade disputes) that completely derail well-laid plans.
  • The constant tension between aggressive cost-cutting targets and increasing customer service demands.
  • Regulatory changes in multiple jurisdictions that require significant operational adjustments.
  • Attracting and retaining top logistics talent in a highly competitive market.
What this role does not give you
  • A quiet, predictable routine with minimal surprises.
  • The ability to make decisions in a silo without extensive cross-functional alignment.
  • A role where you can avoid board-level scrutiny or investor relations.
  • A purely operational role; this is heavily strategic and leadership-focused.
  • An environment where you can avoid difficult conversations or challenging established norms.

8Who you work with

This role directly shapes the efficiency, cost-effectiveness, and resilience of our entire global supply chain. Your decisions will influence our P&L by tens of millions of pounds, dictate our ability to meet customer demand, and ultimately impact our market share and brand reputation. You're essentially responsible for ensuring our promises to customers are met, every single day, at scale.

Inside the business
  • CEO and Executive Leadership Team
  • CFO and Finance Leadership
  • Chief Commercial Officer (CCO) and Sales Leadership
  • Chief Product Officer (CPO) and Product Development
  • Chief Information Officer (CIO) and Technology Leadership
  • Head of Manufacturing/Production
Outside the business
  • Key 3PL and Carrier Partners (strategic level)
  • Regulatory Bodies (e.g., HMRC, Department for Transport)
  • Industry Associations and Thought Leaders
  • Major Customers and Retail Partners
  • Investors and Board Members

9What you need before you start

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

  • A proven track record of 20+ years in logistics and supply chain leadership roles, with at least 5 years at a Director or VP level, managing multi-country or global operations.
  • Demonstrable experience owning and managing a significant P&L (£10M+) for a logistics or distribution function, with a clear history of driving cost efficiencies and service improvements.
  • Extensive experience leading large-scale, complex technology implementations (e.g., global TMS/WMS) and driving digital transformation within a logistics context.
  • A deep understanding of global trade, customs, and international logistics regulations, with practical experience navigating complex cross-border challenges.
  • Proven ability to build, mentor, and lead diverse teams of senior leaders (Directors, Heads of Function) across different geographies and cultures.
  • Experience presenting to and influencing C-suite executives and Board members on strategic logistics initiatives and performance.

10What to practise next

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

AI/ML for Predictive Logistics & Automation

AI and Machine Learning are moving beyond simple forecasting to truly predictive and prescriptive analytics, automating complex decisions, and optimising entire networks in real-time. You'll need to lead the adoption of these capabilities to stay competitive.

Digital Twin of the Supply Chain · Reinforcement Learning for Network Optimisation · Generative AI for Logistics Documentation & Reporting · Autonomous Logistics & Robotics Integration

  • This quarter: Engage with leading logistics tech startups and venture capital firms to understand the landscape of AI in logistics.
  • Next 6 months: Sponsor a pilot project for an AI-driven predictive analytics tool (e.g., for ETA or demand forecasting).
  • Next 12 months: Develop a clear ROI framework for AI investments in logistics and present it to the Board.
  • Ongoing: Foster a culture of experimentation and learning within your teams around new technologies.

Quick win: Start using AI-powered tools for executive reporting and communication to save time. Encourage your planning teams to experiment with AI-driven forecasting tools on non-critical lanes.

Blockchain & Distributed Ledger Technologies (DLT) for Supply Chain Transparency

Blockchain offers immutable, transparent records for tracking goods, managing contracts, and verifying compliance across complex, multi-party supply chains. This can significantly improve trust, reduce fraud, and streamline processes, especially in global trade.

Smart Contracts for Logistics · Traceability & Provenance · Digital Freight Payments & Settlement · Supply Chain Finance & Trade Finance

  • This quarter: Research major blockchain consortia and platforms relevant to supply chain (e.g., TradeLens, IBM Food Trust).
  • Next 6 months: Identify a specific use case within our supply chain (e.g., high-value asset tracking, ethical sourcing verification) for a DLT pilot.
  • Next 12 months: Partner with a technology provider to implement a small-scale DLT proof-of-concept.
  • Ongoing: Educate your leadership team and relevant stakeholders on the potential and limitations of DLT in our business.

Quick win: Look for existing blockchain-enabled platforms used by your major customers or suppliers and understand how they're using them. Explore how DLT can improve the auditability of your sustainability claims.

11Staying current once you are in

What people here do to keep up
  • Regularly attending and speaking at leading global logistics and supply chain conferences (e.g., Gartner Supply Chain Symposium, CSCMP EDGE).
  • Participating in executive leadership programmes or peer groups focused on C-suite challenges and strategic decision-making.
  • Engaging with industry thought leaders and contributing to white papers or articles on the future of logistics.
  • Mentoring emerging talent within the organisation and externally, sharing your vast experience and insights.
  • Staying abreast of global economic and geopolitical trends, and their potential impact on supply chains.
  • Actively seeking out opportunities for board-level training or non-executive director roles to broaden governance experience.

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 demonstrable progress on environmental, social, and governance (ESG) metrics. Logistics, with its significant carbon footprint, is under intense scrutiny. This isn't just 'nice to have' anymore; it's a core business imperative and a major differentiator.

  • Carbon Footprint Measurement & Reporting
  • Circular Economy Principles
  • Ethical Sourcing & Labour Practices
  • Sustainable Fuel & Fleet Technologies

Geopolitical Risk & Resilience Planning

The last few years have shown us that global supply chains are incredibly vulnerable to geopolitical events, trade wars, and regional conflicts. As VP, you'll be expected to build a logistics network that can withstand these shocks, not just react to them. This is about proactive strategic defence.

  • Scenario Planning & War Gaming
  • Supply Chain Mapping & Visibility (Tier N)
  • Dual Sourcing & Regionalisation Strategies
  • Trade Compliance & Sanctions Screening

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Network Design & Optimisation (Global)
  • Strategic Carrier & 3PL Management
  • Global Freight Procurement & Negotiation
  • Lean / Six Sigma for Enterprise Logistics
  • Multi-modal Transport Strategy & Execution

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

    Director of Transportation (Global) / VP of Global Freight

    5-8 years at Director level

    Skills to master

    • Deep expertise in global freight procurement, carrier management, multi-modal strategy, and leading large, multi-country transport teams. Proven ability to deliver significant cost savings and service improvements across a complex network.

    You're ready to move on when

    • Successfully managed a global transport budget of £50M+.
    • Led the implementation of a major TMS across multiple regions.
    • Consistently delivered 5%+ year-on-year freight cost reductions while maintaining or improving service levels.
    • Developed and mentored a strong leadership team of regional transport heads.
    • Regularly presented strategic recommendations to C-suite executives.
  2. 2

    VP of Supply Chain Operations / Head of Integrated Logistics

    8-10 years at VP level (broader scope)

    Skills to master

    • Comprehensive understanding of the entire supply chain, including manufacturing, planning, warehousing, and distribution. Proven ability to integrate these functions to drive end-to-end efficiency and customer satisfaction. Strong P&L management for a broader operational scope.

    You're ready to move on when

    • Managed both transport and warehousing operations for a significant business unit or region.
    • Led cross-functional supply chain optimisation projects with demonstrable impact.
    • Owned a P&L for a broader operational scope (e.g., £100M+).
    • Successfully navigated complex trade-offs between different supply chain functions.
    • Demonstrated strong strategic planning and execution across multiple operational domains.
  3. 3

    Consulting Partner (Supply Chain & Operations)

    10-15 years in senior consulting roles

    Skills to master

    • Expertise in advising multiple clients on complex supply chain strategy, network design, and operational transformation. Strong client relationship management, business development, and thought leadership in the logistics space.

    You're ready to move on when

    • Led multiple large-scale supply chain transformation projects for Fortune 500 clients.
    • Developed and sold significant consulting engagements in logistics and operations.
    • Published thought leadership pieces on emerging trends in supply chain management.
    • Built a strong professional network across various industries.
    • Demonstrated ability to quickly understand new business contexts and provide strategic solutions.

15Where this role leads

The long view: This role can lead to running an entire enterprise, advising other businesses on logistics strategy, or teaching and writing about the field.

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 VP of Logistics & Distribution is actually changing.

Where it leads

Roles this leads to

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

  • Chief Executive Officer (CEO) of a Logistics Subsidiary / 3PL

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 VP of Logistics & Distribution.

Security in a Transport and Logistics Environment Entry Level

Applied to your work in VP of Logistics & Distribution

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.

Start my VP of Logistics & Distribution plan, free
See Your Progress Grow Illustration
VP of Logistics & Distribution
  • Network Design & Optimisation (Global)
  • Strategic Carrier & 3PL Management
  • Global Freight Procurement & Negotiation
  • Lean / Six Sigma for Enterprise Logistics
  • Multi-modal Transport Strategy & Execution
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

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

  1. Chief Operations Officer (COO)

    3-5 years as VP of Logistics & Distribution

    Enterprise-wide operational leadership

    • Manufacturing strategy and plant operations management.
    • Enterprise-wide quality management systems.
    • Strategic procurement and supplier relationship management across all categories.
    • Customer service operations and experience design.

  2. Chief Executive Officer (CEO) of a Logistics Subsidiary / 3PL

    5-7 years as VP of Logistics & Distribution

    Full P&L and strategic accountability for an entire business entity

    • Business development and client acquisition strategies for logistics services.
    • Financial modelling and investment management for a standalone business.
    • Legal and compliance for a logistics service provider.
    • Marketing and brand building for a B2B logistics company.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, at this level, your time is gold. You're not meant to be bogged down in manual data crunching or drafting routine reports. Imagine if you could reclaim a significant chunk of your week to focus purely on strategic vision, executive engagement, and driving transformative change. That's exactly what AI can do for a VP of Logistics & Distribution.

We're not talking about science fiction; these are real, deployable AI tools that are already making a huge difference in how we manage our global supply chain. You'll be overseeing the integration of these tools and, more importantly, using their insights to make smarter, faster, and more impactful decisions for the entire enterprise.

Automated Freight Auditing & Anomaly Detection

Instead of your team manually sifting through thousands of invoices, AI tools will automatically audit carrier bills against contracts and shipment data, flagging discrepancies. For you, this means instant, accurate visibility into freight spend, identifying overcharges, and spotting systemic issues across your global network. You'll know exactly where the money is going, without the tedious detail.

Predictive Network Optimisation & Risk Assessment

AI models can analyse real-time global data – weather, geopolitical events, port congestion, carrier capacity – to predict potential disruptions and recommend optimal routing or inventory pre-positioning strategies. This isn't just about ETAs; it's about proactively reshaping your network to avoid major issues, giving you a strategic advantage in resilience and cost management.

Smart Global Carrier Sourcing & Performance Management

Imagine an AI platform that analyses market rates, historical performance, and your specific lane requirements to recommend the best global carriers, not just by cost, but by reliability and capacity. It can also monitor carrier performance against SLAs in real-time, giving you objective data for strategic negotiations and partnerships, ensuring you always have the right capacity at the right price.

AI-Assisted Board & Executive Reporting

Drafting those critical board papers and executive summaries can be a huge time sink. AI tools can help you generate initial drafts of performance reports, risk analyses, and strategic proposals, pulling data directly from your BI systems. You'll spend less time formatting and more time refining the strategic narrative, ensuring your message is impactful and clear.

Common questions

Common questions

How do you become a VP of Logistics & Distribution?

Common routes in include Director of Transportation (Global) / VP of Global Freight (5-8 years at Director level), VP of Supply Chain Operations / Head of Integrated Logistics (8-10 years at VP level (broader scope)) and Consulting Partner (Supply Chain & Operations) (10-15 years in senior consulting roles). Times vary with prior experience.

Where can a VP of Logistics & Distribution progress to?

This role can lead on to Chief Operations Officer (COO) (3-5 years as VP of Logistics & Distribution) and Chief Executive Officer (CEO) of a Logistics Subsidiary / 3PL (5-7 years as VP of Logistics & Distribution), depending on the skills you build.

What new skills matter most for a VP of Logistics & Distribution?

Increasingly, ESG & Sustainable Supply Chain Leadership and Geopolitical Risk & Resilience Planning. 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 operations

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

Skills in global logistics, network design and large-scale operational leadership apply across many industries that move physical goods. This includes retail, manufacturing, pharmaceuticals and e-commerce, as well as logistics providers such as freight and 3PL companies.

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 VP of Logistics & Distribution plan, free 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.