Putting together the MH&L 2015 Salary Survey, we included a small sampling of comments from survey participants, as they weighed in on their take-home pay, their job satisfaction, their opinions on what the government ought to be doing (and NOT doing), and numerous other topics. As in years past, respondents felt free to open up as to what they really think, since all responses were anonymous.

We asked respondents to identify the biggest challenges to managing their supply chains, and as you’ll see, finding and retaining talent is right there at the top of their wish-list for ways to improve their companies and the industry. We also asked respondent to share their viewpoints on any workforce-related issue important to them.

Some of the following comments have been lightly edited (primarily for clarity).

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

 

3PLs.

Ability to retain good employees at a cost effective rate.

Accessibility to software talent.

Accessing and retaining talent.

Accomplishing more with fewer resources.

Acquiring a skilled workforce.

Adequate staffing.

Aging workforce.

A lot of pressure.

Attracting quality candidates and employees.

Automation.

Automation, JIT demands.

Automation, lack of jobs.

Being competitive in the world market.

Being thought of as overhead, with executive management being resistant to investing money needed for equipment, staff, etc.

Budget constraints, government regulations, security, high cost of doing business, not enough skilled workers.

Budget cuts.

Business is so up and down, no consistency.

Capacity.

Capacity of goods and safety norms standardized.

Capacity of trucks.

Capital investments for future growth.

Carrier capacity.

Changes in pricing.

Changing opportunities to make a profit.

Changing prices.

Cheap imports, healthcare costs, rising raw material inputs.

Clear understanding of material handling and logistics department being a very important component of decision making process in an organization.

Collaboration.

Committed employees who are willing to put in the time/energy to learn the business.

Competing with new generations.

Competition.

Competition.

Competition.

Competition from Internet sellers.

Competition, innovation, and staying relevant.

Competitive market on the financial side of moving product (overseas).

Consumer expectations.

Coordination.

Corporate budget and buy-in.

Cost.

Cost.

Cost.

Cost.

Cost.

Cost control.

Cost of fuel.

Cost pressure.

Cost pressure.

Cost savings and availability.

Costs.

Costs.

Cutting costs and doing more with less capital.

Dangerous goods.

Decision-makers who do not have practical knowledge or experience in the fields they are making decisions about.

Delay as estimated.

Delays and constraints.

Delays in capital spending projects.

Delivery time to customers, freight costs, advanced technologies and workers’ ability to employ them on the job.

Delivery times.

Demand forecasting and transportation management.

Demonstrating how integrated the profession is in all aspects of the business.

Dependability in supply chain (price, delivery and quality).

Digital consolidation.

Dimensional weight rates.

Diversity.

Dollars to move my freight.

Driver shortage.

Driver shortage.

Driver shortage.

Driver shortage.

Driver shortages.

Driver shortages for the trucking industry.

Economic conditions and price of oil.

Economy.

Economy.

Economy trends.

Educated manpower.

Electronic logs and rates.

Employee motivation.

Employee turnover and lack of skills.

Employees.

Energy costs and outsourcing.

Equality.

Equipment failures.

Equipment maintenance and new technology.

Expanding market share without acquisition.

Export shipping/port congestion.