Lead the GSC COE Logistics function by enhancing value add in global logistics. This position would be involved in the enhancement of productivity and efficiencies of Logistics COE team as well as partnering with global/regional and business teams. Supporting cost optimization and process improvements projects, preparing and publishing different logistics dashboards & reports to facilitate the right decisions, driving synergies and benchmarking inputs to the global logistics council. The position will be reporting to the VP - GSC COE and functionally to Global Logistics Operations Director. The role drives the Foresight deployment, global KPI governance, logistics analytics, process standardization, and transformation initiatives. The leader will collaborate with global, regional, and business teams to ensure alignment with Eaton’s Corporate Logistics operating model and enable best‑in‑class supply chain performance.
Operational Impact: Global logistics performance, cost‑out, transport, warehousing, analytics, foresight deployment, CI, governance, carrier and rate management.
Process Impact: Standardization, cadence building, automation, KPI governance.
Strategic Impact: Alignment with Corporate Logistics operating model, centralization via COE, global synergies.
A. Strategic Leadership
- Lead the GSC COE Logistics organization, developing strategic direction, KPIs, and performance outcomes for all workstreams.
- Champion Foresight COE Pillar strategy, ensuring seamless transition of site activities into the COE model.
- Partner with Corporate Logistics, GPO, PMO, Finance, regional and business logistics leaders to enable operational excellence and value creation.
B. Operations & Performance Management
- Oversee global logistics operations performance—transportation optimization, distribution efficiency, warehouse operations, freight metrics, and cost governance.
- Implement best‑practice logistics principles, policies, and standards to improve execution, cost efficiency, and service levels.
- Own global logistics reporting, dashboards, and balanced scorecards with clear assignable causes.
Ensure rigorous cadence on KPI reviews, trend monitoring, and gap closure.
C. Programs, Projects & Cost‑Out Leadership
- Lead and govern logistics programs and strategic projects including RFQ deployment, carrier performance, mode compliance, freight bill audit and rate card management.
- Drive global cost‑out initiatives through analytics, benchmarking, supplier leverage, and channel optimization.
- Provide governance for process/system deployment projects, ensure standardization and adoption of best practices.
D. Process Excellence & CoE Development
- Build and refine global process maps, SOPs, playbooks, and standard work to scale COE maturity.
- Drive continuous improvement, CI events, process standardization, and Lean initiatives across all logistics streams.
- Enable digital transformation through automation, BI integration, and analytics improvements.
E. Stakeholder & People Leadership
- Build strong partnerships with internal stakeholders, suppliers, logistics providers, and transportation partners.
- Lead a team of SMEs, focusing on capability building, mentoring, career development, and leadership grooming.
- Foster a culture of collaboration, high performance, transparency, and accountability across regions."
