Losing employees isn’t just frustrating. It’s expensive. Here’s why reducing turnover should be a top priority for supply chain, logistics, and transportation companies.
Author: Charlie Saffro, CEO | CS Recruiting
Turnover Is Not Just a Hiring Problem
Why it’s time to rethink how turnover is impacting your logistics and supply chain business.
I’ll be the first to admit it. I run a logistics recruitment firm, and I’ve made hiring mistakes. It happens. There were times in the past when we brought someone on board who seemed like the perfect fit on paper, but for one reason or another, it just didn’t work out. Whether it was our decision or theirs, I think any hiring decision-maker would agree that when a new hire leaves sooner than expected, it stings.
The moment you realize it’s not a long-term fit, you start to question your whole logistics, transportation, and supply chain talent acquisition strategy. You second-guess your gut. I’ve been there, and I know how frustrating, and costly, it can be.
At CS Recruiting, we work with hiring leaders across North America who have felt this same pain. They come to us searching for supply chain recruiters or logistics executive search services, thinking they have a hiring problem. But along the way, they often uncover something much bigger.
Turnover isn’t just a retention issue or a recruiting challenge. Turnover is a profitability problem.
What Turnover Really Costs Your Supply Chain Organization
(More than just time and energy)
When most leaders think about turnover, they focus on the obvious line items: recruiter fees, job board postings, and time spent interviewing. Sure, those costs add up. But they’re just the tip of the iceberg.
Let’s break it down with some numbers to show you just how much turnover costs:
- Recruiting and onboarding costs: $10,000+
- Training and ramp-up (3-6 months of reduced productivity): easily another $25,000
- Lost customer relationships (in logistics, one missed shipment can be a deal-breaker): potentially hundreds of thousands
- Team morale: harder to measure, but the ripple effect is very real
For many of our transportation executive search clients, the true cost of losing a single employee can be 1.5 to 2 times that person’s annual salary. And that number creeps up quickly if we’re talking about turnover at the leadership level.
And it’s not just financial. When there are people involved, there are emotions involved. Disruptions impact teams, relationships, and ultimately, your company’s reputation in the North America supply chain recruiting market.
The Cost Is Clear. So How Do You Avoid It?
(And protect your bottom line in the process)
Here’s the good news: turnover can be prevented.
Yes, it’s common in logistics and transportation, where the pace is fast and expectations are high. But with a proactive, intentional approach to hiring and retention, you can build a stable, high-performing team.
How to Reduce Turnover and Hire for Long-Term Success
(A future-focused strategy for logistics, transportation, and supply chain companies)
Whether you’re expanding your cold chain logistics operation, scaling a freight brokerage, or growing a PE-backed 3PL, these four strategies can help you avoid the high costs of turnover and set your team up for long-term success.
1. Be Honest in the Hiring Process
As professional logistics recruiters, we see it all the time: companies oversell the opportunity. Instead, be upfront about the realities. If it’s a high-pressure environment or there’s heavy client interaction, say so. If it’s an on-site role or “hybrid” rather than “remote,” be clear. This ensures you attract candidates who are genuinely ready for the challenge—and more likely to stay.
2. Make Onboarding a Priority
Think of onboarding as the first step to retaining top supply chain talent, not just an administrative process. Create 30/60/90-day plans. Assign mentors. Schedule regular check-ins to show new hires they’re valued and supported. Companies that prioritize onboarding see better engagement and longer tenure.
3. Map Out Growth Opportunities
One of the biggest reasons supply chain leaders leave is because they don’t see a future with the company. Be clear about career pathways and offer ongoing learning and development. C-Level supply chain recruiting is about more than hiring the right person; it’s about developing and retaining them, too.
4. Partner With a Specialized Logistics Recruitment Firm
The fastest way to future-proof your team? Work with a trusted supply chain hiring partner who understands the market, the competitive landscape, and how to attract and retain the right talent.
At CS Recruiting, we go beyond professional and executive search and serve our clients as supply chain talent advisors. We’re on your team and ready to help you build and execute a strategy that aligns hiring with your long-term goals.
We offer personalized supply chain hiring solutions, tailored to your organization’s needs, whether you’re looking for 3PL recruiters, freight & logistics recruiters, or executive logistics recruitment support. Our deep industry expertise allows us to find culture-fit supply chain leaders who not only meet the job requirements but thrive in your unique environment.
The difference? We don’t just fill seats.
We help you build teams that last.
The Bottom Line
Turnover can hold your business back, but it doesn’t have to. With a smart hiring strategy and the right recruiting partner, you can reduce the risk of turnover, protect profitability, and build a resilient team that drives long-term success.
If you’re ready to future-proof your logistics, transportation, or supply chain team, let’s talk. CS Recruiting is a boutique supply chain recruitment firm that helps companies across North America hire smarter and grow faster.