Logistics, supply chain and mobility leadership jobs

What a free account opens, and what Foresight adds

Reading is free here, and that is not a trial — every one of these 229 briefs opens in full without paying. What a membership buys is the ability to act on them at volume, to reach the ones outside India, and to be found by them while you are working.

Counted against the 229 open logistics and supply chain mandates on this page — 54 in India, 175 elsewhere. Prices are annual and all-inclusive, with GST already inside the figure shown; quarterly terms exist at a smaller allowance. Nothing on this page is behind any of them.

Why these seats are open

Every mandate here is filed with the reason it exists. It is the most useful column in the corpus and the one no job board carries.

This is the only sector on the platform where genuinely UNPLANNED mandates outnumber urgent replacements. Everywhere else urgency means a person left; here it usually means an event happened. A corridor closed, a carrier failed, a customer moved volume without notice, a facility went down. The disruption is exogenous and it creates leadership needs that did not exist the week before.

Seats opened that way move faster than almost anything else on this platform — weeks, sometimes days — and the assessment is unusually specific. Boards are not looking for strategy in that moment; they are looking for somebody who has stood in front of the same class of failure and can describe how they got to ground truth, what they reallocated, and who they chose to disappoint. A leader reading the market fortnightly will simply not see most of these.

The planned half behaves differently and is worth targeting separately: network redesigns, hub relocations, capability builds in growth markets. Those are briefed months ahead, are far more likely to be permanent, and are the seats that build the design record a chief supply chain officer is eventually assessed on. A career of pure disruption work is excellent for the next disruption and progressively harder to convert into a permanent chair.

Closing soonest

126 of these mandates carry a published deadline, and 0 of those fall inside the next fortnight. A seat with no date is not less real — a board that has not set one should not have one invented for it.

• Thu, 15 Oct18 daysBoard Finance Adviser — Logistics Property Capital ChoicesMumbai, India · Logistics Property Infrastructure · advisory
• Mon, 26 Oct29 daysDesert Exploration-Camp Resupply Recovery LeaderRiyadh, Saudi Arabia · Mineral Exploration Logistics · interim
• Mon, 26 Oct29 daysEVP – Supply Chain — Transit-Technology BusinessDubai, UAE · Mobility · permanent
• Mon, 26 Oct29 daysFreeze-Thaw Container-Transfer Recovery LeaderUlaanbaatar, Mongolia · Cold-Climate Inland Container Logistics · interim
• Mon, 26 Oct29 daysAccount-Based Fare Platform Recovery Leader — Public TransportSantiago, Chile · Metropolitan Public Transport · interim
• Mon, 26 Oct29 daysEVP – International Strategy — Electric-Mobility PlatformSydney, Australia · Mobility · permanent
• Mon, 26 Oct29 daysDenomination-and-Cash-Centre Flow Recovery LeaderJohannesburg, South Africa · Cash and Banknote Logistics · interim
• Mon, 26 Oct29 daysInterim Chief Operating Officer — Supply Chain SaaS DeliveryBengaluru, India · Supply Chain Software · interim

Counted at the last refresh of this page, which runs hourly. The mandate itself is the authority on whether it is still open.

Where these mandates come from

• Jobs Directly Posted by Firms173
• Jobs Posted by Fellow Members25
• Direct Mandates of Gladwin International16
• Jobs Posted by NRCs / Boards15

Nothing on this page was harvested. Most of these mandates were posted directly by the hiring business; the next largest group are Gladwin's own retained and exclusive mandates, with a tail from boards and from members hiring into their own networks — which in this sector is common, because the people who run networks tend to have run several.

What that list does not contain is anything scraped. In this sector that has a commercial edge: a business replacing a network leader after a service failure is signalling that failure to its customers, and will not advertise. The mandates that matter most here are structurally unadvertised, and every brief has a named person behind it who can answer the question that decides a logistics appointment — what actually broke, and is it still broken.

Your name stays yours

This used to be the last thing on the page. For a sitting finance chief it is the first question, so it has been moved to where it is actually asked.

Registering is free and anonymous to the hiring side. You are not in a database a company can browse, and nothing about you reaches a board until you approve a specific named seat. What goes then is a portfolio written for that board and that mandate — not a CV placed into circulation, which is how a confidential search stops being confidential.

A chief executive who is discovered to be looking has a career problem. A chief financial officer who is discovered to be looking has a governance problem, because the market reads it as a signal about the numbers. That asymmetry is the reason this platform is built the way it is, and the reason the seats worth having are never advertised.

How the Terminal places a logistics and supply chain leader

This is the only sector here where unplanned events outnumber replacements.

Look at the hiring cut on this page and one figure separates this sector from every other on the platform: genuinely unplanned mandates outnumber urgent replacements. Everywhere else, urgency means somebody resigned or was removed. Here it means something happened — a route closed, a carrier failed, a border changed, a customer moved volume overnight, a facility went down. The disruption is exogenous, it arrives without warning, and it creates leadership needs that did not exist the week before.

That changes how these seats behave. They are filled in weeks, sometimes days, and the assessment is almost entirely about whether you have run a network through the same class of disruption before. Breadth helps less here than in almost any other sector; a leader who has physically rerouted a network around a closed corridor is worth more to one of these boards than a leader with broader seniority and no comparable event.

The second consequence is geographic, and it is the most distinctive thing about this corpus. Two hundred and nineteen mandates are spread across forty-seven countries — the widest dispersion per mandate on the platform — and the concentrations are not large economies. The United Arab Emirates, Singapore and the Netherlands together carry more of this corpus than the United States. Those are chokepoints rather than markets, and a serious logistics career is shaped by where the flows cross rather than by where the demand sits.

What every route shares is the order of operations. Nothing about you moves until you say it moves. Whisper reads the corpus against your record and proposes a named seat; you approve or decline it; a portfolio is written for that specific network and that specific problem; a curator reads it before it leaves; and Gladwin presents you under your Executive Passport. In a sector where the same carriers, forwarders and terminal operators compete everywhere, a CV in circulation reaches a counterparty quickly.

Asset-heavy and asset-light are different careers

Owning the ships, terminals and fleets, or moving other people's goods across them.

The single most useful division in this corpus is not by mode or by geography. It is whether a business owns the assets. A terminal operator, a shipping line, an airline or a fleet operator is a capital business with utilisation economics: the cost base is fixed, the marginal cost of one more container or passenger is close to zero, and leadership is mostly about filling capacity and timing investment in more of it. A freight forwarder, a 3PL or a digital platform is a working-capital and margin business: the cost base is variable, the margin is thin and contractual, and leadership is mostly about buying well, selling well and managing the gap.

Those two produce genuinely different leaders. The asset-heavy leader thinks in decade-long capital commitments and utilisation curves, and is frequently uncomfortable in a business where the answer to a demand surge is to buy capacity on the spot market. The asset-light leader thinks in contract terms and procurement leverage, and is frequently uncomfortable in a business where the answer is to build a berth and wait four years. Boards know which they are, and they read a CV for which you are.

The corpus carries both in quantity, and it also carries the hybrid that has become the dominant model — integrators and mobility platforms that own some assets and broker the rest. Those are the hardest seats and the most interesting: you are running two economic models simultaneously, and the internal tension between the asset side wanting utilisation and the forwarding side wanting the cheapest available capacity is a permanent management problem rather than a solvable one.

Cold chain and temperature-controlled logistics appear as a distinct specialism in this corpus and deserve a separate mention, because the qualification is different. A failure in ambient logistics is a delay; a failure in cold chain is a write-off and, in pharmaceutical or food applications, a regulatory event. Leaders with a genuine cold-chain record are scarce, the mandates asking for one are specific, and it is one of the few places in this sector where a narrow specialism commands a clear premium.

What a board actually wants after a disruption

Because this sector's urgent seats are opened by events rather than departures, the assessment is unusually specific, and candidates who understand the pattern do markedly better. A board that has just had a network fail is not primarily looking for strategy. It is looking for evidence that you have stood in front of the same kind of failure and done three things in a particular order.

First, established what was actually happening rather than what was being reported. In a disruption the reporting lags the reality by days, and the single most common failure of logistics leadership is acting on a picture that is already obsolete. Boards ask about this directly and candidates rarely have a crisp answer: how did you get to ground truth, how fast, and what did you stop believing.

Second, made a reallocation decision with incomplete information and accepted the cost. Rerouting a network means paying more, disappointing some customers to protect others, and committing before you know whether the disruption will last a fortnight or a year. The evidence boards want is the decision you took and who you chose to disappoint — which is uncomfortable to write down and is precisely the point.

Third, built something that outlasted the event. The leaders who convert a disruption into a career are the ones who came out of it with a structural change — a dual-sourcing arrangement, a re-contracted carrier base, a visibility system that actually works — rather than only a restored service level. A record that shows recovery but no residual improvement reads as firefighting, and there is an abundant supply of firefighters in this market.

The chokepoints, and why they carry the seats

Dubai, Singapore and Rotterdam are not big economies. They are where the flows cross.

The United Arab Emirates carries an outsized share of this corpus relative to the size of its economy, because Dubai is a transhipment and re-export hub for a region rather than a market in itself. Seats there are regional in scope and political in texture: free-zone structures, customs regimes, and state-linked operators whose commercial and national interests are not separable. A leader arriving expecting a commercial negotiation frequently finds a policy one.

Singapore is the same phenomenon with a different administrative culture — extremely efficient, heavily digitised, and coordinating a dozen markets from a base with very little domestic volume of its own. The difficulty is aggregation: a regional role there is a dozen different regulatory and partner environments held together, and leaders who have run one large market well are often underprepared for the multiplication.

The Netherlands appears far above its economic weight for the same structural reason: Rotterdam, Schiphol and the inland corridors behind them. European logistics leadership there carries works councils and codetermination alongside the operational scope, and a restructuring or network consolidation is subject to a legally constrained timeline that cannot be compressed by effort.

India is the largest single concentration and is a different kind of market again — demand-side rather than chokepoint, with a network problem shaped by geography, infrastructure build-out and a fragmented carrier base. The seats there are about building capability and scale rather than optimising an existing network, and they suit a leader who is comfortable constructing a system rather than tuning one.

Where these mandates are

• India54
• United Arab Emirates22
• Singapore19
• United States16
• Netherlands12
• Germany7
• United Kingdom6
• Australia6
• Spain5
• Italy5
• Norway4
• Ireland4

Counted from open mandates on 27 September 2026. 54 sit in India and 175 elsewhere; markets beyond the top 12 carry the remainder.

Who you would report to

The most revealing line on a brief, and the one candidates most often skip. 158 distinct reporting lines appear across these mandates.

• Group Chief Executive or designated executive committee sponsor30
• Group Chief Executive or designated executive-committee sponsor15
• Group Chief Executive and the relevant board committee9
• Global Managing Partner and the regional partner council8
• Group Chief Executive and the board6
• Global Managing Partner and regional partner council4

Lines named on fewer than four mandates are not shown — the tail is long by design, because a real board writes the structure it has rather than choosing from a menu.

Most of these mandates report to a group chief executive or a designated executive-committee sponsor, which is what you would expect of a sector buying delivery and recovery. The sponsor question matters as much here as anywhere: the same network recovery sponsored by a chief financial officer is a cost exercise, sponsored by a chief commercial officer it is a customer-retention exercise, and the operational work is nearly identical while the definition of success is not.

A meaningful minority report into a chief operating officer rather than a chief executive, and that line is worth reading carefully in this sector specifically. In asset-heavy businesses it usually means the seat is an operating role inside a larger capital structure with limited say over the network's shape. In asset-light businesses it more often means genuine commercial authority sits elsewhere, with procurement or commercial leadership, and the seat executes against terms it did not set.

Where a brief names a board risk or audit committee alongside an executive line, read it as a signal that resilience has become a governance matter — usually after a disruption that cost enough for the board to want its own view. Those seats carry more authority and a shorter tolerance for ambiguity, and they are the most natural route from executive logistics leadership towards a non-executive record.

How much experience these boards ask for

• 22–28 years136
• 18–22 years55
• 28+ years36

A further 2 mandates state the requirement in their own words rather than as a band — “proven controller responsibility”, “VP-level acquisition finance” — and are not bucketed here.

The band sits firmly at twenty-two to twenty-eight years, with a smaller tail beyond than most sectors here. What is distinctive is not the number of years but their geographic spread: most senior leaders in this corpus have worked across three or more countries, and the ones who have not are visibly disadvantaged when the seats become regional.

What closes the gap faster than years is having held both operations and the commercial terms. This sector caps a great many excellent operators who never owned a contract, and caps commercial leaders who never ran what they bought. A leader at twenty years who has done both is a stronger candidate for most of these seats than one at twenty-eight who has done one exceptionally well — and crossing over is generally available to whoever asks for it early enough.

Four ways into this market, and they are different products

By work mode: 118 onsite · 94 hybrid · 17 remote. At this level the work is a board relationship and an external stakeholder rather than a set of deliverables, which is why genuinely remote seats are the smallest group.

What these seats pay

Logistics pays less than most sectors on this platform at equivalent scale, and it is worth stating plainly rather than dancing around. A leader running a network of comparable revenue and headcount in manufacturing or financial services will generally earn more. The compensating factors are real — geographic optionality, a genuinely international career and unusually portable skills — but the nominal gap exists and candidates should price it.

The exception is disruption work, where interim rates can be far above the permanent equivalent because the seat is priced against what the failure is costing rather than against a salary. A network that is losing a major customer every week will pay a great deal to stop that happening. The same caution applies here as everywhere: a rate that is excellent against a permanent package is being paid for something that ends.

The Terminal takes pay from the mandates themselves — the ranges boards actually briefed — and prints no median where the sample is too thin. Because this corpus is spread across forty-seven countries, the market-by-market net comparison matters more here than the benchmark does: a hub posting in Dubai or Singapore, with its tax position and cost of living, is not comparable on headline to a European or Indian seat, and the ordering reverses more often than candidates expect.

Becoming the apex professional in this field

The logistics ladder is unusually international — most senior leaders in this corpus have worked in three or more countries, and the ones who have not are visibly disadvantaged at the top. What stops people is consistent: leaders are trusted with a node long before a network, with a network long before the contracts that shape it, and with contracts long before they are trusted to decide what the network should be.

The rungs below are drawn from what these mandates actually demand. The useful question at each step is not "how large was the network" but "what did I change about its shape, and did it survive the next disruption".

1. 01

   Site / Node Operations Lead

   A warehouse, a terminal, a station or a hub. Throughput, safety, cost per unit and the people delivering all three.

   What stops people here — You are assessed on whether the node performs, and an excellent record here says nothing about judgement across a network — because the flows arriving at your node were decided elsewhere.

   The bridge — Own a flow rather than a node. Take responsibility for a lane, a corridor or an end-to-end service where you have to trade one node against another, and accept that improving your own numbers may no longer be the right answer.

2. 02

   Network / Regional Operations Director

   Multiple nodes and the flows between them, with a cost-to-serve and a service level you are accountable for.

   What stops people here — The network seat optimises a shape that was designed before you. Above it, the job is deciding the shape — and a record of running a network well contains no evidence of having chosen one.

   The bridge — Get onto a design decision: a hub relocation, a carrier re-tender, a mode shift, a dual-sourcing build. The commercial side of this sector is where the seats above are decided, and operators consistently stay away from it too long.

3. 03

   Commercial / Procurement Leadership

   The contracts that determine what the network costs and what it can promise — carriers, terminals, customers.

   What stops people here — Commercial leaders in this sector are frequently excellent negotiators with no operating credibility, and the market reads that immediately. A contract record with no evidence of having run what you bought is read as procurement rather than leadership.

   The bridge — Hold both sides at least once. The leaders who reach the top of this sector are almost always the ones who have run operations AND owned the commercial terms, and the corpus makes that unusually visible.

4. 04

   Chief Supply Chain / Operating Officer

   The shape of the network, the resilience built into it, and the working capital tied up across it.

   What stops people here — At this level the constraint is access rather than evidence, and the industry is interconnected — the same carriers, forwarders and terminal operators compete in every market, and the boards know each other.

   The bridge — This is what the platform is for. The same carriers, forwarders and terminal operators compete in every market and their boards overlap; named, confidential mandates reach you before the market sees them, and your record never circulates past a counterparty.

5. 05

   Board and audit or risk committee seats

   Assurance over resilience and over capital in a sector whose principal risks are external and arrive without warning.

   What stops people here — Independence is the qualification and a career in one part of the chain disqualifies you within it. Logistics leaders also arrive with a specific handicap — an operating record reads as executive, and boards are explicit that they are not hiring a second supply-chain officer.

   The bridge — Build the governance record deliberately — risk committee exposure from inside your executive seat, and a first directorship in a sector that depends on supply chains rather than one that sells them. Manufacturers and retailers are the natural adjacency.

The logistics CV a board reads after a disruption

Networks run is the easy half. Networks re-shaped under pressure is the half that gets read.

The commonest failure in a senior logistics CV is that it describes a network rather than a decision. Lanes, volumes, nodes, headcount, countries. That establishes scale and answers none of what a board that has just had a failure is actually asking, which is whether you have stood in front of the same class of event and known what to do.

What belongs in the document and rarely is: the disruption, and the three things that follow it. How you established ground truth when the reporting was lagging reality. What you reallocated, at what cost, and which customers you chose to disappoint in order to protect others. And what structural change survived the event — a dual-sourcing arrangement, a re-contracted carrier base, a visibility system that actually worked. A record showing recovery but no residual improvement reads as firefighting, and this market has no shortage of firefighters.

The second omission is the commercial half. A great many senior operators in this sector have never owned the contracts, and it caps them. If you have run a carrier tender, held terminal terms or negotiated a major customer agreement, that belongs high in the document — the leaders who reach the top of this sector are almost always the ones who have held both sides, and the corpus makes that visible.

The third is the international record, which is worth more here than in any other sector on this platform and is usually understated. Forty-seven countries appear in this corpus. If you have operated across regulatory regimes, customs environments and cultures, say which and say what was difficult — not as a travel list, but as evidence that you can run something where the rules change at every border.

Every mandate here asks three questions before you may apply

A specimen, not a live brief — the real questions describe the client's own network and disruption and are not published. Every logistics mandate on the Terminal carries three of them, authored for that seat.

1. 01Describe a disruption you personally managed a network through: how you established what was actually happening, how fast, and what you stopped believing.200 words
2. 02In that event, what did you reallocate, at what cost, and which customers did you choose to disappoint in order to protect others?150 words
3. 03What structural change survived the disruption — and was it still in place two years later?150 words

This is the filter, and it is the reason the platform is not a job board. A partner reads a considered answer to a real situation rather than a stack of documents, which means a strong candidate with an imperfect CV is read properly — and it means a speculative application costs you something, which is why the corpus stays worth reading.

Asset-heavy, asset-light, commercial and the board seat

The same vocabulary across four seats with genuinely different economics behind them.

The most consequential distinction in this sector is whether a business owns its assets, and it is almost never made explicit in a job description. A terminal operator and a freight forwarder both advertise for "network leadership" and are running opposite economic models — utilisation against margin, capital against working capital.

The table below is drawn from how these mandates are actually written: what the brief says the seat owns, who it reports to, and what the assessment turns on.

What a membership actually gets you

Open mandates in this market

20 of 229. Title, market and engagement are open to everyone; the brief itself opens with a free account.

• Portfolio Group Chief Financial Officer — Automotive and Mobility PlatformsDelhi NCR, India · Automotive Manufacturing and Mobility Platforms · permanent
• Vice President — Electric Mobility Business Finance and Service EconomicsBengaluru, India · Electric Mobility Product and Service Finance · permanent
• Group Chief Financial Officer — Supply-Chain Software Growth and Revenue IntegrityBengaluru, India · Supply Chain Software · permanent
• Group Treasurer — Mobility Components Cash Accessibility and Investment EligibilityChennai, India · Mobility Component Treasury · permanent
• Vice President, Commercial Finance — Secure Cargo NetworksMumbai, India · Secure Cargo Logistics · permanent
• Interim Finance Director — Logistics Acquisition ReportingMumbai, India · Logistics Acquisition Platforms · interim
• Director, Treasury and Trade Liquidity — Logistics PlatformsMumbai, India · Cross-Border Logistics · permanent
• Vice President, FP&A and Network Investment — Trade LogisticsPune, India · Integrated Trade Logistics · permanent
• Board Finance Adviser — Logistics Property Capital ChoicesMumbai, India · Logistics Property Infrastructure · advisory
• Maritime Digital-Risk and Customer-Assurance AdviserBengaluru, India · Logistics and Maritime Services · advisory
• Logistics Identity and Service-Recovery Control ArchitectBengaluru, India · Logistics Technology · consulting
• Media and Aviation Services Operating Recovery — Interim CEOBengaluru, India · Media and Aviation Services · interim
• Infrastructure and Cyber Engineering Head — Logistics BridgeBengaluru, India · Logistics and Maritime Services · interim
• Offshore Drilling-Waste Backhaul Recovery LeaderAbu Dhabi, United Arab Emirates · Offshore Drilling-Waste Logistics · interim
• Battery Recall Reverse-Custody Architecture Director — Connected DevicesShenzhen, China · Lithium Battery Reverse Logistics · consulting
• Live-Animal Airfreight Welfare Board Examiner — Breeding LogisticsAuckland, New Zealand · Live-Animal Export Logistics · advisory
• Contract-Logistics Start-Up Command Leader — Automotive AftermarketMonterrey, Mexico · Automotive Aftermarket Logistics · interim
• Irregular-Operations Command Recovery Leader — Network AirlineMadrid, Spain · Network Passenger Aviation · interim
• Maritime Edge-Data Continuity Authority — Archipelago LogisticsJakarta, Indonesia · Archipelago Maritime Logistics · interim
• Platform SRE Build-and-Transfer DirectorChennai, India · Logistics Software Platforms · consulting

Questions and answers

How many logistics and supply chain leadership jobs are open right now?

229 logistics, mobility and supply chain mandates are open on the India Board Terminal today, across 47 markets, out of 3,088 open mandates in total. This corpus has the widest geographic dispersion per mandate of any sector on the platform.

Why are so many of these unplanned rather than replacements?

Because in this sector urgency usually means an event rather than a departure. A corridor closed, a carrier failed, a customer moved volume overnight, a facility went down. It is the only sector on this platform where genuinely unplanned mandates outnumber urgent replacements, and it changes how the seats are filled.

Why do the UAE, Singapore and the Netherlands carry so many seats?

Because they are chokepoints rather than markets. Dubai, Singapore and Rotterdam are where flows cross, and together they carry more of this corpus than the United States. A serious logistics career is shaped by where the flows cross rather than by where the demand sits.

What is the difference between asset-heavy and asset-light careers here?

They are opposite economic models. Asset-heavy — terminals, fleets, vessels — is a fixed cost base and a utilisation problem, where leadership is about filling capacity and timing investment in more. Asset-light forwarding is a thin contractual margin, where leadership is about buying well, selling well and managing the gap. Boards read a CV for which you are.

What do boards want after a disruption?

Three things in order: how you established ground truth when reporting lagged reality, what you reallocated and which customers you chose to disappoint, and what structural change survived the event. A record showing recovery but no residual improvement reads as firefighting, and this market has no shortage of firefighters.

Does logistics pay less than other sectors?

At equivalent scale, generally yes, and it is worth pricing honestly. A leader running a comparable network in manufacturing or financial services will usually earn more. The compensating factors are real — geographic optionality and unusually portable skills — and the exception is disruption work, where interim rates are priced against what the failure is costing.

How many years of experience do these boards ask for?

Twenty-two to twenty-eight years, with a smaller tail beyond than most sectors. What is distinctive is not the years but their spread: most senior leaders here have worked across three or more countries, and those who have not are visibly disadvantaged when seats become regional.

I have run operations but never owned contracts. Does that matter?

It caps you, and this sector is unusually explicit about it. The leaders who reach the top are almost always the ones who have held both operations and the commercial terms. Crossing over is generally available to whoever asks early enough — a carrier tender, a terminal negotiation, a major customer agreement.

Is cold chain a distinct specialism?

Yes, and one of the few in this sector that commands a clear premium. A failure in ambient logistics is a delay; a failure in cold chain is a write-off and, in pharmaceutical or food applications, a regulatory event. Genuine cold-chain records are scarce and the mandates asking for one are specific.

Will a counterparty find out I am looking?

Not through this platform. Your name is not in a database a hiring side can browse, and nothing about you reaches a board until you approve a specific named seat. The same carriers, forwarders and terminal operators compete in every market, and a CV in circulation reaches a counterparty quickly.

What should I know about a Dubai or Singapore hub posting?

That the scope is regional and the texture is political. In the UAE, free-zone structures, customs regimes and state-linked operators mean a leader expecting a commercial negotiation frequently finds a policy one. In Singapore the difficulty is aggregation — a dozen regulatory and partner environments held together from a base with little domestic volume.

Is a career of interim disruption work a good idea?

It is excellent for the next disruption and progressively harder to convert into a permanent chair. The planned half of this corpus — network redesigns, hub relocations, capability builds — is what builds the design record a chief supply chain officer is eventually assessed on, and it is worth targeting deliberately.

How do I get onto a board from a logistics career?

Target sectors that depend on supply chains rather than sell them — manufacturers and retailers are the natural adjacency. Expect a specific handicap: an operating record reads as executive rather than governance, and boards are explicit that they are not hiring a second supply chain officer.

Are remote roles available in this sector?

Very few, and the work-mode cut on this page counts them honestly — onsite is the largest group. Networks are physical, disruptions are diagnosed on the ground, and the information a leader needs during an event is not in the reporting.

What happens after I apply?

Every mandate here carries three questions written for that specific network, and they must be answered before an application is accepted. One usually asks about a disruption you personally managed a network through — which is the filter, and the part of the record most operating CVs never contain.

The same corpus, entered elsewhere

• functionCFO and finance leadership jobs
• functionCTO, CIO and technology leadership jobs
• functionCOO and operations leadership jobs
• functionCEO, managing director and country head jobs
• sectorTechnology leadership jobs — CTO, CIO and engineering chiefs
• sectorBanking and financial services leadership jobs
• sectorInfrastructure, energy and utilities leadership jobs
• sectorManufacturing and industrial leadership jobs
• sectorConsumer, retail and FMCG leadership jobs
• sectorHealthcare, pharma and life sciences leadership jobs
• sectorMedia, entertainment and telecom leadership jobs