Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
With a roaring stock market, cheap gas, and solid job creation numbers, the U.S. economy has enough forward momentum to coast over the occasional rough spot—such as weak consumer spending during a snowbound February—a Bloomberg survey shows.
Likewise, the supply chain profession has seen vigorous job growth in the past year despite big league challenges like a West Coast port work slowdown and concerns about how to fund repairs to aging roads and bridges, according to the U.S. Bureau of Labor Statistics.
Now, DC Velocity readers are showing similar optimism with their enthusiastic response to the magazine's latest salary survey. Nearly 90 percent of respondents said they were satisfied with their jobs, citing the chance to solve problems and work with experienced colleagues. And 91 percent said they would recommend the logistics field to a young person entering the job market.
As for how these readers are compensated for their labors, respondents to our 2015 salary survey earned $112,850 on average, which represents a 5-percent drop from the $119,538 they reported last year. Likewise, the median, which is the midpoint in the list of all salaries reported, fell 8 percent to $94,000. That's a stumble from the $102,000 mark set in 2014 but still above the $90,000 median in our 2013 survey, and far above the meager $85,000 median pay reported during the fiscal crisis of 2009.
Despite the overall drop, well over two-thirds (68 percent) of the 294 qualified respondents said their annual compensation increased last year. In terms of size, those raises remained flat at just below 6 percent on average, slightly below the previous year's number. Meanwhile, about one-fourth (26 percent) said their salaries had stayed the same. Just 6 percent said they made less money in 2014 than they did the year before, although their sizeable cuts weighed down the overall average.
JOB PROSPECTS LOOK GOOD
Despite the slump in salaries, context shows there is plenty of good news in these numbers. Readers of this magazine earn fatter salaries than the national rate for jobs in the field, government figures show. With a median salary of $94,000, DCV readers earned far more than the $72,780 per year reported by the U.S. Bureau of Labor Statistics in 2012 (the most recent year for which statistics were available) for logisticians and supply chain analysts and coordinators.
Even better, our industry is brimming with new job opportunities for those in search of rewarding and challenging work. Logistics employers are forecast to expand their hiring by 22 percent over the coming decade—much faster than average for U.S. industry, the government says—adding an estimated 27,600 jobs to the 125,900 jobs existing in 2012.
PUTTING IN THE TIME
If you're fortunate enough to get hired for one of those spots, be prepared to sweat for your paycheck. DCV readers report that they are working harder than ever, with 38 percent saying their work hours have increased over the previous three years. Only 7 percent said their work hours had decreased, and 55 percent said their workweek had stayed the same.
As for how that translates to hours per week, only 22 percent said they worked 45 hours or less during the average week. Another 69 percent said they typically worked 46 to 60 hours a week, including time spent working outside the office. And a no-doubt-exhausted 9 percent said they're logging more than 60 hours a week in their jobs.
One possible reason for the long hours is that most of the respondents have more responsibilities than they did in the past. Sixty-four percent of the survey participants reported that the number of functions they manage has increased over the past three years. Another 32 percent said their responsibilities had stayed the same, and just 4 percent reported a decrease.
The more responsibilities on your plate, of course, the more people to manage. No surprise, then, that more than two-thirds (69 percent) of survey respondents said they have five or more direct reports, an increase of five percentage points over last year.
Another reason why logistics professionals may be so devoted to their work is that on average, 15 percent of their compensation is based on performance. Although 42 percent of you reported no performance tie-in to your paychecks, a full 16 percent said performance incentives accounted for between 21 and 50 percent of their compensation.
Which titles pay the most on average? Corporate officers were at the top of the salary ladder. The average salary for C-level respondents was $243,913—slightly higher than the average salary of presidents, who at $222,533 were better paid than vice presidents ($193,913) and directors ($128,144).
From there, it's a big drop to the next levels. Managers made some $41,000 less than directors, and supervisors earned about $16,000 less than managers. Exhibit 1 shows the average salary for each title.
EXPERIENCE, EDUCATION COUNT
Job titles may carry the most weight, but many other factors influence how much an individual logistics or supply chain professional makes. The region where you work, which industry you work in, your level of education, and how long you've been in the business will typically play a big role in determining your salary.
Let's start with education. Did your parents advise you to go to college so you'd make more money? They knew what they were talking about. Exhibit 2 illustrates the strong correlation between earnings and education. The average salary for respondents with only a high school diploma was $81,057. It was a big step up from there to a bachelor's degree—the highest level of education for nearly half the survey respondents. The average salary for survey participants who had earned a bachelor's degree was $125,221.
Experience in the field also influences earnings, as shown in Exhibit 3. The median—or mid-point—salary of newcomers to the profession (those with five or fewer years of experience in logistics) was $76,000, and for those with six to 10 years' experience, $66,500. Those figures jumped by at least $15,000 for the more experienced logistics professionals in our survey—respondents with 11 to 15 years' experience earned a median $91,500 and those with 16 to 20 years, $88,500. The most seasoned workers of all earned quite a premium for their experience, reporting a median salary of $95,000 (for those with 21 to 25 years under their belts) and $111,000 (for those with more than 25 years).
The industry you work in can also have a tremendous impact on your salary, as Exhibit 4 shows. The highest-paying industries included transportation equipment ($243,320), chemicals and allied products ($168,556), and apparel and footwear ($156,125). On the opposite end of the scale were automotive ($87,968), paper and allied products ($80,625), and contract warehousing ($77,129).
There have always been significant differences in pay scales across the various geographic regions, and that continues to be true, as Exhibit 5 makes clear. The highest average pay, $122,636, was in New England. Close behind were the South ($119,958), the Middle Atlantic ($118,788), and the West ($117,902). The laggard on the list was the Southeast, which came in below $100,000 with an average salary of just $96,103.
AGE HAS ITS REWARDS
An array of other factors can have an influence on salaries. Our survey found that a respondent's age and gender, and the size of the company he or she works for can also make a difference.
Take age, for example. It's logical that salaries would increase with age, and that's exactly what the survey results showed. Younger folks—those in the 26 to 35 age range—earned a respectable $64,900 on average. Respondents aged 36 to 45 did much better, at $109,095, and the next bracket did better still, with readers aged 46 to 55 making another $5,000-plus a year more. Stick with this profession for the long haul and you will be rewarded; the elder statesmen (and women) aged 56 and over pulled down $124,499 on average.
For as long as logistics industry salary surveys have been around, women have lagged behind men in terms of compensation, and this year was no different. Female respondents earned an average of $86,955, while the average man who filled out our survey earned $117,550—a difference of more than $30,000, or 26 percent. Frustrating as that is for the hardworking women of the logistics profession, at least it marked an improvement over last year's survey results, when women's salaries fell 32 percent short of men's pay.
The difference can be attributed in large part to a lack of seniority and experience on the women's part. The women and men in our survey this year had similar education profiles—for both genders, about one-third had a high school education only, while slightly more men held bachelor's degrees (49 percent to 45 percent) and slightly more women had master's degrees (20 percent to 18 percent).
Some differences emerged from the numbers when we looked at titles, however. Although the percentages of women and men working as supervisors, managers, directors, and presidents were roughly equivalent, there was only one woman with a vice president's title, compared with 29 men.
There was also a difference in experience, as women were disproportionately represented among the cohort with fewer than 15 years' experience—women made up 21 percent of this group although they accounted for just 15 percent of the total respondent base. Likewise, they were underrepresented among the logistics professionals with 16 and more years on the job, making up just 12 percent of this group.
The size of your company may also make a difference in your salary. As you might expect, small businesses—those with fewer than 100 employees—pay the least, with an average salary of $82,799. Working for a larger company will get you a larger salary—with average paychecks coming in at least $23,000 higher for respondents working for companies with between 100 and 1,000 people on the payroll. The best checks came from the biggest corporations, with companies employing more than 5,000 people paying an average salary of $123,319.
UPWARD BOUND
As anyone who's ever undergone a salary review well knows, there are factors beyond those listed above that might influence a person's compensation—considerations like job performance, departmental budget, internal politics, and perks and benefits.
But it's also clear that salaries reflect overall economic conditions. As orders and shipping volumes continue to climb, e-commerce expands, and more manufacturing returns to North America, demand for capable, knowledgeable logistics and supply chain talent will continue to grow. And that means the size of their paychecks is likely to trend upward for some time to come.
What makes you happy... or not?
As part of our annual salary survey, we asked respondents how they feel about their profession: Are they satisfied with their choice? Would they recommend it to others? What do they like most about their jobs? What do they like least? Here's a quick look at what they had to say.
Supply chain jobs are among the best available, thanks to new challenges every day, teams of skilled coworkers, and average salaries parked solidly in the six-figure range, readers say.
Asked what they liked most about the logistics profession, respondents cited its variety of responsibilities and projects, and its fast pace. "Challenging yet rewarding, and [I enjoy] getting to lead teams and shape careers," one respondent said. Another person wrote that he or she enjoyed "Putting pieces together to look at the big picture and solve complex problems." And a third person loved the social aspect of work, saying, "Meeting a diverse demographic across the industry makes the job a lot of fun."
Complaints about the work include some themes that would be familiar to any office worker: administrative work and documentation, terminating people, corporate politics, unreasonable customers, and lack of commitment from leadership.
So, what would make survey-takers happier in their work, besides a pay raise? Respondents said they wanted more professional development opportunities, a better balance of work and family life, better IT tools such as computers and phone systems, and more independence. "Provide me with direct control over the areas for which I am accountable," one person pleaded.
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."