2026 Hiring Trend: Supply Chain, Logistics and Procurement professionals wary about career moves

Despite tight budgets, Taiwan’s Supply Chain, Logistics and Procurement businesses pressed on with digital transformation and sustainability initiatives to stay competitive in 2025.

The year saw widening adoption of AI-driven solutions, such as automated picking systems in warehousing. Companies also faced more pressure to reduce carbon emissions and meet environmental, social and governance (ESG) commitments, which spurred hiring demand for talent skilled in green logistics, circular supply chains and waste reduction.

Nevertheless, cost pressures and margin focus have and will remain high on the agenda for many businesses, especially as the China market weakens. According to Sharon Chen, Associate Director at Robert Walters Taiwan,

Organisational structures flattened, and companies sought to manage costs by moving talent internally instead of making external hires. Planning teams shifted from centralised hubs out to the region for greater efficiency, and sales teams had to collaborate with other business units to drive supply chain transformations.

Read on to find out more about the labour market and hiring trends for Taiwan’s Supply Chain, Logistics and Procurement professionals in 2026.

Cost pressures expected to stick

Companies will continue diversifying and taking calculated risks to weather ongoing geopolitical and trade tensions. Hiring appetite remains strong for talent who can take on full-function responsibilities or areas like warehouse operation, demand and supply planning and environment, safety and health (ESH). However, the market continues to lack skills required to meet emerging business needs.

As such, Sharon anticipates that businesses will continue to take a skills-based approach in hiring. There will be greater flexibility about roles, as companies most need talent who can contribute towards solving business problems beyond what is outlined in job titles.

There will also be a greater emphasis on talent retention and internal development. With required skills being rare within the hiring pool, companies will need to nurture existing talent and work harder to keep them engaged.

Team structures will also look different in the coming year. More businesses will turn to flexible talent models, creating a hybrid workforce of interim and permanent employees.

Top positions and skills for 2026

The market will be on a lookout for professionals who can assume the head of supply chain and logistics digital strategy position. This position is vital as firms face increased pressure to weather through geopolitical, labour and climate events. Candidates in this role will be expected to bridge operational logistics, digital strategy and risk resilience, creating a living supply chain network that can adapt and act fast instead of reacting to disruptions.

Leaders in logistics, fulfilment transformation and automation will also be in high demand. As Sharon notes, logistics is no longer a back-office cost centre, but a strategic enabler that helps businesses differentiate their brand or service. Candidates in this role will need to drive logistics transformation efforts, all while managing rising customer expectations and cost and labour pressures.

Head of factory and plant general managers will also be greatly sought after. This comes as many multinational corporations are diversifying manufacturing footprints to reduce geopolitical and supply chain concentration risks. Demand is particularly strong in the electronics, automotive components, consumer goods and renewable energy sectors. Employers will look for experienced local factory heads who can ramp up new sites, manage cross-border supplier ecosystems and ensure cost, quality and compliance from the get-go.

Some of the key attributes that employers will look out for are digital and data intelligence, competencies in risk, resilience, and supply or ecosystem management, and leaders experienced in sustainability, ESG and cross-functional collaboration.

“Technical competencies in BI tools like Power BI and Tableau are valuable as companies need talent who can interpret data and enhance end-to-end visibility,” notes Sharon. “However, soft skills help talent provide added strategic value – and it’s especially crucial in roles that require rallying stakeholders and employees towards common goals.”

Candidates guarded about career moves

Industry professionals have been careful about career moves for a long time now, though the reasons underlying their cautiousness have evolved. Coming out of the pandemic, job stability and security was the top priority. In more recent years, rising living costs, economic volatility and frequent restructuring dampened their outlook towards switching jobs even further.

Mid- to senior management level professionals are especially wary about moving companies. When exploring new roles, candidates now ask more detailed questions about the prospective company’s business direction, continuity, investment in local operations and reporting lines. Long-term stability and reputation now matters more than a generous salary package in many cases.

“Top performers are drawn by more than salary uplift. They are more likely to bite if a role offers strategic impact, digital exposure or global career progression,” concludes Sharon.

Advice for talent attraction and retention

Given these cautious attitudes, companies need to go beyond dangling high wages to appeal to professionals today.

Hiring processes should be prompt and swift, prioritising skills over tenure. Top candidates have strong competencies, even if they have less work experience, and delays may result in them accepting other offers.

Now that company longevity is a key concern, it is also important to define and communicate transformation vision and leadership culture, as this helps candidates feel confident that a business can sustain itself for years to come. This would fall under larger employer branding efforts, which should also include ESG initiatives and digital achievements. Overall, companies should aim to project a resilient, innovative and sustainable image.

To keep key employees satisfied and engaged, Sharon recommends providing flexible work models and investing in digital and leadership development. Leaders should also be given ownership to execute strategy.

Stable salary increment

Salary increments are expected to remain stable overall. However, job movers with niche expertise—particularly in transformation-related roles—are likely to secure higher pay increases, typically in the range of 13–20%.

Find out more

Request access to our 2026 Salary Survey to benchmark salaries and to find out more about key hiring trends in Taiwan.