Project Director, GCM

Position Summary

The Project Director, GCM for DSV Contract Logistics will be responsible to plan, budget, oversee, and document all aspects of projects related to new business implementation and other existing business initiatives within the Contract Logistics Global Customer Management organization. The role is focused on a designated GCM client globally. This Project Director will work closely with the DSV GCM Leadership and the client to ensure that each project is on schedule, within scope, and on budget.

They will also play a critical role in the strategic planning of future projects, working with the different region leadership to balance the client’s project objectives with the resourcing available. Drive standardization in scope, design, and delivery to ensure repeatability and reliability for their client.

• Define, with the GCM leadership, a strategic plan of projects around the globe paired with a resource plan for all functions required to execute.
• Build and maintain a playbook of how a project for the designated client is delivered, including adherence to CL Project Approach.
• Build standard comprehensive project planning with clear tasks, due dates and named owners. Train/mentor the local Project Managers in the design and use of the plan; monitor adherence.
• Risk Mitigation Leadership
  • Constantly working to anticipate risks and proactively build mitigation plans with the project managers who are delivering active projects and with all relevant functions. Follow through on results.
• Core Competencies
  • Clear understanding of all phases of the project implementation schedule, to include the core deliverables for each functional area and the timing of the same
  • Align input from Client and Business to ensure the Project Scope is clearly captured
  • Facilitate DSV Quality Planning sessions as the cornerstone for project delivery
  • Create a detailed task list (Project Schedule) with milestones and critical path tasks to ensure no deliverables or dependencies are overlooked, to include both internal tasks and those of the client and contractors.
  • Communicate the Project Scope and Schedule to all project resources and stakeholders, ensuring alignment and agreement
  • Hold team members, contractors, et al. accountable to completion of deliverables pursuant to the task list and dates.
  • Manage project budget, scope, and timeline through proactive and effective communication including change control with appropriate approval.
  • Lead regular status meetings with the project team to capture updates, next steps, and risks/mitigation. Facilitate small-groups for topics requiring more detailed discussion.
  • Escalate issues/risks appropriately to Manager and Project Sponsor
  • Lead Steering Committee updates covering executive level status, budget, and risks
  • Plan and effectively manage transition from project execution to stable operations
  • Serve as SME point of contact and guidance for other PMs on process & tools, especially related to the specific approach for GCM clients.
  • Assist with drafting Project Timeline files tailored for RFP responses.
• Deliverables – ensure that each owner has a clear understanding of what they must deliver.
• Drive – drive team ownership / high‑energy ‘whatever it takes’ culture. The Team owns the outcome – not just their specific task.
• Project Ownership
  • Verify work in progress is being done correctly and confirming that it is done at a high‑quality level. Not administratively asking if it’s done and checking a task list.
  • Pro‑active regular follow‑up on all open items. Checking progress throughout.
  • Whatever it takes attitude. Willing to step in and do the work when it is needed to meet a deadline.
  • Push the business – elevate & pull in support before it is a crisis.
  • Ability to directly manage projects is required as needed.
• Project Oversight
  • Excellent Communication – knowing how to communicate to the customer (clear, concise, factual, need‑to‑know information).
  • Knowing when to pull the team together at frequent intervals during critical times of the project. Not remaining passive with 1x/week touchpoints regardless of project status or phase of project.
  • Knowing what success means and…