The MH&L2013Salary Survey invited respondents (all of them material handling and logistics professionals) to share comments regarding their salary, their job situation, the material handling and logistics industry, or professional challenges. All responses were posted anonymously.

We asked respondents first to identify the biggest challenges facing their industry today, and then invited them to post comments on any workforce-related issue.

Some of the following comments have been lightly edited (primarily for clarity) or consolidated, in instances of redundancy.

 

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What is the biggest challenge facing the material handling and logistics industry today?

 

Ability of corporate to plan for long term.

Accidents.

Adapting your business to what the customer needs in your industry.

Appreciation of the MH&L professional.

Availability of truck drivers.

Availability of material.

Being a young woman in a male dominated industry.

Building roads, residential and commercial building, water & sewer installation.

Bureaucracy.

Capital investment by companies into newer technology.

Catching up with technology.

Change.

Communication from the top level down, at least in my position. The senior management holds back information that can be crucial to daily operations.

Communication/coordination.

Companies wanting to do more with less and driving down cost of ownership and operation.

Competition from China.

Competition; finding and retaining good drivers.

Computer systems such as SAP.

Constant innovations and at the same time diversification in the methodologies that are available. Keeping track of and identifying the areas that suit our customers and our own system.

Consumer demand for agility, increasing inventory stock, fast moving inventory changes.

Contracting market.

Cost.

Cost and velocity.

Cost containment.

Cost containment while maintaining quality.

Cost of doing business.

Cost of doing business continues to increase year after year, but internal resources continue to diminish. Makes it very difficult to run a successful operation.

Cost reduction.

Cost reduction and internal combustion emissions.

Cost savings requirements by customers.

Cost. Management demands cost reductions; carriers and suppliers all want increases.

Costs and a horrible economy without any leadership in our president (U.S.).

Creating new solutions for customers’ special material handling needs.

CSA.

Customer base has changed.

Customer lead times.

Customers.

Customs compliance and the fluctuation of fuel rates as well as reducing Inventory and carrying costs.

Cutthroats.

Cutting cost to stay competitive.

Dealing with just-in-time operation.

Deliveries.

Delivery times.

Doing more with less: less staff, less budget, less time.

Driver availability; government regulations.

Drivers and product supply.

Drivers’ capacity.

Drug-free workplace.

Economy.

Efficiencies related to slow-moving SKUs.

Efficiency.

Efficient management and utilization of resources, including human, to best prepare for changing market conditions.

Efficient on-time product replenishment.

EPA.

Equipment upkeep.

Ergonomics.

Fast pace.

Finding a good company.

Finding and keeping intelligent and motivated young people.

Finding good employees who are interested in working, rather than entitlements.

Finding parts.

Finding people who can think outside of the computer information they have at their hands.

Finding qualified personnel.

Finding qualified sources for manufacturing that are reasonably priced.

Finding the right partners.

Finding the right people for the job.

Finding the right people to replace the ones that are retiring.

For me it's international shipping; compliance and government country regulations.

Fuel.

Fuel cost.

Fuel prices.

Fuel prices; infrastructure problems.

Fuel surcharges.

Fuel/energy costs.

Fuel/energy race.

Funds for technology enhancements.