Senior Program Manager, Last Mile Deliverly Experience

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We are seeking a Senior Program Manager to lead strategic defect reduction programs across the JP AMZL delivery ecosystem. This role owns end-to-end program strategy for a critical pillar of the LMDX defect landscape driving execution through cross-functional teams and delivering measurable reductions in cost-to-serve and concessions while improving the customer experience at scale.

You will own high-visibility metrics build mechanisms to detect and eliminate root causes of delivery failures and unnecessary concession spend and partner with engineering and operations leaders to ship customer-facing improvements. The ideal candidate is a self-directed operator who can structure ambiguous problems build the analytical case and drive results through influence not authority.

Key job responsibilities
### Strategic Ownership & Leadership

- Own strategy and execution for a major defect domain (e.g. OTR Concessions including DNR Damage and Driver Scorecard; or Delivery Success) delivering measurable DPMO reductions cost-to-serve improvements and customer experience gains

- Define the 3-year roadmap and OP1/OP2 goals for your domain; translate ambiguous customer pain points into prioritized quantified initiatives with clear success metrics

- Set the strategic direction for your programs and escalate blockers to senior leadership to unblock execution


### Cross-Functional Program Management

- Drive cross-functional programs requiring coordination across Operations Engineering (REX ShipTech LMT) Science and CX partner teams

- Own intake prioritization and bandwidth negotiation with engineering teams; manage program timelines dependencies and trade-offs

- Author and present BRDs and leadership narratives (VP/Dir level) to secure prioritization and funding


### Data-Driven Decision Making

- Build and maintain analytical frameworks (bridges attribution models cost-impact estimations) that isolate operationally controllable defects from systemic or upstream issues

- Define metric definitions validate data pipelines and ensure single-source-of-truth reporting across WBR/MBR cadences

- Conduct deep-dive analysis on metric movements spikes and outliers; convert findings into actionable improvement plans

- Leverage AI/ML-driven tools and automation to identify defect patterns predict failure modes and accelerate root-cause analysis at scale


### Mechanisms & Operational Cadence

- Build durable mechanisms (dashboards escalation paths station outreach cadences) that sustain improvements without continuous manual effort

- Lead weekly/monthly business reviews for your domain; prepare narratives callout metrics and andon-style escalations

- Drive WW parity assessments identify where JP lags EU/NA on customer experience standards and build the business case to close gaps


### Stakeholder & Partner Management

- Build and maintain strong working relationships with Operations Engineering and Science counterparts; serve as the trusted point of contact for your domain

- Represent the customer defect perspective in engineering roadmap reviews and prioritization forums; influence without authority

- Communicate program status risks and trade-offs to Director/VP-level stakeholders through crisp written narratives

A day in the life
**Morning** You review overnight metric movements in your domain dashboards. A spike in Delivered Not Received (DNR) DPMO catches your eye you pull the data isolate it to a station cluster and draft a deep-dive to share with Ops leaders at standup. You follow up with the Operations team on action items from last weeks station outreach confirming process changes are landing.

**Mid-morning** You join a program sync with the LMT engineering team to track progress on a tech project youve been driving. You walk through the latest A/B test results flag a blocker on API dependencies and align on a revised launch timeline. You follow up on an open intake request with another tech team ensuring the ticket hasnt stalled.

**Lunch** You catch up on Slack threads from WW counterparts in EU who recently launched a similar initiative. You note a design pattern that could accelerate your JP implementation and share it with your engineering partners.

**Afternoon** You raise a data reporting request with the BI team to standardize a metric definition thats been inconsistent across dashboards. You then facilitate a brainstorming session with Engineering and Operations partners to evaluate potential solutions for a newly identified defect whiteboarding trade-offs assessing feasibility and narrowing down to 23 options worth prototyping. You use AI-driven anomaly detection tools to surface patterns across millions of shipments that inform the solution space.

**Late afternoon** You present a concise narrative to your Director on a proposed initiative targeting significant concession cost reduction and CX improvement. You field questions refine the ask and leave with a clear path to secure engineering bandwidth. You then circle back with the Operations team to share the updated metric reporting format youve been standardizing ensuring everyone is reading from the same source of truth.

**End of day** You update your program tracker with tech project milestones respond to a station managers question about a metric definition and prep the agenda for tomorrows WBR. You send a follow-up to an engineering team on a feature request thats due for design review this week.

About the team
The **LMDX Defect Reduction Programs** team sits within Amazon Japans Last Mile (AMZL) organization. Our mission is to own delivery quality and speed end-to-end delivering the best last mile experience for every customer across Japan.

We are a high-impact data-driven team of program managers that identifies structural delivery defects quantifies their customer and cost impact and drives cross-functional solutions to eliminate them at root cause. Our scope spans the full delivery lifecycle from dispatch through delivery attempt concession and return covering AMZL Core Amazon Business and SSD (Same/Next-Day) networks.

The team partners closely with Operations Engineering (REX ShipTech LMT) Science and CX teams to drive systemic improvements. Our programs span Delivery Success OTR Concessions Network Loss Cost-to-Serve optimization Customer Experience and Undeliverable / Late recovery.

- 5 years of program or project management experience
- Experience using data and metrics to determine and drive improvements
- Experience owning program strategy end to end delivery and communicating results to senior leadership
- Experience owning program strategy end-to-end delivery and communicating results to senior leadership

- 2 years of driving process improvements experience
- Masters degree or MBA in business operations human resources adult education organizational development instructional design or related field

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