Career Motivations
Almost a third (32%) of supply chain professionals received a promotion in the past 12 months, and with 46% of respondents targeting an 11-20% salary increase in their next role, hiring managers should build this expectation into offer planning. Candidates moving for less are usually doing so for non-financial reasons, so understanding what actually motivates a candidate to move gives employers room to build compelling offers that don’t rely solely on outbidding the market.
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%
Push Factors
The top reasons that would influence respondents to leave their current company:
01. Poor work-life balance
02. Low base salary
03. Changes to your role, manager, or company
04. Feeling unchallenged/bored
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. Stock options/equity
05. Larger bonus
The factors driving people in and out of companies have remained consistent year-on-year, which is itself instructive - supply chain professionals know what they want and what they’re walking away from. For employers, the push factors are a retention checklist: poor work-life balance, low salary, role stagnation, and low bonuses are all within an employer’s control to address. The pull factors set the bar for attraction: any offer that doesn’t lead with salary, brand credibility, and flexibility is likely to struggle against competition.
QUESTION 20
Are you happy at your current company?
Yes
No
37% of supply chain professionals say they are not happy at their current company, highlighting that a sizable portion of the workforce may be open to a move.
It's worth noting that satisfaction rises sharply with seniority: 84% of C-suite executives report being happy, compared to just 58% of managers and 62% of individual contributors. This should be a red flag for employers: the operational core of most functions are significantly less engaged, and at a time when salary expectations for a move are high but not always unrealistic, the conditions for attrition are in place.
Ensuring regular discussions around promotion paths and timelines, and honest conversations about workload and compensation, are practical starting points for closing this gap.
Spotlight: Supply Chain Relocation
Relocation is already part of supply chain career growth
58% of surveyed USA supply chain professionals have relocated for a role before.
Most professionals who relocated received some form of employer support
- 79% received a relocation allowance or lump-sum payment
- 48% received housing support or temporary accommodation
- 19% received a cost-of-living adjustment
- 12% received tax or legal support
- 12% received no formal support
The future talent pool remains open to relocating - for the right role
- 34% are very open to relocating
- 21% are somewhat open
- 27% would relocate for the right opportunity
- 18% are not open to relocating
Career progression and compensation drive relocation
The primary reasons respondents would relocate for a role are:
- 38% for a significant career step
- 36% for higher compensation
- 23% for improved lifestyle or flexibility
- 3% to support a spouse or partner relocating
Future relocation expectations are higher than past support levels in several key areas
- Housing support: 62% expect it, 48% received it
- Cost-of-living adjustment: 44% expect it, 19% received it
- Relocation allowance: 85% expect it, 79% received it
Senior-level relocation often needs a broader package
"As professionals progress, relocation becomes more complex. Senior hires come with additional personal and financial considerations, so employers need to think beyond financial incentives and ensure the full package aligns with the individual's situation."
Christine Corson, Managing Director - DSJ Global USA
What the findings mean for employers
Relocation is on the table for most supply chain professionals, and a structured relocation policy can widen your candidate pool.
The employers most likely to convert that openness into a hire are the ones offering support that matches candidate expectations.
Spotlight: Supply Chain Counter Offers
Counter offers are a real risk in supply chain hiring
Nearly a third of surveyed supply chain professionals have received a counter offer after resigning. The more senior the respondent, the more likely they were to have received one.
- 31% have received a counter offer after resigning
- 34% have resigned but never received a counter offer
- 35% have never resigned
Most counter offers lead with money
When companies try to retain supply chain talent, compensation is the main lever.
- 77% included a salary increase
- 33% included a promotion or title change
- 31% included a bonus or retention payment
- 25% included expanded responsibilities
- 20% 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:
- 67% declined it
- 33% accepted it
When candidates accept, compensation usually leads
For those who accepted a counter offer, the top reasons for deciding to accept were:
- Compensation – 61%
- Trust in employer follow-through – 41%
- Career progression – 40%
- Work-life balance and flexibility – 38%
- Manager relationship – 36%
When candidates decline, the reasons are often deeper
For those who rejected a counter offer, the top reasons for declining were:
- Career progression – 40%
- Trust in employer follow-through – 35%
- Culture and leadership – 32%
- Compensation – 26%
- Work-life balance and flexibility – 21%
What the findings mean for employers
The best defense against counter offers starts early.
Eaarly and consistent conversations around motivation, compensation, and progression help reduce the risk of offers falling through when hiring, as well as losing your in-demand people to the competition.
“It’s interesting that the reasons people accept counter offers are different from the reasons they decline them - this is an important takeaway for employers. When you’re assessing how committed a candidate is to making a move, understanding their underlying motivations is key. If progression and development are their priorities, a counter offer is less likely to change their decision. We support both clients and candidates through that process, helping to identify those drivers early and reduce the risk of offers falling through.”
Christine Corson, Managing Director - DSJ Global USA
