Role guide · Logistics and supply chain

Your operation moved thousands.
Your CV records
the routine.

You balanced inventory, warehouse capacity and transport every day. Those activities describe the function; leadership becomes visible when every decision is tied to unit cost and service performance.

Unit cost + OTIF efficiency only counts when the order still arrives in full and on time
🇪🇸 ES
The underlying problem

Supply chains are not judged by activity.
They are judged by trade-offs.

Logistics CVs often rely on process language: planning, coordinating, supervising and optimising. It leaves no clue whether the network covered one depot or several countries, whether stock was under control or whether fulfilment costs were eroding margin.

The job sits between competing demands. Less inventory can damage availability; faster delivery can make transport uneconomic. A credible result shows both the gain and the service constraint you protected.

Moving cost per shipment from €4.80 to €4.05 while OTIF rises from 89% to 97% tells the whole operational story. “Distribution optimisation” says almost nothing.

What has to be there

Put the chain into
cost and customer terms.

Establish the size of the operation, then pair productivity with reliability. Volume gives each percentage its proper scale; service data proves the saving did not simply move the problem downstream.

📦
Cost per unit moved
Choose the unit the business actually manages: order, pallet, tonne or pick line. For example: “cut cost per order from €4.80 to €4.05 across 1.2 million annual shipments”.
✅
Service performance
State OTIF, fill rate or SLA attainment alongside frequency and throughput. “Raised OTIF from 89% to 97% across 14,000 monthly orders” gives the improvement a real perimeter.
🏷️
Inventory and working capital
Connect days on hand and stock turns with product availability. Cutting inventory from 74 to 51 days and releasing €3.2M matters only if shortages remained controlled.
🚚
Transport utilisation
Use cost per mile, kilogram or consignment, plus load factor and empty running. “Halved empty mileage from 18% to 9% and lowered cost per kilogram by 11%” explains how value was created.
🏭
Network capacity
Name sites, shifts, square footage and daily output. Raising throughput across three distribution centres from 33,000 to 42,000 lines per day conveys complexity as well as performance.
📊
Forecast and availability
Include forecast accuracy, bias, coverage and stock-outs. Improving accuracy from 68% to 82% while reducing shortages by 37% shows planning translated into execution.
What sinks it

Five ways to make a large operation
look surprisingly small.

✕
Building the CV from process verbs
“Coordinated warehousing and transport” could mean routine oversight or a network redesign. Cost, capacity and service data reveal which one it was.
✕
Reporting savings without service
A 15% freight saving is not impressive if late deliveries double. Show the operating boundary that remained intact.
✕
Blending every logistics cost together
Inbound freight, storage, picking and last mile behave differently. Separate them so the reader can see where you intervened.
✕
Leaving out the physical footprint
Without sites, countries, SKUs, orders or tonnage, there is no way to judge the complexity you controlled.
✕
Treating disruption as an embarrassment
A demand surge, depot closure or carrier failure is evidence of judgement under pressure. Record how you preserved flow and what recovered.
The ATS detail

Logistics or supply chain:
the market uses both.

An end-to-end remit may appear as Logistics Director, Supply Chain Director or Head of Logistics. Some job descriptions lead with warehousing and transport; others foreground S&OP, inventory and distribution while asking for substantially the same leadership range.

Use the titles and operating disciplines that genuinely fit your background. That vocabulary gives exact-match filters more than one route to your CV without inflating your former remit.

Logistics Director Supply Chain Director Head of Logistics Director of Supply Chain Supply Chain Manager Director of Logistics Operations Distribution Director Transport and Logistics Director Head of Distribution Logistics Operations Manager

These are related titles, not equivalents: responsibilities and scope differ between them. Only use the ones you have genuinely held — a title you never had collapses in the first interview.

How ZenitJob handles it

Different supply-chain problems
need different proof first.

A manufacturer may care most about planning and continuity; a retail network may focus on availability and final-mile economics. ZenitJob keeps the full operating record, then draws forward the evidence that answers the specific brief.

1
Base CV
Map the flow end to end
Work through demand, supply, inventory, warehousing, transport and delivery. Capture network scale, cost measures, service levels and the decisions made during disruption.
2
Job analysis
Locate the operational tension
The mandate may be to release working capital, create capacity, redesign a network or restore reliability. The analysis separates that central challenge from supporting requirements.
3
Tailoring
Lead with the right trade-off
For a cash constraint, inventory and forecast results move forward; for expansion, network design and scalable throughput take precedence. Only evidence from your own career is used.
4
ATS score
Check before you send
The compatibility estimate compares your wording with the published role and flags missing concepts such as OTIF, S&OP, WMS or last mile when they belong in your experience.
Start with your base CV

You did not manage processes.
You managed cost and service.

Talk through the operation in your own words. ZenitJob organises the scale, decisions and measures into a clear record of supply-chain leadership.

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