The supply chain and logistics landscape continues to change, and the pace of change doesn’t seem likely to slow down anytime soon. These new challenges cover every aspect, from operations to finance to upskilling and more. What they all have in common? They all are impacting talent strategies in a big way.
At GESG, we keep our finger on the pulse of the biggest trends and how they could affect your strategic hiring plans for the year ahead. Here’s what we’re focused on right now.
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Last-mile delivery costs increase.
Shippers are finding a greater share of their budgets eaten up by last-mile costs. After hitting record highs at the end of 2025, the TD Cowen/AFS Freight Index projects that Q1 2026 ground parcel rates per package will reach prices nearly 39% higher than the 2018 baseline, and 5.4% higher year-over-year. With more pricing adjustments ahead throughout the year, expenses may shift throughout the year, requiring more flexibility and negotiations to get the necessary results.
What it means for hiring: Teams will need last-mile experts with a knack for negotiations, especially on the shipping side. “It does take a little longer and take a little more effort to get concessions than it did the last few years, but they’re still out there to be had,” Kenneth Moyer, Partner and Chief Supply Chain Officer, LJM Group, told Supply Chain Dive. The right talent can emerge from those efforts victorious.
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Companies streamline and optimize budgets.
When finances get tight, organizations look for opportunities to consolidate costs and trim budgets. That could look different across each company’s supply chain: one might focus more on modal flexibility, while another might shift and condense their distribution network, and so on. The key is finding the unique combination of choices that work for each individual organization and balancing the need to pare down budgets with the importance of continued reliability.
What it means for hiring: Look for leaders with a deep understanding of supply chain and logistics operations alongside real financial acumen. These are the people who can ensure your supply chain continues running smoothly while identifying the right areas for streamlining, cuts, or changes overall.
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It’s time to rethink AI.
AI adoption started with tons of hype and sky-high expectations. And yet, as with most hyped technologies, the reality has been more down to earth. According to West Monroe’s 2026 Manufacturing Outlook, 91% of mid-market manufacturing firms are using AI, with a focus on productivity and efficiency gains. But scalability and ROI remain challenging, with the allure of shiny new technology and big promises outshining the real, human-centered work that must be done to make long-term gains.
What it means for hiring: Seek leaders with experience in change management, especially as it relates to technology implementation. The organizations that succeed are the ones with leaders who can accurately identify real uses for AI, connect it to business goals, and build a strong foundation of data and governance to ensure optimum performance.
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Transportation prioritizes reliability above all.
Affordable rates and speedy delivery are, as always, critical factors for shippers choosing carriers. Today, expect more of a focus on reliable capacity – all throughout the supply chain. The trucking industry has already faced serious headwinds in recent years, from a labor shortage to geopolitical factors, and that doesn’t look to change. With capacity shifting, carrier-supplier relationships will hinge on greater trust, openness to discussion and negotiation, and the ability to flex.
What it means for hiring: Now more than ever, relationships are everything. Look for talent with a knack for having tough but necessary conversations and nurturing the relationships between different links in the supply chain. In uncertain times, teams need partners they can count on – and they need the leaders in place who can secure those connections.
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Securing talent faces new challenges.
AI adoption, uncertain financial outlooks, outside economic and political forces – all the factors that are impacting the technical side of supply chain and logistics are impacting the human side, too. While two-thirds of CEOs surveyed by Supply Chain Dive say they plan to “buy” AI skills (that is, hire new talent with ready-made skills), there may simply not be enough already-trained talent to go around. Succeeding in the new landscape requires a talent strategy focused on retention and development, not just recruiting.
What it means for hiring: Re-evaluate your employee value proposition – what sets your organization apart from the competition? Prioritize HR leadership who understand the importance of retention and are able to build a flexible, multi-point strategy that can adapt to changing times.
Mike Knox is the Sr. Managing Partner at Global Executive Solutions Group, where he leads the firm’s Transportation, Logistics, Warehouse & Distribution, and Supply Chain practices. With over a decade of leadership experience in sales, operations, and consulting, Mike brings a proven track record of delivering high-impact talent solutions across the industry. He has partnered with over 700 organizations worldwide, including Fortune 1000 companies, private companies, and equity-owned businesses, and has earned more than 70 industry awards. Mike was recognized as the top executive recruiter globally from 2018 through 2021.