2026人才与技术交汇：AI 重塑物流领域未来洞察报告 WHERE TALENT AND TECHNOLOGY COLLIDE. How AI is shaping the future of logistics

Adecco

WHERETALENT

ANDTECHNOLOGY

COLLIDE.

HowAIisshapingthefutureoflogistics

Adecco

CONTENTS

1Thebigpicture

2Keyfindings

5Emergingopportunities

9Theemployee’sperspective

12Theemployer’sperspective

14Fivestepstobecomingfutureready

17Leadingwithhumanity

19Givingyoutheagilityadvantage

1

THEBIGPICTURE

UsinginsightsfromtheAdeccoGroup’sGlobalWorkforceoftheFutureand

BusinessLeadersresearch,thisreportexploreshowartificialintelligence(AI)is

drivingchangewithinthelogisticssector.Itcapturestheviewsofbothemployersandemployeesinthelogisticssector.Ithighlightstheurgentneedforworkforcestrategiestokeeppacewithtechnologicalchange.

AI&LOGISTICS

AIisbignewsingloballogisticsand

supplychainmanagement.In2024themarketforintelligentAI-drivenservicesandsolutionswasworth$24billion,andthisisexpectedtosoartoover$740

billionby2034,withacompoundannualgrowthrate(CAGR)inexcessof40%.

AsAItechnologycontinuestolearnandadapt,itsapplicationsforlogisticsare

unlimited.Accurateup-to-the-minute

tracking,proactivecommunications,

forecastingdemand,improvedefficiencyanddata-drivendecisionmakingarejustthestartofthejourney.

Whiletheindustryisrapidlychangingto

embracethebenefitsofAI,thewavesarebeingfeltintheworkforce–particularly

onthewarehousefloor.Theneedfor

manuallaborisdecreasing,anddemandfornewrolesandskillsetsareemerging.

TocapitalizeonthebenefitsofAIand

retainacompetitiveadvantage,logisticscompaniesmustrethinktheirtalent

strategiesfromthegroundup.Success

willincreasinglydependonorganizationsbuildingworkforcetrust,strengthening

digitalfluencyandenablingemployeestoadaptalongsidetechnology.Onlythen,

willemployersbereadyforthenexteraofgloballogistics.

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KEYFINDINGS

LeadersrecognizetheimportanceofAIbutlackaclearstrategytoadapttonewwaysofworking.

23%don’thaveanAIpolicy

Only2%oflogisticscompaniescanbeconsidered‘future-ready’-companiesthatfosteradaptability,investinskills&enablecareermobility

51%

saytheirleadershipteamisnotwell-preparedtoleverageAI

toolsindecision-making

42%

oforganizationsdonotdeliverformaltrainingtoreskillor

upskillemployeesinAI

Future-readyorganizationsarehuman-centric,tech-enabledandadaptinthefaceofdisruption.Theysharefourkeycharacteristics:

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WorkersareenthusiasticaboutAIbutarenotbeinginvolvedorsupportedinthetransition.

77%

arecomfortable

collaboratingwithAIintheworkplace

78%

intendtodrivetheirskillsdevelopmenttokeepupwiththechanges

81%

believethatAIiscreatingmorejobs,while75%saytheyseejobsevolving

However,only27%havebeenactivelyinvolvedbytheiremployerinhowtheirworkisbeingreshapedbyit

34%oflogisticsorganizationsexpectemployeestoadaptalongsideAIadoption,creatinggreaterpressureforstructuredlearningand

workforcesupport

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LeadersarenotfullyutilizingdataandAItoimproverecruitmentstrategies,butarebeginningtoembracetechnologytosourcethetalentneeded.

Fromsurveyedorganizations:

Overhalf(51%)haveprovidedformalupskillingopportunities,withafurther38%planning

todosowithinthenext12months

57%arealreadyrunning

cross-functional“futureof

work”labsordesignsprintstoexplorehowtheyredesignjobs

30%oflogisticsleadersaredissatisfiedwith

theirorganization’s

performanceinembeddingAItoolsandpolicies

32%identifyinvestingin

developingandupskilling

employeesasoneofthe

mostimportantwaystobuildworkforcetrust

Thetimetoactisnow:Organizationsthat

failtoactivelyinvolveemployeesinAI

transformationrisklosingtrust,engagementandcriticaltalent-andtheiragilityadvantage

5

EMERGINGOPPORTUNITIES

Transforminglogistics-anditsworkforce

AIisstartingtobeembeddedinthe

logisticsindustry,touchingeverything

fromautomatingwarehouseinventories,optimizingdeliveryandtransportation

routes,anduplevelingrealtimetracking,toforecastingdemandandproviding

theintelligenceforAutomatedGuided

Vehicles(AGVs)andAutonomousMobileRobots(AMRs)forpickingandpacking.

Thisisleanerandmorecost-efficientlogisticsthantheworldhasever

witnessed.Ithasenabledsupply

chainstomoveatfargreaterspeedsandwithincreasedreliability.With

greateradoptionofAI,companiescanincreasetheircompetitiveadvantageoncostandmeetincreasinglyhigh

customerexpectations.

Butthisfundamentalchangeto

operationsisnotwithoutitschallenges.TheAIeraischangingworkforce

requirementsandresearchsuggests37%ofon-the-jobskillsusedinsupplychainandtransportationtodayareexpected

tochangeby2030.

“Today,muchofwarehousingstill

reliesonmanualwork,”explainsNina

Ketels,GlobalAccountDirectorat

theAdeccoGroup.“Butascompanies

adoptrobotics,automatedvehicles

andadvancedAI-drivensolutions,the

natureofthatworkwillevolve.Wewon’teliminatemanualroles,buttheywillshifttowardmoreskilled,tech-enabledtasks.Thewarehousefloorofthefuturewill

lookverydifferent-moreautomated,

moredatadrivenandmorefocused

onhumansworkingalongsideintelligentsystems,ratherthanbeingreplaced

bythem.”

Warehouserolesarerapidlyevolving

towardmoretechnology-enabledanddecision-supportedwork:lesshumanin-the-loop(HITL),morehuman-on-theloop(HOTL)toundertakefaultfindingandtrendanalysis.

Thisshiftingworkerprofile-from

predominantlymanuallabortowardsmoreAI-enabledandtech-supportedroles–presentsamajoropportunityforthelogisticsindustrytoattract

newtalentandcriticalAIand

datacapabilities.

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Locationmatters

SimonOttaviano,Delivery

OperationsDirectorforEurope

attheAdeccoGroup,says:“As

theworldanditssupplychains

becamemoreglobalized,theyalsobecamemorefragile.Asaresult,

there’sarethinkhappeninginmanycountriesaroundsovereigntyand

suretyofsupply,andthisisleadingthemtoconsiderhowandwhere

theylocatetheirlogisticnodes.

Oneofthebigconsiderations

drivingthisisensuringthatthere

istherighttalentintheright

locationstobeabletoservicetheirdistributioncenters.”

Thepressureonworkforceskillsisalreadybeingfeltacrossthesector.

Morethanhalf(55%)oflogistics

organizationssayAIhaschangedthe

skillsrequiredforcertainroles,whilea

further34%reportthatjobdescriptionshavealreadybeenrewrittenasaresult.WithglobaldemandforAIanddataskillsoutstrippingsupply,scarcityoftherighttalentisarealandgrowingissue.

Therecruitmentchallengeismademoreprevalentbylocation.Logisticshubs

aretraditionallylocatedatmajornodaltransportationpointslikeports,railroadjunctionsandairports.Here,companieshaveaccesstoalargepoolofmanual,low-skilledworkers.

However,manyofthesehubsare

notadjacenttorelevanttalentpoolsoftechnical,AIanddata-skilled

workers.Andthiscouldbeacatalystformajorchange.

Managingrisk

Thefragilityofglobalizedsupplychainsandgeopoliticalinstabilityisalready

promptingthesectortoconsiderhowtobestmanagetheseriskfactors.

Relocatinglogisticshubscouldbeone

answer,butitisacomplexundertaking.UsingAI,logisticsoperatorscanaccessadditionalintelligencewhichcouldhelpsecurebetternodelocationsaswellasbetteraccesstotheskilledlabormarket–it’salong-termprocesstomovesites,butthereissignificantopportunityto

maximizeinvestment,securefuturegrowthandboostresilience.

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Recruitmentand

retention

Foranindustrylongperceivedas

lackingflexibilityandcareergrowthopportunities,theintroductionofAIandadvancedtechnologycould

acceleratechange.

IntelligentautomationandAI-driven

warehouseoperationsarefundamentallyreshapingphysicalworkonthe

warehousefloor,positivelyimpacting

thesafetyandwellbeingofworkersandallowingforabetterwork-lifebalance.

Withautomatedsystemstakingovertheheavyliftingandensuringschedulingis

morepredictableandbalanced,theneedforlongshiftsandovertimeduring

peak-loadsisreducedandworkersbenefitfrommoresocialhoursnotpreviouslypossibleintraditional

warehousingenvironments.

AItalentmagnet

Forward-thinkinglogisticscompanies

areanattractiveprospecttoAI-capabletalenttoo,wherecompetitionforstaffismostintense.Thoseslowtoadopt

AI-drivenpracticeswillmissoutontopcandidatesintheshorttermandfaceescalatinglaborcostsinthelongterm.

Ketelsadds:“IfIwantedtoworkin

logistics,Iwouldgotothecompanywithallthelatesttechnology–theoneontherighttrain,acompanythatisinvesting

initspeopletotrainandupskillthem.

Acompanythat’snotonthattrainandisn’tinvestinginAIwilllosealot

oftalent.”

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Nurturingin-housetalent

AIandautomationexistastoolstosupportlogisticsoperators.Whiletheircapabilities

willmakesomerolesredundant,itwillalsocreatenewones.Duringthistransition,

employershavearesponsibilitytoupskillandreskillworkerstomeettheevolvingneedsoftheirbusiness.

Weknowthatbothformallearningprogramsandtrainersareinshortsupply.However,companiescommittingtodevelopingafuture-readyworkforceandofferingAIskills

trainingwillgofurther,particularlywithcandidateswhohavesomebasicskillsanda

goodmindsettolearn.Itcanalsobeapositivetooltoretainthebestworkers,allowingthemtogrowwiththebusiness,notgetleftbehind.

AsBabettevanBlommestein,GlobalDeliveryDirectorforLogisticsatthe

AdeccoGroup,explains:“Upskillingisononesidemoreexpensive,asyouareinvestingintrainingandthosestaffcandemandhigherwagesinmoreskilledroles.Butitisnecessaryasthenatureofmanualtasksisevolving.Hybridrolesareontherise,makingthattraininganddevelopmentallthemoreimportant.

“Reskillingopportunitiesarewhereemployershavearesponsibilitybutalsoa

necessitytosucceedintheracetoattractandretaintalent,”addsOttaviano.

“Thepoolofpotentialemployeesisfiniteandshrinking,soemployersneed—

andareobligated—toinvestindevelopingtheirpeople,becausetheirskillsandcontributionsareessentialtotheorganization’ssuccess.”

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THEEMPLOYEEPERSPECTIVE

Adecco’sGlobalWorkforceoftheFutureResearch2025capturedthechangingworldofworkfromanemployee’sperspective,tobetterunderstandtheirperceptionsofAIandtheirexpectationsforthefutureofwork.Highlightsfromtheresearchinclude:

•TheAItrustscoreforrespondentsfromthelogisticsindustryis4.36outof10,slightlybelowthe4.5averageglobalscore.

•Overthreeoutoffour(81%)respondentsbelievethatAIiscreatingmorejobs.

•Aroundoneoutofthree(37%)workershaveseen-oranticipate-jobdisplacement.

•Almosteightoutof10(77%)employeesarecomfortablecollaboratingwithanAIagentaspartoftheirjob.

•Workersbelievetheyaresavingonaverage2hoursadaybyusingAI.

•EmployeessayhavingabetterunderstandingoftheimpactofAIontheworktheydoisoneofthebestwaystocreateastrongersenseofindividualpurpose.

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FindingpurposeinanincreasinglyAI-drivenindustry

AIisbeingincreasinglyintegratedintoworkinglife,butfarfrombeingfearfulofbeingreplaced,mostemployeesremainoptimisticaboutthefuture.Acceptanceofthe

growingroleoftechnologyisrootedinunderstandinghowandwhereemployeeswillfitintothenewworldofwork.OfferingaclearroadmaptoemployeeswithhighvaluecareeropportunitiesandastrongsenseofpurposeisthereforeapowerfulretentiontoolforemployersnegotiatingthetransitiontoAI-drivenoperations.

Oneinthree(37%)workers

surveyedhaveseen-oranticipate-jobdisplacement

Overthreeoutoffour(81%)respondentsbelievethatAIiscreatingmorejobs,while75%sayjobsareevolving

Employeessayhavingabetter

understandingoftheimpactof

AIontheworktheydoisoneof

thebestwaystocreateastrongersenseofindividualpurpose

45%ofworkerssaytheyfeelastrongsenseofpurposeatworkeveryday(46%istheglobalaverage)

Unlockingtherealvalueintimesaved

ImprovedproductivityisoneofthebigsellingpointsforAI,butthisisonlyan

advantagewhenthetimesavedisusedforhigh-valuetasks–andthisisn’talwaysthecase.MeasuringthevalueofAIanddevelopingskillstouseitmoreeffectivelyinthefutureisimperativetounlockingcapacityandtranslatingtechnologyinto

businessimpact.

Workersbelievetheyaresaving2hoursadayonaveragebyusingAI

Athird(35%)ofworkers

canconfidentlymeasuretheimpactoftheirwork

Overthreequarters(78%)

intendtodeveloptheirskills(83%istheglobalaverage)

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Buildingtrustintechnologytotransformtheworkplace

AIagentsareautonomous,AI-driven

systemsthatcanunderstandtheir

environment,makedecisions,andcarry

outtasksonbehalfofusers(often

continuoushumanoversight).Theyare

acrossmulti-stepworkflowsandwithout

increasinglycommonplaceinbusiness

andindustry,andtheiraccelerated

useisinfluencingwhat‘work’willlook

likeinthefuture.Toestablishtrustin

thesesystems,employeesneedtobe

involvedintheprocessofintroducing

themandredesigningroles–after

all,theyknowtheirjobsbetterthan

anyone.Transparency,collaboration,andtargetedcommunicationbuildthefoundationsoftrust.

•Almosteightoutof10(77%)workersarecomfortablecollaboratingwith

anAIagentaspartoftheirjob.

•Overhalf(60%)expecttheir

employertointegrateAIagentsintotheirworkflowinthenext12months.

•27%ofrespondentssaytheyhavebeeninvolvedbytheiremployersinthedesignofworkbeingreshapedbyAI(30%isglobalaverage).

•TheAItrustscoreforrespondentsfromlogisticsindustryis4.36out

of10,slightlybelowthe4.5averageglobalscore.

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THEEMPLOYERPERSPECTIVE

Theviewfromthestaffroomisjustoneaspectoftheindustry’stransitiontoanAI-poweredfuture.Employersreadily

recognizethemajorimpactintelligenttechnologyishaving–andwillcontinuetohave–ontheiroperations,andthe

needtoadapt.

TheAdeccoGroup’sBusinessLeadersResearchbringstogetherviewson

thechangingworldofworkfromanexecutiveperspective,focusingontheimpactofAIontalentstrategyandleadership.

Whatisevidentfromtheboardroom

viewisthatexistingapproachesto

attractingandretainingtalentare

nolongerfitforpurpose.Whilethe

employerdatashowsthat77%of

logisticsorganizationshavenotreducedtheirworkforceheadcount,34%reportthatjobdescriptionshavealready

changedasaresultofAI,and55%sayAIhaschangedtheskillsrequiredfor

certainroles.

AItechnologyisgrosslyoutpacing

manybusinesses’capacityandcapabilitytoadapt,anditishittingthebottom

linehard.Someofthebiggestbarrierstoimprovingpeopleandtalentstrategyincludecomplexityofchange(38%),

lackofreliableITsystemsordata

(33%),HRfunctionslackingauthoritytoimplementchange(29%).

LeadersneedtoleadonAI

WithoutaclearstrategytomatchtechandtalentintheAIera,leadershipfails,andresponsibilityfallsbetweenthe

cracks.Whilemostcompaniessaytheyaredeliveringformaltrainingtoreskillandupskillstaff,overathird(34%)oflogisticsleadersexpectemployeestoproactivelyupdatetheirskills,rolesandresponsibilitiestoadjusttotheimpactofAI.

Formanyorganizations,thishappenswithinapolicyvacuum,as23%of

executivessaytheydon’thaveanAIpolicy,andit’slefttoemployeestodecidehowit’simplemented.

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Futurereadyornot?

Theupshotofthishesitationtoevolveandadapt?Only1in50companies

qualifyasfuture-ready.

Thisisevidentintheresearch:only32%ofexecutivesuseworkforceandskills

datatoinformhiringandworkforce-planningdecisions.

Bycontrast,allfuture-readylogistics

organizationssurveyedareidentifyingemergingskillsgaps.Notbecause

theyhaveaninsidetrack,butbecausetheyunderstandthatskillsscarcityiscurrentlythebiggestbarriertodigitaltransformation.

Lessthanhalf(45%)oflogistics

organizationsareencouraginginternalmobility,comparedto100%offuture-readyorganizations,limitingtheirabilitytodevelopandredeploytalentina

rapidlychangingenvironment.

AIischangingthelogisticsindustryfast,andthosewhohesitatewillbeleftbehind.

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FIVESTEPSTOBECOMINGFUTURE-READY

AsChristopheCatoir,President,Adeccooutlines:“Future-readycompaniesthink

differently.Theydon’tjustrespondtoAI–theyleadwithit,usingAItochangehow

theirbusinessruns,howtheirpeoplegrowandhowdecisionsgetmade.Because

theyinvestindevelopingtheirleaders,theyhavetheskillsandstrategyneededtousetechnologytostayaheadofthecurve.”

Thejourneytobecomeafuture-readyorganizationstartswithclosingthegapbetweenleaders’AIambitionsandemployees’abilitytoactonthem.

Theroutetoaccomplishingthishasfivemainsteps:

1BUILDTRUSTWITHEMPLOYEES

Employeeswhofeeltheirconcernsarebeingtakenseriouslyandwhoaregenuinely

involvedinhowAIisshapingtheirworkaremorelikelytoplayanactiveroleinhelpingtheiremployersunlockAI’sfullpotential.

•ExplainwhyAIisbeingintroduced,howitaffectsrolesandwhatsafeguardsareinplace

•InvolveemployeesdirectlyinjobredesigndiscussionsandclearlycommunicatetherolesthatbothhumansandAIagentsareexpectedtoplayandhowthiswillbringvalueforboththeindividualandthecompany

•Takeemployeeconcernsseriouslyandeducatetheworkforceabouttheframeworksandguardrailsinplacetoprotectpersonaldataandupholdethicalstandards

Thinkabout:HoldingashortdemoandanonymousQ&Abeforeyoulaunchanew

AItoolsoemployeescanflagconcernsandvoteonwhichtasksfeelappropriatetoautomate.Thenshareasummaryofwhatwasaskedandhowpeople’sinputshapedtherollout.

2BUILDDIGITALFLUENCYFROMTHETOPDOWN

Top-downmandatesalonewon’twork;leadersmustmodelAIliteracyandfuture-readyskillsbeforeexpectingthemfromtheirteams.

•Investinleadershipdevelopment

•EquipleaderswithAIcapabilities

•Measureupskillingeffortsandtiethemtoleadershipincentiveprograms

•Withonly30%oflogisticsorganizationsconfidenttheirleadershipteamhassufficientAIskillsandknowledge,credibleleadershiponAIhastocomefirst.

Thinkabout:Requiringseniorleaderstocompleteashort,practicalAIbootcamp-forexample,usinggenerativeAItooptimizeadeliveryroute-beforeaskingtheirteamstoupskill.

3SUPPORTTALENTTOUPSKILLANDADAPT

Organizationsthatencourageexperimentation-andbackitupwithcomprehensiveupskilling-cultivateemployeeswhoarewillingtoembracechangeandareequippedwiththetoolstomakeithappen.

•Guideemployeestodevelopnew,value-addingcapabilitiesthroughtargetedupskillingandcareerdevelopment

•Promotetheideathatupskillingandcareermobilitygohandinhand

•Providetransparentguidanceontheskillsnecessaryfornextcareerstepsandpromotenon-linearcareerpaths

•While77%ofemployeesarecomfortablecollaboratingwithAIagentsatwork,

only51%oflogisticsorganizationsareprovidingformalupskillinganddevelopmentopportunities.

Thinkabout:Settingupasmallinternal‘AItraininghub’forteamsmostaffectedbynewtools-forexample,givingregulatoryorwarehousemanagementstaffaccesstoclear,step-by-stepcoursesandpracticaltrainingsessions.

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4STRENGTHENDATAFOUNDATIONS

AIcanhelporganizationsunlockthefullvalueofexistingtalentdatabymakingrecruitmentmoretargeted,personalizingtrainingandmakingmobilitystrategiesmoreeffective.

•EstablishstrongdatafoundationstomakesureAIoutputsarereliable,trustedandconnectedtobusinessoutcomes

•UseAItoolstocreatetailoredexperiencesforemployees,identifyingcareerpaths,trainingandopportunities

•Balanceyourtalentstrategy’suseofAIforagilitywithacommitmenttohuman-centricityforsustainabilityandinclusion

•Currently,only51%oflogisticsorganizationshaveimplementedtechnicalsolutionsanddatainsightsforworkforceplanning,whilejust30%areusingAIincandidatesourcing.

Thinkabout:Startingwithasimpletalentdatacleanupproject-forexample,

standardizingjobtitles,skillsdataandtrainingrecordsacrossfunctionssoAItoolscanreliablymatchemployeestolearningpathsorinternalopportunities.

5MEASUREPROGRESS

TheonlywaytounderstandhowAIisimpactingemployeewellbeingandbusinessperformanceisthroughrobust,consistentmeasurementframeworks.

•EstablishclearmetricstotrackAIadoption,employeeengagementandskilldevelopmentacrosstheorganization

•RegularlyassesstheimpactofAIinitiativesonbothbusinessoutcomesandemployeewellbeing

•Usedata-driveninsightstorefineyourAIstrategyandensurealignmentwithworkforceneeds

•Theurgencyisclear:logisticsworkersarealreadysaving2hoursadaythroughAI,yetonlyathirdcanconfidentlymeasuretheimpactoftheirwork.

Thinkabout:CreatingasimplemonthlyorquarterlyAIimpactdashboardthattracksafewclearindicators-forexample,howoftenteamsareusingnewAItools,howmuchtimethey’resavingandhowemployeesratetheircomfortandconfidencelevels.

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LEADINGWITHHUMANITY

Tradinggoodsandmovingsuppliesfromoneplacetoanotherisanindustryasoldastime.Forthousandsofyearsmerchantshaveadaptedtonewmodesoftransport,newroutesbetweencontinentsandtherapidglobalizationofthesupplychain.

However,whatwearewitnessingnowissomethingverydifferent.Thegrowthoftheintelligenceageisdrivingchangeonanunprecedentedandrapidscale,transformingeveryaspectofthelogisticsindustryasweknowit.AIadoptionsucceedswhen

organizationscombinetechnologicaltransformationwithhuman-centeredleadership.

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ChristopheCatoir,President,Adeccoconcludes:

“Astechnologytransforms

tasksandroles,itispurpose,

valueandtrustthatwillkeep

ourworkplaceshuman.Thereisnoreplacementfor