Senior Program Manager, Last Mile Deliverly Experience
Summary
Lead defect-reduction programs for Amazon Japan’s last-mile delivery, using data, AI tools, and cross-functional teams to cut costs and improve customer experience.
At Amazon, you'll work alongside the latest AI and GenAI tools that are increasingly woven into how teams operate: from AI-powered capabilities that accelerate decision-making, to Generative AI that helps you focus on work that truly matters. You'll have opportunities and resources to develop AI fluency at your own pace, with continuous learning built into the culture.
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 week's 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 you've 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 hasn't 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 that's 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 2–3 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 you've 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 manager's question about a metric definition, and prep the agenda for tomorrow's WBR. You send a follow-up to an engineering team on a feature request that's due for design review this week.
About the team
The **LMDX Defect Reduction Programs** team sits within Amazon Japan's 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.
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 week's 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 you've 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 hasn't 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 that's 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 2–3 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 you've 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 manager's question about a metric definition, and prep the agenda for tomorrow's WBR. You send a follow-up to an engineering team on a feature request that's due for design review this week.
About the team
The **LMDX Defect Reduction Programs** team sits within Amazon Japan's 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.