Third-party logistics and technology companies are hiring supply chain professionals right now. If you want to get their attention, then you'll need to be familiar with a wide range of functions, says recruiter Don Jacobson.
Economists say we're in a "jobless recovery"—the economy is rebounding yet we're not seeing a commensurate increase in employment. But according to Don Jacobson, one of the top recruiters in the supply chain field, that doesn't seem to apply to the supply chain job market. So far, the hiring outlook for supply chain professionals looks brighter this year than last, says Jacobson, who heads up Optimum Supply Chain Recruiters, a specialist in finding talent for third-party logistics companies (3PLs).
Before becoming a professional recruiter, Jacobson managed operations, customer service, and supply chain functions at Corning Glass Works, Mikasa, and Delco. For the past 28 years, he has been involved in recruiting and placing supply chain executives throughout North America. He has been a member of the Council of Supply Chain Management Professionals (CSCMP) for more than 25 years.
Jacobson regularly shares his knowledge and experience by writing articles for such publications as DC Velocity magazine, CSCMP Supply Chain Comment, and The WERCSheet, published by the Warehousing Education and Research Council (WERC).
In a recent interview with Editor James Cooke, Jacobson discussed the current hiring outlook for supply chain professionals, including what makes a candidate attractive to employers and where the jobs are these days.
What is the hiring outlook for this year? Are jobs opening up in the supply chain field?
We have seen more than a 30-percent increase in opportunities as compared to the first quarter of last year. With companies still running so lean, we expect this level of activity to continue to grow throughout the year.
Still, understaffed Human Resources departments are hard-pressed and at times under-qualified to meet the demand for new, specialized hires. The time it takes from when someone submits a résumé to when he or she is hired has increased over the last few years.
Are there any particular areas where companies are recruiting supply chain professionals—logistics or procurement, for instance?
There has been a tremendous amount of activity [recently] in hiring individuals in business development, and the competition for these people is very strong. This is usually a precursor to hiring in the engineering and operations areas. Procurement has remained a hot area, as companies of all sizes are looking at taking a strategic approach with new [software] systems and utilizing multisource hiring on a global level.
Third-party logistics companies are also looking to diversify their [product and service] offerings. But they do not have the right people in place to make that happen, and they have to go to the outside to find the right people.
Are there any industries that are hiring more supply chain professionals than others right now?
As the shift to outsourcing continues, the service providers, technology companies, and software companies seem to be hiring at a higher level. And although we have finally seen the Fortune 500 companies opening up their hiring, it is the small to medium-size companies that are experiencing the most growth.
Name: Don Jacobson Title: President Organization: Optimum Supply Chain Recruiters Education: Bachelor of Arts in management, City University of New York Business experience:
Operations/customer service manager at Mikasa
Director of operations, Corning Glass Works
Vice president of operations, Delco
Partner at Hunt Ltd.
Founder and managing partner of LogiPros LLC
CSCMP Member: more than 25 years
What background or qualifications make a supply chain professional stand out from the crowd?
Of course you need to have at least a bachelor's degree. In addition, companies that are hiring are combining more than one position and are looking for candidates with multiple areas of expertise. It is important to do what you can to get cross-functionally trained in several areas of your company's supply chain.
It is important to realize that initial screening [of job applicants] has been pushed off to Human Resources, so the standard requirements stated in the job description have become a "go/no-go" test when the résumé is reviewed. For example, all the experience you have may not substitute for a degree. If your résumé does not have the key words that are in the company's job description, then there is a good chance that you will not be considered. ... Unfortunately, the "soft" skills that are a major component of success are many times not taken into consideration.
Are there any particular certifications that hiring companies are seeking in supply chain candidates?
Depending on the position that a person is looking for, certification is becoming more and more important. APICS certification, CPIM (Certified in Production and Inventory Management), Six Sigma, and Lean, plus warehouse management systems, transportation management systems, and SAP knowledge are all in demand and are included in the job descriptions.
Companies are no longer willing to train new recruits in the most common business tools. They want candidates who can hit the ground running. Continuing your education is always a benefit to your career.
What's the employment outlook for students who are now graduating with supply chain management degrees?
Although we do not specialize in the placement of recent graduates, when we do speak to them, we advise them to take advantage of as many internship programs as they can, whether paid or unpaid. We also advise them to get very involved in both the local and national chapters of industry associations that are related to the supply chain area they want to specialize in.
The recent graduate needs to explore all available options: job boards, recruiters, company websites, social networking, alumni groups, job fairs, and even traditional print media. Any opportunity to gain experience should be explored and followed if it makes sense and advances the candidate's network and career.
How important is international experience in landing the top supply chain job these days?
Of course it depends on the company and its global exposure. However, those that have this experience will have an edge over the candidates that do not have this experience.
If you could give one piece of advice to a supply chain professional in regard to moving up the career ladder, what would that be?
I can't do justice to this question with just one piece of advice. I would always have a résumé ready and updated, even if you are not in the market [for a new job]. I would develop a relationship with select, specialized recruiters and maintain a dialogue with them, even if it is only once every six months. Keep learning cross-functionally, and get involved in associations to strengthen your network.
The ability to perform multiple functions adds value when covering multiple responsibilities or working on special projects. The most successful companies traditionally have rotated new employees through multiple career paths to prepare them for future promotions. Although this practice has diminished somewhat, you can volunteer to participate in projects in other departments to get the experience needed to round out your background.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.
That percentage is even greater than the 13.21% of total retail sales that were returned. Measured in dollars, returns (including both legitimate and fraudulent) last year reached $685 billion out of the $5.19 trillion in total retail sales.
“It’s clear why retailers want to limit bad actors that exhibit fraudulent and abusive returns behavior, but the reality is that they are finding stricter returns policies are not reducing the returns fraud they face,” Michael Osborne, CEO of Appriss Retail, said in a release.
Specifically, the report lists the leading types of returns fraud and abuse reported by retailers in 2024, including findings that:
60% of retailers surveyed reported incidents of “wardrobing,” or the act of consumers buying an item, using the merchandise, and then returning it.
55% cited cases of returning an item obtained through fraudulent or stolen tender, such as stolen credit cards, counterfeit bills, gift cards obtained through fraudulent means or fraudulent checks.
48% of retailers faced occurrences of returning stolen merchandise.
Together, those statistics show that the problem remains prevalent despite growing efforts by retailers to curb retail returns fraud through stricter returns policies, while still offering a sufficiently open returns policy to keep customers loyal, they said.
“Returns are a significant cost for retailers, and the rise of online shopping could increase this trend,” Kevin Mahoney, managing director, retail, Deloitte Consulting LLP, said. “As retailers implement policies to address this issue, they should avoid negatively affecting customer loyalty and retention. Effective policies should reduce losses for the retailer while minimally impacting the customer experience. This approach can be crucial for long-term success.”