Finding, retaining talent in US logistics sector tough since pandemic

In what has been termed the ‘Great Attrition’, US employees are quitting their jobs at a record pace.

According to Kelly Rooney, senior vice president and chief people officer at WM, the costs of attrition are considerably higher than the costs of programmes meant to retain employees, even if they are hidden in multiple lines of the profit and loss and are not as easy to spot as the employee benefits.

The last two years have raised the topic of supply-chain resilience to the agenda of chief executive officers, boards and even elevated discussions at the federal government. Many supply-chain leaders shared examples of how they identified blind spots in various parts of their supply chain, a mcKinsey press release said.

Today, mechanisms are being put in place for data-sharing across disruptors, partners and states, with start-ups and government enabling collaboration, the conference was told.

For example, the White House recently launched the FLOW initiative, which created a novel data-sharing partnership between 18 logistics entities, such as warehousing companies and ports. Many start-ups have emerged to create end-to-end visibility across supply chains as well.

Given the competitive nature of logistics, there may seem to be little short-term incentive for data-sharing, but in the long term, fragmented industries like logistics can benefit from such collaboration and ecosystems, the conference heard.

Having more data collaboration and transparency could help companies to proactively plan for supply-chain risks and ensure their resiliency.

Fibre2Fashion News Desk (DS)