How Flexibility is Redefining Supply Chain Workforce Strategy

Insights from Matthew Wood, Managing Director for Europe, DSJ Global

The way we work is changing and the supply chain industry is no exception.

In this exclusive interview, Matthew Wood explores how flexible working is reshaping workforce strategies across Europe’s supply chain sector, from hybrid working, to leadership, transformation and trust.

Flexibility is more than remote work

Matthew opened the conversation by breaking down what flexibility actually means.

In the supply chain industry, the level of flexibility varies dramatically by function. Roles such as procurement, logistics, and business development often allow for more autonomy in where and when work gets done. In contrast, engineering, operations, and HSE positions are closely tied to physical production sites and require regular on-site presence.

Matthew made it clear that even roles with less location flexibility can still offer value in other ways, such as adaptable hours. Leadership and transformational positions also tend to require in-person interaction due to their focus on influence, change management, and team dynamics.

Flexibility reflects company culture

A central theme in the discussion was the way flexibility signals something deeper: company culture and trust.

DSJ Global’s Europe Supply Chain Talent Report found that while 83% of respondents said flexibility was important or very important when considering a new job, 67% would still accept a full-time office role for the right opportunity. This highlights a critical insight, that people want the option of flexibility, even if they don’t take it all the time.

Matthew added:

Candidates increasingly judge companies not just on their flexibility policies, but on how those policies reflect the employer’s openness, understanding, and ability to support different needs.

Success can depend on leadership and dialogue

Even the best flexibility policies can fall flat without the right leadership. Matthew pointed out that management capability plays a crucial role in making flexible working sustainable.

He also encouraged employers who are struggling to balance flexibility with operational demands to be more open with their teams.

Offering the option of flexibility, even if it’s not always used, can make a significant difference in employee satisfaction and retention. It also supports greater diversity and inclusion, helping to attract and retain individuals who may have caregiving responsibilities or different working needs. Transparency and trust are key to building an environment where flexibility benefits everyone.

AI and automation are changing roles, but not how you might expect

Toward the end of the interview, the conversation shifted to technology. While AI and automation are helping streamline manual tasks, their impact on flexibility is more complex.

Increased automation might lead to less flexibility in some roles. As repetitive tasks are handled by machines, humans are freed up for more strategic, people-focused work. That often means being physically present with stakeholders, customers, or teams.

Flexibility in the supply chain industry is not one-dimensional. It’s about more than remote work. It’s about time, trust, and leadership. Companies that succeed in this industry will be those that treat flexibility as a multifaceted strategy, invest in management capability, engage employees in honest conversations, and adapt to the changing nature of work brought on by AI and automation. Done well, flexibility becomes more than an expectation. It becomes a powerful tool for success.