Prozo - Director/Senior Director - D2C Program Management

1. About Prozo:

Prozo is a technology-led third-party logistics (3PL) and supply chain company headquartered in Gurugram. We run fulfilment for brands and enterprises through a network of 50+ fulfilment centres across India, and we run it on our own technology.

D2C is a core Prozo vertical. We help consumer brands store, pack and deliver orders directly to the end customer, with delivery partners chosen, managed and optimised by us. Delivery speed, reliability and cost decide whether a brand grows with us, and this role sits at the centre of all three.

2. Role at a Glance:

• Designation: Director / Senior Director, D2C Program Management
• Vertical: D2C
• Location: Gurugram
• Reports to: Vertical Head, D2C
• Level: Director at 5 - 9 years of experience; Senior Director at 9 - 12 years
• Domain: Domestic logistics and supply chain, including the courier partner ecosystem. International logistics is not in scope.
• Works with: Operations, Technology and Product, Finance, Key Accounts, Sales, Legal and Customer Support, and with courier partners and brand clients outside Prozo

3. Role Purpose:

The Director / Senior Director, D2C Program Management is the Vertical Head's partner in running and scaling the D2C business. The role owns the programmes that decide whether Prozo's D2C clients get fast, reliable and cost-efficient delivery: which courier partners we work with, what we pay them, which order goes to which partner, how operations execute on the ground, and how the vertical grows its sales.

This is a role for someone who is equally at ease in a rate negotiation with a courier partner's national leadership, in a data model, and in a review with an operations leader on the floor.

4. What You Will Own:

4.1 Courier partner management:

• Own the D2C courier partner panel: onboarding, empanelment, periodic review and exit of national, regional and hyperlocal partners.
• Run structured business reviews with each partner on a common scorecard: delivery turnaround time, first attempt delivery rate, NDR resolution, RTO, damages and losses, pickup adherence, weight discrepancies and COD remittance.
• Drive corrective action plans where performance slips, with clear owners, timelines and escalation paths.
• Maintain pincode-level serviceability and performance maps, and close gaps in coverage and reliability by region.
• Build relationships at partner leadership level so that escalations are resolved in hours, not days.
• Manage claims, disputes and reconciliations with partners to protect client brands and Prozo's margin.

4.2 Commercial negotiation:

• Lead rate card negotiations: base freight, weight slabs, zone structure, fuel and other surcharges, COD and RTO charges, and volume-linked incentives.
• Build the negotiation case on data: volume forecasts, lane and zone mix, past performance and benchmark rates across partners.
• Structure commercial agreements that tie rates to performance, with service level commitments, penalties and earn-backs.
• Own the cost-to-serve view: freight cost per shipment by zone, weight and payment mode, and its effect on Prozo's margin and the client's landed cost.
• Work with Finance and Legal on contracts, billing audits, credit terms and renewals.

4.3 Allocation across delivery partners:

• Design and own the allocation logic that routes each D2C order to the best partner, based on pincode, service level, cost, past performance, payment mode and partner capacity.
• Run allocation experiments, such as champion and challenger tests, and shift volumes on evidence.
• Define fallback and contingency rules for peak periods, partner disruptions, weather and regional constraints.
• Work with Technology and Product to turn allocation rules into system logic, dashboards and alerts, and improve them continuously.
• Track allocation outcomes every week: cost, speed, first attempt delivery and RTO by partner and by region.

4.4 D2C operations:

• Partner with fulfilment centre and operations leaders to keep order-to-dispatch cycle time, pickup handover and manifest accuracy on target.
• Own the delivery experience metrics end to end: promised versus actual delivery date, NDR and RTO reduction, delivery attempts and customer escalations.
• Set up and run the operating rhythm: a daily control tower, weekly reviews and monthly business reviews.
• Drive root cause analysis on recurring failures and close them through process, system or partner changes.
• Lead peak season readiness for D2C: capacity, partner buffers, surge pricing exposure and client communication.
• Standardise SOPs for exception handling, escalations and client communication.

4.5 D2C sales and growth:

• Work with the Vertical Head and the sales team on the D2C pipeline: shaping propositions, pricing and service commitments for brands.
• Support pitches and renewals with delivery performance data, costing and network capability.
• Translate client needs, such as delivery promise, COD mix, returns and regional focus, into partner and allocation choices.
• Build costing and pricing models for new D2C clients and review the margin on live accounts.
• Contribute to account reviews with key D2C clients and join senior client conversations when needed.
• Identify new segments, geographies and services that grow D2C volumes and profitability.

4.6 Analytics and decision support:

• Build and own the D2C MIS: one source of truth on volumes, partner performance, cost and client profitability.
• Move the vertical from reporting to insight: spot trends, anomalies and opportunities, and recommend specific actions.
• Create forecasts for volume, capacity and cost that guide partner commitments and negotiations.
• Present clear, answer-first analysis to the Vertical Head and to leadership.

4.7 Programme and stakeholder leadership:

• Run D2C programmes with defined scope, milestones, owners, risks and review cadence, and keep a single programme tracker.
• Align internal stakeholders across Operations, Technology and Product, Finance, Key Accounts, Sales, Legal and Customer Support.
• Manage external stakeholders: courier partners, brand clients and technology or aggregator partners.
• Mentor the analysts and managers who work on D2C programmes.

5. Who We Are Looking For:

5.1 Must-have profile:

• Experience: 5 - 12 years in domestic supply chain and logistics, with hands-on exposure to logistics or courier partners.
• Domain: Strong grasp of domestic logistics: last mile, line haul, pincode serviceability, zone structures, COD, NDR and RTO.
• Analytical ability: Builds models and reaches conclusions independently. Advanced Excel is a must; SQL, Power BI or Tableau is preferred.
• Commercial skill: Has negotiated with logistics partners or vendors and built cost models and rate cards.
• Programme leadership: Has run multi-stakeholder programmes with measurable outcomes.
• Communication: Clear and answer-first. Credible with CXOs and with partner leadership.
• Location: Based in Gurugram, or willing to relocate.

5.2 Education and pedigree:

An MBA or equivalent from a leading institute is preferred. Engineers and technologists from leading institutes with strong supply chain careers are equally welcome.

5.3 Open to career movers:

We will also consider supply chain professionals from manufacturing, retail, e-commerce or consulting who understand domestic logistics well and want to move into the D2C segment.

5.4 Good to have:

• Prior work in D2C or e-commerce logistics, a courier aggregator or a 3PL.
• Exposure to allocation engines, transport management systems or courier management platforms.
• Experience on the brand side of logistics, or in a supply chain consulting or strategy role.