1、12022 EDITIONLogisticsGlobal HR Trends32Chapter 1 Overview of the logistics sector Chapter 2 Innovation and reputationChapter 3Labour marketChapter 4Responsibility and sustainabilityChapter 5Gi Group Holdings conclusionsIntroductionInfographicsAppendixMethodology5464851612183240Economic Value Market

2、 GrowthStrategic RoleNew Technologies Public ImageLabour ShortageQualified PersonnelIncentive ProgramsWages and BenefitsWorking ConditionsTrainingGender GapEnvironmentSociety EconomicsTowards the FutureWho we are710111316192123242628313337384144Index54IntroductionLogistics plays a fundamental role i

3、n the development of all countries in the world,maintaining economic growth,and enhancing national competitiveness.Until a few years ago,however,Logistics was often taken for granted,and its processes and activities tended to remain invisible to most.The Coronavirus pandemic that hit the planet in 2

4、020 set off a chain of events that made the world think of the industry in a very different way.Logistics,transport and warehousing moved from being necessary costs to playing a major role in the strategy of organisations in economic systems.In the last few years it was necessary to evaluate how we

5、consume,how products are distributed to us,and how much we can control the availability of supplies and commodities.This report aims at illustrating the active roleof Logistics,offering an exhaustive and sound overview of this sector.The following pages are the result of a rigorous study conducted i

6、n 6 countries(China,Brazil,Germany,Italy,Poland,and the United Kingdom)that brings together updated public data on the industry,interviewswith opinion leaders and an International Survey*.The research reveals a clear and coherent picture,in which Logistics stands out as a strategic sector for compet

7、itiveness of all markets and the precursor of all other productive activities.Thanks to the deployment of new technologies and the development of the eCommerce cluster,Logistics has experienced striking growth,that is expected to continue over the coming years.Although the potential of this sector h

8、as been widely acknowledged,continues to suffer from an inaccurate portrayal in the public eye,where it is viewed as a physically demanding sector in which manual or unskilled labour prevails.This general belief makes the industry look unappealing,andis among the causes of the severe labour shortage

9、 that is affecting the sector.To overcome this issue and attract workers,Logistics companies are implementing different policies,ranging from higher salaries to benefits.An approach that has led current employees to greatly appreciate their quality of life at work.Finally,in recent years,the logisti

10、cs sector has also begun to pay particular attention to the environmental impact of its activities.Green solutions are flanked by social sustainability policies,with a general improvement in working conditions.However,the environmental and social responsibility measures have to reckon with growing c

11、osts resulting from the current energy crisis;a hard trade-off between environmentally friendly solutions and economic performance.This report clearly shows that Logistics is going through a fundamental transformation,whichis already setting the stage for the future development of the sector.Thanks

12、to new technologies and innovations,Logistics will soon be increasingly crucial for economies and societies worldwide.*Details in Methodology,page 4876Chapter 1.1.2.3Logistics plays a fundamental role in the growth and economic development of countries.With a global market worth of 8.6 trillion U.S.

13、dollars,Logistics has experiencedexponential growth in recent years.The sector is estimated to keep growing in the near future,proving to be a strategic industry with a strong positive impact on all productive activities.In 2021,the global logistics market was worth almost 8.6 trillion U.S.dollars,5

14、3%of which refers to outsourced activities.In particular,45%of the global logistics market is concentrated in the Asia-Pacific area.The regions leading position in the logistics industry is due to the leading role of this region in supplying most trade goods globally.With 24%of the global logistics

15、market,North America occupies the second position,followed by Europe which accounts for 19%of the market.Although these three markets account for the main share of logistics expenditure,there are also interesting developments in other regions,particularly in the Middle East and North Africa.(53%refe

16、rsto outsourcedactivities).1.2.3Overview of the logistics sectorEconomic Value An essential role in economic systemsworldwide4%4%4%19%24%45%Asia-PacificNorth AmericaEuropeAfricaSouth AmericaCISSize of the logistics market by regionSize of the globallogistics marketSourceStatista based on Armstrong&A

17、ssociates;IMF;Indonesia Investments;other sources(Australian Logistics Council,NESDB,Vietnam Business Forum,Logistics Viewpoints);Statista8.6trillionUS dollars6Gi Groupspeaks up“The sector is witnessing a constant growth due to numerous factors.Above all,the global economic growth and the expansion

18、of a specific consumption model,which is based both on mass customization(thanks to production systems flexibility)and on a hyper fragmentation of the distribution model(thanks to the eCommerce cluster,which allows enabling ubiquitous,informed and impulsive purchasing processes).”Overviewof the logi

19、sticssector98SourceCLO based on Armstrong&Associates andAT KearneySourceCLO based on Armstrong&Associates andAT Kearney;ILOBRBR10.8%4.8CHNCHN13.7%DE7.3%DE1.8IT7.7%IT1.4PL9.3%PL1.1UK7.7%UK1.6Country comparisons:Logistics market value(as a percentage of GDP)Country comparisons:people employed in Logis

20、tics(millions)The relevance of Logistics for economic systems is confirmed by the value of the industry in relation to the gross domestic product.In particular,in China Logistics accounts for 13.7%of the GDP,while in Brazil it reaches 10.8%.In Europe,Poland stands out(9.3%),followed by the United Ki

21、ngdom(7.7%),Italy(7.7%),and Germany(7.3%).The logistics sector plays a significant role also in terms of people employed.In developed economies,the percentage of people employed in the logistics sector is generally in the range of 5-10%of the total workforce.The data show that in China the number of

22、 workers employed in the logistics sectoris equal to 17.8 million.Brazil follows with 4.8 million people employed in the industry.As regards the European countries considered,Germany has 1.8 million citizens workingin Logistics,followed by the UK(1.6 million),Italy(1.4 million),and Poland(1.1 millio

23、n).Chapter 117.8Overview of the logistics sector1110Market GrowthChapter 1.1.3.2A positive trend,meant to lastFor several years,the logistics sector has been growing worldwide.Despite the pandemic and its impact on the markets,interest in Logistics has risen in the last three years,contributing to t

24、he growth of the industry in economic terms.In 2020,the global economic value of Logistics was 8.2 trillion U.S.dollars,but by the end of 2022,it is estimated to reach 9.0 trillion.This trend is expected to continue in the near future.In particular,in 2024 the economic value of Logistics is expected

25、 to grow by 10%compared to 2022,reaching 9.9 trillion U.S.dollars.Two main factors form the basis of the growth trend:rising freight volumes,and higher values of logistics services due to recent developments,primarily the expansionof eCommerce sales.The growth potential of Logistics is also perceive

26、d by the general public.The results of the survey show that 57%of respondents believe that the sector is destined to growin the next 5 years,while only 6%assume there will be a decrease.Size of the global logistics market(trillion US dollars)Logistics market trend in the next 5 years,according to th

27、e internationalsample surveyedSourceContract Logistics Observatory,based on Armstrong&Associates;IMF;Indonesia Investments;Worldwide;other sources(Australian Logistics Council,NESDB,Vietnam Business Forum,Logistics Viewpoints);Statesman;Worldwide;Transport IntelligenceSourceCLO-INTWIG,International

28、Survey201820202023*20192022*2021*2024*8.08.68.69.09.49.98.2*forecasts6%37%57%Growing compared to todayDeclining compared to todayStable at todays level.1.2.3Strategic RoleA key player in societyLogistics plays a fundamental role in economic systems worldwide.Nevertheless,statistics alone cannot full

29、y describe the strategic role logistics and transport services play in creating economic and social value.The effects of the supply chain issues that arose following the outbreak of COVID-19 on macroeconomic indicators and business activities validate the importance of a solid logistics sector to gu

30、arantee the stability of economic systems.To keep playing this strategic role,supply chains need to prove to be both resilient and sufficiently flexible to be able to face rapid changes.“Recent events,from the pandemic to the blockingof a major shipping route,made clear how key the roleof Logistics

31、is”“It is necessary to strengthen supply chain resilience,increase the ability to predict the development of complex events,and maintain a level of flexibility that allows us to respond to rapidly changing situations”OP leadersspeak upOverview of the logistics sector1312Chapter 2.1.2Innovationand re

32、putationNew TechnologiesThe logistics industry is enriched by innovation and new technologies that are promoting its growth.Nevertheless,Logistics is still publicly perceived as a physically demanding sector,where manual,strenuous labour prevails.A belief that is hardto change,but which is clearly i

33、n contrast with the overall satisfaction expressedby workers in the sector.1.2Innovation and reputationFacing challenges with InnovationLogistics is witnessing a period of profound change.Among others,the most relevant factors that are driving the transformation of the logistics sector are the deplo

34、yment of new technologies and the development of eCommerce.The recent growth of online sales affects almost every country in the world and has allowed the logistics industry to branch out and diversify its operations.Among the other main effects of growth in the eCommerce cluster,it is worth pointin

35、g out the increased importance of Logistics and the profound changes in distribution channels and processes.The eCommerce cluster has become particularly strong during the pandemic.When governments enforced lockdowns,a vast portion of the global population started shopping online for all their consu

36、mer needs.This has led Logistics companies to adapt to increasing delivery pressures and to keep up with customer expectations.Between 2019 and 2020,the value of global eCommerce sales grew by 26.7%to 4.2 trillion U.S.dollars.This trend kept rising in 2021 when the global market for online sales rea

37、ched almost 5 trillion U.S.dollars.Among the countries analysed,Italy grew the most in eCommerce sales between 2019 and 2021(88.6%),followed by Brazil(65.5%),Germany(61.3%),Poland(39.8%),UK(32,3%),and China(24,6%).201720192018202020212,3822,9823,3514,248+2,556billionUS dollarsSourceStatista from eMa

38、rketer4,938eCommerce retail sales worldwide(billion US dollars)12Gi Groupspeaks up“The sector is facing an important technological transformation,which is crucial to find solutions that can optimise processes and reduce costs.The increasing cost of production factors(fuel,labour,warehousing),the lab

39、our shortage,and the progressive decrease in the cost of technological solutions are pushing Logistics companies to look for solutions to remain profitable and competitive.”20172019202120182020Chapter 2Country comparisons:eCommerce retail sales(billion US dollars)Sales growth 2019 to 202114SourceSta

40、tista15The major innovation trends in the logistics sector are directly linked to the main challenges that companies are facing in the current scenario.First of all,there is a growing interest in technological solutions that enable greater supply chain visibility and more accurate predictions.Second

41、ly,eCommerce development has brought renewed attention to automation,with new technologies that allow automated systems to incorporate a necessary degree of flexibility.In addition,data aggregator companies are gaining relevance,since data representa fundamental resource for improving the quality“Ch

42、ina is investing heavily in warehouse automation.The presence of a large number of technology providers and the need to manage big freight volumes with which automated systems fit well enhanced this trend”“In recent years,Poland has succeededin effectively using EU economic incentivesto invest in in

43、novation,particularly in solutions to reduce the impact on climateof logistics activities”“The ability of companies to invest is more related to the product they manage than to the industry or country in which they operate.When a company manages high added-value products it will have higher margins

44、and greater product knowledge,therefore be more inclined to investin innovation”“Italian companies have recently sped up on innovation investment also as a result of Industry 4.0 incentives and are bridging the gap with northern European and Anglo-Saxon countries”“In Germany,public incentives for in

45、novation have been significant.Moreover,the German market has great confidence in digital solutions”“In the UK there is a solid presenceof digital solution providers”“Automation and digitalization are the main innovation trends that can be seen in the logistics sector today”of processes and overall

46、performance.Finally,innovation trends are impacting the roleof certain categories of operators.To providean example,traditional freight forwarders need to update their business model to maintain their current market position.The drive towards innovation,automation,and digitalization in the logistics

47、 sector is often supported by significant state incentives.A cleardemonstration that institutions also recognise the strategic role of this industry in overall economic development.1,0151,0531,0981,2600CHN1,368125.4129.1134.2163.4UK177.565.371.7879.05102.4DE127.517.3220.8425.1236.82IT47.3719.9321.63

48、23.7331.04BR39.279.059.7710.6713.34PL14.92OP leadersspeak up+24.6%+32.3%+61.3%+65.5%+39.8%+88.6%Innovation and reputation1716Chapter 2Public Image.1.2A false belief debunked by workers satisfactionDespite widespread acknowledgment of Logistics central role in improving both the economy and society,t

49、he industry is still tied to a traditional public image that no longer reflects reality.Logistics is still perceived as a physically demanding sector,where manual or unskilled labour prevails.This general belief that any work in Logistics is tiring and physically strenuous is difficultto debunk and

50、makes the industry unappealing to a large share of the population.According to the survey,only 26%of respondents identify Logistics among the best sectors to work in,slightly above traditional blue-collar sectors such as manufacturing and construction.The study shows that Logisticsis proportionally

51、moreappealing in China,where 42%of participants not employedin the industry say they would like to work in the sector,followed by Brazil(30%),Poland(25%),and Italy(24%).Germany and the United Kingdom close the ranking with 18%and 17%respectively.Logistics,transport and warehousingTotal other workers

52、Total workers employed in Logistics94%95%87%77%87%94%77%BR92%91%CHNDE81%IT84%PL79%UK81%85%SourceCLO-INTWIG,InternationalSurveySourceCLO-INTWIG,InternationalSurveySourceCLO-INTWIG,InternationalSurveyCountry comparisons:employee satisfaction within the logistics industry26%Arts,entertainment and recre

53、ationHealth and social careInformation and communicationFinancial and insurance activitiesWholesale and retail tradeProfessional scientific and technical activitiesReal estate activitiesManufacturingEducationAccommodation and cateringConstruction39%30%37%29%23%36%27%23%32%26%20%Peoples desire to wor

54、k in each areaAVERAGE30%42%18%24%25%17%BRBRCHNCHNDEDEITITPLPLUKUKCountry comparisons:people who would like very muchto work in LogisticsCountry comparisons:position occupied by Logistics among best sectors to work in144577Finally,Logistics is chosen as the best sector to work in by only 1 in 10 resp

55、ondents.Again,itis the Chinese respondents who put Logistics first,followed by Brazil,Poland,and Germany.Italy and the United Kingdom close the ranking,placing the sector in seventh place.Logistics lack of attractiveness contrasts with the results gathered from those employed in the industry.The app

56、reciation expressed by Logistics workers is in fact generally very high and exceeds that stated by workers in other areas.On average,87%of those employed in the logistics industry are satisfied,compared to 85%of those employed in other sectors.The analysis by country shows that 95%of workers in Chin

57、a and 94%in Brazil and Poland are very satisfied with employment in Logistics,followed by Logistics workers in Italy(87%),Germany,and the UK(77%).SourceCLO-INTWIG,International SurveyInnovation and reputation1918Chapter 3.1.4.2.5.3.6.7Labour marketLabour ShortageLabour shortage is one of the main ch

58、allenges that Logistics is facing.To respond to this emergency,companies use benefit programs and economic incentives to attract skilled and unskilled workers.An approach that increases the overall appreciation for the sector by its current workers.In addition to this,the logistics industry is start

59、ing to fill the gender gap,by increasing womens participation at managerial levels.Undoubtedly one of todays major concerns that Logistics companies are facing worldwide is labour shortage,both in transport and warehouse sectors.The shortage of workers is a global phenomenon with different causes.Am

60、ong these,the false belief that Logistics jobs are strenuous,plays an important role.A perception that does not take into account the fact that companies are increasingly equipping themselves with cutting-edge technologies to improve operational efficiency and create safer working conditions.The sho

61、rtage of manpower is also linked to cultural and social transformations.For instance,in Italy and Germany recruiting truck drivers has become difficult since fewer and fewer people have driving licences for these vehicles.The data clearly show the scale of this phenomenon.In general,considering the

62、European regions with the greatest shortage,it appears that the United Kingdom lacks 180,000 Logistics operators,Germany and Poland lack 170,000 and 160,000 workers respectively.1.3.5.2.4.6.7Labour marketMore workers for greater growth 18Gi Groupspeaks up“The sector shows a growing employment dynami

63、c,which is renewing from a technological point of view and changing in terms of the quality of work.In addition,the current technological transformation is opening interesting professional opportunities,requiring skills and roles that are not traditional for the sector.Among these,software developer

64、s,maintainers of highly automated systems,data management and artificial intelligence experts are someof the resources needed for the transition towards Logistic 4.0.”“A case in point is that of the workers employed in the road transport cluster,which is among the clusters that are suffering from a

65、lack of generational change that has been going on for years,with a worrying labour shortage in many countries.For this particular task,the issue of attractiveness poses challenges similar to those that companies have to face for other professional figures,but with specific complexities and peculiar

66、ities due to the very nature of the professional profile.”2120Experts neededSourceContract Logistics Observatory“Gino Marchet”These data referto Italian companiesFocus Italy:experts needed to facilitate logistics service providers growth,according to Italian companiesQualified PersonnelThe experts t

67、hat will lead innovationThe number of logistics service providers with automation and AI experts will grow,respectively by 56%and 93%.AI SpecialistInnovation managerAutomation technology expertLogistics computer expertBig data analystDigital transformation manager+93%+56%+40%+40%+37%+11%“Driver shor

68、tage issues are due to the sum of several factors.For example,in Germanyand Italy,the eliminationof mandatory military service has caused a reduction of truck driving licenses,affectingthe number of potential truck drivers today”“Driver shortage for international transport isthe main problem this ki

69、ndof transport requires extensive driver flexibility.The issueis more manageable at national transport level”OP leadersspeak upCountry comparisons:Logistics operators shortagein Europe(thousand people)EuropeUnited KingdomSpainGermanyItalyPolandFrance1.1 mln1801701601206560SourceContract Logistics Ob

70、servatory“Gino Marchet”SourceCLO on Instawork.1.3.5.2.4.6.7Labour shortage does not affect only blue-collars,but also key skilled workers.In addition to the lack of traditional workers such as drivers and warehouse operators,there is widespread difficulty in finding specialised labour which can supp

71、ort companies in their innovation processes.The causes of the skilled labour shortage range from a lack of adequate training courses to the high cost of qualified workers which,in turn,depend on the mismatch between supply and demand.The most sought after qualified profiles among Logistics companies

72、 include customer care,data analysts,logistics engineers and cyber security experts,but also people with great knowledge of new technologies,like automation technology experts.Chapter 3Labour market75%of warehouse operators in developed economies are having troubleattracting employees,causing them t

73、o operate below capacity.2322Workersemployedin Logistics(%)“It is increasingly important for companies to have highly skilled people on new technologies capable of comparing different solutions taking economic costs into account.If not,Logistics companies risk relying completely on technology provid

74、ers,and investing in the wrong solutions”“The significance of employees specialised in customer care and customer engagementis rising steadily”“Companies are implementing major changes in their organisation.The importance of data analysts is growing”“Cyber security experts are becoming increasingly

75、critical for Logistics companies”“The importance of transport optimisation dedicated employees is growing”The growing interest shown by Logistics companies in IT and Data experts is havingan impact on the general attractiveness of these professional areas.When asked to point out the best department

76、to work in,16%of workers employed in Logistics choose IT and Data Management.CustomsAsset ManagementLegalEngineering(process design)SalesGeneral ServicesMarketingShoppingTransport planning157Goods transport147Warehouse administration136Warehouse125Customer Service125Finance,accounting and control114

77、People/Human Resources(HR)Management113Safety and Quality11IT/Data Management167Incentive Programs The strategies to attract and retain workersTo overcome labour shortage and attract workers,companies are using several levers.These include economic incentives,training policies,work-life balance prog

78、rams,solutions to increase workplace ergonomics,and corporate welfare programs.The choice of the most appropriate levers to use is highly dependent on the targetand varies according to the activity,the age and gender of the workers considered.It is particularly evident,for instance,that among young

79、workers there is a high demand for a good work-life balance.Another factor that impacts on the policies implemented to hire and retain workers is the type of company and,in particular,its level of internationalisation.Finally,many companies recognise the importance of improving the working environme

80、nt and fostering cooperation with universities to improve brand visibilityand promote their industry.OP leadersspeak up“Cooperation with universities can be beneficial also in terms of brand visibility”“The company has implemented several initiatives to help workers with their daily life needs,such

81、as dedicated discounts on certain products or free sessions with a psychologist”“A certain degree of employee turnover can be beneficial for companies in terms of renewal.However,in some countries,the turnover level is too high:it is necessary to enhance worker loyalty.”“Today,there is high demand f

82、or a good work-life balance.Smart and remote working are requested especially by young people.However,we often need physically present employees”“It is necessary to offera complete package to attract and retain workers.Our company offers training programs and retirement benefits.Furthermore,it is im

83、portant to improve the work environment:multicultural work teams,open spaces,etc.SourceCLO-INTWIG,International SurveyBest Logistics area to work inOP leadersspeak upChapter 3Labour market.1.3.5.2.4.6.72524Wages and BenefitsFrom salary increases to welfare and well-beingIncreasing salaries and imple

84、menting benefit policies are among the main strategies available to companies to attract and retain a workforce.The increase in costs resulting from higher salaries can nevertheless be a problem for companies.For this reason,achieving the right balance between maximizing attractiveness and minimizin

85、g costs is among the top priorities for Logistics companies.To achieve this goal,companies operating in countries where the tax burden on salaries is particularly high,prefer to adopt more generous benefit policies.The benefit policies most commonly implemented by companies are:Economic benefit poli

86、cies(e.g.,stock options);Corporate welfare programs(e.g.,health insurance);Worker well-being targeted policies(e.g.,free psychologist,discounts on products,etc.);International exchange programs,implemented especially by multinational companies.ITDEUKCHNBRPL104,602.00 106,517.00 105,913.00 123,420.00

87、 58,140.00 39,094.00 Supply Chain Director(median)29,221.00 47,979.00 41,780.00 25,760.00 15,961.00 17,85200 Logistics Planner(median)23,683.00 33,387.00 31,147.00 9,074.00 7,891.00 11,279.00 Warehouse Operator(median)SourceCLO-INTWIG,Salary guideFor more informationAPPENDIX SALARY GUIDE PAG.34 Coun

88、try comparisons:average wage per job position“Tax burden on salaries is high in Italy.Therefore,companies are encouraged to implement substantial corporate welfare programs,as their tax impact is zero”“To hire new workers,it is sometimes necessary to pay them more than workers that have been in the

89、company for a long time.It is a problem that must be managed”The survey shows that on average,about half of all Logistics workers have access to company parking,free water and coffee(or other food and drink),corporate health insurance,a company computer,and canteen facilities.Less common benefits in

90、clude performance bonuses,training activities,and flexible hours.And,the least common benefits,we find accommodation,offered to 22%of workers in the logistics sector,scholarships(19%)and company day-care centres(18%).Logistics workers who have access to each benefitSourceCLO-INTWIG,International Sur

91、veyCompany parkingTraining activities/SeminarsCanteen facilitiesBeneficial activities for employeesScholarshipsFree water and coffee(or other food and drink)Flexible hoursCompany shuttlePerformance bonusesRemote workingCompany day-care centreCorporate health insuranceLunch vouchersCompany carCompany

92、 computerBusiness mobileAccommodation58%57%49%47%46%44%42%42%38%38%37%36%31%28%22%19%18%Chapter 3Labour market.1.2.5.3.6.7.4OP leadersspeak up2726Working Conditions Quality of life at workThe attention that companies operating in Logistics pay to their employees results in the overall satisfaction o

93、f workers.The survey shows that,when asked to evaluate the quality of their life at work,people employed in Logistics assign a score of 7.5 out of 10.As for individual countries,it appears that,with a score of 8.5,Chinese workers express the greatest degree of satisfaction,followed by people employe

94、d in Brazil(7.7),Italy(7.4),Poland(7.4),and Germany(7.1).A slightly lower degree of satisfaction is reportedin the United Kingdom(6.9).Country comparisons:quality of life at work accordingto Logistics employees(scale 1 to 10)8.57.77.47.47.16.9BRCHNDEITPLUKSourceCLO-INTWIG,International Survey7.5Aver

95、ageSourceCLO-INTWIG,International SurveyAspects valued by Logistics employees(scale 1 to 10)BenefitOpportunities for professional growth/CareerPrestige of working in this sectorRelationships with colleaguesDevelopment of the sectorJob securityEase of finding employmentSalary levelRelationship with m

96、anagers/superiorsFlexibility in the management of work activityWork-life balanceQuality of the workplaceTraining and skills development8.07.87.77.67.67.57.47.47.47.37.37.37.2Chapter 3Labour market.1.2.5.3.6.7.4When asked about the specific aspects that they value the most,respondents say they are pa

97、rticularly satisfied with their relationships with colleagues(8.0)and the degree of safety in the workplace(7.8).Relationships with superiors(7.7),quality of the work place(7.6),and ease of finding employmentin the industry(7.5)are also appreciated.It is worth noticing that the prestige of workingin

98、 the sector is the least chosen aspect,a clear sign that workers are aware of and perhaps influenced by the public image of Logistics as an unappealing industry.2928TrainingA successful policy to improve skills and abilities.1.4.2.3.6.7Chapter 3In Logistics,training is important both to improve the

99、skills of employees and to attract new workers.For this reason,companies are implementing different training policies,internally or in collaboration with other private or public bodies,like universities and technical schools.Implementing in-house training is generally easier for big companies,which

100、usually devote specific resources to this kind of activity.Among the factors that affect companies training policies,there are also cultural differences.For instance,Germany stands out for the great number of training initiatives implemented,motivated by a high degree of social recognition for the s

101、ector and the cooperation between schools and companies.From the workers point of view,the survey reveals that 69%of those employed in the logistics sector consider training and continuous learning very important in order to stay up-to-date,while only 2%consider it irrelevant.Finally,it is worth poi

102、nting out that workers also deem training and learning to be fundamental for keeping their job and finding new ones.OP leadersspeak up“In Germany,Logistics is recognised high social value.There are several upper high school courses dedicated to the logistics sector“The role of training and learning

103、in order to stay up-to-dateSourceCLO-INTWIG,International Survey79%88%60%64%66%59%BRCHNDEITPLUKSourceCLO-INTWIG,InternationalSurveyCountry comparisons:training is considered very important24%5%2%very importantquite importantnot very importantnot at all important69%.5The analysis of the answers provi

104、ded per country shows that training is considered very important in China,where 88%of participants responded positively,and in Brazil(79%).On the other hand,workers residing in Poland and Italy pay less attention to it.In general,41%of Logistics workers surveyed consider their skills as certainly in

105、 line/up-to-date with the market demands.As for the individual countries,Italy has relatively greater training needs,where only 27%consider their skills as completelyup-to-date,while Germany,and Poland have 35%.Are your skills in line/up-to-date with the Logistics market demands?SourceCLO-INTWIG,Int

106、ernational Survey 5441615235354447585721780000276391definitely yesprobably yesprobably notdefinitely notBR45450CHNDEITPLUK1052AverageLabour marketAs for the most requested soft skills in Logistics,workers state that in order to find employment in this sector it is first and foremost necessary to hav

107、e team working abilities,but also planning and organisational skills,as well as problem-solving and speed of execution.3130On the other hand,the most requested technical skills(hard skills)are knowledge of operational flows and processes,knowledge of warehouse management systems,regulatory knowledge

108、 and planning,and scheduling techniques.It is interesting to note some differences at the Chapter 3Most requested soft skills according to Logistics workersMost requested technical skills according to Logistics workersSourceCLO-INTWIG,International SurveySourceCLO-INTWIG,International SurveyTeam wor

109、king/Collaboration34%Planning and organisation32%Problem Solving27%Speed of execution26%Communication23%Flexibility21%Entrepreneurship/Initiative/Proactivity/Dynamism20%Decision-making19%Leadership/Guidance15%A scrupulous attitude15%A result-oriented approach14%Digital mindset13%Openness to change12

110、%Emotional stability12%Conflict management11%Orientation toward innovation10%Knowledge of operational flows and processesAbility to analyse processesKnowledge of organisational techniquesDefinition and management of result indicatorsICT skillsKnowledge of warehouse management systemsAbility to strat

111、egically analyse and interpret dataUse of IT tools for communication and management Project ManagementKnowledge of lean management principlesRegulatory knowledge of installation and freight transportKnowledge of environmental regulations and sustainabilityPlanning and scheduling techniquesKnowledge

112、of foreign languagesKnowledge of automation31%30%31%24%23%21%19%18%16%15%15%15%14%13%13%territorial level.To provide an example,China and Germany include the knowledge of environmental regulations and environmental sustainability among the main hard skills,while in Poland the knowledge of foreign la

113、nguages is particularly significant.Gender GapLogistics evolution toward equality.1.3.5.2.4.6Logistics workers genderLogistics workers highest academic qualificationLogistics workers average ageSourceInternational Labour OrganizationSourceCLO-INTWIG,International SurveyAnalysing the composition of L

114、ogistics blue collar workforce,it becomes evident that there is an overwhelming majority of male workers.On the other hand,female participation is growing among white-collars and managers.Although the situation is changing,the top management of companies is generally still predominantly male.Among t

115、he countries considered in the survey,Germany is the country with the highest overall percentage of female workers in the sector(24.7%),followed by Poland(20.9%)and Italy(20.4%).Looking at salaries,a gender pay gap does not emerge at the blue-collar level,since salaries are generally defined by coll

116、ective labour agreements.On the contrary,a gender pay gap exists at managerial level,due to the higher percentage of male managers in top-level positions.The sectors demographic distribution,with a larger number of male employees,is reflected in the perception of interviewees,who describe the averag

117、e Logistics worker as a man,around 36 years old,and witha low level of education.“Blue collar warehouse workers and drivers are still predominantly male.Female presence is higher at white-collar and management level”OP leadersspeak up9.1%BR/CHN24.7%DE20.4%IT20.9%PLCountry comparisons:percentage of f

118、emale workers18.6%UK20%16%31%FemalePrimary educationTertiary education80%3653%Maleyears oldSecondary education20%Women in LogisticsLabour market.73332Chapter 4.1.2.3EnvironmentThe key role Logistics plays in economies and societies calls for great responsibility.In order to be sustainable,Logistics

119、has to implement practices aimed at improving the sustainability of the supply-chain,ranging from the supply of raw materials to processing,storage,packaging,and distribution.Yet,the concept of“Sustainable Logistics”is not limited to the environmental footprint but also involves the economic and soc

120、ial sustainability of its activities.1.3.2Responsibility and sustainabilityGreen solutions to reduce Logisticsenvironmental impactLogistics companies are showing a growing interest in environmental sustainability issues.Although the most important criteria for clients selecting a Logistics supplier

121、are still price and quality,environmental impact standards are becoming increasingly important for big,publicly traded companies.Logistics companies are working on several Green Logistics solutions.These solutions are related to warehouse and transport activities,logistics network design and innovat

122、ive packaging solutions.To reduce their warehouses carbon footprint,companies are implementing several solutions,such as solar panels,green-building solutions or LED lighting.Nevertheless,in the transport sector,technical aspects and high costs still curb investments in environmentally friendly solu

123、tions,while small Logistics companies are not always confident about which solution to invest in.32Responsibilityand sustainabilityGi Groupspeaks up“The sector shows a tendency to seek sustainable solutions,not only from an economic point of view but also from an environmental and social point of vi

124、ew.Many companies,especially those addressing a B2C target,pay particular attention to sustainability because of its impact on reputation.Thats why they demand their suppliers,including Logistics operators,a conduct based on similar criteria of sustainability.”3534Chapter 4Responsibility and sustain

125、abilityWith regards to short-haul transport,electric trucks are often considered as the best option,but the high initial investment and issues related to charging times hold companies back,both in the purchase and usage of electric vehicles.When it comes to long-haul transport,LNG and hydrogen-power

126、ed trucks are the most viable solutions.However,the recent gas price surge has hindered companies investments in LNG trucks,and hydrogen power for transport requires a few more years to be considered a mature solution.Finally,although intermodal transport can be considered an effective solution,it a

127、llows for lower flexibility than road transport and requires a high level of collaboration between public and private stakeholders.Last but not least,it is worth noticing that a trade-off between environmental and economic sustainability exists.The solutions that might be pursued to positively combi

128、ne these two aspects are related to process optimisation(e.g.increasing truck saturation)and customer-company cooperation(e.g.encouraging customers to select specific delivery time slots to implement transport optimisation strategies).In addition,Logistics managers should cooperate with other busine

129、ss departments(e.g.,marketing managers for innovations in sustainable packaging)to implement environmentally sustainable solutions.LOGISTICS PROCESSWarehouse localization reviewModal shiftRoute-to-market reviewCountry comparisons:freight transport modal splitCHNSourceOcse;CNTBRPLUKDEIT83%82%79%61%61

130、%41%12%25%21%21%10%14%34%12%5%5%9%4%4%4%13%RoadRailOtherInland waterwaysGreen Logistics solutionsNetwork DesignWarehouse13lNG/bioLNG fuelsElectric powered transportCargo-bikeEco-drivingIncreased truck mileageIncreased truck saturationReduction of empty runsReview of the delivery scheduleTransport2Pa

131、llettization optimisationReplacing plastic with cardboardPrimary packaging reviewSecondary packaging reviewInventory updatingTesting of alternative materialsCircular economy projectsReverse LogisticsPackaging4Green buildingand yard managementElectric plants(HVAC)Lighting systemsHandling systemsCerti

132、ficatesProcess reviewMeasurement systemsSourceContract Logistics Observatory“Gino Marchet”37“Company sustainabilityis increasingly considered by financial funds in their long-term investment decisions”“It is possible to effectively combine environmental sustainability and economic savings by aiming

133、for network design optimisation solutions or increasing vehicle saturation.Other solutions,such as electric trucks,entail greater investment.Logistics still has quite a ways to go to achieve big improvements in terms of reducing its climate impact by increasing efficiency”“The cooperation between cl

134、ient company and logistics services provider is key to implement environmentally sustainable solutions”“Small transport companies dont have visibility and clarity on which solutions could reduce environmental impact.Even a small transport company knows that diesel-fueled transport will not last fore

135、ver,but it doesnt knowin which direction to invest”“To implement sustainable solutions,logistics managers need to work with other business departments.For example,the cooperation with marketing managers is necessary to introduce innovative environmentally friendly packaging solutions”Chapter 4OP lea

136、dersspeak up36.1.2.3SocietyEnhancing the quality of workand workers well-being Responsibility and sustainabilityThe logistics sector has been often criticized for social sustainability issues and it is not infrequent to read news about poor working conditions in this sector.The most relevant social

137、sustainability issues relate to low salaries,the physical effort required from operational workers in the sector(e.g.truck drivers,warehouse operators)and the stress associated with shift work.These issues are highly dependent on country specific labour legislation,the rules governing negotiations b

138、etween companies and trade unions,and the employment contracts of operational workers.In addition,these issues can be exacerbated when the approach of the client company is too price-oriented.However,awareness of the social sustainability issues affecting the logistics sector is spreading,leading to

139、 the implementation of several initiatives meant to improve workers well-being.Moreover,new technological solutions,the increased value of logistics services,and other organisational innovations are transforming the work activities in the logistics sector.Truck driver jobs increasingly entail perfor

140、ming problem-solving activities and warehouse operational workers can be relieved of the heavier tasks through the introduction of new technological solutions such as goods-to-person picking systems and,in the future,exoskeletons.“Digitalization has enabled improvements of the transport sectors soci

141、al sustainability.An example is the introduction of the digital tachograph”“The introduction of automatic conveyors,advanced forklifts and potentially,in the longrun exoskeletons can improve warehouse ergonomics”OP leadersspeak up3938EconomicsThe trade-off between costand environmental performanceWh

142、en dealing with the implementation of solutions that could reduce environmental impact,Logistics companies often face difficult choices.Among the factors that needto be taken into consideration,economic issues play a crucial role.Achieving environmental sustainability without compromising economic p

143、erformance becomes a priority for companies operating in the logistics sector.Today,increasing costs can harm companies potential to invest in digital and green solutions.Rising raw materials costs and the related increase in fuel prices can harm companies profit margins,generating many concerns amo

144、ng operators in the logistics sector.The input factor where the cost increase shows the highest growth trend,causing many concerns among Logistics companies,is electricity prices have experienceda sharp rise since the second half of 2021 in all European countries.1.2.3Chapter 4Jan 20Jan 21Nov 21Jul

145、20May 20Jul 21May 22Mar 20Mar 21May 21Jan 22Mar 22Sep 20Nov 20Sep 21Jul 22Sep 22Monthly wholesale electricity prices in selected EU countries 2020-2022SourceStatista fromember-climate.org0.00100.00200.00300.00400.00500.00600.00ItalyHungaryGermanyFranceSwitzerlandGreeceeuros permegawatt-hourResponsib

146、ility and sustainability4140Chapter 5.1Gi GroupHoldingsconclusions40.1Gi Group Holdings conclusionsTowards the FutureGi Group Holding draws a brief concluding note showing its point of view on the future of Logistics.In the past years,the sector has been able to face great changes with resilience an

147、d flexibility.The innovations and new technologies that are emerging will give a further boost to an industry destined to play a key role in society and global economies.What to expect from Logistics in the futureIn the first two decades of the 2000s,we witnessed a profound transformationof producti

148、on,acquisition,and distribution models.A change that has produced an irreversible change in consumption habits and modified supply chains globally.Logistics has provided the key infrastructures for these changes and for the economic and social development of many countries globally.Over the next few

149、 years,we will observe further transformations accelerated by the digitalization process in Logistics.A process that has proved crucial during the pandemic,in order to respond to the stress of global supply chains and to ensure greater operational efficiency and flexibility.We will soon discover how

150、 innovations such as Big Data Analytics,Blockchain,IoT,5G,Artificial Intelligence,and Additive Manufacturing will change the supply chain and influence the balance of power among the market players,reshaping the current business models.The logistics sector is ready to make the most of these innovati

151、on and changes,proving once again its ability to play a fundamental and essential role in the improvementof economic systems and in the functioning of any other production activity.2.24342Chapter 5Gi Group Holdings conclusionsWhat to expect for the Logistics labourmarket in the futureDivision Manage

152、r Logistics Gi Group ItalyInternational Sales Director at Gi Group HoldingGlobal Head of Gi Group StaffingMichele SavaniChris Van OoikBarbara Bruno“The phenomenon of the Great Resignation that started in 2021 highlights that workers have more opportunities to choose where to work,and are more open t

153、o resign for economic and personal reasons.Secondly,the Great Resignation shows that the market is liquid not only because of labour shortage,but also because the set of transversal skills required is largely overlapping between different companies and perhaps even between different sectors.In this

154、context,considering the results of this study,we can say that there are many characteristics that can make Logistics companies attractive to the most demanding candidates:quality jobs,salaries in line with-if not higher than-the rest of the market,benefits above the average of other sectors,training

155、 opportunities,and working conditions perceived as satisfactory.”During COVID-19 the key role of Logistics became clear to everyone,highlightinga fundamental point of the sector:it is continuously changing.Logistics is renewing itself both regarding the technological solutions and the quality of the

156、 work,opening new professional opportunities that are not traditional for this industry.Now a days new professional figures,such as software developers,maintainers of highly automated systems,data analysts and artificial intelligence experts are more and more required by logistics companies.The anal

157、ysis highlights the capabilityof the sector to sustain this process and to attract new resources.The high levelof satisfaction of actual Logistics workers and programs to improve new skillsand abilities are the main drivers to continue the transformation of this sector.”We are aware of the mispercep

158、tion associated with the Logistics sector.We needto ask ourselves:how can we change this perception?How can we transfer an unbiased image to candidates,making them aware of all the opportunities that this industry can offer?The point is that the world of Logistics is definitely changing,not only the

159、 industry itself but also the way of working in it.Companies should improve their reputation,taking into consideration the target audience of workers to which they are communicating.There is great growth potential for young people,and digital innovations are being rapidly implemented:these could be

160、two big pull factors for employers in the industry,and we can help them to reinforce the way their value proposition is communicated to candidates.”During the pandemic,the logistics sector has gained unexpected attention from the media,making clear also to the general public that the industry plays

161、a key role in the economy,the production and distribution systems.After more than two years,Logistics still dominates the headlines of mainstream newspapers every time topics such as the increasing cost of fuel,the global consequences of inflation,the ports congestion or the bottlenecks in global su

162、pply chains are addressed.As a result of this media exposure,a large number of non-experts have become aware of the fact that Logistics conceived as the effective and coordinated handling of goods and people has direct implications in anyones daily life.The study conducted by INTWIG and the Contract

163、 Logistics Observatory shows interesting trends related to the countries analysed,ranging from the sectors constant growth to the technological transformation;from sustainable solutions toa growing employment dynamic.The ongoing technological renewal generates interesting professional opportunities,

164、requiring skills and roles that are not traditional for the industry.From the HR point of view,this meansthat companies are able to attract skills in the Digital&Automation field in order to achievethis transformation.These considerations lead to a key result of the study.Despite the sector does not

165、 generally enjoya high level of attractiveness(with the exceptionof China)the average level of satisfactionof Logistics employees is higher than that expressed by those employed in other sectors.Yet,in a labour market characterized by a wide labour shortage,with a specific lack of workers in roles t

166、hat are key for the digital transformation and the automation process,the low levelof attractiveness can become a limiting factor.At the same time,a sector that considers operational flexibility as a key ingredient to respond quickly to market fluctuations and make labour costs more efficient must a

167、lso be able to attract a workforce in the warehouse sector.Interesting data emerge also from this pointof view,including the fact that one in two workers declares to have access to parking,free coffee and water,canteen facilities,but also some form of health insurance.Finally,in terms of salaries,th

168、e survey shows that there are no disadvantages for those who work in the sector,which is comparable with other similar tasks.In light of this paradigm shift,that led the market from being client-driven to becoming candidate-driven,companies are well aware of the fact that they need to increase attra

169、ction and,even before that,invest in retention policies.To retain workers,companies have no choicebut to create working conditions as welcoming as possible,promoting work environments based on positive relationships,and on Total Rewards systems(salary,welfare policies,well-being and business ethics)

170、.Secondly,companies must find solutions to promote their employment offer,using communication and marketing actions expressly addressed to potential candidates.In order for these factors to actually work,companies need to accept the changed conditions of labour market,equip themselves with modern,ad

171、vanced and engaging Employer Branding policies,offer stimulating professional challenges and keep the promises they make to their workers.These are challenges that Logistics managers,above all HR and Operations,must feel as their own,updating methods and approaches to the management of organizations

172、 and workforce.4544Who we areOurVisionOurMissionOurGlobalPresenceFounded in 1998 in Milan,Italy,Gi Group Holding is one of the worlds leading providers of services for the evolution of the labour market.Through a global staffing and recruitment business ecosystem formed by six individual,yet complem

173、entary brands(Gi Group,Gi BPO,INTOO,Wyser,Grafton,Tack/TMI),the group offers a 360 suiteof offerings that generate relevant,impactful solutions.Gi Group Holding worksto promote a sustainable,streamlined and enjoyable global market for candidatesand companies,reflecting the ever-changing labour marke

174、t needs.The company employees over 6,700 staff and is active in 29 countries across Europe,APAC,the Americas.Providing services to more than 20,000 client companies and with revenues of 3.2 billion(2021),Gi Group Holding is the 5th largest European staffing firm,and 16th in the world(according to St

175、affing Industry Analysts).We firmly believe that people must be supported so that they remain employed for the majority of their working life.Work must be transformed to eliminate any factors that discourage or hinder workers from staying in,or entering the workforce.To that end,our vision is to be

176、recognised as a worldwide player,responsible for creating a sustainable,streamlined and fulfilling global market for candidates and companies,reflecting labour market needs.Today we have a direct presence in 29 nationsacross Europe,APACand Americas.Through our services,we contribute,as a key player

177、and on a global level,to the evolution of the labour market,emphasising the personal and social value of work.+650+6,700branches and officesemployeesOur BrandsOur Direct PresenceArgentinaBrazilBulgariaChinaColombiaCroatiaCzech RepublicDenmarkFranceGermanyHong KongHungaryIndiaIrelandItalyLithuaniaMon

178、tenegroPolandPortugalRomaniaTemporary andPermanent StaffingBusinesses ProcessingOutsourcingProfessionalStaffingMiddle and SeniorManagers Search&SelectionLearning andDevelopmentCareer Transitionand Employability29countrieswith directpresenceSerbiaSlovakiaSpainSwitzerlandThe NetherlandsTurkeyUkraineUn

179、ited KingdomUSAChapter 5Gi Group Holdings conclusions.1.246InfographicsLogistics.at a glancetrillionUS dollars forecasts*810.8%“Recent events,from thepandemic to the blockingof container ships,madeclear how key the roleof Logistics is”“It is necessary to strengthen supply chain resilience,increase t

180、he abilityto predict complex event developments,and maintain a levelof flexibility enabling to respond to rapid scenario changes”9.3%7.7%7.7%7.3%9th98.69.48.28.613.7%17.826%9.9.experiencing continued growth.which represents a high percentage of GDP in each countrymillionemployedpeopleof respondents

181、are keen to work in Logistics.a strategic sector.perceived as a physically demanding sector,so unappealingCHNPLUKBRITDE.is a sector of huge economic importance,worth 20182021*2024*20192022*20202023*OPleadersspeakupLogistics is in ninth place among the sectors in which people would like to workLogist

182、ics.at a glance47Needs emergedSolutions24%5%2%1.1 mln1801701601206560“Today,there is high demandfor a good work-life balance.Smart and remote working arerequested especially by young people.However,we often need physically present employees”Customer care expertsData AnalystsLogistics engineersCyber

183、security expertsAutomation technology expertsNew technologies experts87%employee satisfaction in the logistics sector75%of warehouse operators indeveloped economies are having trouble attracting employees69%UKEUPLESDEFRIT.lack of traditional workers.lack of specialised workers.and,despite being a re

184、warding sector to work inOne of the major concerns that Logistics companiesare facing worldwide is labour shortage:To attract new resources and improve workers skills,logisticscomapenies are implementing several training policiesLogisticsoperatorsshortage(thousandpeople)Qualified workers required th

185、e mostvery importantnot very importantquite importantnot at all importantof employed in the logistics sector consider training very important 4948Appendix Salary GuideITABS-ANNUAL BASE SALARY(EUR)JOBSupply Chain DirectorSupply Chain DirectorSupply Chain DirectorLogistics SpecialistLogistics Speciali

186、stLogistics SpecialistLogistics PlannerLogistics PlannerLogistics PlannerDelivery PersonDelivery PersonDelivery PersonWarehouse CoordinatorWarehouse CoordinatorWarehouse CoordinatorWarehouse TechnicianWarehouse TechnicianWarehouse TechnicianSupply Chain AnalystSupply Chain AnalystSupply Chain Analys

187、tWarehouse ClerkWarehouse ClerkWarehouse ClerkTruck DriverTruck DriverTruck DriverWarehouse ManagerWarehouse ManagerWarehouse ManagerWarehouse OperatorWarehouse OperatorWarehouse OperatorForklift Operator86,989125,780104,60217.6%26,16535,79530,6046.0%24,98334,17929,2217.0%22,56329,39825,7550.0%23,78

188、132,53427,8155.3%22,32329,08525,4815.5%30,19741,28735,2996.4%23,36931,97027,3335.2%23,63630,79626,9805.4%41,06055,66947,8109.3%20,74827,03323,6836.4%21,50628,02124,5484.8%85,380 178,990 106,517 19.2%36,246 54,235 42,865 10.4%40,571 60,705 47,979 4.9%30,50144,340 35,638 3.1%37,741 57,600 45,083 3.2%5

189、1,150 78,83961,409 2.4%41,321 65,39 50,301 6.7%28,614 40,755 33,153 2.0%39,50459,252 46,785 3.3%54,71584,824 65,880 6.0%28,655 41,415 33,387 1.7%30,212 43,622 35,202 3.1%84,896 177,977 105,913 17.6%31,563 47,22737,326 4.0%35,329 52,862 41,780 8.0%25,473 37,031 29,763 4.5%35,210 53,735 42,059 7.1%42,

190、445 65,421 50,958 12.1%37,492 59,103 45,640 9.4%26,694 38,02130,928 7.9%32,993 49,484 39,073 2.1%49,645 76,964 59,776 9.3%26,733 38,637 31,147 5.1%26,558 38,346 30,944 4.5%Forklift OperatorForklift Operator1st QUARTILE3rd QUARTILEMEDIANMEDIANVARIABLE PAY(%ON ABS)DEUKAppendix Salary GuideBRCHNABS-ANN

191、UAL BASE SALARY(EUR)JOBSupply Chain DirectorLogistics SpecialistLogistics PlannerDelivery PersonWarehouse CoordinatorWarehouse TechnicianSupply Chain AnalystWarehouse ClerkTruck DriverWarehouse ManagerWarehouse OperatorSupply Chain DirectorLogistics SpecialistLogistics PlannerDelivery PersonWarehous

192、e CoordinatorWarehouse TechnicianSupply Chain AnalystWarehouse ClerkTruck DriverWarehouse ManagerWarehouse OperatorForklift Operator 31,341 65,715 39,094 25.2%13,489 20,186 15,949 8.9%15,098 22,595 17,852 14.6%10,077 14,652 11,773 5.4%12,752 19,465 15,230 9.6%17,184 26,491 20,628 6.7%16,149 25,463 1

193、9,656 10.6%9,668 13,773 11,200 6.4%13,052 19,580 15,455 6.0%21,384 33,157 25,744 12.3%9,682 13,996 11,279 6.1%10,827 15,635 12,613 4.0%46,783 98,56558,14024.9%12,107 18,20814,26012.4%13,55220,38015,96113.3%7,22010,5498,4014.3%8,95613,73910,65510.2%12,30719,06714,7176.0%20,000 31,69124,25014.3%6,791

194、9,7217,83513.0%9,35014,09611,0296.0%26,48441,26931,76112.4%6,8019,8797,8915.0%8,41312,2109,7637.7%99,454123,42019,569 23,01421,90425,76010,73012,46610,31412,25322,59326,97625,40130,754209,92021.9%40,32813.4%7,8219,01013,89616,36533,63740,2797,83229,48633,00415,70615,85235,06911,21720,98852,51511,398

195、19,7049,07410.5%11.4%5.0%9.4%9.6%8.0%14.2%11.9%7.9%6.7%13,55215,701Supply Chain DirectorLogistics SpecialistLogistics PlannerDelivery PersonWarehouse CoordinatorWarehouse TechnicianSupply Chain AnalystWarehouse ClerkTruck DriverWarehouse ManagerWarehouse OperatorForklift OperatorForklift Operator1st

196、 QUARTILE3rd QUARTILEMEDIANMEDIANVARIABLE PAY(%ON ABS)PL5150MethodologyMethodologyThis report is the result of research conducted by the Contract Logistics“Gino Marchet”Observatory(CLO)of the Politecnico di Milano and the Data Intelligence company INTWIG.The study was conducted in 6 countries(Brazil

197、,China,Germany,Italy,Poland,and the United Kingdom)and was structured following a rigorous methodology developed in 4 phases:Desk Analysis:collection and matching of public data in order to providea complete overview of the logistics sector;Opinion leader interviews:7-8 interviews with opinion leade

198、rs in the logistics sector,conducted in each of the 6 countries surveyed;International Survey:a CAWI survey conducted on a sample of 850 citizens aged 18 to 65(including at least 85 workers in the logistics sector),in the6 countries surveyed.Salary guide:in the 6 countries surveyed,market pay(base s

199、alary+variable pay)benchmark focused on 12 job positions,with following structure:-first quartile:splits off the lowest 25%of data from the highest 75%-median:cuts data set in half 50%of the data set is higher than median,the other 50%is lower-third quartile:splits off the highest 25%of data from th

200、e lowest 75%52NotesNotes5554INTWIG is a Data Intelligence company that has been developing data management strategies since 2016.It offers support to companies to understand the context they move into,anticipate trends,optimise processes and make decisions quickly.INTWIGs method is customised,rigoro

201、us and covers the entire Data Lifecycle:collection,analysis,interpretation and visualization.Customised tools and solutions are developed by a team of researchers,analysts,data managers and communication experts with technical and cross-functional skills.The“Gino Marchet”Contract Logistics Observato

202、ryof Politecnico di Milano was established in early 2011 asa permanent table for critical analysis and discussion concerning the role of innovator that the Contract Logistics ecosystemcan undertake to spread practices of excellence in Logisticsand supply chain management.DataResearchandAnalysisDataR

203、esearchandAnalysis+GraphicDesignThe Digital Innovation Observatories of the School of Management of the Politecnico di Milano were born in 1999 with the aim of creating culture in all the main areas of Digital Innovation.Nowadays,Observatories are a qualified reference point on Digital Innovation that integrates Research,Communication,Continuous Updating and Networking activitiesMore than Work