Talent availability and fit is consistently a topic of concern among senior supply chain leadership. The competitive job market, impacts from the pandemic, and increased regional demand for hourly talent have amplified this ongoing challenge. Labor growth strategies have historically focused on acquiring talent through pay incentives. However, sophisticated companies have matured past simply competitive hiring strategies, and have now turned to forms of development and investment in their current talent to meet future demand.

By accelerating out of the pandemic and into the future of supply-chain labor management with a well-thought-out strategy and flexible plan, companies will position themselves for future success and resiliency.