Supply Chain Hiring Trends Heading into 2026

The landscape of hiring within supply chain and logistics is presenting a complex scenario as companies approach 2026. According to the latest survey by Peerless Research Group, 36% of organizations have expanded their workforce over the past year. However, 32% have imposed hiring freezes, and 21% have conducted layoffs. This dichotomy underscores the uneven demand for labor across warehouses, transportation sectors, and distribution operations.

The Impact of Turnover

Turnover rates are proving to be a significant challenge for firms in this sector. The survey indicates an average turnover rate of 11.6%, with only 20% of respondents reporting no employee departures. Even operations that successfully avoided layoffs are grappling with losing talent due to competitive compensation, limited career advancement opportunities, and the allure of new challenges. As of Q4 2025, competition remains fierce for a limited pool of experienced supply chain professionals.

Competitive Hiring Environment

Companies are navigating a hiring market where demand consistently outstrips supply. Despite some industries experiencing extensive layoffs, the supply chain and logistics sectors still struggle to attract the needed talent. Retention remains a critical focus as organizations work tirelessly to engage their teams amid fluctuating workloads and staffing levels.

Abe Eshkenazi, CEO at the Association for Supply Chain Management (ASCM), emphasizes the importance of retention: “The retention side is as critical as the recruitment side.” He notes that stress levels continue to be high, even among operations that have increased staffing or reduced employee overtime. Many firms demand more from their existing employees without offering adequate development or support, exacerbating turnover rates and further reducing the availability of seasoned professionals.

Fostering Employee Development

As firms look to 2026, Eshkenazi advises that a balance must be struck between workforce development and technological adoption. Organizations are quick to implement digital tools and artificial intelligence, but often overlook the necessary training and support for their employees to navigate these advancements effectively.

On a positive note, Eshkenazi recognizes the increasing number of educational institutions offering supply chain programs, producing graduates ready to enter the field. “These individuals come equipped with strong academic backgrounds,” he states. However, the challenge will be ensuring these newcomers receive the necessary development and leadership opportunities to retain them in the industry.

Employee Sentiment and Job Mobility

Insights from the 2025 ASCM Supply Chain Salary and Career Report reveal that professionals within the sector feel optimistic and are unafraid to seek better opportunities. Approximately two-thirds of U.S. respondents express career optimism, while more than 80% report high job satisfaction. This strong sentiment has led to a job mobility rate of about 16% in 2024, with professionals often switching positions for higher pay and enhanced responsibilities.

ASCM’s findings also indicate a talent pool rich in education and experience with essential tools like cloud systems and AI. However, employers continue to prioritize candidates who demonstrate collaboration, problem-solving, and critical thinking skills. To compete effectively in 2026, companies will need to focus on both competitive salaries and clear developmental pathways to attract and retain talent.

Economic Outlook and Demand Shifts

The broader economic indicators suggest a more stable environment, which could alleviate some pressures on supply chain teams in 2026. Tom Derry, CEO of the Institute for Supply Management (ISM), acknowledges the ongoing stresses due to various supply chain disruptions. “The number of disruptions continues to rise yearly, causing significant strain on personnel,” he explains.

Weather events, geopolitical tensions, and unexpected supplier failures remain prevalent challenges. In light of slower hiring and role backfilling, smaller teams often bear heavier workloads. Nonetheless, Derry points to some positive trends, such as strong employee tenure, reduced overtime, and a narrower pay gap relative to other fields. He notes that individuals from varied educational backgrounds have access to well-compensated roles, enhancing accessibility in the field.

Looking forward, Derry is optimistic that improved demand predictability and policy stabilization will catalyze hiring. “If demand becomes more predictable, businesses will have to resume hiring, leading to improved workplace conditions for their employees,” he concludes.