The impact of digitalization and status of the supply chain profession are driving a global talent shortage crisis

A survey conducted by DHL found that the supply chain talent pool is not keeping up with the changing requirements as technology reshapes the industry
More than a third of companies have failed to take steps to create their future talent pipeline or develop their workforce
The common impression of supply chain careers as lacking in excitement continues to have a significant impact in finding, attracting and retaining talent

DHL called upon industry leaders to recognize the growing talent gap crisis in the supply chain sector. The U.S. Bureau of Labor Statistics reports that jobs in logistics are estimated to grow by 26 percent between 2010 and 2020. Furthermore, one global study estimated that demand for supply chain professionals exceeds supply by a ratio of 6:1, with some predicting that ratio could be as drastic as 9:1.

DHL surveyed more than 350 supply chain and operations professionals in five global regions. The findings revealed that there are a number of reasons contributing to the talent shortage crisis in a rapidly evolving field. The report 'The Supply Chain Talent Shortage: From Gap to Crisis' was commissioned by DHL and authored by Lisa Harrington, president of the lharrington group LLC. The report highlights the key supply chain talent challenges experienced today, and identifies opportunities for businesses to compete on a global stage.

Harrington said, "Leading companies understand that their supply chains - and the people who run them - are essential to their ability to grow profitably. However, the task of finding people with the right skillsets required to run these highly complex operations is increasingly difficult - especially at the middle- and upper management levels. Unless companies solve this problem, it could threaten their very ability to compete on the global stage."

The survey revealed the top factors driving the talent shortage:

Changing skill requirements: Today, the ideal employee has both tactical/operational expertise and professional competencies such as analytical skills. 58 percent of companies say this combination is hard to find. But tomorrow's talent must also excel at leadership, strategic thinking, innovation, and high-level analytic and technological capabilities.
Aging workforce: As much as a third of the current workforce is at or beyond the retirement age.
Lack of development: One third of companies surveyed have taken no steps to create or feed their future talent pipeline.
Perception that supply chain jobs lack excitement: The industry is still contending with the impression that other fields are more prestigious and offer more opportunities, fuelling lack of interest in the industry within the world's future workforce.
Harrington continues, "Companies are now recognizing that sourcing strategy has a large impact on their bottom line and ability to remain competitive. As one study recently found, companies that excel in talent management increased their revenues 2.2 times as fast and their profits 1.5 times as fast compared to 'talent laggards.' That's a powerful advantage. Unfortunately, recruiting the right talent - especially at the critical mid-level and senior management levels - is proving very difficult in today's environment. New technologies and fundamental areas of the supply chain have changed, meaning they now require that a person has a different and much larger skillset than required when most of the current workforce began their careers."

The report outlines numerous opportunities for the industry to start closing this talent gap. Offering clearer career paths and a visible commitment to the professional development of its supply chain staff combined with competitive remuneration packages are just a few ways to develop and retain their current talent. To attract talent, the industry needs to start emphasizing that the future workforce will need to have skills in robotic management, AI and AV control - job aspects that would be attractive to the younger demographic and help combat the negative perception of the sector.

Louise Gennis, Vice President Talent Management/Acquisition, Learning & Development, DHL Supply Chain, said, "We recommend that companies start with prioritizing the development of their current talent pool to adapt to the changing job requirements through training programs, and then retaining staff through clear career paths. We strive to combat misconceptions surrounding working in the supply chain through highlighting the technological developments which are digitalizing the industry and that are attractive to younger demographics."

Gennis cites the success of DHL's diverse recruitment and development initiatives as evidence that a long-term, well-informed talent management strategy can help businesses mitigate the potentially devastating effects of a shrinking talent pool. "The supply chain talent shortage is now critical enough that it's on the minds of supply chain managers across all industries, but the gap didn't develop overnight. Since supply chain solutions are our business, we've seen the issue developing over many years - and have used this time to adjust our approach toward attracting, developing and retaining talent accordingly. Our unique expertise helps ensure that job openings are filled by qualified experts wherever we and our customers operate, which will become an increasingly critical success factor as talent resources grow scarcer."





平成29年度「モーダルシフト等推進事業」(補助事業) の募集を

1. 補助対象事業者
2. 補助対象経費(補助率)
総合効率化計画策定事業(定額、上限 200 万円)
モーダルシフト推進事業・幹線輸送網集約化推進事業(最大 1/2、上限 500 万円)
3. 29 年度予算額・・・40 百万円
国土交通省ウェブサイト(下記 URL)に掲載されている交付要綱、実施要領及び応募要項
応募期間:平成 29 年 6 月 19 日(月)?7 月 21 日(金)17 時まで(必着)
補助対象事業者の認定:8 月後半以降を予定
総合効率化計画策定事業:交付決定の日?平成 30 年 2 月 28 日(水)
モーダルシフト推進事業・幹線輸送網集約化推進事業:平成 29 年 8 月 1 日(火)?平成
30 年 2 月 28 日(水)
※総合効率化計画の認定の標準処理期間は 1 ヶ月となっております。









平成29年7月3日(月曜日)?平成29年8月25日(金曜日) ※8月25日必着


※ 詳細については応募要領をご参照ください。応募要領のほか、申請様式や記載例も添付資料に掲載しております。
※ グリーン物流パートナーシップ会議についてはホームページをご参照下さい。

総合物流施策大綱に関する有識者検討会 提言(案) 概要

「強い物流」: ? ニーズ等の変化への的確な対応 + 限られた資源(人材・設備)を最大限活用する効率性 + 新たな価値の創造、
? 持続的・安定的なサービス提供(+働きやすい環境づくり)
? モノがスムーズに流れ、 隅々まで行き渡る
? リスクに対する強靱さ + 環境面でも持続可能
これらを?新技術の活用によって効果的に実現+新産業育成、?人材の育成等 で横断的にサポート

JILS 2016年度物流コスト調査結果を発表 売上高物流コスト比率は4.97%(全業種平均)


国土交通省 センコー株式会社の産業競争力強化法に基づく「事業再編計画」認定



物流分野においては、国土交通省生産性革命本部において決定された「『物流生産性革命』?効率的で高付加価値なスマート物流の実現?」プロジェクトを推進し、物流の効率化・高度化の取組を進めております。また、「日本再興戦略」(平成28 年6 月20日閣議決定)において「物流を考慮した建築物の設計・運用ガイドラインを本年度に策定する」旨が掲げられています。このため、平成28年11月に、有識者、関係団体、関係省庁からなる「物流を考慮した建築物の設計・運用検討会」を設置しました。同検討会において、設計上の考慮事項や運用による物流の効率化について検討を行い、平成29年3月24日の第6回検討会(最終回)の意見を踏まえ、「物流を考慮した建築物の設計・運用について?大規模建築物に係る物流の円滑化の手引き?」をとりまとめました。

労働安全衛生総合研究所 陸上貨物運送事業における荷役災害等を防止するための留意事項  重大な災害事例に学ぶ災害防止ポイント

【独立行政法人 労働安全衛生総合研究所へのリンク】


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