G10 Fulfillment Is Proud to Lead the Conversation on the Future of Logistics Labor

The conversation around labor shortages in logistics is evolving—and G10 Fulfillment is helping lead it.

A recent industry blog titled “Why Solving the Labor Shortage Takes More Than Hiring” is gaining attention across the logistics space. The article was written by Mark Becker of G10 Fulfillment and offers a clear, experience-driven perspective on why workforce challenges in fulfillment cannot be solved by hiring alone.

The piece reflects what G10 Fulfillment sees every day inside modern warehouses: technology is advancing rapidly, but people remain the deciding factor in operational success. As Becker writes, “Even the best automation still relies on human judgment.”

A Shift the Industry Can Feel

From robotics to AI-powered systems, fulfillment centers are changing fast. But as Becker points out in the article, the real pressure point isn’t equipment—it’s capability.

“The industry keeps talking about labor shortages, but the problem is really a skills shortage,” Becker explains.

At G10 Fulfillment, this insight isn’t theoretical. It’s operational reality. Today’s fulfillment environment requires team members who understand how automation, data, and human decision-making work together. Success no longer comes from technology alone. As Becker notes, “This industry only works when people at every level understand how the whole system connects.”

That systems-level understanding is foundational to how G10 Fulfillment builds, trains, and supports its teams.

Workforce Challenges Go Deeper Than Hiring

The article highlights sobering industry data that underscores the urgency of change. According to a 2024 study from Descartes Systems Group, 76% of logistics decision-makers continue to face workforce shortages, with warehouse operations among the most affected.

Turnover remains one of the industry’s biggest obstacles. As Becker writes, “The average turnover rate for warehouse workers now sits around 45%, one of the highest across all industries.” That level of churn makes it difficult to sustain performance or retain institutional knowledge.

At the same time, demand is accelerating. Between December 2024 and April 2025, U.S. employers posted more than 320,000 openings for skilled warehouse roles. These positions increasingly require comfort with technology, reinforcing Becker’s point that “the traditional labor model built on repetitive manual work is quickly disappearing.”

Training as a Strategic Advantage

A central theme of Becker’s article is that technology-driven change creates opportunity—but only when companies invest in their people.

“Expecting people to upskill on their own is unrealistic and short-sighted,” he writes.

At G10 Fulfillment, workforce development is treated as a long-term investment, not a short-term fix. Automation opens the door to higher-skill, more engaging roles, from managing robotic systems to analyzing warehouse performance data. As Becker notes, “Technology opens the door to entirely new career paths.”

These roles are more sustainable and often higher paying—but they require intentional training and education pathways supported by employers.

Building the Next Generation of Logistics Talent

Becker’s perspective extends beyond the warehouse walls. Solving the labor challenge, he argues, requires deeper engagement at the community level.

“To truly solve the labor crisis, logistics organizations must think beyond their facilities and take responsibility for cultivating future talent,” he writes.

Early exposure plays a critical role. When students understand that logistics careers include data analysis, system management, and AI collaboration, the industry becomes more attractive and accessible. Becker emphasizes this shift clearly: “When students understand that careers in logistics are no longer limited to physical labor…the industry becomes more appealing.”

G10 Fulfillment supports this broader view of workforce development, recognizing that education partnerships and community collaboration strengthen the entire logistics ecosystem.

Collaboration Over Competition

Another key takeaway from Becker’s article is the importance of shared responsibility. “The responsibility to rebuild the workforce should never fall solely on those entering it,” he states.

Logistics thrives as an interconnected system. When companies invest in training, certifications, and education programs, the benefits extend beyond their own operations. As Becker points out, “When one company invests in a local robotics certification program, others benefit from the resulting pool of trained workers.”

This collaborative mindset helps regions build stronger, more resilient supply chains.

Keeping People at the Center of Innovation

While automation continues to accelerate—“roughly 63% of warehouses are planning to implement artificial intelligence in the next five years,” according to the article—Becker stresses that technology must serve people, not replace them.

“These tools can remove repetitive tasks and help workers focus on solving problems instead of just moving boxes,” he writes.

At G10 Fulfillment, this belief guides how technology is implemented: to enhance safety, efficiency, and job satisfaction while preserving the human element that drives operational excellence.

A G10 Fulfillment Vision for the Future

The growing attention around Becker’s article reinforces G10 Fulfillment’s position as a thought leader in modern logistics. The labor shortage, as Becker concludes, “won’t fix itself—but it’s also not an unsolvable problem.”

By investing in education, training, and collaboration, the industry can build a more resilient and human-centered supply chain.

As Becker writes in the closing lines, “It’s time for logistics to tell a different story, one where people and technology move forward together.”

To Read the whole article, click here