Military veterans are highly qualified for jobs in logistics and warehousing, but the transition from the armed forces to private industry isn't always easy. Understanding the differences will help ensure a successful experience for everyone.
Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
With the U.S. military presence in Afghanistan on the wane and the war in Iraq over, thousands of troops from all branches of the armed forces have been coming home, and thousands more are expected to return over the next two years. Some choose to stay in the armed forces, while others seek jobs in the private sector.
According to government statistics, military vets—many of whom have experience in logistics, material handling, and warehousing—have a higher unemployment rate than the population at large. Meanwhile, employers are having a hard time finding qualified people to fill positions in those same areas. Clearly, this is a first-class opportunity to match talent supply with employer demand.
Yet a successful match is not guaranteed. There are enough differences between the armed forces and private industry that the transition isn't always easy. Understanding those differences can help both veterans and employers make that transition a successful one.
Reach out and recruit someone
Interested in recruiting military veterans for warehousing and logistics positions? Here are a few suggestions on how to reach out to them and let them know of your interest:
Work with local and state veterans agencies, which have databases of unemployed vets and can help to set up open houses and collect applications.
Advertise in military publications or on any of the dozen or so Internet job boards that are aimed at military personnel (check that they are affiliated with or approved by military support organizations), as well as on general logistics job boards like JobsInLogistics.com and JobsInTrucks.com.
Work with economic development agencies in areas that have a heavy military presence, particularly logistics and supply facilities. One example is the greater Jacksonville, Fla., area, which hosts four military installations, including major logistics hubs for the Marine Corps and the Navy. The city of Jacksonville's Military Affairs, Veterans, and Disabled Services Department; the Veteran's Coalition, a group of local employers; and the Jacksonville Chamber of Commerce's Military Issues Committee (MIC) all offer support for employers who want to hire veterans.
THEY HAVE THE RIGHT STUFF
Employers seeking to hire for warehousing and logistics jobs may be surprised at how many military veterans are knowledgeable about those activities. Overseas-deployed personnel, for instance, have extensive experience managing the accountability of equipment and assets across several locations, says Jason Dozier, veteran transition specialist at the nonprofit Hire Heroes USA and a former U.S. Army officer who served in Iraq.
"Even veterans who may not have an extensive background in logistics have broad experience with freight management and distribution while overseas," Dozier notes. For example, a typical experience for an infantryman in Iraq would include the inventorying, containerization, and loading of assets at a forward operating base, and then securing and escorting those assets to a distribution hub, he says. Other personnel would manage and supervise the distribution operations of unimproved airstrips, field logistics terminals, shipping docks, warehouses, and other facilities.
Similar processes apply at military installations here at home, so domestically deployed veterans also have an understanding of operations, logistics, and the allocation and maintenance of military assets, Dozier says. Vets often are certified as forklift operators, and many are trained in the maintenance and operation of rough-terrain forklifts that can handle loads weighing up to 10,000 pounds. Furthermore, some military personnel know how to use tools like the Army's Logistics Support Activity (LOGSA) system, which analyzes logistics data and information, and are schooled in Lean Six Sigma. (Click here to read Dozier's commentary on why military veterans make great warehouse employees.)
But military veterans have a lot more to offer than hands-on experience. "They have skills we're all interested in: good team leadership, a strong work ethic, adaptability, and the ability to solve a problem on the spot, often under time pressure or duress," says Jeff Rufener, president of Toyota Material Handling U.S.A. Inc. (TMHU). TMHU offers veterans a discount on its forklift operator safety training, and through its "Giving Veterans a Lift" program is working with its dealers and Hire Heroes USA to train ex-military personnel as lift truck service technicians. After three months on the job, the dealer and TMHU make matching donations in the vet's honor to the nonprofit.
The military develops officers' skills in planning, setting objectives, evaluating results, and training subordinates. Every member is trained in leadership, and many veterans have been put in leadership positions early in their careers, says Aaron Bowman, a senior vice president at the economic development agency JAXUSA Partnership of Northeast Florida. "Veterans know how to give and how to receive orders," says Bowman, a retired Navy officer who began his career as an aircraft carrier pilot and capped it with a stint as commanding officer of a naval station.
Personnel who stayed in the military beyond their initial contract probably have led a team, a platoon, or a functional group—something outside of an individual-contribution role, says Ed Tobon, director of staffing for Ryder System Inc. As a result, "compared with their civilian counterparts of a similar age, they bring a lot more 'soft' skills," says Tobon, a commander in the U.S. Navy Reserve who served for more than 20 years in the Navy, including active duty as a pilot and a recruiter. Since 2010, Ryder has participated in the U.S. Chamber of Commerce's "Hire Our Heroes" initiative and has pledged to hire 1,000 military veterans by the end of 2013.
Here's another reason why vets are a good fit for logistics and warehousing: Because military operations focus on achieving specific, definable objectives, military personnel will look for resources to accomplish a logistics mission and are driven by outcomes. "The team-based, mission-driven logistics operations in our civilian society, with their focus on specific deliverables, are as closely aligned with military activity as any in private industry," says Mike Echols, Ph.D., executive vice president of strategic initiatives and of the Human Capital Lab at Bellevue University in Omaha, Neb. The nonprofit Bellevue offers a special academic program to prepare military veterans to transition to the private sector and partners with the Defense Acquisition University to offer degree and training programs.
Dick Lucas (left, as a new recruit in 1978) was able to apply the skills he learned as an Air Force aircraft hydraulics and electronics technician to his new job working on high-tech forklifts at PennWest Toyota Lift.
ADVICE FROM THE FRONT LINES
For many veterans, the transition to the private sector environment goes smoothly. Dick Lucas, a service technician with the lift truck dealer PennWest Toyota Lift and the first "graduate" of Toyota's hiring program, found that the adaptability and the skills he acquired in the Air Force as an aircraft hydraulics and electronics technician were invaluable when he began learning how to service today's high-tech forklifts. His experience with parts ordering and documentation also helped him adjust to the system at Toyota, he says. Now, Lucas is paying it forward: He's taken under his wing a recent hire, who was injured in Iraq, and has retrained him as a lift truck technician.
But there are some differences between the military's approach to employment and the private sector's expectations that can affect vets' ability to succeed in private sector jobs. For example, veterans are used to a dynamic and challenging environment. "Many veterans do not know the meaning of a traditional 40-hour week, so having them involved in an organization that offers a challenge and seeks constant improvement is a requirement," says JAXUSA's Bowman.
Military and civilian vocabulary differ significantly, says Tom Stephanic, PennWest's fleet facilities and inventory manager, who served as a track and wheel repairer in the Army. "I didn't understand some of the terminology the civilian workforce used. For example, they called it a 'purchase order,' but I was used to a 'document number.' It's the same thing, just a different name ... but it can affect the way people transfer knowledge. People assumed I knew what they were talking about." Unfortunately, he says, an employer might see this as a weakness or a lack of understanding instead of the bridgeable communication gap that it is.
The way military personnel communicate with superiors can be very different from the approach favored by the private sector. "If the hiring manager is perceived to be higher ranking, then you are likely to get 'yes, sir, no sir' responses rather than the open dialogue you want," Tobon says.
Their experience and training discourages military personnel from questioning superiors. "They know their unit is one part of an overall mission plan and that they need to carry out their assignment within that mission," Echols observes. "They're good problem solvers, but they don't challenge authority. You won't hear a veteran ask, 'Why do we do it this way?' Over time, yes, but not at first."
How to overcome veterans' reluctance to blow their own horns or to engage in an open dialogue with the boss? Echols says they may need to be taught what the private sector wants. That's why Bellevue University has developed its three-semester "Cornerstone" curriculum to help veterans learn how to manage that transition. The curriculum includes courses on managing change, technology and modern society, well-being and personal finance, and personal communication skills. "Cornerstone is designed to help them learn the language of decision making in a civilian setting," Echols explains.
Ryder's Tobon suggests helping military personnel prepare for the interview, as well as training hiring managers and human resources professionals in how to break the ice and handle the nuances they might encounter when talking to a vet, especially one who is transitioning from active duty. It's also important to "onboard" properly, helping new hires assimilate into the corporate culture. That includes making hiring, training, and promotion policies clear—it can be discouraging for someone who's already been in a leadership position to have to work their way up through the ranks again. "For recently separated vets, it's their first exposure to corporate America, so you need to make sure your onboarding program is solid," he says.
That can include being flexible about medical appointments for an injured vet, and recognizing that veterans, especially those who have been in combat, may find it hard to adjust to business routines after months or years of dangerous duty. Similarly, it's important to recognize that they may be dealing with different stresses and medical issues than other employees. (See the sidebar "PTSD: The elephant in the room.") Pairing up a new hire with another vet who's been through the same experience can be helpful, too.
Echols says employers who are considering hiring veterans should not be put off by the extra effort it may take to help them succeed in the private sector. Instead, think of it as a worthwhile investment in the future. "When the baby boomers are gone, we will need new leaders," he says. "Military veterans have all the attributes and character of people who can be leaders. That's why hiring companies should be interested in the development of these individuals. They should be thinking not just about what they can do today but about what they can be tomorrow."
PTSD: The elephant in the room
When it comes to hiring military veterans, the "elephant in the room" is post-traumatic stress disorder, or PTSD. Though difficult to discuss, it's an issue that can't be overlooked: About 20 percent of exiting military personnel either have PTSD or some degree of traumatic brain injury, according to Mike Echols, Ph.D., executive vice president of strategic initiatives and of the Human Capital Lab at Bellevue University in Omaha, Neb. Nonprofit Bellevue offers a special academic program to prepare military veterans to transition to the private sector.
Being in a high-stress, adrenaline-filled environment day after day "rewires the brain," so that a combat vet may continue to be in a high-adrenaline state after returning to civilian life, Echols says. Sudden, loud noises and other unusual or unexpected situations may trigger a reaction or anxiety in the individual. In that case, the vet may simply have to walk away for a short time to calm down and recalibrate.
In Echols' experience, employers can help by first doing some research and learning about the condition. He cautions against making assumptions based on sensational news stories or hearsay. Reach out to any affected employees and make sure they understand that you are not judging them, that their medical condition will not affect their employment status, and that you understand and support their need to get medical treatment and/or counseling to help them adjust to the civilian environment. And take advantage of the information resources available from the Veterans Administration and other organizations that assist with the military-to-civilian transition.
"The dilemma for employers is that we know it's the right thing to do to hire vets who risked their lives for the country," says Echols. "But we have to understand that they risked more than their physical lives." He urges employers to invest time in learning about the condition and how to accommodate employees who have it—just as employers make accommodations for workers with other chronic medical conditions.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
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.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.