美团Rider Management Strategy Manager
任职要求
1. 5+ years of experience in operations, strategy, or compliance—ideally in the gig economy, logistics, or mobility sectors.5年以上运营、战略或合规相关经验，零工经济、物流、即时配送等行业背景优先。 2. Familiarity with local labor laws and experience working with or managing compliance efforts.熟悉本地劳动法，具备合规管理或执行经验。 3. Strong program design skills—especially around workforce segmentation, …
工作职责
1. Designing and executing rider tiering systems and benefits schemes that encourage long-term engagement and operational excellence.设计并执行骑手分层机制和福利体系，激励骑手提升表现、保持长期合作。 2. Developing and leading training programs to upskill riders, improving their performance and service quality.开发并主导培训项目，提升骑手服务能力和运营水平。 3. Collaborating with cross-functional teams to align rider management with customer experience goals.跨部门合作，确保骑手管理策略与用户体验目标一致。 4. Establishing compliance frameworks to ensure all riders meet local labor regulations and platform safety standards.建立合规体系，确保所有骑手符合本地劳动法规与平台安全标准。 5. Managing and improving rider vetting and audit teams, including setting standards and using data to identify risks or irregularities.管理和提升审核团队表现，制定标准并通过数据分析识别风险和异常。 6. Using data-driven insights to continually optimize the rider journey, from onboarding to daily operations.运用数据洞察持续优化骑手从注册到日常运营的全流程。 7. Partnering with legal and policy teams to adapt to evolving regulations and ensure compliance best practices.与法务及政策团队合作，应对不断变化的法规，持续提升合规管理水平。
1、为配送体验指标负责，全程监控履约流程中的负面体验问题，构建系统化的体验问题分析与拆解能力，深入洞察关键痛点，推动问题闭环解决。 2、搭建骑手考核与管控体系，包括但不限于骑手分层运营、奖惩机制等，针对不同类型运力制定差异化考核方案，全面保障骑手履约服务质量。 3、推动正向运营机制建设，通过完善骑手培训体系与激励机制，提升骑手履约表现，降低违规率，增强骑手服务积极性与稳定性。 4、优化骑手判责与申诉全链路流程，通过产品能力建设和智能识别模型等手段，提升责任判定的准确性与公平性，确保管控机制公开、透明、合理。 5、跨部门协同合作：保持与产品、运营、客服等协同团队的良好沟通，从全局视角出发，不断提升整体履约服务水平。 1.Responsible for delivery experience metrics: Monitor and identify negative experience issues during the fulfillment process, such as order delays and cancellations. Build analytical and diagnostic capabilities for experience-related issues to identify key pain points and drive resolutions. 2.Establish rider assessment and management systems: This includes, but is not limited to, tiered rider operations and disciplinary measures. Develop differentiated evaluation schemes tailored to various types of delivery capacity to ensure service quality in rider fulfillment. 3.Enhance rider performance through positive operational strategies: Build training and incentive systems to improve rider performance and reduce violations. 4.Optimize the full responsibility-assessment chain for riders: Oversee the entire process of rider accountability, control, and appeals. Improve fairness and accuracy of responsibility judgments through product capability development and model-based identification systems. 5.Collaborate with cross-functional teams: Maintain strong coordination with other departments and take a holistic view to enhance overall fulfillment service quality.
岗位职责: 1. 3PL Access Management: Develop and oversee the entry criteria and standards for 3PL partners across different cities and countries. 2. Competitive Benchmarking: Conduct benchmarking studies against competitors to align and enhance our 3PL access strategies. 3. Standards Development: Establish comprehensive criteria for 3PL entry, assessment, and rider evaluation standards. 4. Lead Generation and Screening: Identify potential 3PL leads through various channels such as Google Ads and other marketing platforms. Develop effective screening processes to select the best partners for collaboration. 5. Data Analysis: Utilize SQL and other data analysis tools to assess and improve 3PL performance metrics. 6. Cross-functional Coordination: Collaborate with international teams to ensure compliance with local regulations and to adapt strategies accordingly.
该岗位未来的汇报上级为科威特运力策略负责人。 1.为了保障C端的外卖体验, 通过MVP验证工具+策略参数有效性后, 联动产、研、运完成配置后台、D端展示和触达功能等配套功能。 2.结合策略工具和压力预测结果, 形成落地SOP应用到日常的供需压力应对中。并在一次次的实战中总结目前SOP的工具侧、策略侧、数据侧的不足, 逐渐改善D端策略对C端配送体验的效果。 其中： 长期运营策略, 如：骑手拉新、骑手排班、骑手冷冻、骑手等级权益 和 骑手体验等。 短期运营策略, 如：骑手补贴活动、门店加减配送费、门店曝光缩范围、订单ETA补时等 Reporting to Logistic operation Strategy team leader in Kuwait. In order to ensure a positive takeaway experience for C-end customers, after validating the effectiveness of new product function and strategy parameters through MVP, collaborate with product, research & development, and operation team to form relevant Frontend、configuration system and Notification product functionalities. Based on current strategy tools and demend-supply forecasting results to form different SOPs to be applied in daily business operations. And continuously summarise the disadvantages of current SOPs during pratical applications, gradually improving the effectiveness of D-end strategies that cause positive effects onto the customer delivery experience. Among them: Long-term strategies, such as: rider recruitment, rider scheduling, job freezing, rider benefits, and rider work-experience improvement ect. Short-term strategies, such as: rider subsidy offering, delivery fees adjustments, store exposure range adjustments, and order ETA adjustments ect.
1. Monitor supply and delivery experience data on a daily, weekly, and monthly basis. Analyze and identify key operation issues, and drive solutions through product or operational strategy measures. 2. Develop and adjust logistics pricing strategy, and utilize incentive measures such as bonus and subsidies to increase rider activity, performance and rider retention rate. 3. Improve the operational efficiency and reduce delivery costs by analyzing data, optimizing processes and solving problems. In charge of cost and budget management of pricing and subsidies. 4. Work with the product team and promote the launch of relevant supply operation product systems to improve product efficiency and advance intelligence in the process of supply utilization.