by Elizabeth Hines | Sep 8, 2026 | Blog, Content Marketing, Marketing, Strategy
Editor’s note: This post was originally published in October 2015 and has been updated for 2026 with new research and guidance for supply chain, logistics, and manufacturing companies.
A procurement manager needs a new LTL partner before peak season. She fills out quote forms on four carrier websites before lunch. One company calls her back in 10 minutes with a few smart questions. Another emails the next morning. The other two get back to her two days later. By then, she’s already set up a call with the first one.
That’s how most B2B deals are won or lost now. Not on price, not on capabilities, but on who shows up first when the buyer is ready to talk.
Here, we walk you through what the research says about lead response time, why it matters even more for supply chain companies, and how to set up your sales and marketing systems so you’re the one who calls first.
Quick answer: how fast should you respond to a B2B lead?
As fast as possible, ideally within minutes and no later than an hour. Research published in Harvard Business Review found that companies that contacted a lead within an hour were nearly seven times as likely to qualify it as companies that waited even an hour longer. Every hour you wait, your odds drop and a competitor’s odds go up.
What the research says about lead response time
The most cited research on this topic is still some of the best.
- Most companies are slow. In a study published in Harvard Business Review, researchers audited 2,241 U.S. companies by submitting web leads. Only 37% responded within an hour, 24% took more than 24 hours, and 23% never responded at all. Among companies that responded within 30 days, the average response time was 42 hours.
- Speed drives qualification. The same research found that firms contacting leads within an hour were nearly 7 times as likely to qualify them as firms that waited an hour longer, and more than 60 times as likely as companies that waited 24 hours or more.
- Minutes matter. An earlier MIT and InsideSales study of more than 15,000 leads found that the odds of contacting a lead were 100 times greater when the call came within 5 minutes rather than 30, and the odds of qualifying the lead were 21 times greater.
Have things improved? Not much. A 2024 RevenueHero test submitted demo requests to 1,000 B2B companies. 635 never replied, and the ones that did took an average of more than 29 hours.
That’s bad news for buyers and good news for you. If most of your competitors are slow, a fast response is one of the easiest ways to stand out.
Why speed matters even more in supply chain
Supply chain buyers often reach out when they have a real, time-sensitive need: a carrier just fell through, a new product is launching, a warehouse lease is ending, or a production line needs a new supplier. They’re not browsing. They’re solving a problem, and they’ll go with whoever helps them solve it first.
Buyers are also doing more of their research on their own before they ever talk to a rep. A 2025 Gartner survey found that 61% of B2B buyers prefer a rep-free buying experience overall. But when it comes to deciding whether a solution actually fits their needs, buyers still want input from sellers. When a buyer finally raises their hand with a quote request or RFQ, they’re usually far along in their process. That’s the moment that counts.
Why sales teams respond slowly
The HBR researchers found that slow responses usually come from process problems, not lazy salespeople. The same issues still show up today:
- Leads get checked in batches. Someone reviews the CRM once a day instead of getting an alert the moment a lead comes in.
- Routing rules slow things down. Leads get assigned by territory or “fairness” and sit in the queue until the right rep is available.
- Reps are focused on their own pipeline. Inbound leads feel less urgent than the deals they’re already working.
- No one owns after-hours leads. A quote request that comes in at 6 p.m. on Friday sits until Monday.
- Forms go to a general inbox. Leads land in an info@ address that no one monitors closely.
How to respond to leads faster
The fix is usually a mix of process and automation. Here’s where to start:
- Send instant alerts. Push new lead notifications to reps by email, text, or Slack the moment a form is submitted.
- Route leads automatically. Use round-robin or rules-based routing in your CRM so every lead has an owner right away. In HubSpot, workflows and lead rotation make this simple.
- Let buyers book time themselves. Add a meeting scheduler to your thank-you page so high-intent buyers can book a call immediately.
- Send a useful auto-reply. Confirm you got the request, tell buyers when they’ll hear from you, and give them a direct phone number.
- Use chat on high-intent pages. Live chat or a chatbot on quote and contact pages can answer basic questions and capture details right away.
- Cover after-hours leads. Decide who responds to evening and weekend leads, or set expectations clearly in your auto-reply.
- Measure response time. Track average time to first contact by rep and by lead source, and make it part of your sales team’s regular review.
- Make your forms work harder. Ask for the details your team needs to respond well, like mode, lanes, volume, or timeline, without making the form so long that buyers give up.
Lead response checklist for supply chain companies
| Area |
What good looks like |
| Alerts |
Reps are notified within seconds of every new lead |
| Routing |
Every lead is automatically assigned to an owner |
| Response goal |
First contact within minutes, and never more than an hour during business hours |
| Scheduling |
Buyers can book a call directly from the form or thank-you page |
| After hours |
A clear plan for evening and weekend leads |
| Follow-up |
Multiple attempts across phone and email before a lead is closed out |
| Reporting |
Response time tracked by rep and lead source |
Questions we’ve gotten about lead response time
Q: What is a good lead response time for B2B companies?
A: Aim for minutes, not hours. Responding within five minutes is ideal, and within an hour should be the minimum during business hours. Most companies are much slower, so even an hour can put you ahead of competitors.
Q: Does an automated email count as a response?
A: It helps, but it isn’t enough on its own. An automated confirmation reassures the buyer, but a real person reaching out quickly is what moves the deal forward.
Q: How many times should sales follow up with a new lead?
A: More than most teams do. Many leads aren’t reached on the first attempt, so plan for several attempts across phone and email over the first week before closing a lead out.
Q: How can marketing help improve lead response time?
A: Marketing can set up instant alerts, lead routing, meeting schedulers, chat, and reporting in your CRM. Marketing and sales should also agree on what counts as a qualified lead and how fast each type of lead should get a response.
Want to turn more leads into customers?
Fronetics works exclusively with supply chain, logistics, and manufacturing companies, and we help clients connect marketing and sales in HubSpot so no lead goes cold. Get in touch and we’ll help you find where leads are slipping through the cracks.
by Jennifer Hart Yim | Sep 2, 2026 | Blog, Logistics, Marketing, Strategy
Every logistics leader eventually asks the same question: “How much should we be spending on marketing?” Usually it comes right after a big customer leaves, a competitor shows up everywhere, or the sales team says the pipeline is thin.
There’s no single right number, but there is a smart way to figure out yours. Here, we walk you through how logistics companies set marketing budgets, how to split that budget across channels, and what you can realistically expect at different spending levels.
Quick answer: how much should a logistics company spend on marketing?
Most companies spend more on marketing than logistics leaders expect. In the Gartner 2026 CMO Spend Survey, marketing budgets averaged 7.8% of company revenue. That survey leans toward companies with more than $1 billion in revenue, so many mid-sized 3PLs, brokers, and carriers spend less. In our experience, 2-5% of revenue is a common range for logistics companies maintaining their position, with more needed to push into new markets, launch a new service, or grow quickly. The right number depends on your growth goals, average contract value, sales cycle, and how much of your pipeline you expect marketing to generate.
Why logistics marketing budgets are different
Logistics isn’t consumer retail. A few things make budgeting different for 3PLs, freight brokers, and carriers:
- High contract values. A single new warehousing or dedicated freight account can be worth hundreds of thousands of dollars a year. One win can cover a year of marketing.
- Long sales cycles. Buyers research, compare, and get internal approval before signing. Marketing needs time to pay off.
- Small, specific audiences. You’re not trying to reach everyone. You’re trying to reach the right VP of supply chain, logistics manager, or procurement lead.
- Sales-led cultures. Many logistics companies grew through relationships and referrals, so marketing is often underfunded compared to sales.
That last point is why many logistics companies spend too little. Referrals are great until they aren’t predictable.
Start with your growth goal, not a percentage
Percentage-of-revenue benchmarks are a useful sanity check, but the better approach is to work backward from what you want marketing to deliver.
Here’s a simple way to do it:
- Set a revenue goal for new business this year.
- Divide by your average annual contract value to see how many new customers you need.
- Use your close rate to figure out how many qualified opportunities sales needs.
- Decide what share of those opportunities should come from marketing versus referrals and outbound.
- Estimate your cost per qualified lead by channel, based on past data or industry experience.
For example: if you need 10 new accounts, close 25% of qualified opportunities, and expect marketing to source half of them, marketing needs to generate about 20 qualified opportunities. Now you can budget for what it takes to produce those 20, instead of picking a number out of the air.
How to split your budget across channels
Most logistics companies get the best results from a mix of short-term and long-term channels. A balanced budget typically includes:
- SEO and content: Builds long-term pipeline that compounds over time. Our guide to SEO for logistics companies explains why it pays off.
- Paid search (Google Ads): Puts you in front of shippers actively searching for your services right now. See our breakdown of PPC for logistics companies.
- LinkedIn ads and organic LinkedIn: Reaches decision-makers by job title, company size, and industry.
- Website: Your site is where every other channel sends people. If it’s slow, outdated, or vague, everything else underperforms.
- Marketing automation and CRM: Tools like HubSpot help you nurture long sales cycles and show sales which leads are ready.
- Trade shows and events: Still valuable in logistics, especially when paired with pre-show and post-show campaigns.
- AI search optimization: Increasingly important as buyers ask ChatGPT and Google AI for vendor recommendations. Here’s how logistics companies get recommended by AI search.
A useful starting point is to put most of your budget into the channels closest to revenue (paid search, SEO, and your website), then layer in LinkedIn, content, and events as your foundation gets stronger.
What to expect at different budget levels
Every company is different, but here’s a general picture of what each budget level can support.
| Monthly budget |
Best for |
What it typically covers |
Getting started
Roughly under $5,000/month |
Smaller 3PLs, regional carriers, and brokers building a foundation |
A solid website, focused SEO on core services and locations, and possibly a tightly targeted Google Ads campaign |
Building momentum
Roughly $5,000 to $15,000/month |
Growing companies ready to run several channels at once |
Ongoing SEO and content, Google Ads, LinkedIn campaigns, and HubSpot nurture programs, with reporting tied to pipeline |
Scaling
Roughly $15,000+/month |
Companies pursuing aggressive growth or multiple markets and service lines |
Larger paid media budgets, a steady content engine, and often an in-house marketing lead paired with an agency team |
These numbers include agency or staff costs plus media spend. Paid media budgets vary widely based on how competitive your keywords and markets are.
In-house team vs. agency: how budget changes the math
Building a full in-house team means hiring for SEO, paid media, content, design, web development, and marketing automation. Few logistics companies can justify all of those salaries.
An agency gives you access to that full team for a monthly retainer. Many logistics companies land on a hybrid model: one in-house marketing lead who knows the business, plus an agency partner who handles execution. If you’re weighing partners, our guide on how to choose a supply chain marketing agency covers the questions to ask.
How to know if your budget is working
Spend is only half the equation. Track these to see whether your marketing budget is paying off:
- Cost per qualified lead by channel
- Number of quote requests and RFQs from marketing
- Pipeline value sourced or influenced by marketing
- Customer acquisition cost compared to average contract value
- Close rate on marketing-sourced leads
If you can’t connect marketing to pipeline in your CRM, fix that first. It’s the only way to know where your next dollar should go.
Common marketing budget mistakes logistics companies make
- Setting a budget based on what’s left over, not on growth goals
- Spreading a small budget across too many channels
- Cutting SEO after three months, right before it starts working
- Running ads to an outdated website
- Spending heavily on trade shows with no follow-up plan
- Measuring success by traffic instead of pipeline
Questions we’ve gotten from logistics companies about marketing budgets
Q: Should we increase marketing spend during a freight downturn?
A: Often, yes. When competitors pull back, it’s cheaper and easier to get attention. Companies that keep marketing during slow markets are usually better positioned when volume returns.
Q: How long before we see a return on our marketing budget?
A: Paid search can generate leads within weeks. SEO and content typically take 3-6 months to build momentum, then keep paying off. Plan your budget around a 6-12 month view, not a single quarter.
Q: What should we cut first if budget gets tight?
A: Cut the channels you can’t tie to pipeline. Protect the ones producing qualified leads, and keep your SEO foundation in place, since restarting it costs more than maintaining it.
Q: Does a freight broker need a different budget than a 3PL?
A: The approach is the same, but the mix often differs. Brokers tend to lean more on paid search and LinkedIn for specific lanes and industries, while asset-based 3PLs often invest more in local SEO and facility-specific pages.
Need help building your logistics marketing budget?
Fronetics has worked exclusively with supply chain, logistics, and manufacturing companies since 2011. We can help you figure out what to spend, where to spend it, and how to measure it. Learn more about our logistics marketing agency or get in touch and we’ll build a plan around your growth goals.
by Elizabeth Hines | Aug 12, 2026 | Blog, Content Marketing, Marketing, Social Media, Strategy
Editor’s note: This post was originally published in July 2016 and has been updated for 2026 with new research on how B2B buyers use social media, peer reviews, and AI to research vendors.
When we first wrote this post, the big news was that B2B buyers had started using social media to research vendors. That’s no longer news. Today’s buyers move between LinkedIn, YouTube, peer reviews, industry communities, and AI tools like ChatGPT before they ever talk to a salesperson. And by the time they do reach out, most have already decided who they like.
Here, we walk you through what the latest research says about how B2B buyers research vendors, which channels matter most, and what supply chain, logistics, and manufacturing companies should do about it.
Quick answer: do B2B buyers use social media to research vendors?
Yes. Social media is one of several channels B2B buyers use to research vendors, alongside peer reviews, word of mouth, and increasingly AI tools. LinkedIn’s research found that nearly two-thirds of B2B buyers say social video helps shape their buying decisions. Buyers also do most of their research on their own, so your social presence is often how they first judge whether you’re credible.
Buyers do most of their research before they talk to you
The biggest shift in B2B buying is how much happens without you. In the 6sense 2025 B2B Buyer Experience Report, which surveyed nearly 4,000 buyers:
- Buyers made first contact with sellers about 61% of the way through their buying journey.
- Buyers, not sellers, initiated 79% of engagements.
- 94% of buyers had already ranked their shortlist by preference before engaging sellers.
- The vendor that won the selection phase went on to win the deal 77% of the time.
In other words, buyers are forming opinions about your company long before your sales team gets a chance to make its case. Social media, your website, reviews, and AI answers are doing that selling for you, whether you’re managing them or not.
How B2B buyers use social media today
LinkedIn is still the center of B2B social
For supply chain companies, LinkedIn is where buyers, partners, and future employees are most likely to see you. Buyers use it to check out your company page, see what your leaders are posting, find out who they know at your company, and get a feel for your expertise. A quiet or outdated LinkedIn presence sends a signal, and it’s not a good one.
Video is shaping buying decisions
Video has become one of the most influential formats in B2B. According to the LinkedIn B2B Institute, nearly two-thirds of B2B buyers say social video helps shape their buying decisions. The same research found that vendors known across the whole buying group from the start are 20 times more likely to be bought than those known only through an expert recommendation.
For supply chain companies, video is a natural fit: facility tours, equipment demos, customer stories, and short explainers from your own experts all help buyers see what working with you would actually be like.
Peers and reviews still carry weight
B2B buyers trust other buyers. TrustRadius’s 2026 B2B Buying Disconnect report found that most buyers consult customer reviews during their purchase journey and more than half speak with a peer along the way. Industry groups, LinkedIn conversations, and word of mouth from people buyers already trust remain some of the strongest influences on a shortlist.
AI is now part of the research process, too
The newest research channel is AI. Forrester reports that 94% of business buyers now use AI in their buying process. And in G2’s 2026 research, 51% of B2B software buyers said they start their research with an AI chatbot more often than with Google, up from 29% a year earlier.
That matters for social media, too. AI tools pull from what’s published about you across the web, including your LinkedIn presence, reviews, and mentions in industry publications. A consistent, active presence makes it easier for AI tools to understand and recommend your company. Here’s more on how logistics companies get recommended by ChatGPT and AI search.
What buyers expect when they find you
Whether a buyer finds you on LinkedIn, through a peer, or in an AI answer, they’re looking for the same things:
- Proof you understand their world. Content that speaks to their specific industry, challenges, and terminology.
- Real expertise. Insight from people at your company, not just promotional posts.
- Evidence. Case studies, customer stories, and specifics that back up your claims.
- Consistency. The same story on your website, LinkedIn, review sites, and sales conversations.
- A fast response. When they finally reach out, they expect to hear back quickly. Here’s why lead response time matters so much.
How supply chain companies can show up where buyers research
- Keep your LinkedIn company page current. Update your description, services, locations, and featured content so it matches your website.
- Get your experts posting. Posts from real people at your company often reach more buyers than company page posts. Your team members can be some of your best brand ambassadors.
- Invest in short video. Facility walkthroughs, project highlights, and quick tips from your team give buyers a reason to stop scrolling.
- Ask happy customers for reviews and referrals. Make it easy for satisfied customers to vouch for you on Google, LinkedIn, and industry directories.
- Show up in industry conversations. Comment on trade publication posts, participate in association groups, and share takeaways from trade shows.
- Connect social to your pipeline. Track how social and AI referrals turn into website visits, leads, and opportunities in your CRM.
Questions we’ve gotten about B2B buyers and social media
Q: Which social media platform is best for B2B supply chain companies?
A: For most supply chain, logistics, and manufacturing companies, LinkedIn is the top priority because that’s where buyers, partners, and candidates spend time professionally. YouTube is a strong second for video content like facility tours and demos.
Q: Do B2B buyers really make decisions based on social media?
A: Social media rarely closes a deal on its own, but it shapes which vendors make the shortlist. Since buyers do most of their research before contacting sellers, your social presence often forms their first impression of your company.
Q: Should our employees post on LinkedIn or just the company page?
A: Both. The company page is your official presence, but posts from real people, especially leaders and subject matter experts, tend to earn more engagement and trust.
Q: How does social media affect AI search?
A: AI tools draw on information published across the web, including professional profiles, reviews, and industry mentions. A consistent, active presence helps AI tools understand what your company does and makes it more likely you’ll be recommended.
Want to reach more buyers where they research?
Fronetics works exclusively with supply chain, logistics, and manufacturing companies, and we help clients build a presence on LinkedIn, in search, and in AI answers that turns researchers into buyers. Get in touch to talk about where your buyers are finding you.
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by Elizabeth Hines | Aug 5, 2024 | Blog
Nearly ubiquitous in every day business conversation, artificial intelligence (AI) now touches virtually every market sector. However, its impact on supply chain management has been particularly interesting to watch.
AI isn’t just changing supply chain management; it’s revolutionizing it. Nearly three-quarters of supply chain companies reported using AI in some form in a 2024 McKinsey survey. From improved forecasting and optimization to enhanced risk management and sustainability, AI is helping businesses create more efficient, resilient, and responsive supply chains.
The AI Revolution in Supply Chain Management
Artificial intelligence isn’t just a buzzword in supply chain management; it’s a game-changer. It’s reshaping how businesses manage their supply chains. What is AI doing to transform supply chain management?
1. Unparalleled Demand Forecasting
One of the most significant advantages AI brings to supply chain management is its ability to predict demand with unprecedented accuracy. By analyzing vast amounts of historical data, market trends, and external factors, AI algorithms can forecast demand patterns more precisely than ever before. This enhanced forecasting ability helps companies:
- Optimize inventory levels
- Reduce waste
- Improve customer satisfaction by ensuring product availability
2. Intelligent Inventory Management
AI doesn’t stop at predicting demand; it also revolutionizes inventory management. Machine learning algorithms can:
- Continuously adjust inventory levels based on real-time data
- Optimize stock levels across multiple locations
- Reduce carrying costs while minimizing stockouts
This level of intelligent inventory management leads to significant cost savings and improved efficiency.
3. Predictive Maintenance: Reducing Downtime
In supply chain operations, equipment downtime can be costly. AI-powered predictive maintenance is changing this landscape by:
- Analyzing sensor data to predict when equipment is likely to fail
- Scheduling maintenance before breakdowns occur
- Extending asset lifespans through timely interventions
The result? Reduced downtime, lower maintenance costs, and improved operational reliability.
4. Route Optimization: Enhancing Logistics Efficiency
For businesses involved in transportation and logistics, AI offers powerful route optimization capabilities. AI algorithms can:
- Calculate the most efficient routes in real-time
- Factor in variables like traffic, weather, and fuel costs
- Reduce transportation costs and improve delivery times
This not only saves money but also enhances customer satisfaction through faster and more reliable deliveries.
5. Automated Warehousing: The Future of Fulfillment
AI is transforming warehouse operations through automation. AI-powered robots and systems can:
- Streamline picking and packing processes
- Improve order fulfillment speed and accuracy
- Reduce labor costs and human error
These advancements are particularly crucial in the era of e-commerce and same-day delivery expectations.
6. Proactive Risk Management
Supply chain disruptions can have severe consequences. AI helps businesses stay ahead of potential issues by:
- Analyzing various data sources to identify potential risks
- Providing early warnings about supplier issues, geopolitical events, or natural disasters
- Enabling proactive risk mitigation strategies
This proactive approach enhances supply chain resilience and business continuity.
7. Dynamic Pricing Strategies
AI algorithms can adjust pricing in real-time based on various factors, including:
- Current demand and supply levels
- Competitor pricing
- Market conditions
This dynamic pricing capability helps businesses maximize revenue and maintain competitiveness in volatile markets.
8. Enhanced Quality Control
Quality issues can be costly and damaging to a brand’s reputation. AI, particularly computer vision and machine learning, can:
- Detect product defects more quickly and accurately than human inspectors
- Identify patterns that may lead to quality issues
- Improve overall product quality and reduce recalls
9. End-to-End Supply Chain Visibility
One of the most valuable contributions of AI to supply chain management is its ability to provide comprehensive visibility. AI can:
- Integrate data from various sources across the supply chain
- Provide real-time insights into every aspect of operations
- Enable better-informed decision-making at all levels
This end-to-end visibility is crucial for identifying inefficiencies and optimizing the entire supply chain.
10. Driving Sustainability in Supply Chains
As businesses focus more on sustainability, AI is playing a crucial role. It can:
- Optimize operations to reduce waste and energy consumption
- Identify opportunities for more sustainable practices
- Help businesses meet their environmental goals while maintaining efficiency
The Future of AI in Supply Chain Management
The potential of AI in supply chain management is vast and still largely untapped. As AI technologies continue to evolve, we can expect even more innovative applications that will further transform the industry. The COVID-19 pandemic highlighted the need for more agile and robust supply chains, accelerating interest in AI solutions. Businesses that embrace AI in their supply chain operations are likely to gain a significant competitive advantage in the years to come.
In fact, as we move forward, the integration of AI in supply chain management will likely become not just an advantage, but a necessity for businesses looking to thrive in an increasingly complex and competitive global marketplace.
by Jennifer Hart Yim | Aug 28, 2020 | Blog, Logistics, Talent
Digital supply chain management requires a whole new set of skills. From an omnichannel mindset to enterprise IT use, here’s what defines success of logistics leaders.
Editor’s note: This is the final guest post in a three-part series by Kate Began of Polycase.
It took some time for the tech revolution to hit the logistics industry, but now that it’s here, everything is changing rapidly. Suddenly, it’s all about omnichannel commerce, digital transparency, and advanced analytics (among many other trends). And as the world of logistics changes, the leaders of the logistics industry will have to develop new skills with which to navigate it.
What skills will the logistics leaders of tomorrow (and today) need to effectively manage the new realities of the supply chain? These seven areas will define the success of a business’s digital supply chain operations and separate the organizations that can fuel their success with technology from the ones who must struggle to adapt to it.
To manage the digital supply chain, here are 7 skills logistics leaders need
1. Ability to adapt
Twenty-first-century logistics will require its leaders and managers to constantly learn how to use new tools and react to changing market conditions. The new logistics professional has to keep a steady hand at the tiller during times of big change and use solid data analysis to find the right path forward, even when market conditions aren’t perfectly clear.
Flexibility will be incredibly important in implementing the most cutting-edge logistics technologies such as logistics blockchain, automation, and IoT. But it’s also critical to the daily operations of logistics when it comes to filling in transportation gaps and devising on-the-spot solutions to problems. The logistician who can harness the new digital tools for these ends will be formidable indeed.
2. Proactive curiosity
Adaptation is easier when a business pursues the right new tech, rather than waiting for it to come to them. Good logistics management will also increasingly require a commitment to proactively keeping up with technological and industry trends.
The 21st-century logistician has to be well-versed in everything from industry white papers to what’s trending among logistics professionals on LinkedIn. They need to be able to spot key trends and prepare for them so that businesses can stay ahead of the curve and not get blindsided by major changes.
3. Strategic thinking
Thinking two steps ahead can be tough when the business environment is changing so rapidly, but that’s what the new millennium logistics professional has to do. They have to take the long view and keep a business’s core principles at heart when creating plans for the future.
The need for strategic thinking also means tempering enthusiasm for new tech with good judgment and analytical rigor. Unwise investment in unproven or poorly-implemented technologies can be just as disastrous for a supply chain as lagging behind in tech, so as always, there’s no substitute for clear-eyed analysis and solid planning.
4. Enterprise IT use and procurement
Enterprise IT is an increasingly critical skill set for logistics professionals. Almost all logistics companies now use enterprise IT software, such as ERP suites, to manage their supply chains, and digital logistics professionals must often make decisions about procurement and implementation of these sophisticated software products.
Knowing how to get all of these disparate technologies to work together can be an even more difficult and necessary skill. Cross-platform performance can require knowledge of APIs and other tools that have been foreign to the logistics industry until now. Much of today’s logistics software is also cloud-based, so it’s also useful to know the basic principles of SaaS architecture and cloud workflows.
5. Project management
Today’s logistics professional often has to assume leadership roles on major projects. In order to be an effective leader, they must be skilled at tasks such as:
● Identifying the strengths and weaknesses of team members and delegating tasks to them effectively
● Working with upper management to structure project calendars and deadlines
● Estimating costs and planning for the budgeting and deployment of resources
● Identifying key technological tools for driving project success
● Creating transparency at all levels of the project by deploying appropriate digital tools such as IoT sensors and shipment tracking
Twenty-first century logistics concentrates more operational and computing power in every employee’s hand than ever before—but that power only produces results when employees are managed properly by a competent project manager.
6. People skills
Speaking of managing people, logistics professionals must also remember that not everything in the digital supply chain is run by circuits in a plastic enclosure. On the contrary, old-fashioned people skills are as necessary in the logistics industry as they’ve ever been—perhaps even more so.
Supply chains now have more stakeholders than ever, and effective management requires communicating effectively with a wide variety of personalities and roles. A good supply chain manager will be able to use 21st-century communication tools to connect people and make sure everyone’s on the same page, but they must also be fluent in the “soft skills” of empathy and interpersonal contact.
Empathy also requires a zero-tolerance mindset for regressive elements like sexism and racism in the digital workplace. Logistics may not be HR, but much of the everyday work of combating prejudice is done at the ground level by managers. For a business to attract and retain the best talent, they must pursue an egalitarian vision that makes work a great place to be for everyone.
7. An omnichannel mindset
Business, both B2C and B2B, now flows through a multitude of channels. That means that for the 21st-century logistics professional, an omnichannel mindset is a must-have. Whoever your customers are, they’re now on mobile phones, tablets and even voice command services like Alexa. A business’s platform and its logistics operations must reflect this new reality.
The rise of omnichannel commerce means that logistics operations must find a way to interlock with every channel that’s important to a business. That means keeping in mind how channels such as brick-and-mortar stores, traditional online sales and mobile shopping are all distinct but interrelated and managing them with an eye toward keeping every part of the complex interplay running smoothly.
There’s no running away from the oncoming wave of disruptive technology in the digital supply chain, so the only option is to ride it. Logistics professionals who are flexible, curious and empathetic will have the best capability for managing these new realities and turning them into a profitable and efficient future.
Kate Began serves as the Sales and Marketing Manager for Polycase. She oversees the customer service representatives, assists with product development, and leads the marketing efforts from the Avon, Ohio headquarters.
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by Jennifer Hart Yim | Aug 21, 2020 | Blog, Supply Chain, Talent
Editor’s note: This is the second in a series of three guest posts by Kate Began of Polycase.
The increasing digitization of commerce has revolutionized global supply chains in all kinds of ways. Shipments can now be dispatched with the click of a button, sophisticated algorithms can automatically route truckers around traffic jams, and goods can be imported and exported more quickly and easily than ever.
To handle all of those big changes and ensure that today’s supply chains keep up with the times, a new career has been born: the digital supply chain manager. This relatively new career is taking off fast. So, what’s it all about? Today, we’ll talk about what a career as a digital supply chain manager entails, how to enter this in-demand field, and even why some supply chain management jobs may be totally different from what you expect.
What exactly does a digital supply chain manager do?
Duties
Digital supply chain managers are responsible for helping businesses implement the tools of 21st-century logistics in their supply chains. It’s all about keeping one foot in the bold new frontiers of the digital world and one foot in classic business acumen. The goal? Breaking down walls and silos, and creating a more efficient and integrated process.
The job of a digital supply chain manager usually includes tasks such as:
- Using predictive analytics tools and automated replenishment to more effectively meet businesses’ inventory needs
- Managing the operation and implementation of software systems such as ERP suites and digital logistics platforms
- Helping businesses integrate their eCommerce platforms with their operations on the ground
- Deploying IoT devices and automation in innovative and cost-effective ways digital supply chain management jobs may be totally different from what you expect.
- Analyzing data collection practices and finding new ways to collect the data that matters
- Ensuring that all elements of the supply chain, both physical and digital, are secured appropriately
- Devising and implementing strategies for continually improving supply chain technologies and evaluating the latest technological trends
As the digital supply chain continues to evolve, the digital supply chain manager’s duties will continue to do so as well. It’s a career that requires a commitment to rolling with the punches and continually improving one’s own skills.
Qualifications
What kind of qualifications does someone need today to get a job as a digital supply chain manager?
- Education: At a minimum, you’ll probably need a bachelor’s degree from an accredited university, preferably in a subject like supply chain management, business, statistics, or information technology. Of course, a higher degree like an MBA can only help a candidate’s chances.
- Skills: A digital supply chain manager needs to have a working knowledge of key digital logistics tools such as demand forecasting software, trucker load boards, route planning software and major ERP software suites. But it’s important to remember that a good digital logistics manager’s skills don’t live inside the plastic enclosure of any of their many devices. At the end of the day, it comes down to a candidate’s ability to plan, prioritize and forge meaningful connections with other stakeholders.
- Experience: Entry-level jobs in the digital supply chain management field often include jobs such as logistics analysis, customer service, procurement coordinators, and buyers. Digital supply chain management is a field in which experience and skills are king, so someone with a long history of success in the field may be a competitive candidate even without an advanced degree.
Job outlook
With supply chains expanding and digitizing every day, the job market outlook for digital supply chain managers is fairly strong. The Bureau of Labor Statistics (BLS) predicts job growth of 5 percent (or about as fast as an average career path) for logisticians of all kinds, but there’s good reason to think that digital supply chain management will be a fast-growing subset of that career.
That’s because, as eCommerce continues to create the new realities of the market, the BLS also predicts continued strong growth in all kinds of industries adjacent to eCommerce. And as businesses attempt to compete (or work alongside) eCom behemoths like Amazon and Walmart, the demand for logistics professionals who can navigate the digital supply chain is likely to remain high.
How about average salaries and income? According to BLS data, the average logistician earns around $75,000 per year, which already isn’t too shabby. However, considering the high demand for digital and software skills, digital supply chain managers are likely to earn toward the higher end of the pay scale for their field. And for candidates whose skills include the back-end aspects of software development, the opportunities can be even greater.
The other kind
Depending on who you’re talking to, the phrase “digital supply chain manager” can also refer to a totally different career. The other kind of digital supply chain manager works to coordinate the many aspects of delivering a digital product or service to the consumer.
Think about it: Any app or service that you use goes through a multitude of layers of other software and Web services. From Amazon Web Services to WordPress to cloud security software, this new “digital supply chain” is an essential part of 21st-century commerce. Making sure that every step of the chain is secure and functional is a big job that requires a lot of big-picture thinking and familiarity with a huge variety of technologies.
This kind of digital supply chain management is much more software-focused and can often be done remotely. Essential qualifications skew much more toward the technical side, with degrees and experience in full-stack development, software engineering, computer science, and information technology all offering relevant knowledge.
For those seeking the careers of tomorrow, digital supply chain management is almost certain to have its place among the most critical jobs. Its combination of logistics and sophisticated computer skills isn’t for everyone—but it’s definitely a promising career for those who find that it calls to them.
Kate Began serves as the Sales and Marketing Manager for Polycase. She oversees the customer service representatives, assists with product development, and leads the marketing efforts from the Avon, Ohio headquarters. Kate is also an avid Cleveland Indians fan!
Read more:
Listening alert: New supply chain podcast from DC Velocity
5 ways Covid-19 has already changed American manufacturing
The case for outsourcing content at a time of disruption
