Regarding the human side of the supply chain , Moyer predicts that labor shortages will become even more acute in 2025 . “ We ’ ve got a bigger skill gap when it comes to finding qualified personnel than we ’ ve ever seen ,” he says .
He singles out a cultural shift that means fewer people want to make their living in the labor pool that fuels the final mile . “ When you look at today ’ s workforce , there aren ’ t as many experienced people available ,” he says . “ There ’ s a shortage of supply chain education students coming out of school . On top of that , there aren ’ t as many people attending trade schools or interested in learning a trade . That skillset gap is creating a significant concern .”
He points to other changes in what younger people expect from work . “ There ’ s been an evolution in the expectations of those in the current workforce ,” he says . “ They are more interested in worklife balance than previous generations . Where the older workers were more concerned about building a sustainable future for their families and financial security , that ’ s shifted . That makes it tougher to get and keep good workers .”
Rising Customer Expectations
Customers throughout the supply chain want more for less every year , and Moyer doesn ’ t expect those demands to let up in 2025 . “ Everybody wants it quicker , cheaper . Next-day delivery is a reality . Amazon and COVID raised those expectations , and now we all must meet them .”
He pointed out that even Amazon is looking for ways to impact those consumer expectations by offering incentives for two- and three-day deliveries and putting lockers where consumers can pick up their deliveries . “ Amazon , like all of us in the industry , realizes the cost factor of being able to provide everything the next day . But that horse is out of the barn now . It ’ s hard to get it back in . Those in the last-mile need to understand that cost and how that impacts their long-term success , scalability and sustainability .”
Focus on Core Competencies
When planning for 2025 , Moyer urges companies to take a good hard look at what they do best and to get out of the verticals that may be outside of that . “ Focus on your core competencies . Don ’ t keep chasing those shiny objects ,” he urges . “ Know where you ’ ve had success in the past . The old saying is true : ‘ Big is not always better .’ I have worked with so many companies in the final-mile space that have met with a big customer who says , ‘ I need x , y and z .’ They end up jumping through hoops to make it happen . They get the new technology to meet those demands . Six months later , they look at that customer ’ s profitability , and because it ’ s outside their core competencies , the business never yields what they expected . “
Uncertainty Will Rule in 2025
Moyer concludes that the next 12 months ( and maybe even beyond ) will be all about uncertainty . “ You ’ ve got to plan accordingly ,” he cautions . “ You got to adjust your model . You ’ ve got to know what levers to pull and push and what relationships you can lean on to adapt as you go . Because uncertainty will rule the day , all you can do is build contingencies and position your company to be better than the competition . In 2025 , it won ’ t be about who delivers faster . It will be all about who can flex faster !” CLDA fall / winter 2024 I customized logistics & delivery Magazine 27