1

2023 EDITION

Logistics
Global HR Trends
2
 3

Index
Introduction 5

Chapter 1
Overview of the logistics sector 6
Economic Value 7
Market Growth 10
Strategic Role 11

Chapter 2
Innovation and reputation 12
New Technologies 13
Public Image 16

Chapter 3
Labour market 18
Labour Shortage 19
Qualified Personnel 21
Incentive Programs 23
Wages and Benefits 24
Working Conditions 26
Training 28
Gender Gap 31

Chapter 4
Responsibility and sustainability 32
Environment 33
Society 37
Economics 38

Chapter 5
Gi Group Holding’s conclusions 40
Towards the Future 41
Who we are 44

Infographics 46
Appendix 48
Methodology 51
4
 5

Introduction
Logistics plays a fundamental role in the Logistics has experienced striking growth, that is
development of all countries in the world, expected to continue over the coming years.
maintaining economic growth, and enhancing
national competitiveness. Until a few years ago, Although the potential of this sector has been
however, Logistics was often taken for granted, widely acknowledged, continues to suffer from an
and its processes and activities tended to remain inaccurate portrayal in the public eye, where it is
invisible to most. viewed as a physically demanding sector in which
manual or unskilled labour prevails. This general
The Coronavirus pandemic that hit the planet in belief makes the industry look unappealing, and
2020 set off a chain of events that made the is among the causes of the severe labour shortage
world think of the industry in a very different that is affecting the sector. To overcome this
way. Logistics, transport and warehousing moved issue and attract workers, Logistics companies
from being necessary costs to playing a major are implementing different policies, ranging from
role in the strategy of organisations in economic higher salaries to benefits. An approach that has
systems. In the last few years it was necessary led current employees to greatly appreciate their
to evaluate how we consume, how products are quality of life at work.
distributed to us, and how much we can control
the availability of supplies and commodities. Finally, in recent years, the logistics sector has
also begun to pay particular attention to the
This report aims at illustrating the active role environmental impact of its activities.
of Logistics, offering an exhaustive and sound Green solutions are flanked by social sustainability
overview of this sector. The following pages are policies, with a general improvement in working
the result of a rigorous study conducted in 6 conditions. However, the environmental and
countries (China, Brazil, Germany, Italy, Poland, social responsibility measures have to reckon with
and the United Kingdom) that brings together growing costs resulting from the current energy
updated public data on the industry, interviews crisis; a hard trade-off between environmentally
with opinion leaders and an International Survey*. friendly solutions and economic performance.

The research reveals a clear and coherent picture, This report clearly shows that Logistics is going
in which Logistics stands out as a strategic through a fundamental transformation, which
sector for competitiveness of all markets and is already setting the stage for the future development
the precursor of all other productive activities. of the sector. Thanks to new technologies and
Thanks to the deployment of new technologies innovations, Logistics will soon be increasingly
and the development of the eCommerce cluster, crucial for economies and societies worldwide.

*Details in Methodology, page 48

6 Chapter 1

.1
Overview
.2
of the logistics
.3 sector
Group “The sector is witnessing a constant growth due to numerous
Gi
factors. Above all, the global economic growth and the
expansion of a specific consumption model, which is based
both on mass customization (thanks to production systems’
sp flexibility) and on a hyper fragmentation of the distribution
eaks u
p

model (thanks to the eCommerce cluster, which allows enabling

ubiquitous, informed and impulsive purchasing processes).”
 Overview of the logistics sector 7

Logistics plays a fundamental role in the growth and economic development of countries. .1
With a global market worth of 8.6 trillion U.S. dollars, Logistics has experienced
exponential 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

.2
activities.

Economic Value .3
An essential role in economic systems
worldwide
In 2021, the global logistics market was worth almost 8.6 trillion U.S. dollars, 53%
of which refers to outsourced activities.

In particular, 45% of the global logistics market is concentrated in the Asia-Pacific

area. The region’s 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
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.

Size of the global Size of the logistics market by region

logistics market
Source
4% 4%
4% Asia-Pacific
Statista based
on Armstrong
& Associates; 8.6 CIS
IMF; Indonesia
trillion 19%
Investments; other 45% South America
US dollars
sources (Australian
Logistics Council, Africa
NESDB, Vietnam
Business Forum, (53% refers Europe
Logistics Viewpoints); to outsourced
Statista activities ) North America
24%
8 Chapter 1

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 Kingdom (7.7%), Italy (7.7%), and Germany (7.3%).

Source
Country comparisons: Logistics market value
CLO based on
Armstrong & (as a percentage of GDP)
Associates and
AT Kearney

13.7% 10.8% 9.3% 7.7% 7.7% 7.3%

CHN BR PL UK IT DE

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 workers employed in the logistics sector
is 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 working
in Logistics, followed by the UK (1.6 million), Italy (1.4 million), and Poland (1.1 million).

Source
Country comparisons: people employed in Logistics
CLO based on
Armstrong & (millions)
Associates and
AT Kearney;
ILO
17.8 4.8 1.8 1.6 1.4 1.1

CHN BR DE UK IT PL
Overview of the logistics sector 9
10 Chapter 1

.1 Market Growth
A positive trend, meant to last
.2
For 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 the growth of the industry in economic terms.

.3 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 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 expansion
of eCommerce sales.

Size of the global logistics market (trillion US dollars)

Source
9.4 9.9
Contract Logistics
8.6 8.6 9.0
Observatory, based 8.0 8.2
on Armstrong &
Associates; IMF;
Indonesia Investments;
Worldwide; other
sources (Australian
Logistics Council,
NESDB, Vietnam
Business Forum,
Logistics Viewpoints);
Statesman; Worldwide;
* * * *
Transport Intelligence 18 19 20 21 22 23 24
20 20 20 20 20 20 20
*forecasts

The growth potential of Logistics is also perceived by the general public. The results of
the survey show that 57% of respondents believe that the sector is destined to grow
in the next 5 years, while only 6% assume there will be a decrease.

Logistics market trend in the next 5 years, according to the international

sample surveyed

6%
Source
CLO-INTWIG,
Growing compared to today
International 37%
Survey Stable at today’s level

Declining compared to today

57%
 Overview of the logistics sector 11

Strategic Role .1

A key player in society

.2
Logistics plays a fundamental role in economic systems worldwide. Nevertheless,
statistics alone cannot fully 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 .3
on macroeconomic indicators and business activities validate the importance of a solid
logistics sector to guarantee 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.

leaders
“It is necessary to strengthen OP
“Recent events, from the
pandemic to the blocking supply chain resilience, increase
of a major shipping route, the ability to predict the sp
made clear how key the role development of complex events, eak up
of Logistics is” and maintain a level of flexibility
that allows us to respond to
rapidly changing situations”
12 Chapter 2

.1

Innovation
and reputation
.2

Group “The sector is facing an important technological transformation,

Gi
which is crucial to find solutions that can optimise processes
and reduce costs. The increasing cost of production factors
(fuel, labour, warehousing), the labour shortage, and the
sp progressive decrease in the cost of technological solutions are
eaks u
p

pushing Logistics companies to look for solutions to remain

profitable and competitive.”
 innovation and reputation 13

The logistics industry is enriched by innovation and new technologies that are .1
promoting its growth. Nevertheless, Logistics is still publicly perceived as a physically
demanding sector, where manual, strenuous labour prevails. A belief that is hard
to change, but which is clearly in contrast with the overall satisfaction expressed

.2
by workers in the sector.

New Technologies
Facing challenges with Innovation
Logistics is witnessing a period of profound change. Among others, the most relevant
factors that are driving the transformation of the logistics sector are the deployment
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 pointing 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 consumer 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 reached 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%).

Source
eCommerce retail sales worldwide (billion US dollars)
Statista from
eMarketer
4,938

4,248

2,982
3,351
+2,556
2,382 billion
US dollars

17 18 19 20 21
20 20 20 20 20
14 Chapter 2

Source
Country comparisons: eCommerce Sales growth
2019 to 2021
Statista
retail sales (billion US dollars)

20.84 25.12 36.82 47.37

+88,6%
17.32
IT

21.63 23.73 31.04 39.27

+65,5%
19.93
BR

102.4 127.5

+61,3%
71.78 79.05
65.3
DE

9.05 9.77 10.67 13.34 14.92

PL
+39,8%
163.4 177.5

+32,3%
125.4 129.1 134.2
UK

1,368

1,260

+24,6%
1,098
1,053
1,015

CHN

17 18 19 20 21
20 20 20 20 20
 innovation and reputation 15

The major innovation trends in the logistics sector of processes and overall performance.
are directly linked to the main challenges that
companies are facing in the current scenario. Finally, innovation trends are impacting the role
First of all, there is a growing interest in of certain categories of operators. To provide
technological solutions that enable greater supply an example, traditional freight forwarders need
chain visibility and more accurate predictions. to update their business model to maintain their
current market position.
Secondly, eCommerce development has brought
renewed attention to automation, with new The drive towards innovation, automation,
technologies that allow automated systems and digitalization in the logistics sector is often
to incorporate a necessary degree of flexibility. supported by significant state incentives. A clear
In addition, data aggregator companies are demonstration that institutions also recognise the
gaining relevance, since data represent strategic role of this industry in overall economic
a fundamental resource for improving the quality development.

“In the UK there is a solid presence

of digital solution providers”

leaders
OP
“China is investing heavily in warehouse “Italian companies have
automation. The presence of a large number recently sped up on
of technology providers and the need to innovation investment – sp
manage big freight volumes – with which eak up
also as a result of Industry
automated systems fit well – enhanced this 4.0 incentives – and are
trend” bridging the gap with
northern European and
Anglo-Saxon countries”
“In recent years, Poland has succeeded
in effectively using EU economic incentives
to invest in innovation, particularly in “In Germany, public
solutions to reduce the impact on climate incentives for innovation
of logistics activities” have been significant.
Moreover, the German
market has great confidence
“The ability of companies to invest is more in digital solutions”
related to the product they manage than
to the industry or country in which they
operate. When a company manages high “Automation and
added-value products it will have higher digitalization are the main
margins and greater product knowledge, innovation trends that can
therefore be more inclined to invest be seen in the logistics sector
in innovation” today”
16 Chapter 2

.1 Public Image
A false belief debunked by workers’ satisfaction
.2
Despite widespread acknowledgment of Logistics’ central role in improving both the
economy and society, the 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 difficult
to debunk and 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.

Source People’s desire to work in each area

CLO-INTWIG,
International
Arts, entertainment and recreation 39%
Survey
Information and communication 37%

Professional scientific and technical activities 36%

Education 32%

Health and social care 30%

Financial and insurance activities 29%

Real estate activities 27%

Accommodation and catering 26%

Logistics, transport and warehousing 26%

Wholesale and retail trade 23%

Manufacturing 23%

Construction 20%

Source
Country comparisons: people who would like very much
CLO-INTWIG,
International to work in Logistics
Survey

The study shows that Logistics CHN BR PL

is proportionally more
appealing in China, where
42% of participants not employed
in the industry say they would like
42% 30% 25%
to work in the sector, followed
by Brazil (30%), Poland (25%),
IT DE UK
and Italy (24%). Germany and the
United Kingdom close the ranking
with 18% and 17% respectively.
24% 18% 17%
 innovation and reputation 17

Source
Country comparisons: position occupied by Logistics
CLO-INTWIG,
International among best sectors to work in
Survey

Finally, Logistics is chosen as the

best sector to work in by only CHN 1°
1 in 10 respondents. Again, it
is the Chinese respondents who
put Logistics first, followed by
Brazil, Poland, and Germany. BR 4°
Italy and the United Kingdom
close the ranking, placing the
sector in seventh place.
PL 4°
Logistics’ lack of attractiveness
contrasts with the results
gathered from those employed
in the industry. The appreciation DE 5°
expressed by Logistics workers
is in fact generally very high and
exceeds that stated by workers in
other areas. On average, 87%
IT 7°
of those employed in the logistics
industry are satisfied, compared
to 85% of those employed in
other sectors.
UK 7°

The analysis by country shows that 95% of workers Logistics workers in Italy (87%), Germany, and the
in China and 94% in Brazil and Poland are very UK (77%).
satisfied with employment in Logistics, followed by

Source
Country comparisons: employee satisfaction within the logistics industry
CLO-INTWIG,
International
Survey Total other workers

91% 92% 79% 84% 81% 81% 85%

CHN BR PL IT DE UK AVERAGE

95% 94% 94% 87% 77% 77% 87%

Total workers employed in Logistics
18 Chapter 3

.1

Labour market
.2
Group “The sector shows a growing employment dynamic,
Gi
which is renewing from a technological point of view and
.3 changing in terms of the quality of work. In addition, the
current technological transformation is opening interesting
sp professional opportunities, requiring skills and roles that
eaks u
p

are not traditional for the sector. Among these, software

.4 developers, maintainers of highly automated systems, data
management and artificial intelligence experts are some
of the resources needed for the transition towards Logistic 4.0.”

.5

“A case in point is that of the workers employed in the

road transport cluster, which is among the clusters that are
.6 suffering from a 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
.7 to face for other professional figures, but with specific
complexities and peculiarities due to the very nature of the
professional profile.”
 Labour market 19

Labour shortage is one of the main challenges that Logistics is facing. To respond to this .1
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 starting to fill

.2
the gender gap, by increasing women’s participation at managerial levels.

Labour Shortage .3
More workers for greater growth

.4

.5

.6

.7

Undoubtedly one of today’s 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. Among 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 shortage 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 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.
20 Chapter 3

Source
Country comparisons: Logistics operators shortage
Contract Logistics
Observatory in Europe (thousand people)
“Gino Marchet”

Europe >1,1 mln

United Kingdom 180

Germany 170

Poland 160

France 120

Spain 65

Italy 60

Source
CLO on Instawork 75% of warehouse operators in developed economies are having trouble
attracting employees, causing them to operate below capacity.

leaders
OP “Driver shortage issues are due “Driver shortage for
to the sum of several factors. international transport is
For example, in Germany the main problem – this kind
sp
eak up and Italy, the elimination of transport requires extensive
of mandatory military service driver flexibility. The issue
has caused a reduction of truck is more manageable at
driving licenses, affecting national transport level”
the number of potential truck
drivers today”
 Labour market 21

Qualified Personnel .1

The experts that will lead innovation

.2
Labour 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 support
companies in their innovation processes.
.3
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 include customer .4
care, data analysts, logistics engineers and cyber security experts, but also people
with great knowledge of new technologies, like automation technology experts.

.5

.6

.7

Focus Italy: experts needed to facilitate logistics service

providers’ growth, according to Italian companies
Source The number of logistics service providers with automation and AI experts will grow,
Contract Logistics respectively by 56% and 93%.
Observatory
“Gino Marchet”
These data refer Experts needed
to Italian companies

AI Specialist +93%

Automation technology expert +56%

Big data analyst +40%

Digital transformation manager +40%

Innovation manager +37%

Logistics computer expert +11%

22 Chapter 3

The growing interest shown by Logistics companies in IT and Data experts is having
an impact on the general attractiveness of these professional areas. When asked to point
out the best department to work in, 16% of workers employed in Logistics choose IT and
Data Management.

Source Best Logistics area to work in

CLO-INTWIG,
International 16
15 14
Survey
Workers 13 12 12
11 11 11
employed 7 7 7 6
in Logistics 5 5 4 3
(%)
IT/Data Management
Transport planning

Goods transport

Warehouse administration

Warehouse

Customer Service

Finance, accounting and control

People/Human Resources (HR) Management

Safety and Quality

Customs

Engineering (process design)

General Services

Marketing

Asset Management

Sales

Shopping

Legal

leaders
OP “Cyber security experts are “The significance of employees
becoming increasingly critical specialised in customer care
for Logistics companies” and customer engagement
sp
eak up is rising steadily”

“It is increasingly important for

companies to have highly skilled “The importance of transport
people on new technologies optimisation dedicated
capable of comparing different employees is growing”
solutions taking economic
costs into account. If not,
Logistics companies risk relying “Companies are implementing
completely on technology major changes in their
providers, and investing in the organisation. The importance
wrong solutions” of data analysts is growing”
 Labour market 23

Incentive Programs .1

The strategies to attract and retain workers

.2
To overcome labour shortage and attract workers, companies are using several levers.
These include economic incentives, training policies, work-life balance programs,
solutions to increase workplace ergonomics, and corporate welfare programs.

The choice of the most appropriate levers to use is highly dependent on the target .3
and varies according to the activity, the age and gender of the workers considered.
It is particularly evident, for instance, that among young 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. .4
Finally, many companies recognise the importance of improving the working
environment and fostering cooperation with universities to improve brand visibility
and promote their industry.
.5

leaders
OP
“Today, there is high demand “A certain degree of employee .6
for a good work-life balance. turnover can be beneficial for
sp Smart and remote working companies in terms of renewal.
eak up
are requested especially by However, in some countries,
young people. However, we the turnover level is too high: .7
often need physically present it is necessary to enhance
employees” worker loyalty.”

“It is necessary to offer “The company has

a complete package to implemented several
attract and retain workers. initiatives to help workers
Our company offers training with their daily life needs,
programs and retirement such as dedicated discounts
benefits. Furthermore, on certain products or free
it is important to improve sessions with a psychologist”
the work environment:
multicultural work teams,
open spaces, etc. “Cooperation with
universities can be beneficial
also in terms of brand
visibility”
24 Chapter 3

.1 Wages and Benefits

From salary increases to welfare and well-being
.2
Increasing salaries and implementing 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
.3 for companies. For this reason, achieving the right balance between maximizing
attractiveness and minimizing 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.
.4 The benefit policies most commonly implemented by companies are:
Economic benefit policies (e.g., stock options);
Corporate welfare programs (e.g., health insurance);
Worker well-being targeted policies (e.g., free psychologist, discounts on products, etc.);
.5 International exchange programs, implemented especially by multinational
companies.

.6
Source
Country comparisons: average wage per job position
CLO-INTWIG,
Salary guide
Warehouse Operator Logistics Planner Supply Chain
(median) (median) Director (median)
.7
DE 33,387.00 € 47,979.00 € 106,517.00 €
UK 31,147.00 € 41,780.00 € 105,913.00 €
IT 23,683.00 € 29,221.00 € 104,602.00 €
PL 11,279.00 € 17,85200 € 39,094.00 €
CHN 9,074.00 € 25,760.00 € 123,420.00 €
BR 7,891.00 € 15,961.00 € 58,140.00 €

For more information

APPENDIX SALARY GUIDE PAG. 34
 Labour market 25

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 include
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 benefit Source

CLO-INTWIG,
International
58% 57% Survey

49%
47% 46%
44%
42% 42%
38% 38% 37%
36%
31%
28%
22%
19% 18%
Company parking

Free water and coffee (or other food and drink)

Corporate health insurance

Company computer

Canteen facilities

Performance bonuses

Training activities / Seminars

Flexible hours

Lunch vouchers

Business mobile

Beneficial activities for employees

Remote working

Company shuttle

Company car

Accommodation

Scholarships

Company day-care centre

leaders
OP
“Tax burden on salaries is high “To hire new workers, it is
in Italy. Therefore, companies sometimes necessary to pay
are encouraged to implement them more than workers that sp
eak up
substantial corporate welfare have been in the company for
programs, as their tax impact a long time. It is a problem
is zero” that must be managed”
26 Chapter 3

.1 Working Conditions
Quality of life at work
.2
The attention that companies operating in Logistics pay to their employees results in
the overall satisfaction of 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.

.3 As for individual countries, it appears that, with a score of 8.5, Chinese workers express
the greatest degree of satisfaction, followed by people employed in Brazil (7.7), Italy
(7.4), Poland (7.4), and Germany (7.1). A slightly lower degree of satisfaction is reported
in the United Kingdom (6.9).

.4 Source
Country comparisons: quality of life at work according
CLO-INTWIG,
International to Logistics employees (scale 1 to 10)
Survey

.5 CHN 8.5

BR 7.7

.6 IT 7.4
7.5
PL 7.4 Average

.7 DE 7.1

UK 6.9
 Labour market 27

When asked about the specific aspects that they in the industry (7.5) are also appreciated.
value the most, respondents say they are particularly It is worth noticing that the prestige of working
satisfied with their relationships with colleagues in the sector is the least chosen aspect, a clear
(8.0) and the degree of safety in the workplace (7.8). sign that workers are aware of – and perhaps
Relationships with superiors (7.7), quality of the influenced by – the public image of Logistics as
work place (7.6), and ease of finding employment an unappealing industry.

Source Aspects valued by Logistics employees (scale 1 to 10)

CLO-INTWIG,
International
Survey Relationships with colleagues 8.0
Job security 7.8
Relationship with managers/superiors 7.7
Quality of the workplace 7.6
Development of the sector 7.6
Ease of finding employment 7.5
Work-life balance 7.4
Flexibility in the management of work activity 7.4
Training and skills development 7.4
Benefit 7.3
Salary level 7.3
Opportunities for professional growth/Career 7.3
Prestige of working in this sector 7.2
28 Chapter 3

.1 Training
A successful policy to improve skills and abilities
.2
In Logistics, training is important both to improve the 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.
.3
Implementing in-house training is generally easier for big companies, which 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
.4 a high degree of social recognition for the sector and the cooperation between schools
and companies.

leaders
OP
.5 “In Germany, Logistics is recognised high social value.
There are several upper high school courses dedicated
to the logistics sector “ sp
eak up

.6
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 pointing out
that workers also deem training and learning to be fundamental for keeping their job
.7 and finding new ones.

Source The role of training and learning in order to stay up-to-date

CLO-INTWIG,
International
Survey

69% 24% 5% 2%

very important quite important not very important not at all important

Source
Country comparisons: training is considered very important
CLO-INTWIG,
International
Survey

CHN BR UK DE PL IT

88% 79% 66% 64% 60% 59%

 Labour market 29

The analysis of the answers provided 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 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 completely
up-to-date, while Germany, and Poland have 35%.

Source Are your skills in line/up-to-date with the Logistics market demands?
CLO-INTWIG,
International
Survey
Average 41 52 6 1

definitely yes probably yes probably not definitely not

CHN
54 44 2 0

BR
52 47 1 0

UK
45 45 10 0

DE
35 58 7 0

PL
35 57 8 0

IT
27 63 9 1

As 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 have team working abilities,
but also planning and organisational skills, as well as problem-solving and speed of execution.
30 Chapter 3

Source Most requested soft skills according to Logistics workers

CLO-INTWIG,
International 34%
32%
Survey
27% 26%
23%
21% 20%
19%
15% 15% 14%
13% 12% 12%
11% 10%
Team working/Collaboration

Planning and organisation

Problem Solving

Speed of execution

Communication

Flexibility

Decision-making

Leadership/Guidance

A scrupulous attitude

A result-oriented approach

Digital mindset

Openness to change

Emotional stability

Conflict management

Orientation toward innovation

Entrepreneurship/Initiative/
Proactivity/Dynamism

On the other hand, the most requested technical territorial level. To provide an example, China and
skills (hard skills) are knowledge of operational Germany include the knowledge of environmental
flows and processes, knowledge of warehouse regulations and environmental sustainability among
management systems, regulatory knowledge and the main hard skills, while in Poland the knowledge
planning, and scheduling techniques. of foreign languages is particularly significant.
It is interesting to note some differences at the

Source Most requested technical skills according to Logistics workers

CLO-INTWIG,
International
Knowledge of operational flows and processes 31%
Survey

Knowledge of warehouse management systems 31%

Regulatory knowledge of installation and freight transport 30%

Planning and scheduling techniques 24%

Knowledge of organisational techniques 23%

Use of IT tools for communication and management 21%

Ability to analyse processes 19%

Ability to strategically analyse and interpret data 18%

Knowledge of environmental regulations and sustainability 16%

Knowledge of foreign languages 15%

Definition and management of result indicators 15%

Project Management 15%

Knowledge of automation 14%

ICT skills 13%

Knowledge of lean management principles 13%

 Labour market 31

Gender Gap .1

Logistics’ evolution toward equality

.2
Analysing the composition of Logistic’s 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.
.3
Among the 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 .4
salaries are generally defined by collective 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.

OP
leaders .5
“Blue collar warehouse workers and drivers are still predominantly male.
sp Female presence is higher at white-collar and management level”
eak up
.6
Source Country comparisons: percentage of female workers
International
Labour

.7
Organization

DE PL IT UK BR CHN

24.7% 20.9% 20.4% 18.6% 9.1% /

Source Logistics workers’ gender

CLO-INTWIG,
International
Survey
20% Female
20% Women in Logistics
80% Male

Logistics workers’ highest academic qualification The sector’s demographic

distribution, with a larger number
16% Primary education of male employees, is reflected
53% Secondary education in the perception of interviewees,
who describe the average
31% Tertiary education
Logistics worker as a man,
around 36 years old, and with
Logistics workers’ average age 36 years old a low level of education.
32 Chapter 4

.1

Responsibility
and sustainability
.2

.3
Group “The sector shows a tendency to seek sustainable
Gi
solutions, not only from an economic point of view but
also from an environmental and social point of view. Many
companies, especially those addressing a B2C target, pay
sp particular attention to sustainability because of its impact
eaks u
p

on reputation. That’s why they demand their suppliers,

including Logistics operators, a conduct based on similar
criteria of sustainability.”
 Responsibility and sustainability 33

The key role Logistics plays in economies and societies calls for great responsibility. .1
In order to be sustainable, Logistics 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

.2
Logistics” is not limited to the environmental footprint but also involves the economic
and social sustainability of its activities.

Environment .3

Green solutions to reduce Logistics’

environmental impact

Logistics companies are showing a growing interest in environmental sustainability issues.

Although the most important criteria for clients selecting a Logistics supplier 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
innovative 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 solutions, while small Logistics companies
are not always confident about which solution to invest in.
34 Chapter 4

With 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-powered 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 allows

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 combine
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 business departments (e.g., marketing managers
for innovations in sustainable packaging) to implement environmentally sustainable
solutions.

Source
Ocse; CNT
Country comparisons: freight transport – modal split

PL
83% 12% 5%

IT
82% 13% 5%

UK
79% 12% 9%

DE
61% 25% 10% 4%

BR
61% 21% 14% 4%

CHN
41% 21% 34% 4%

Road Rail Inland waterways Other

 Responsibility and sustainability 35

Source
Contract Logistics
Green Logistics solutions
Observatory
“Gino Marchet”

LOGISTICS PROCESS

1 2

Network Design Transport

Warehouse localization review lNG/bioLNG fuels
Modal shift Electric powered transport
Route-to-market review Cargo-bike
Eco-driving
Increased truck mileage
Increased truck saturation
Reduction of empty runs
Review of the delivery schedule

3 4
Warehouse Packaging
Green building Pallettization optimisation
and yard management Replacing plastic with cardboard
Electric plants (HVAC) Primary packaging review
Lighting systems Secondary packaging review
Handling systems Inventory updating
Certificates Testing of alternative materials
Process review Circular economy projects
Measurement systems Reverse Logistics
36 Chapter 4

leaders
“Small transport companies “To implement sustainable OP
don’t have visibility and solutions, logistics managers
clarity on which solutions need to work with other sp
could reduce environmental business departments. eak up
impact. Even a small transport For example, the cooperation
company knows that diesel- with marketing managers
fueled transport will not last is necessary to introduce
forever, but it doesn’t know innovative environmentally
in which direction to invest” friendly packaging solutions”

“The cooperation between “Company sustainability

client company and logistics is increasingly considered by
services provider is key to financial funds in their long-
implement environmentally term investment decisions”
sustainable solutions”

“It is possible to effectively combine environmental sustainability

and economic savings by aiming 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”
 Responsibility and sustainability 37

Society .1

Enhancing the quality of work

and workers’ well-being .2

The 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 sustainability issues relate to low salaries, the physical effort required from .3
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 between 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 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 performing 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.

leaders
“Digitalization has enabled “The introduction of automatic OP
improvements of the transport conveyors, advanced forklifts
sector’s social sustainability. and – potentially, in the long sp
An example is the introduction run – exoskeletons can improve eak up
of the digital tachograph” warehouse ergonomics”
38 Chapter 4

.1 Economics
The trade-off between cost
.2 and environmental performance
When dealing with the implementation of solutions that could reduce environmental
impact, Logistics companies often face difficult choices. Among the factors that need
.3 to be taken into consideration, economic issues play a crucial role. Achieving
environmental sustainability without compromising economic performance 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 among 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 experienced
a sharp rise since the second half of 2021 in all European countries.

Source Monthly wholesale electricity prices in selected EU countries 2020-2022

Statista from
ember-climate.org 600.00

500.00

400.00

300.00

200.00

100.00
euros per
megawatt
-hour 0.00

20 r ‘20 20 20 20 20 21 r ‘21 21 21 21 21 22 r ‘22 22 22 22

n‘ a a y ‘ Jul ‘ p‘ o v‘ n‘ a a y ‘ Jul ‘ p‘ o v‘ n‘ a a y ‘ Jul ‘ p‘
Ja M M S e N J a M M S e N J a M M S e

Italy Greece Hungary Germany France Switzerland

Responsibility and sustainability 39
40 Chapter 5

.1

Gi Group
Holding’s
.2

conclusions
 Gi Group Holding’s conclusions 41

Gi Group Holding draws a brief concluding note showing its point of view on the future of .1
Logistics. In the past years, the sector has been able to face great changes with resilience
and 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.

.2

Towards the Future

What to expect from Logistics in the future

In the first two decades of the 2000s, we witnessed a profound transformation

of production, 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 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 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 innovation and changes, proving
once again its ability to play a fundamental and essential role in the improvement
of economic systems and in the functioning of any other production activity.
42 Chapter 5

What to expect for the Logistics labour

market in the future
During the pandemic, the logistics sector has At the same time, a sector that considers
gained unexpected attention from the media, operational flexibility as a key ingredient to
making clear also to the general public that the respond quickly to market fluctuations and make
industry plays a key role in the economy, the labour costs more efficient must also be able
production and distribution systems. to attract a workforce in the warehouse sector.
Interesting data emerge also from this point
After more than two years, Logistics still dominates of view, including the fact that one in two workers
the headlines of mainstream newspapers every declares to have access to parking, free coffee
time topics such as the increasing cost of fuel, and water, canteen facilities, but also some form
the global consequences of inflation, the ports’ of health insurance.
congestion or the bottlenecks in global supply Finally, in terms of salaries, the survey shows that
chains are addressed. there are no disadvantages for those who work
As a result of this media exposure, a large number in the sector, which is comparable with other
of non-experts have become aware of the fact similar tasks.
that Logistics – conceived as the effective and
coordinated handling of goods and people – In light of this paradigm shift, that led the market
has direct implications in anyone’s daily life. from being client-driven to becoming candidate-
driven, companies are well aware of the fact that
The study conducted by INTWIG and the Contract they need to increase attraction and, even before
Logistics Observatory shows interesting trends that, invest in retention policies.
related to the countries analysed, ranging from
the sector’s constant growth to the technological To retain workers, companies have no choice
transformation; from sustainable solutions to but to create working conditions as welcoming
a growing employment dynamic. as possible, promoting work environments based
The ongoing technological renewal generates on positive relationships, and on Total Rewards
interesting professional opportunities, requiring systems (salary, welfare policies, well-being and
skills and roles that are not traditional for the business ethics). Secondly, companies must find
industry. From the HR point of view, this means solutions to promote their employment offer,
that companies are able to attract skills in the using communication and marketing actions
Digital & Automation field in order to achieve expressly addressed to potential candidates.
this transformation.
In order for these factors to actually work,
These considerations lead to a key result of the companies need to accept the changed conditions
study. Despite the sector does not generally enjoy of labour market, equip themselves with modern,
a high level of attractiveness (with the exception advanced and engaging Employer Branding policies,
of China) the average level of satisfaction offer stimulating professional challenges and keep
of Logistics’ employees is higher than that the promises they make to their workers.
expressed by those employed in other sectors.
Yet, in a labour market characterized by a wide These are challenges that Logistics managers,
labour shortage, with a specific lack of workers above all HR and Operations, must feel as their
in roles that are key for the digital transformation own, updating methods and approaches to the
and the automation process, the low level management of organizations and workforce.
of attractiveness can become a limiting factor.
 Gi Group Holding’s conclusions 43

Michele Savani
Division Manager Logistics Gi Group Italy

“ 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 to
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 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 opportunities, and working conditions perceived as satisfactory.”

Chris Van Ooik

International Sales Director at Gi Group Holding

“ During COVID-19 the key role of Logistics became clear to everyone, highlighting
a fundamental point of the sector: it is continuously changing.
Logistics is renewing itself both regarding the technological solutions and the quality
of the 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 analysis highlights the capability
of the sector to sustain this process and to attract new resources. The high level
of satisfaction of actual Logistics workers and programs to improve new skills
and abilities are the main drivers to continue the transformation of this sector.”

Barbara Bruno
Global Head of Gi Group Staffing

“ We are aware of the misperception associated with the Logistics sector. We need
to 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 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 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.”
44 Chapter 5

.1 Who we are
.2 Founded in 1998 in Milan, Italy, Gi Group Holding is one of the world’s leading
providers of services for the evolution of the labour market. Through a global staffing
and recruitment business ecosystem formed by six individual, yet complementary brands
(Gi Group, Gi BPO, INTOO, Wyser, Grafton, Tack/TMI), the group offers a 360° suite
of offerings that generate relevant, impactful solutions. Gi Group Holding works
to promote a sustainable, streamlined and enjoyable global market for candidates
and companies, reflecting the ever-changing labour market 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 Staffing Industry Analysts).

Our 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
Vision
discourage or hinder workers from staying in, or entering the workforce.

To that end, our vision is to be recognised as a worldwide player, responsible for

creating a sustainable, streamlined and fulfilling global market for candidates and
companies, reflecting labour market needs.

Our Through our services, we contribute, as a key player and on a global level, to the
evolution of the labour market, emphasising the personal and social value of work.
Mission

Our Today we have a direct

presence in 29 nations
Global
across Europe, APAC
Presence and Americas.

+650
branches and offices

+6,700
employees
 Gi Group Holding’s conclusions 45

Our Brands

Temporary and Businesses Processing

Permanent Staffing Outsourcing

Middle and Senior

Professional
Managers Search
Staffing
& Selection

Career Transition Learning and

and Employability Development

Our Direct Presence

29 Argentina
Brazil
Hong Kong
Hungary
Serbia
Slovakia
countries Bulgaria India Spain
with direct China Ireland Switzerland
presence Colombia Italy The Netherlands
Croatia Lithuania Turkey
Czech Republic Montenegro Ukraine
Denmark Poland United Kingdom
France Portugal USA
Germany Romania
46 Infographics

Logistics...
at a glance
...is a sector of huge economic importance, worth

...experiencing continued
growth 9.9
trillion
US dollars
8.6 9
9,4
8,6
8 8,2

2018 2019 2020 2021* 2022* 2023* 2024*

forecasts*

...which represents a high percentage of GDP in each country

CHN
BR 10,8%
13.7% 17.8
PL 9,3% million
IT 7,7% employed
UK 7,7% people
DE 7,3%

...a strategic sector

leaders
OP “Recent events, from the “It is necessary to strengthen supply
pandemic to the blocking chain resilience, increase the ability
sp of container ships, made to predict complex event
eak up clear how key the role developments, and maintain a level
of Logistics is” of flexibility enabling to respond to
rapid scenario changes”

...perceived as a physically demanding sector, so unappealing

26%
9th

of respondents
are keen to work
Logistics is in ninth place among the sectors in Logistics
in which people would like to work
 Logistics... at a glance 47

... and, despite being a rewarding sector to work in

87%
employee satisfaction
in the logistics sector

Needs emerged

One of the major concerns that Logistics companies

are facing worldwide is labour shortage:

...lack of traditional workers

Logistics EU > 1,1 mln

75%
operators UK 180
shortage
DE 170
(thousand
PL 160
people)
FR 120 of warehouse operators in
ES 65 developed economies are having
IT 60 trouble attracting employees

...lack of specialised workers

Qualified Customer care experts

workers
“Today, there is high demand
required Data Analysts for a good work-life balance.
the most Logistics engineers Smart and remote working are
Cyber security experts requested especially by young
people. However, we often need
Automation technology experts
physically present employees”
New technologies experts

Solutions

To attract new resources and improve workers’ skills, logistics

comapenies are implementing several training policies
very important
quite important 24%
69%
not very important 5% of employed in the logistics sector
not at all important 2%
consider training very important
48

Appendix Salary Guide

ABS - ANNUAL BASE SALARY VARIABLE PAY
(EUR) (% ON ABS)

JOB 1 QUARTILE
st
MEDIAN 3 QUARTILE
rd
MEDIAN

Supply Chain Director 86,989 104,602 125,780 17.6%

Supply Chain Analyst 30,197 35,299 41,287 6.4%
Logistics Specialist 26,165 30,604 35,795 6.0%
Warehouse Clerk 23,369 27,333 31,970 5.2%
Logistics Planner 24,983 29,221 34,179 7.0%
Truck Driver 23,636 26,980 30,796 5.4%
IT Delivery Person 22,563 25,755 29,398 0.0%
Warehouse Manager 41,060 47,810 55,669 9.3%
Warehouse Coordinator 23,781 27,815 32,534 5.3%
Warehouse Operator 20,748 23,683 27,033 6.4%
Warehouse Technician 22,323 25,481 29,085 5.5%
Forklift Operator 21,506 24,548 28,021 4.8%

Supply Chain Director 85,380 106,517 178,990 19.2%

Supply Chain Analyst 41,321 50,301 65,39 6.7%
Logistics Specialist 36,246 42,865 54,235 10.4%
Warehouse Clerk 28,614 33,153 40,755 2.0%
Logistics Planner 40,571 47,979 60,705 4.9%
Truck Driver 39,504 46,785 59,252 3.3%
DE Delivery Person 30,501 35,638 44,340 3.1%
Warehouse Manager 54,715 65,880 84,824 6.0%
Warehouse Coordinator 37,741 45,083 57,600 3.2%
Warehouse Operator 28,655 33,387 41,415 1.7%
Warehouse Technician 51,150 61,409 78,839 2.4%
Forklift Operator 30,212 35,202 43,622 3.1%

Supply Chain Director 84,896 105,913 177,977 17.6%

Supply Chain Analyst 37,492 45,640 59,103 9.4%
Logistics Specialist 31,563 37,326 47,227 4.0%
Warehouse Clerk 26,694 30,928 38,021 7.9%
Logistics Planner 35,329 41,780 52,862 8.0%
UK Truck Driver 32,993 39,073 49,484 2.1%
Delivery Person 25,473 29,763 37,031 4.5%
Warehouse Manager 49,645 59,776 76,964 9.3%
Warehouse Coordinator 35,210 42,059 53,735 7.1%
Warehouse Operator 26,733 31,147 38,637 5.1%
Warehouse Technician 42,445 50,958 65,421 12.1%
Forklift Operator 26,558 30,944 38,346 4.5%
 Appendix Salary Guide 49

ABS - ANNUAL BASE SALARY VARIABLE PAY

(EUR) (% ON ABS)

JOB 1 QUARTILE
st
MEDIAN 3 QUARTILE
rd
MEDIAN

Supply Chain Director 31,341 39,094 65,715 25.2%

Supply Chain Analyst 16,149 19,656 25,463 10.6%
Logistics Specialist 13,489 15,949 20,186 8.9%
Warehouse Clerk 9,668 11,200 13,773 6.4%
Logistics Planner 15,098 17,852 22,595 14.6%
Truck Driver 13,052 15,455 19,580 6.0%
PL
Delivery Person 10,077 11,773 14,652 5.4%
Warehouse Manager 21,384 25,744 33,157 12.3%
Warehouse Coordinator 12,752 15,230 19,465 9.6%
Warehouse Operator 9,682 11,279 13,996 6.1%
Warehouse Technician 17,184 20,628 26,491 6.7%
Forklift Operator 10,827 12,613 15,635 4.0%

Supply Chain Director 46,783 58,140 98,565 24.9%

Supply Chain Analyst 20,000 24,250 31,691 14.3%
Logistics Specialist 12,107 14,260 18,208 12.4%
Warehouse Clerk 6,791 7,835 9,721 13.0%
Logistics Planner 13,552 15,961 20,380 13.3%
Truck Driver 9,350 11,029 14,096 6.0%
BR
Delivery Person 7,220 8,401 10,549 4.3%
Warehouse Manager 26,484 31,761 41,269 12.4%
Warehouse Coordinator 8,956 10,655 13,739 10.2%
Warehouse Operator 6,801 7,891 9,879 5.0%
Warehouse Technician 12,307 14,717 19,067 6.0%
Forklift Operator 8,413 9,763 12,210 7.7%

Supply Chain Director 99,454 123,420 209,920 21.9%

Supply Chain Analyst 25,401 30,754 40,328 13.4%
Logistics Specialist 19,569 23,014 29,486 10.5%
Warehouse Clerk 7,821 9,010 11,217 8.0%
Logistics Planner 21,904 25,760 33,004 11.4%
Truck Driver 13,896 16,365 20,988 14.2%
CHN Delivery Person 10,730 12,466 15,706 5.0%
Warehouse Manager 33,637 40,279 52,515 11.9%
Warehouse Coordinator 10,314 12,253 15,852 9.4%
Warehouse Operator 7,832 9,074 11,398 7.9%
Warehouse Technician 22,593 26,976 35,069 9.6%
Forklift Operator 13,552 15,701 19,704 6.7%
50
 Methodology 51

Methodology
This 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, 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 provide
a complete overview of the logistics sector;
Opinion leader interviews: 7-8 interviews with opinion leaders 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 the
6 countries surveyed.
Salary guide: in the 6 countries surveyed, market pay (base salary + 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 the lowest 75%
52

Notes
Notes
54

Data
Research
and
Analysis The 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 activities

The “Gino Marchet” Contract Logistics Observatory of

Politecnico di Milano was established in early 2011 as a
permanent table for critical analysis and discussion concerning
the role of innovator that the Contract Logistics ecosystem
can undertake to spread practices of excellence in Logistics
and supply chain management.

Data
Research
and
INTWIG is a Data Intelligence company that has been
Analysis
developing data management strategies since 2016. It offers
+ Graphic support to companies to understand the context they move
Design into, anticipate trends, optimise processes and make decisions
quickly. INTWIG’s method is customised, rigorous 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.
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More than
Work