Today's up-and-coming supply chain professionals are no-nonsense, results-oriented types who are eager to make a splash. But recruiters take note: It's going to take more than money to snag one.
Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
If the recruitment process for supply chain management professionals were conducted like the National Football League draft, then William Smith might be considered a first-round pick.
Smith, 22, will graduate in December from the University of Tennessee at Knoxville with two degrees. One is in logistics with a concentration in international business. The other is in Spanish.
In theory, Smith sits in the young logistician's version of the "sweet spot." Not only does he enter a field growing in corporate and geographic relevance, but he also possesses the bilingual skills that will enable him to more easily assimilate into foreign markets and cultures than his unilingual peers.
So what will it take to hire Smith, who is just now starting to chart his career path and has yet to receive any job offers? More to the point, what will it take to retain him?
Recruiters may be interested to know that in Smith's case, it's not about the money. Rather, it's about having the freedom and the autonomy to change the game.
"I would like to have the authority to come up with unique solutions to problems and challenges I'm presented with," he says. "I'd like to know that my perspectives and contribution are making a difference for my company and its customers."
Asked where he puts financial compensation on the priority list, Smith replies, "This is my career. I want to have more fulfillment than just financial well-being."
It's not about the money
Meet the "newbies" of the supply chain, a paradox in progress. They possess the tech savvy and global orientation you'd expect of today's young professionals. They are no-nonsense, results-oriented types who will demand the flexibility—largely enabled by mobile office technology—to do it their way.
At the same time, they seek jobs that offer the promise of stability and continuity, a trait that runs counter to the conventional wisdom about the newest generation of workers. Many take for granted that they will be able to advance within their chosen organization. And they expect to make an impact that goes beyond their bank accounts.
Money is just a small slice of the pie, according to those interviewed for this story. "At this age, you really don't need to make that much of it," says Dian Cui, a 2009 industrial engineering graduate of Dalhousie University in Halifax, Nova Scotia, and today a supply chain analyst for the Nova Scotia Liquor Corp. in Halifax.
Kevin Remillard, a 2010 Georgia Southern University graduate recently hired by third-party logistics giant C.H. Robinson Worldwide Inc., says that "money wasn't my main concern" in accepting Robinson's offer over three others. The key factor, he says, was that Robinson was a "company I could see being with one, five, or 10 years out."
Ironically, two Robinson executives say that while they tout the company's stability and longevity—Robinson was founded in 1905—in interviews and at job fairs, the message seems to be lost on many young people. "It kind of just flies by them. I don't think it's looked at too closely," says Eric Mesenburg, the company's director of recruiting.
Laura Gillund, Robinson's vice president of human resources, says she hears more discussion about workforce stability from the parents of college graduates than from the graduates themselves. The subject also comes up more frequently with job seekers in their late 20s and early 30s with a decade of experience under their belts, she adds.
Cui believes job seekers in their early 20s are less likely to be concerned about their long-term prospects with an employer than their older counterparts are. He says that many companies with relatively small supply chain operations expect newly minted hires to stay two or three years, gain experience while delivering productivity, and then move on to a larger organization. Cui says he's happy with his employer and his current position but adds he would eventually like to return to his native China and apply his skills there.
Charlie Crawford, who is enrolled in the graduate program in industrial engineering at Virginia Tech, says the craving for stability may be more a reflection of uncertain economic conditions than any altruistic urges. "It's a sign of the times," he says.
For his part, Crawford says he would prefer a stable career path, but with his own imprimatur. "Many companies tout rotational programs, but that doesn't interest me," he says. "I want to know what the company has for me now, and what the options are for me one or two years from now. I want to know what I am going to be doing."
Crawford, who did stints at two companies during his college years and was part of a team that won a distribution center design award in 2008 from the Material Handling Industry of America (MHIA), says he will not join a company that doesn't have defined career paths for its employees. "If a company doesn't have a vision for where this person is going, then [the individual] will probably not get there," he says.
Room at the top?
In a tough job market, employers can be selective. For example, Starbucks Coffee Co., which has launched a global effort to build a high-level personnel pipeline to support its supply chain for the next 15 to 20 years, will only consider the top 10 percent of the graduating class of the schools it plans to work with, according to Shawn Simmons, Starbucks' vice president, partner resources for supply chain operations.
The ideal candidates—Starbucks plans to hire and groom eight to 12 people per year for the foreseeable future—will have exposure to Fortune 500 organizations either through prior work experience or internships, must have demonstrated leadership in previous roles, and be open to accepting international as well as domestic positions, Simmons says.
Whether it be at Starbucks or other companies its size, today's college graduates or graduates-in-waiting may have to bide their time before assuming high-ranking leadership roles. A 2009 survey by Ohio State University found that the average age range for directors and vice presidents was 45 to 49. Although that was down a bit from the 50- to 55-year range reported in prior studies, there were more over-55 executives holding senior management titles than in years past, the survey found.
For those worried about a lack of young blood to replace today's upper echelon, Crawford has some encouraging news. In addition to the students who are pursuing formal studies in logistics, he says, there will be plenty of others who are open to careers in the profession. Many of his peers have developed an interest in logistics and supply chain management not because of an affinity for the discipline itself, but for its effect on so-called vertical fields like health care and automotive.
"The supply chain is expanding into many different areas of operation," he says. "We will see people taking standard concepts and applying them in different ways. Someone who is interested in health care but not in supply chain management now finds [the supply chain] stimulating because of the impact it has on that person's chosen field."
The number of container ships waiting outside U.S. East and Gulf Coast ports has swelled from just three vessels on Sunday to 54 on Thursday as a dockworker strike has swiftly halted bustling container traffic at some of the nation’s business facilities, according to analysis by Everstream Analytics.
As of Thursday morning, the two ports with the biggest traffic jams are Savannah (15 ships) and New York (14), followed by single-digit numbers at Mobile, Charleston, Houston, Philadelphia, Norfolk, Baltimore, and Miami, Everstream said.
The impact of that clogged flow of goods will depend on how long the strike lasts, analysts with Moody’s said. The firm’s Moody’s Analytics division estimates the strike will cause a daily hit to the U.S. economy of at least $500 million in the coming days. But that impact will jump to $2 billion per day if the strike persists for several weeks.
The immediate cost of the strike can be seen in rising surcharges and rerouting delays, which can be absorbed by most enterprise-scale companies but hit small and medium-sized businesses particularly hard, a report from Container xChange says.
“The timing of this strike is especially challenging as we are in our traditional peak season. While many pulled forward shipments earlier this year to mitigate risks, stockpiled inventories will only cushion businesses for so long. If the strike continues for an extended period, we could see significant strain on container availability and shipping schedules,” Christian Roeloffs, cofounder and CEO of Container xChange, said in a release.
“For small and medium-sized container traders, this could result in skyrocketing logistics costs and delays, making it harder to secure containers. The longer the disruption lasts, the more difficult it will be for these businesses to keep pace with market demands,” Roeloffs said.
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
National nonprofit Wreaths Across America (WAA) kicked off its 2024 season this week with a call for volunteers. The group, which honors U.S. military veterans through a range of civic outreach programs, is seeking trucking companies and professional drivers to help deliver wreaths to cemeteries across the country for its annual wreath-laying ceremony, December 14.
“Wreaths Across America relies on the transportation industry to move the mission. The Honor Fleet, composed of dedicated carriers, professional drivers, and other transportation partners, guarantees the delivery of millions of sponsored veterans’ wreaths to their destination each year,” Courtney George, WAA’s director of trucking and industry relations, said in a statement Tuesday. “Transportation partners benefit from driver retention and recruitment, employee engagement, positive brand exposure, and the opportunity to give back to their community’s veterans and military families.”
WAA delivers wreaths to more than 4,500 locations nationwide, and as of this week had added more than 20 loads to be delivered this season. The wreaths are donated by sponsors from across the country, delivered by truckers, and laid at the graves of veterans by WAA volunteers.
Wreaths Across America
Transportation companies interested in joining the Honor Fleet can visit the WAA website to find an open lane or contact the WAA transportation team at trucking@wreathsacrossamerica.org for more information.