Career Motivations
67% of supply chain professionals have not been promoted in the past year, and a notable proportion of those who did progress achieved it by changing employer rather than moving up internally. Combined with growing salary expectations, our survey results paint the picture of an ambitious workforce where internal progression is not keeping up.
The risk for employers here is a slow build rather than a sudden exodus, but once professionals who feel their development has stalled start looking, retention can quickly become difficult.
QUESTION 19
Have you been promoted in the last 12 months?
Yes - promoted internally by my current employer
Yes - promoted by moving to a new employer
No
QUESTION 20
How much of a pay rise would you look for in your next role?
Flat move
1-10%
11-20%
21-30%
Over 30%
“Companies have been focused on keeping the doors open and keeping the wheels turning - so there hasn’t necessarily been much focus on progression in recent years. But that starts to look like a ticking time bomb of people who will begin considering a move because they haven’t been able to grow.”
Matthew Wood, Managing Director - DSJ Global Europe
Push Factors
The top reasons that would influence respondents to leave their current company:
01. Poor work-life balance
02. Low base salary
03. Feeling unchallenged/bored
04. Changes to your role, manager, or company
05. Low/no bonus
Pull Factors
The top reasons that would attract respondents to a new company:
01. Higher base salary
02. Better company reputation/brand
03. Better flexible working/work from home policies
04. Leadership/a good manager
05. Larger bonus
Our respondents’ push and pull factors paint a consistent picture year on year: professionals want fair pay and flexible working, to work for a company they respect, and have their achievements recognised. Low base salary has risen to second place in the push factors this year which, combined with limited promotion activity, points to a workforce under growing financial and motivational pressure. For employers looking to attract talent, the message is not complicated - it is just consistently underacted on. Addressing work-life balance, salary progression, and career growth before they become grievances is far less costly than trying to reverse the decision once someone has already handed in their notice.
QUESTION 20
Are you happy at your current company?
Yes
No
Two thirds (66%) of surveyed supply chain professionals say they are happy at their company. This figure looks healthy on the surface, but satisfaction rises sharply as seniority increases - those with the most influence over their environment and the most visibility of where the business is going are, unsurprisingly, the most content. Only 56% of individual contributors said they are happy, and they are also the most likely to be underpaid relative to the market, the least likely to have been promoted, and the group for whom flexible working matters most. Ensuring the people most essential to your day-to-day operations feel as valued as those in leadership is critical to prevent disruption improve company performance.
Spotlight: Supply Chain Relocation
Relocation is a standard part of supply chain careers in Europe
Most supply chain professionals in Europe have already relocated for a role. At senior levels, relocation is even more common.
65% have relocated for a role
93% of CEOs and C-suite have relocated
Most employers provide relocation support
The majority of professionals who relocated received structured support from their employer.
- 67% received a relocation allowance
- 56% received housing support
- 22% received a cost-of-living adjustment
- 13% received no formal support
Support often reflects cross-border complexity
In Europe, relocation frequently involves moving between countries. Employers often provide immigration, tax, and legal support alongside financial assistance.
- 33% received visa or immigration support
- 30% received tax or legal support
- 29% received househunting visits
The future workforce remains open to relocating
Most professionals would still consider relocation in the future.
- 32% are very open to relocating
- 26% are somewhat open
- 27% would relocate for the right opportunity
- 15% are not open to relocating
Career progression is the main driver for future relocations
Relocation decisions are primarily driven by long-term career development rather than immediate financial gain.
- 44% would relocate for a significant career step
- 26% for improved lifestyle or flexibility
- 25% for higher compensation
- 5% to support a spouse/partner relocating
Relocation is part of long-term career planning
"Supply chain is inherently international, and professionals are used to working across borders, cultures, and markets. Particularly at senior levels, gaining experience across different regions and functions is a deliberate and structured part of progression."
Matthew Wood, Managing Director - DSJ Global Europe
Candidate relocation expectations are higher than reality
Future relocation expectations exceed what many professionals receive.
- Housing support: 78% expect it, 56% received it
- Relocation allowance: 76% expect it, 67% received it
- Visa/immigration support: 52% expect it, 33% received it
- Tax/legal support: 50% expect it, 30% received it
- Cost-of-living adjustment: 48% expect it, 22% received it
The bottom line: Relocation support directly impacts access to talent
Supply chain candidates are open to moving, but expectations are rising. Removing relocation friction and providing structured packages enables companies to compete more effectively for in-demand talent.
Spotlight: Supply Chain Counter Offers
Counter offers remain a real risk in supply chain hiring
Nearly a quarter of surveyed supply chain professionals have received a counter offer after resigning.
- 23% have received a counter offer after resigning
- 41% have resigned but never received a counter offer
- 36% have never resigned
Most counter offers lead with money
When companies try to retain supply chain talent, compensation is the main lever.
- 78% included a salary increase
- 32% included a promotion or title change
- 29% included a bonus or retention payment
- 26% included expanded responsibilities
- 23% included flexible working arrangements
Most candidates still say no
The good news for hiring managers is that most professionals who receive a counter offer still decline it. But the acceptance rate remains high enough to create risk.
Among respondents who had received a counter offer:
- 75% declined it
- 25% accepted it
When candidates accept, the reasons are varied
For those who accepted a counter offer, the top reasons for deciding to accept were:
- Career progression – 47%
- Compensation – 41%
- Work-life balance and flexibility – 41%
- Trust in employer follow-through – 35%
- Manager relationship – 35%
But when candidates decline, career progression dominates
Candidates who reject counter offers are often focused on longer-term career direction:
- Career progression – 54%
- Trust in employer follow-through – 23%
- Culture and leadership – 21%
- Compensation – 19%
- Work-life balance and flexibility – 15%
The bottom line: Understanding motivation is the key to reducing counter offer risk
By the time a counter offer is made, the decision to leave is often already set. Employers that identify and address those drivers early can better predict and manage the risk.
“There is a growing build-up of dissatisfaction around salary, progression, and workload, which will drive more people to explore new opportunities. As a result, counter offers are likely to increase, but they are typically reactive. Employers need to make a strong, well-considered offer from the outset, because once a candidate has decided to leave, a counter offer is often too late.”
Matthew Wood, Managing Director - DSJ Global Europe
