Beyond Tech: The Human Factor Between E-Commerce and Logistics

In recent years, we have witnessed an unprecedented explosion of e-commerce in Latin America, and I saw this at the last E-Retail Day 2025 in Mexico City. Whether we like it or not, the pandemic acted as a catalyst, pushing millions of consumers to the online marketplace and completely transforming the way we buy and sell; however, as all we know, explosive growth brings equally complex challenges, especially in fundamental areas such as logistics.

In my experience as a headhunter in Latin America, the greatest challenge is not technological, but rather, the human talent that drives it. Every day, I speak with e-commerce leaders, operations directors, and logistics managers who face the same challenge: finding and retaining the right professionals. The challenges of finding qualified talent are not a distant statistic, they are a reality that impacts growth and competitiveness.

Why Is It so Difficult to Find the Profiles We Need? 

There is no single answer, but rather a series of factors to consider.

First, consider the transformation of the role. Logistics professionals have evolved from executors to strategists. Coordinating shipments is no longer enough; today, we need someone who can design networks, analyze data, negotiate with global suppliers, resolve crises in real time, and be flexible in challenging macroeconomic environments. Examples include the tariffs imposed by the US on different countries in the region and the most demanding logistics chains.

Second is changing expectations. Today's candidates, especially younger generations, value "emotional salary" as much as, if not more than, economic salary. They seek flexibility, inspiring leadership, clear development opportunities, and a corporate culture that prioritizes people. Companies that focus solely on rigid models with long hours and little autonomy are losing relevant talent in the market.

Third is the image of the sector. Despite its strategic importance, logistics is often perceived as an inflexible and demanding field. If we do not actively promote it as an innovative career full of opportunities, we will continue to struggle to attract the diverse talent we need.

The Profile of the Future: An Indispensable Hybrid

So, who are we looking for? The "hybrid" professional who powerfully combines three key areas:

1. Technical and digital skills: This is the foundation. They must have mastery of WMS, data analysis, automation, and artificial intelligence. The ability to use technology to forecast demand, optimize inventory, and reduce supply chain errors is essential today.

2. Strategic Soft Skills: This is where the good are separated from the exceptional. Effective communication to align multiple stakeholders, adaptability to manage a constantly changing environment, and pressure-proof problem-solving are all critical skills. Perhaps the most critical and scarce skill is emotional intelligence to lead teams 24/7.

3. Business Vision: Logistics professionals of the future must understand how each decision impacts the bottom line. They must also consider costs, customer experience, sustainability, and overall business profitability.

Strategies to Attract the Right Talent

My advice to business leaders is clear: Talent management must be a strategic priority with people at the center of the business. Here are some action items:

• Build an attractive employer brand. Showcase the technology you use, the challenges you solve, and the growth opportunities you offer. 

• Position logistics as the strategic brain of the new digital economy.

• Invest in continuous training. Reskilling is not a luxury, it is a necessity. Encourage the development of digital and soft skills. A clear career plan may be more appealing than a pay raise.

• Adopt flexibility as a strategy. Teleworking and hybrid models are here to stay. Offering flexibility is not a concession, it's a way to gain a competitive advantage and attract and retain the best talent.

• Use "people analytics:" Make data-driven decisions about your employees, not intuitive ones. Understanding what motivates work teams, what causes turnover, and how to measurably improve the employee experience is very important.

Leading e-commerce and logistics companies have demonstrated that investing in infrastructure and technology is essential. Other tech-savvy companies are providing SMEs with innovative logistics solutions, the common thread in all these success stories is high-performance teams behind the technology.

Ultimately, technology is the engine, but human talent is and will continue to be the driver. Companies that invest in the development, well-being, and empowerment of their employees will not only adapt to trends, they will lead them.