Building a Better Talent Strategy for Commercial Supply Chain Recruitment

Recruitment challenges in commercial supply chain roles are growing more complex in 2025. Companies face a combination of talent shortages, shifting candidate expectations, and increasingly specialised role requirements. Hiring managers are under pressure to fill key positions with professionals who bring both strategic commercial capabilities and operational supply chain understanding, a rare combination.

The state of hiring in supply chain commercial services

Companies continue to report difficulty in finding candidates who bring the right mix of experience and capability to commercial supply chain roles. Demand for skills like procurement strategy, supplier performance oversight, and commercial contract management has outpaced the availability of qualified professionals.

“There’s a fundamental talent gap when it comes to finding individuals who truly understand both the commercial levers and operational complexity of supply chains,” said Ryan Gulbransen, Vice President at DSJ Global.

Because of this gap, competition for talent is intense. The most qualified professionals are frequently engaged in multiple conversations and seldom remain on the market for long. To secure the best, employers must move quickly and offer more than just financial incentives. Clear strategic direction, credible leadership, and robust career development are now critical differentiators. Legal barriers, including non-compete agreements, further restrict mobility, particularly in pharmaceuticals, packaging and food services, where experienced talent is already scarce.

Misalignment in role design and recruitment strategy

Hiring challenges are often amplified by internal misalignment. Companies tend to over-specify job descriptions, listing out a long set of skills and experiences, many of which aren't directly required for performance in the role. This slows the hiring process and reduces access to qualified candidates who may be able to grow into some of the non-core requirements.

“We often see companies list out a dozen different skills and experiences they want, but only three or four are really crucial or success in the role,” Ryan explained.

Geography adds another limitation. Organisations with rigid in-office expectations are missing out on talent, particularly for roles that could function well remotely or in hybrid models. While the supply chain still involves physical operations, many commercial functions don’t require daily onsite presence and should be adapted accordingly.

Sector-specific skill shortages

In manufacturing, the commercial talent shortage is even more acute. Companies are struggling to find candidates who combine negotiation strength, supplier relationship management and analytical depth. These roles now sit at the centre of margin protection and risk response, especially in global operations with complex supplier networks.

“In manufacturing, the mix of contract negotiation, supplier relationship management and technical product understanding has become a baseline requirement, not a nice-to-have,” said Ryan highlighted.

This shortage can’t be addressed with quick training or generalist hires. Businesses need people who can interpret data, manage supplier value, and drive cost savings from day one. Without that, the business faces inefficiencies, missed savings, and exposure to contract risk.

What candidates expect from employers in 2025

Candidate expectations have shifted. Today’s commercial professionals want to work in businesses that invest in technology, commit to ESG, and offer long-term career opportunities. Competitive pay still matters, but it's no longer enough on its own.

“The candidates we speak to today want to know how a business is investing in innovation, sustainability, and talent, not just what the job pays,” Ryan warned.

Top candidates also want flexibility, such as remote or hybrid work options, autonomy in how they deliver results, and clarity on what success looks like. Inflexible work policies are a dealbreaker. Similarly, candidates are drawn to companies that use modern digital tools, not outdated systems that slow them down.

How companies are responding

Some organisations are adjusting their strategies to reflect market realities. They’re making practical changes across job design, process, and engagement to better attract and secure the right candidates.

Key changes include:

• Skills-based hiring: Focusing on ability and experience rather than academic credentials
• Flexible work models: Adapting roles for hybrid and remote arrangements
• Streamlined hiring: Reducing steps and timelines to avoid losing candidates
• Retention investment: Offering development programs and defined growth tracks
• Talent pipelining: Building future-fit candidate pools before demand peaks

“Companies that are hiring well right now are doing two things right. First, they’re moving quickly. Second, they’re designing roles around what candidates want, not what they’ve always done,” Ryan pointed out.

Looking to hire?

These changes aren’t surface-level fixes. They’re part of a broader shift to modernise hiring around market expectations and future workforce demands.

Hiring for commercial supply chain roles in 2025 means adapting to a very different job market. Companies that want to compete must define roles more clearly, act faster, and remove unnecessary barriers in their hiring process.

“The businesses that build stronger, faster, more candidate-focused talent strategies will win. The ones that stick to outdated models are already falling behind,” Ryan stated.

A better talent strategy isn’t just about closing vacancies. It’s about enabling growth by hiring people who can manage complexity, protect margin, and drive performance across commercial operations.

If you're hiring for commercial supply chain roles, submit your vacancy or request a call back. We'll help you connect with qualified candidates ready to make a real impact.