VP Logistics

Role Summary 

The Vice President of Logistics is accountable for the enterprise strategy, governance, and performance of warehousing and transportation across a large, multidivisional food and beverage organization. Reporting to the Senior Vice President of Customer Logistics & Planning, this role owns a material, enterprise-scale logistics budget and is responsible for ensuring logistics capabilities are reliable, cost effective, and scalable in support of the company’s growth, margin, and service objectives. 

Operating within a two-division model that includes Direct Store Delivery (DSD) as a critical route to market, the VP of Logistics works in close partnership with the DSD execution organization. This role is focused on enterprise enablement—network design, cost structure, standards, analytics, and governance—while field execution accountability remains with DSD leadership. 

Core Accountabilities 

Enterprise Leadership & Stewardship 

• Serve as the enterprise owner of logistics strategy, standards, and performance management across warehousing and transportation. 

• Translate enterprise strategy into logistics capabilities that support growth, productivity, service, and working capital priorities. 

• Operate as a senior member of the Supply Chain leadership team, modeling Campbell’s leadership behaviors of clarity, accountability, collaboration, and results. 
  • Define and govern enterprise service standards (e.g., OTIF, case fill, delivery precision) across all channels
  • Partner with Customer Supply Chain / Sales to ensure logistics capabilities differentiate customer experience while optimizing cost.
  • Lead through influence across a highly matrixed organization, aligning divisional, DSD, and functional stakeholders to a unified enterprise logistics strategy

Warehousing Strategy & Performance 

• Own warehouse strategy, operating model, and financial performance across a national network of distribution centers, depots, and support facilities. 

• Provide governance and oversight for both company-operated and 3PL warehouse operations, ensuring consistent standards for safety, service, cost, and quality. 

• Lead footprint strategy, capacity planning, and resilience planning to ensure the network is positioned to support demand variability and future growth. 
  • Develop and manage strategic partnerships with key 3PLs, carriers, and technology providers, driving innovation, performance, and long-term value creation
  • Continuously evaluate make vs. buy strategy across logistics capabilities

Transportation Strategy & Financial Governance 

• Own enterprise transportation strategy, network design, and financial performance across inbound, interplant, outbound customer freight, and DSD-related linehaul. 

• Establish clear governance for carrier and 3PL sourcing, contracting, and performance management, balancing cost, service, and risk. 

• Ensure disciplined transportation cost management through standard metrics, forecasting, and operating reviews. 

DSD Partnership & Enablement 

• Partner with DSD leadership to enable strong field execution through:  
• Transportation network and linehaul design 
• Cost to serve visibility and financial transparency 
• Capacity, asset utilization, and network analytics 
• Continuous improvement and productivity initiatives 

• Serve as the primary logistics interface to the DSD organization, ensuring alignment between enterprise logistics strategy and route to market needs. 
• Maintain clear decision rights and ownership boundaries, reinforcing accountability while fostering strong cross-functional collaboration. 

Financial Ownership & Value Delivery 

• Own logistics , financial planning, budgeting, forecasting, and performance management across warehousing and transportation. 
• Deliver sustained productivity, cost to serve improvement, and capital discipline through partnership with network optimization and operational excellence. 
• Partner closely with Finance to ensure strong controls, transparency, and fact-based investment decisions.
• Own and continuously improve end-to-end cost-to-serve transparency across channels, customers, and routes to market, enabling trade-off decisions between service, growth, and profitability
• Partner with Commercial and Finance to embed cost-to-serve into pricing, trade, and customer strategy decisions

Transformation, Systems & Analytics 

• Lead enterprise logistics transformation initiatives, including WMS/TMS platforms, automation, and analytics. 
• Establish common metrics, reporting, and operating rhythms that enable data driven decision-making. 
• Ensure logistics capabilities scale to support evolving portfolios, channels, and route to market strategies. 

People, Culture & Operating Rhythm 

• Lead the assessment and transformation of team talent and capabilities, with a strong focus on organization design, operating model clarity, and functional effectiveness.  
• Partner with People & Culture to evaluate current structures, design future state models, and implement changes to roles, responsibilities, and ways of working to better support the business. 
• Build and develop a strong logistics leadership team capable of operating in a matrixed, enterprise environment. 
• Establish clear operating mechanisms, governance forums, and escalation paths. 
• Develop future ready logistics talent and succession plans aligned to Campbell’s leadership expectations.