How to Hire Mid-Career Logistics Specialists: Strategies for Securing Talent

Hiring mid-career logistics specialists is one of the most persistent challenges facing supply chain leaders today.  

A recent global study found that 76% of logistics and supply chain organisations report significant workforce shortages, with more than a third describing the challenge as high to extreme. Plus, the biggest gaps are being seen in experienced, knowledge-based roles. 

So how can leaders secure the logistics talent they need to maintain performance and support growth? 

This article outlines where hiring strategies most commonly fall short, and shares practical steps hiring managers can take to improve access to mid-career logistics specialists and convert strong candidates. 

Why mid-career logistics specialists are so difficult to secure right now 

Mid-level experts are difficult to secure, not just because demand is high, but also because supply has not kept pace with rising operational complexity. Several industry developments are impacting the current market: 

• Ongoing network volatility. Geopolitical disruption, freight cost instability, and changing trade routes all require specialists who can manage disruption. 
• Tariff uncertainty and trade policy changes. Adjustments to import duties and regional trade agreements are forcing organisations to reassess sourcing strategies, reconfigure distribution networks, and manage greater customs complexity. This is increasing demand for logistics professionals with experience navigating cross-border cost exposure and compliance risk. 
• Digitisation and automation. Modern logistics environments require data fluency, WMS and TMS optimisation capability, and comfortable working alongside automation. Few professionals can combine operational depth with digital competence. 
• Demographic pressure. Ageing workforces in transport and distribution continue to narrow succession pipelines in many regions. 

As mid-career specialists operate at the intersection of execution and strategy, able to stabilise performance, improve cost-to-serve, and implement change directly, their blend of hands-on experience and commercial judgment is indispensable. 

As a result, organisations are competing not only within their sector, but across adjacent industries seeking transferable logistics expertise, further tightening the available talent pool. 

What mid-career logistics professionals evaluate before accepting a role 

In markets like this, pay may get a candidate to the table, but it does not determine the outcome. Mid-career specialists assess roles through a broader lens, such as: 

Ownership and decision authority 

Titles are secondary to control. Professionals at this level look closely at whether they will influence vendor strategy, hold budget responsibility, or make network decisions.  

Operational maturity 

Experienced logistics specialists know where friction hides and will evaluate forecasting reliability, inventory volatility, systems capability, and leadership stability. Firms that are transparent about operational challenges build credibility, while those that oversimplify can easily lose trust during the interview process. 

Career positioning 

Mid-career professionals think long term and will assess whether a role builds strategic exposure, leadership breadth, or international scope. Generic promises of progression are less persuasive than a clear reporting structure and defined path. 

Why companies struggle to hire mid-career logistics talent 

It’s easy to assume that difficulty in hiring mid-career logistics specialists is being driven purely by market shortage. While supply constraints are real, many hiring outcomes are impacted by internal decisions and role design, and these inefficiencies can quickly reduce access to top talent. 

The patterns below are where we see organisations most commonly limit their access to mid-career professionals: 

Over-specifying technical requirements 

Lengthy requirement lists covering every system, region, and tool will narrow your candidate pool unnecessarily. Logistics systems evolve, but operational judgment and delivery capability will always be critical. 

Focus instead on measurable outcomes delivered, such as cost reduction, service improvement, network redesign, or successful systems implementation. 

Misalignment between scope and reality 

If a role is positioned as strategic but functions operationally, retention risk increases, as experienced candidates will recognise mismatches quickly. 

Be explicit about authority, escalation lines, and performance expectations from the outset. 

Slow decision-making 

Mid-career logistics professionals are often in multiple interview processes, so align all stakeholders before launching your search to reduce your interview timelines. Defining your non-negotiables early will allow you to move quickly and decisively when the right profile is identified, enabling you to secure in-demand talent before your competitors do. 

How to position your logistics role competitively 

As we’ve established, clarity converts interest into acceptance. Mid-career specialists want to understand not just what they will do, but what success will look like. 

To improve interest, make sure your job description has: 

• Clear articulation of network scale and geographic coverage 
• Defined KPIs tied to performance improvement 
• Transparency around current operational pressure points 
• Evidence of investment in automation, analytics, or digital tools 
• Visibility of reporting lines and leadership access 

Advanced strategies for securing mid-career logistics talent 

In today’s talent-constrained environment, minor improvements to hiring processes and job descriptions might not be enough. Consider these more targeted, forward-thinking strategies: 

Broaden your geographic lens where possible 

Many logistics roles historically required fixed-site presence. However, as planning, analytics, and carrier management functions become more digitised, some roles now allow partial flexibility. 

Where operational oversight does not require daily site presence, improving flexible working options and widening geographic scope can materially increase talent pools. 

Shift interviews from systems familiarity to operational impact 

Technical exposure matters, but outcome-led evaluation will identify higher-impact specialists. Instead of focusing heavily on specific WMS or TMS platforms, structure interviews around measurable operational outcomes. 

Effective evaluation questions include: 

• How did the candidate improve OTIF performance? 
• What freight cost reductions were achieved and how? 
• How was a 3PL performance issue stabilised? 
• What operational change delivered the highest service improvement? 

Treat hiring as capability building, not replacement 

When replacing a departing team member, there is often a tendency to replicate the previous profile. But this can be a missed opportunity. 

Mid-career hiring should be aligned with upcoming network complexity, automation initiatives, or expansion plans. Hiring for future capability rather than historical structure will build stronger operational resilience. 

Retention risk: Why mid-career logistics specialists leave 

Securing talent is only part of the challenge. Retention risk for mid-career logistics professionals is frequently underestimated. 

At this stage, professionals tend to move for three primary reasons, but all revolve around a perceived ceiling in scope or impact: 

• Limited decision authority despite senior titles 
• Operational frustration caused by underinvestment in systems or processes 
• Stalled progression without exposure to strategic initiatives 

Retention planning should begin during role design. Clearly defining authority, escalation boundaries, and progression pathways significantly reduces early turnover risk. 

How to proactively plan for mid-career logistics hiring 

Periods of network expansion, freight volatility, or systems transformation can quickly expose where logistics teams have been operating at capacity rather than with resilience.  

To plan your workforce needs proactively rather than reactively, logistics leaders should: 

• Audit single points of dependency within the team 
  Identify where operational knowledge, carrier relationships, or system ownership sit with one individual. If performance relies heavily on a small number of senior leaders, team capacity is likely to be insufficient. 
• Map upcoming operational inflection points 
  Align hiring plans with new DC openings, regional expansions, automation rollouts, or major 3PL transitions – these occasions can increase workload and lead to KPI decline. 
• Model workload under growth scenarios 
  Stress-test freight volume increases, new SKU introductions, or route expansions to understand where bandwidth will be constrained. Hiring ahead of this curve prevents reactive recruitment. 
• Upgrade capability, not just headcount 
  When adding mid-career specialists, assess whether the role should include data analysis, vendor optimisation, or network modelling capability that supports future complexity. 
• Align hiring timelines with business investment cycles 
  If capital is being deployed into automation or network redesign, secure the operational talent required to implement and stabilise those initiatives. 

Failing to plan ahead undoubtedly narrows available talent pools in an emergency, increases hiring costs, and can force rushed hiring decisions. On the other hand, proactive planning protects operational continuity, stabilises performance during growth, and strengthens long-term logistics capability. 

How DSJ Global supports logistics hiring in competitive markets 

DSJ Global partners with organisations across transportation, warehousing, distribution, and supply chain to secure logistics specialists aligned to operational scale and long-term growth. 

We can provide tailored insight into: 

• Local and regional talent availability 
• Compensation benchmarks and offer positioning 
• Candidate mobility and market behaviour 
• Role design that improves offer acceptance and retention 

If you’re searching for your next logistics specialist, learn more about DSJ Global’s logistics recruitment solutions, read our case studies, or take a look at some of our notable logistics placements around the globe. 

When you’re ready, you can request a call back to discuss current market conditions and workforce strategy, or submit a vacancy to access experienced logistics professionals aligned to your organisation’s needs.