Interim Head of Supply Chain & Fleet

Interim Head of Supply Chain & Fleet

Appointment: Interim contract
Duration: 6-12 months
Remuneration: £6,250 - £9,167 per month (equivalent to £75,000 - £110,000 over 12 months)
Working pattern: Hybrid working, London area

Role purpose
Lead the transformation of a supply chain and fleet function, delivering a more efficient, commercially effective operation while maintaining reliable service to internal stakeholders.

The role combines leadership of the existing team with accountability for designing and implementing the future operating model. We are looking for an experienced transformation leader who can move quickly from assessment to delivery, bring people through change and demonstrate measurable improvements in cost, working capital, service and control.

This is a delivery-led appointment, focused on embedding lasting change rather than producing recommendations alone.

Key responsibilities

Lead the transformation

• Establish a clear baseline of costs, service levels, inventory, resources and supplier performance.
• Develop and deliver a prioritised plan with clear milestones, accountable owners and measurable benefits.
• Redesign the operating model, including processes, responsibilities, structure and opportunities for automation.
• Implement agreed changes while managing risk and maintaining service continuity.
• Track delivery and validate financial benefits with Finance.

Lead the team

• Take day-to-day leadership of the function, providing clear direction, priorities and ownership.
• Support managers and colleagues through change, communicating openly and addressing issues early.
• Build team capability and strong working relationships across the organisation.
• Embed a practical management rhythm with clear KPIs, regular reviews and timely escalation.
• Leave a sustainable organisation with a robust handover to ongoing leadership.

Improve logistics and supplier performance

• Lead the operational requirements and evaluation of changes to the logistics delivery model, working closely with Procurement.
• Ensure any future solution meets service requirements and delivers value for money.
• Own transition planning and operational readiness, including systems, processes and contingency arrangements.
• Strengthen supplier accountability through clear service measures, governance and improvement plans.

Improve planning and inventory control

• Strengthen demand forecasting, supply planning and inventory decision-making.
• Improve alignment between operational demand, purchasing and availability.
• Reduce excess stock, improve accuracy and release working capital.
• Improve visibility and control of assets across their lifecycle.
• Simplify processes and ensure systems and data support effective control.

Improve fleet efficiency

• Review fleet requirements, utilisation, costs and supplier arrangements.
• Identify and deliver opportunities to reduce whole-life costs.
• Strengthen controls around allocation, maintenance, compliance and cost recovery.
• Establish clear ownership and reporting for fleet costs and service.

Essential experience

• Proven experience leading and delivering significant supply chain transformation, with personal accountability for outcomes.
• Senior operational leadership across planning, inventory, warehousing, logistics and fulfilment.
• Experience redesigning operating models and implementing organisational change while maintaining service.
• Experience of outsourced logistics sourcing and supplier transition.
• A demonstrable record of sustainable cost savings, working-capital improvement and efficiency gains.
• Experience leading teams through change and establishing clear accountability.
• Strong commercial and analytical judgement.
• Confidence working with senior stakeholders and constructively challenging established ways of working.

Desirable experience

• Fleet management or leadership of a combined supply chain and fleet function.
• Experience of ERP or wider process transformation.
• Process automation and redesign.

What success looks like

• A future operating model that has been implemented and embedded.
• Improved performance in cost, inventory, working capital and fleet efficiency.
• Clear controls, reliable reporting and effective supplier governance.
• A team equipped to run the future organisation, with a sustainable leadership handover.