Ivan Russo, University of Verona, Department of Management, Italy,  Editor-in-Chief IJPDLM

Introduction

The importance of the human element in logistics, operations, and supply chain management is undeniable. As the sector faces increasing challenges—including skilled labor shortages, a gender gap in leadership, and the need to balance technological advancements with human capital—understanding and addressing the role of people has never been more critical (Craig, 2024). This virtual special issue of the International Journal of Physical Distribution & Logistics Management (IJPDLM) explores the multifaceted impact of people in SCM, highlighting how this often-overlooked dimension underpins the success of the entire system.

The logistics sector is currently navigating significant shifts: a shortage of skilled workers, the imperative to attract new talent, and the growing concern for worker well-being. These challenges are compounded by a lack of diversity in leadership and the ongoing struggle to manage a diverse workforce. Addressing these issues through human-centric approaches, such as enhancing work-family balance and fostering trust between employees and supervisors, can drive innovation and improve operational outcomes. Investment in automation and other technological advancements should complement, not replace, human workers. Even in the era of Logistics 4.0, where digital innovations and artificial intelligence are at the forefront, the success of these operations remains heavily reliant on the human element. 

This virtual issue highlights the significant role of PEOPLE in supply chains for practitioners, scholars, and general readers alike, reminding us of the relevance of the UN Sustainable Development Goals, particularly numbers 3 (Good Health and Well-being), 5 (Gender Equality), 8 (Decent Work and Economic Growth), and 10 (Reduced Inequalities). The papers included in this collection addresses some key themes that are briefly discussed in the following. Table 1 summarizes how each paper contributes to this discourse.

These papers will be free access between 1st September 2024-30th September 2024. 

Table 1. Papers included in the virtual issues and contribution to the discussion on people’s role in SCM.

Paper	Theme	Key Contribution
Durach & Gutierrez (2024)	AI and Chatbots	Introduces the "ERI Framework" to assess AI chatbot integration in SCM, emphasizing the need for strategic implementation and workforce adaptation.
Farhan, Krejci & Cantor (2023)	Team Dynamics	Explores how changes in team dynamics affect individual helping behavior in retail logistics, highlighting the role of fairness perceptions.
Idug et al. (2024)	Ethnic Identity and Discrimination	Investigates the impact of ethnicity matching in ride-hailing, offering insights into how ethnic identity affects satisfaction and trust.
Jazairy et al. (2023)	Team Dynamics	Examines the motivational factors influencing eco-driving behavior among truck drivers, linking self-reports with objective driving scores.
Ta, Kumar, Hofer and Jin (2024)	Diversity Management	Understanding the mechanisms of diversity in SC relationships is crucial for fostering trustworthiness and achieving organizational objectives
Meurs et al. (2024)	Workforce Shortage and Trust in Supervisors	Analyzes how person-job and person-vocation fit influence trust in supervisors, offering strategies to improve employee retention in SCM.
Roberts, Douglas & Overstreet (2024)	Diverse Forms of Logistics Work	Investigates the effect of balanced safety and operational routines on worker behavior, providing evidence from a multi-method study.
Scott & Davis-Sramek (2023)	Work-Family Balance and Diversity	Provides an empirical analysis of gender disparity in the trucking industry, highlighting the challenges and opportunities for women.
Vo, Lavissière & Lavissière (2023)	Work-Family Balance and Diversity	Explores strategies for women in the maritime sector to manage work-family conflicts, offering insights into creating a sustainable work-family balance logic.
Wang & Yuen (2023)	Diverse Forms of Logistics Work	Proposes a typology of logistics work beyond formal employment, emphasizing the diversity of logistics activities across different contexts.

Team Dynamics. Understanding team dynamics in logistics is essential. Research shows that team members' reactions to changes in team processes and their responses to fairness concerns significantly impact overall performance. The theory of strategic core and procedural justice literature offers valuable insights into these dynamics, highlighting the importance of helping behavior in retail logistics.

Ethnic Identity and Discrimination. Ethnic identity and discrimination are pressing issues in logistics, particularly in ride-hailing services. Managers can address these challenges through education and training, focusing on the impact of ethnic identity. This approach not only combats discrimination but also enhances the theoretical understanding of ethnicity's role in logistics. operations.

Workforce Shortage and Trust in Supervisors. The ongoing workforce shortage in supply chain management highlights the need for environments that support employee retention. Research at the individual worker level underscores the importance of trust in supervisors. Balanced safety and operational routines significantly influence worker behavior, ensuring safe and effective outcomes. 

Work-Family Balance and Diversity. Promoting gender diversity and work-family balance is vital in the supply chain industry. Studies on women executives in male-dominated sectors reveal strategies for managing work-family conflicts. Supporting work-family balance helps organizations retain talented women, fostering a more inclusive workforce. Understanding that professionals possess a range of surface-level attributes (gender, age, race) and deep-level traits (skills, values) is crucial for grasping how these diversity dimensions influence a company's ability to make informed decisions about hiring, staffing, and training. 

Diverse Forms of Logistics Work. Logistics work is evolving, now including various forms such as formal organization, social community, and private household contexts. These changes reflect a shift towards a mix of paid and unpaid activities, highlighting the diverse nature of logistics work. The actor-sphere-resource-value conceptualization provides a comprehensive framework to understand these dynamics. 

Chatbots and AI. The integration of AI chatbots in Operations and Supply Chain Management is an exciting development. These chatbots can improve customer service and streamline operations. However, their practical implications and challenges require careful consideration. The rapid spread of chatbots calls for a balanced view of their role, which is vital for both academics and practitioners in this digital age. 

Conclusion

People are at the core of logistics, operations, and supply chain management. From driving innovation and enhancing team dynamics to addressing ethnic identity, promoting gender diversity, and understanding the various dimensions of logistics work, the human element is integral to success. By focusing on these aspects, the logistics sector can enhance performance, foster innovation, and build a more inclusive and dynamic workforce.
In alignment with these themes, IJPDLM currently has open calls for papers that emphasize the relevance of human-centric topics in SCM:

• Towards decent work in the era of Logistics 4.0
• Theorizing the role of Artificial Intelligence in Supply Chain processes: unveiling managerial perspectives and strategic applications

We encourage scholars and practitioners to contribute to this ongoing discourse by submitting research that advances our understanding of the pivotal role of people in logistics and supply chain management. We invite you to engage with these papers and reflect on the critical role of people in this evolving field.

Reference:

Craig r. (2024, August 10th) The Supply Chain Of Supply Chain Talent Is Broken, https://www.forbes.com/sites/ryancraig/2024/02/08/the-supply-chain-of-supply-chain-talent-is-broken/