Senior Manager Operational Excellence

Who We Are:

GEODIS specializes in unlocking business value in a complex world, ensuring seamless movement of goods worldwide. As a global third-party logistics provider (3PL), we power A Better Way to Deliver for the world's top brands and manufacturers. Fuel your career with GEODIS and discover endless growth opportunities. Our hybrid work schedule requires team members to be in the office four days per week, with the flexibility to work remotely one day each week.

Position Summary:

The Senior Manager, Operational Excellence leads continuous improvement execution across Transportation Management and Final Mile operations. Working directly with the Central Management team and site leadership, this role runs the division's highest-priority improvement projects, deploys standard work and performance management routines at transportation and final mile sites, and builds a validated pipeline of cost-out and productivity initiatives tied to divisional EBIT improvement. The role is field-heavy by design: diagnosing underperforming sites in person, running kaizen events on the dock, and coaching site leaders until improvements stick.

Your role on the team:Improvement Project Execution

• Lead the division's priority improvement projects end-to-end: chartering, baseline, root-cause analysis, solution design, implementation, and Finance-validated benefits capture

• Run margin diagnostics at underperforming sites and accounts, on-site deep dives producing 90-day corrective action plans with named owners and weekly follow-up cadence

• Facilitate kaizen events and structured problem-solving (A3/DMAIC) with site teams across cross-docks, final mile stations, and TM operations centers

• Target the division's largest cost drivers: purchased transportation and carrier procurement discipline, final mile route density and stops-per-hour, dock and cross-dock labor productivity, claims and OS&D reduction, and billing/POD accuracy leakage

Pipeline & Benefits Management

• Build and maintain the divisional improvement pipeline: identify, size, and prioritize opportunities by EBIT impact; present the pipeline monthly to divisional leadership

• Own benefits tracking with Finance; every completed initiative validated against the P&L, with a clear line between activity and realized savings

• Support Commercial and Solutions teams by supplying standardized cost models and operational assumptions for pricing new business

Standard Work & Performance Management

• Deploy standard work, tiered daily management, and visual management at priority sites; adapt the deployment to the realities of each operation (24/7 cross-dock vs. TM planning office vs. contractor-based final mile station)