There are several possible reasons for the lack of response to your résumé submissions, and there are several possible fixes—some easy and some not so easy.
It seems like I've sent my résumé to at least 100 companies, but so far I've gotten no calls back. It can't be my fault, can it? Am I doing something wrong?
Does that sound familiar to you? As a management recruiter, I hear this all the time: "I've sent my résumé out to so many potential employers, but I haven't received any feedback." Actually, there is plenty of feedback in the silent treatment you are getting; you just need to figure out what that message is.
There are several possible reasons for the lack of response, and there are several possible fixes—some easy and some not so easy.
Reason #1: You're sending your résumé to the wrong place. Where you send your résumé is probably the most important factor in the success of your job search. Are you sending it to a convenient but nameless human resources (HR) e-mail address (HR@blackhole.com)? Or are you sending it to the hiring manager? If you are sending to a generic e-mail address, you have to wonder: Is anyone reading it, or is it going nowhere? Odds are that sending résumés blindly to HR is a waste of time, and chances are slim to none that your phone will ring.
The fix: Contact the right person. Target a real person, not a company. What you really need is face time with the hiring manager. So if the company is advertising, you should respond to the ad but locate and contact the hiring manager, too. Use contacts like suppliers and clients, trade association directories, Google.com, Fortune.com —anything or anyone at your disposal. Take full advantage of how small and interconnected the supply chain community is. And if your contacts don't pan out? Call the company's receptionist and ask for information until you reach someone who can get you the right name.
Even if a company is not advertising, send your résumé to the hiring manager anyway, and then follow up with a phone call. Make something happen!
For smaller companies, contact the owners directly. Don't be afraid to call and ask for the name of the president, the logistics manager, or someone else in charge. Then send that person an e-mail or mail your résumé to that individual's attention. Be sure to follow up again with a phone call.
Sending your résumé to management recruiters can be helpful too, depending on what kind of active searches they have. Be forewarned, however: Although recruiters usually will look at your résumé, they may only spend a few seconds on it. But they can be key allies when you are a good fit for one of their clients.
Reason #2: HR is overwhelmed. When human resources managers run an ad for a position —especially on a popular Internet job board like monster.com —they get bombarded with an overwhelming number of responses, many of them automatically generated by programs that look for job postings by key words like "transportation." As a result, the responses may include a high ratio of unqualified candidates, such as bus drivers, pizza delivery boys, and customer service representatives from overseas.
HR professionals can be valuable in screening out inappropriate résumés. But the fact is, they may not fully understand the logistics or supply chain positions they are trying to fill. At any given time, HR managers may handle dozens of job openings. If they don't understand the position you're applying for, but they do understand the sales or customer service opening, which one do you think they'll work on first? Plus, they are likely to be cautious about sending candidates to the hiring manager if they aren't sure about how well a candidate fits the position. They may well believe that it's better to hold back that résumé than to be embarrassed when the hiring manager complains about receiving a bad match.
The fix: Make it easy on them. Anything you can do to make human resources professionals' jobs easier will work in your favor. For example, be sure to answer all of the questions on an application. If you don't provide an answer, they may consider you to be uncooperative or unable to follow directions, and they'll move on to the next applicant. You can also keep your cover letter and résumé short and to the point, addressing the specific requirements of the job posting in clear, concise language.
Reason #3: You're failing the key-word test. Some of the human resources departments at large companies use software to scan résumés for the key words that were included in job descriptions. If you're applying to a very large company, then the odds are pretty good that the recipient of that résumé you labored over all weekend will simply scan for key words and will not actually read it.
The fix: Customize your résumé. The biggest companies have databases of literally tens of thousands of résumés, so you need to make yours easy to find. To be sure your résumé gets past the automated screening, it is important that you include the same trade buzzwords that appeared in the ad. It's so important, in fact, that you should customize your résumé to some degree for each job description or at least for each type of job you apply for.
Another strategy is to "massage" your job title. Isn't that résumé fraud? No, just clever marketing. Suppose your title is supply chain manager but you also are responsible for export compliance —and you are applying for an export compliance position. If your résumé says "supply chain/export compliance manager" it will increase the odds that you will be considered. But never exaggerate your rank. Don't say you're a director if you're really a manager.
Finally, don't lose hope. Like anything else in life, your success will depend on tenacious dedication to your mission as well as good timing and a bit of luck. Send your résumé to every company you possibly can. Try out some of these strategies, and you may hear your phone ring after all.
Businesses engaged in international trade face three major supply chain hurdles as they head into 2025: the disruptions caused by Chinese New Year (CNY), the looming threat of potential tariffs on foreign-made products that could be imposed by the incoming Trump Administration, and the unresolved contract negotiations between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX), according to an analysis from trucking and logistics provider Averitt.
Each of those factors could lead to significant shipping delays, production slowdowns, and increased costs, Averitt said.
First, Chinese New Year 2025 begins on January 29, prompting factories across China and other regions to shut down for weeks, typically causing production to halt and freight demand to skyrocket. The ripple effects can range from increased shipping costs to extended lead times, disrupting even the most well-planned operations. To prepare for that event, shippers should place orders early, build inventory buffers, secure freight space in advance, diversify shipping modes, and communicate with logistics providers, Averitt said.
Second, new or increased tariffs on foreign-made goods could drive up the cost of imports, disrupt established supply chains, and create uncertainty in the marketplace. In turn, shippers may face freight rate volatility and capacity constraints as businesses rush to stockpile inventory ahead of tariff deadlines. To navigate these challenges, shippers should prepare advance shipments and inventory stockpiling, diversity sourcing, negotiate supplier agreements, explore domestic production, and leverage financial strategies.
Third, unresolved contract negotiations between the ILA and the USMX will come to a head by January 15, when the current contract expires. Labor action or strikes could cause severe disruptions at East and Gulf Coast ports, triggering widespread delays and bottlenecks across the supply chain. To prepare for the worst, shippers should adopt a similar strategy to the other potential January threats: collaborate early, secure freight, diversify supply chains, and monitor policy changes.
According to Averitt, companies can cushion the impact of all three challenges by deploying a seamless, end-to-end solution covering the entire path from customs clearance to final-mile delivery. That strategy can help businesses to store inventory closer to their customers, mitigate delays, and reduce costs associated with supply chain disruptions. And combined with proactive communication and real-time visibility tools, the approach allows companies to maintain control and keep their supply chains resilient in the face of global uncertainties, Averitt said.
Specifically, the new global average robot density has reached a record 162 units per 10,000 employees in 2023, which is more than double the mark of 74 units measured seven years ago.
Broken into geographical regions, the European Union has a robot density of 219 units per 10,000 employees, an increase of 5.2%, with Germany, Sweden, Denmark and Slovenia in the global top ten. Next, North America’s robot density is 197 units per 10,000 employees – up 4.2%. And Asia has a robot density of 182 units per 10,000 persons employed in manufacturing - an increase of 7.6%. The economies of Korea, Singapore, mainland China and Japan are among the top ten most automated countries.
Broken into individual countries, the U.S. ranked in 10th place in 2023, with a robot density of 295 units. Higher up on the list, the top five are:
The Republic of Korea, with 1,012 robot units, showing a 5% increase on average each year since 2018 thanks to its strong electronics and automotive industries.
Singapore had 770 robot units, in part because it is a small country with a very low number of employees in the manufacturing industry, so it can reach a high robot density with a relatively small operational stock.
China took third place in 2023, surpassing Germany and Japan with a mark of 470 robot units as the nation has managed to double its robot density within four years.
Germany ranks fourth with 429 robot units for a 5% CAGR since 2018.
Japan is in fifth place with 419 robot units, showing growth of 7% on average each year from 2018 to 2023.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
The practice consists of 5,000 professionals from Accenture and from Avanade—the consulting firm’s joint venture with Microsoft. They will be supported by Microsoft product specialists who will work closely with the Accenture Center for Advanced AI. Together, that group will collaborate on AI and Copilot agent templates, extensions, plugins, and connectors to help organizations leverage their data and gen AI to reduce costs, improve efficiencies and drive growth, they said on Thursday.
Accenture and Avanade say they have already developed some AI tools for these applications. For example, a supplier discovery and risk agent can deliver real-time market insights, agile supply chain responses, and better vendor selection, which could result in up to 15% cost savings. And a procure-to-pay agent could improve efficiency by up to 40% and enhance vendor relations and satisfaction by addressing urgent payment requirements and avoiding disruptions of key services
Likewise, they have also built solutions for clients using Microsoft 365 Copilot technology. For example, they have created Copilots for a variety of industries and functions including finance, manufacturing, supply chain, retail, and consumer goods and healthcare.
Another part of the new practice will be educating clients how to use the technology, using an “Azure Generative AI Engineer Nanodegree program” to teach users how to design, build, and operationalize AI-driven applications on Azure, Microsoft’s cloud computing platform. The online classes will teach learners how to use AI models to solve real-world problems through automation, data insights, and generative AI solutions, the firms said.
“We are pleased to deepen our collaboration with Accenture to help our mutual customers develop AI-first business processes responsibly and securely, while helping them drive market differentiation,” Judson Althoff, executive vice president and chief commercial officer at Microsoft, said in a release. “By bringing together Copilots and human ambition, paired with the autonomous capabilities of an agent, we can accelerate AI transformation for organizations across industries and help them realize successful business outcomes through pragmatic innovation.”