Role Purpose
The Process Excellence & Services Manager drives continuous improvement across the shared services operation and ensures the organisation's process documentation is produced and maintained to a consistent, high-quality standard.
The role has two connected mandates. First, itis embedded in the shared services operation across all service lines, diagnosing performance issues, driving improvement, and ensuring the services delivered meet the standards the business requires. Second, it owns the process documentation standards and methodology for the department, managing the pipeline of documentation work and the process repository.
The role is based in Singapore with regular travel to the shared services centres. It reports to the General Manager, Business Excellence, and works closely with domain leads, shared services leadership, and Technology.
Role Accountabilities
Shared Services Performance and Continuous Improvement
- Spend significant time on the ground in the shared services centres, building a detailed understanding of how work flows across all service lines and where performance breaks down.
- Diagnose root causes of quality, throughput, and cycle time issues within the shared services operation, using structured problem-solving and data analysis.
- Lead and deliver improvement initiatives that reduce rework, exception volumes, processing errors, and turnaround times across shared services.
- Work with shared services leadership to embed practical performance routines that convert signals into action: queue management, triage effectiveness, SLA adherence, exception handling, and escalation discipline.
- Monitor and respond to new failure patterns as work migrates into the shared services centre, ensuring transitions are stabilised and sustained.
- Track and report on improvement benefits, maintaining an evidence base that supports prioritisation and demonstrates return on effort.
Process Documentation Standards and Methodology
- Define and maintain the standards for how processes are documented across the department: notation conventions, levels of detail, naming, metadata, and tooling.
- Establish clear documentation templates, style guides, and quality criteria that shared services and any outsourced providers work to.
- Own the methodology for how process documentation is requested, produced, reviewed, approved, and published, including version control and review cycles.
- Ensure documentation standards capture how digital transactions and system-enabled workflows change task ownership, exception handling, and fallback requirements.
Process Documentation Services Management
- Act as the primary interface between the department and shared services for process documentation and analytical support.
- Translate design intent received from domain leads into clear briefs, specifications, and priorities for the shared services team to execute against.
- Define and manage the scope of documentation work: what is delivered, to what standard, and within what capacity
- Quality-assure all documentation outputs before publication, ensuring they accurately reflect the approved design intent and meet the department's standards.
- Where capacity is supplemented or replaced by outsourced providers, manage the scope, quality, and integration of those engagements.
Process Repository Ownership
- Own and maintain the process repository as the single source of truth for all documented processes, standards, and process metadata.
- Ensure published documentation is accessible, searchable, current, and organised to support adoption and operational use.
- Track and report on documentation coverage, currency, and quality across end-to-end domains, flagging gaps and providing visibility to leadership.
Cross-Domain Documentation Coherence
- Review documentation across end-to-end domains to identify inconsistencies, gaps, or overlaps at domain boundaries and handoff points, and work with domain leads to resolve them.
- Maintain a map of how documented processes connect across domains, so the department has a coherent view of the end-to-end process landscape.
Key Qualifications & Skills
Qualifications
- Bachelor's degree in Business, Engineering, Logistics, Supply Chain, Finance, Analytics, or a related discipline; postgraduate qualification is an advantage.
- Lean Six Sigma certification preferred (Green Belt minimum; Black Belt an advantage).
- Training or certification in change management, programme/project delivery, or equivalent transformation discipline is valued.
- 10 to15+ years' experience in process improvement, shared services operations, operational excellence, or transformation delivery, ideally in shipping/logistics or other complex B2B service industries.
- Demonstrated track record of diagnosing and improving shared services or business process outsourcing operations, with measurable results in quality, throughput, and cost-to-serve.
- Experience managing process documentation standards, repository management, and documentation production pipelines across multiple functional domains.
Technical skills
- Proficient in process mapping methodologies and tools (BPMN, SIPOC, value stream mapping, or equivalent) with the ability to set and enforce documentation standards across multiple teams.
- Strong analytical capability: able to diagnose operational performance issues using data, quantify impact, and prioritise interventions.
- Working knowledge of shared services and BPO operating models, including queue management, triage, SLA frameworks, exception handling, and transition/stabilisation disciplines.
- Working knowledge of process repository platforms and document management systems, including structure design, metadata management, and access control.
- Digital enablement literacy: understands how online workflows, integrations, and system-enabled transactions affect process documentation and shared services operations.
- Working knowledge of workflow platforms, ERP environments, or CRM/service tooling is an advantage.
Professional skills
- Senior stakeholder management: able to influence without authority, align cross-functional teams, and hold the line on standards calmly.
- Strong facilitation and negotiation: closes decisions, resolves trade-offs, and avoids governance becoming bureaucracy.
- Clear and credible communicator: produces decision-ready recommendations backed by evidence and communicates operational truths in business language.
- Change leadership with sustainment bias: designs for adoption, stabilises changes, and embeds routines and controls into BAU.
- Sound judgement and resilience in high-interruption environments, maintaining discipline on priorities and outcomes.
- Comfortable working across locations, spending extended periods on-site at the shared services centre to build relationships and drive improvement at the operational level.
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Swire Shipping is committed to ensuring equal equitable access and participation for persons who experience disability. SSL is committed to treating persons with disability in a way that allows them to maintain their dignity and independence. Reasonable adjustments can be made upon request based on understanding of those accommodations.
Across Swire Shipping, we seek to create a supportive and inclusive environment that embraces individuality and recognise the benefits that these differences make. We do this by ensuring that all individuals are treated with respect and understanding and actively promote Equal Employment Opportunity (EEO) and do not tolerate discrimination, harassment, bullying, retaliation or intimidation of any kind. We are committed to driving the strategy, policies and accountability to build and sustain a diverse global workforce, through equitable processes and systems where everyone can contribute their very best.
