What is in this article?:
Finding and retaining talent is at the top of the wish-list for material handling and logistics professionals.
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).
What is the biggest challenge facing the material handling and logistics industry today?
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.
A lot of pressure.
Attracting quality candidates and employees.
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.
Business is so up and down, no consistency.
Capacity of goods and safety norms standardized.
Capacity of trucks.
Capital investments for future growth.
Changes in pricing.
Changing opportunities to make a profit.
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.
Committed employees who are willing to put in the time/energy to learn the business.
Competing with new generations.
Competition from Internet sellers.
Competition, innovation, and staying relevant.
Competitive market on the financial side of moving product (overseas).
Corporate budget and buy-in.
Cost of fuel.
Cost savings and availability.
Cutting costs and doing more with less capital.
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.
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).
Dimensional weight rates.
Dollars to move my freight.
Driver shortages for the trucking industry.
Economic conditions and price of oil.
Electronic logs and rates.
Employee turnover and lack of skills.
Energy costs and outsourcing.
Equipment maintenance and new technology.
Expanding market share without acquisition.
Export shipping/port congestion.