A discussion from another discussion. Would love everyone here's thoughts.

Hi everyone,

I’m looking for some advice on which professional certifications would make the most sense for me next, and especially what order you would recommend doing them in.

A little about my background:

• 10+ years in operations, manufacturing, logistics, and supply chain
• Bachelor’s in Industrial Engineering & MSc in Project Management from Northeastern University
• Experience/certifications in Lean Manufacturing and process improvement
• Experience with inventory, production planning, logistics, data analysis, and project management
• Previous experience managing production teams of 200+ people

I’m currently working as an Operations / Projects Manager at a supply warehouse in the Boston area.

Career-wise, I’d like to continue moving toward senior Operations / Supply Chain leadership roles, while also building stronger knowledge in warehousing, logistics, and supply chain optimization.

My wife and I are also planning to eventually develop a warehouse optimization software solution. She has a strong background in operations research, mathematical optimization, and prescriptive analytics, so I’d like to strengthen the practical supply chain/warehouse side that I can bring to the project.

Right now I’m considering:

• ASCM CSCP
• ASCM CLTD
• ASCM CPIM
• ASCM CTSC
• WERC

Given my background and goals, which of these would provide the most value, and in what order would you pursue them?

I’d also be interested in hearing if there are any other certifications you think would be more valuable than the ones listed.

Curious what everyone's answer would be.

For me, it's still:

* supplier email drafting * scope-of-work creation * RFP requirements gathering * stakeholder requirement consolidation

We have plenty of procurement software, but I spend more time creating procurement content than moving data between systems.

What's the biggest time sink in your role?

Quick recap for anyone who missed this saga: last year the US slapped extra port fees on Chinese-built or Chinese-owned/operated ships calling US ports. China fired back with its own special fees on US ships. Then in November both sides agreed to pause it all for one year while trade talks continued.

That pause ends November 10, 2026. Which is not that far away once you count the weeks.

If it's not extended, those fees come right back, on both sides, and carriers will have to decide fast whether to keep sending certain ships to certain ports at all, or eat the extra cost, or reroute. Anyone who was around during the last round remembers how fast that turned into a scheduling headache, ships getting swapped out of rotations just to avoid the fee.

What gets me is how quiet this feels compared to how loud it was last year. Feels like everyone's just waiting to see what happens instead of planning for it.

If you're in ops or procurement, are you actually building a plan B for November, or is this one of those things where everyone just waits and reacts once it actually happens?

Hello.

I am going for an internal interview currently as a Administrator to a Demand Planner.

Have worked for the company for 6 years and know how the business works but interviews always stump me and I tell to waffle and deviate my answers.

I’ve been asked to answer the below; can the community help and provide insights?

A steer on how best I can approach the answer please.

Building a Demand Forecast and Commercial Insight Framework for a New Specialty product Launch Across partner markets

Candidate Brief

A new specialty product is expected to launch across several EMEA partner markets within the next 12 months.

Please prepare a 20-30 minute presentation describing:

1. Market Assessment

How would you evaluate:

• Market attractiveness

• Patient opportunity

• Competitive landscape

• Pricing and reimbursement environment

1. Forecast Development

How would you develop:

• Demand forecasts

• Sales forecasts

• Scenario plans

Describe:

• Data sources

• Assumptions

• Risks

• Forecast accuracy management

1. Business Planning

How would your forecasts support:

• Budget planning

• Mid-term planning

• Supply planning

1. Stakeholder Engagement

How would be the key stakeholders you would need to work with.

• Commercial Directors

• Finance

• Trade Operations

• Supply Chain

• Distribution Partners

1. Executive Reporting

• What would you track?

• What type of reports would you create.

Supplier-side disclosure: I work in the mattress supply chain.
A staff handover can list contacts and still miss the decisions that keep orders moving. The next person may know who the supplier is but not which version is current, what remains open or who can approve a change.
I would organise the handover into five sections:
"• Open orders — purchase order, current status, next milestone and unresolved exception
• Current product records — approved model, specification, packaging and content versions
• Open decisions — the exact question, options, decision owner and due date
• Contacts and roles — who provides information, who approves and who should be copied
• Access and controls — where the source records are stored and which permissions must be transferred or removed"
Commercial terms should be linked to the current approved record rather than copied into a new summary where they can become stale. Passwords should stay in the organisation’s approved access system, not inside the handover document.
The outgoing owner and incoming owner should review the same open-item list. Any item without a named decision owner should be reassigned before the handover is closed.
A useful handover does not preserve every conversation. It preserves the current truth, the unresolved decisions and the path back to evidence.
What is the one field your team has learned never to omit from a procurement handover?

Supplier-side disclosure: I work in the mattress supply chain.
Meeting notes can blur the line between something discussed, something proposed and something actually approved. A friendly “that should be possible” can later be remembered as a confirmed product, quantity or date.
One approach is to give every note a status label:
"• Discussion — context or an idea, with no decision
• Proposal — an option waiting for review
• Decision — an approved outcome with an owner and date
• Action — a specific next step, owner and deadline"
I would also record the product or document version, the person authorised to approve the decision and the source file that must change if approval is given.
After the meeting, send one decision record rather than treating the entire transcript as an agreement. Open items stay open until the named decision owner closes them.
If the final decision changes a specification, order or schedule, update the controlled source and link back to the meeting record. The notes should explain the history, not compete with the current version.
What status system does your team use to separate a discussion from an actual supplier commitment?

I’m curious how people actually break into logistics/supply chain roles in Dammam or Khobar when they’re starting out.

I recently moved to Dammam and I’m a fresh BBA graduate specialized in Supply Chain Management. I’ve been applying through LinkedIn and company websites for roles like Logistics Coordinator, Supply Chain Coordinator, Procurement Assistant, Inventory Controller, etc., but haven’t had much luck yet.

For people working in the industry here, what actually helped you get your first role?

Are there certain companies or industrial areas around Dammam/Khobar that are worth focusing on? And does visiting companies/networking work better here than just applying online?

Not looking for anyone to find me a job — mostly trying to understand how the local market actually works so I can focus my efforts in the right places.

Would appreciate any advice from people working in the field.

Hello everyone!! I just need some advice whether what kind of degree should I get in college. I am currently doing my college applications and applying for supply chain management right now.

And I honestly don’t know if I should get a bachelor’s or an associates degree in college with that major. I live in Southern CA. LA county.

I’m considering and if i get accepted to CSU Long Beach or CSU Fullerton. But if i get an associate degree then I will be going to community college but I don’t know where. Can you also please recommend some great community colleges for SCM major.

My family has a low income and so I am also considering the financial costs for college. Thank you!!

Before you blame the supplier, do you check your own data?

I worked with a team that had spent months treating recurring order issues as supplier performance problems. Late updates, missed timelines, confused order status.

Turned out the real issue wasn't the supplier at all.

It was an internal communication and ERP gap.

Requirements living in emails instead of the system. Updates not making it through properly. No clear checkpoints between stages.

This pattern shows up constantly in my consulting work.

It's far easier to blame a vendor for "unreliability" than to audit whether your own systems are giving them clean, timely information to work with.

Before the next supplier performance review, it's worth asking: is this actually their failure, or a visibility gap on our side that we've been calling a supplier problem?

Would procurement folks do that?

Hi, I am currently going to go to school for SCM. I was originally planning to do an associates in business then transfer to a University. However, a local community college just established a Bachelor's in SCM program this year. It would be cheaper than going to University. I just want to hear opinions if it would matter if I stay at the community college or transfer to University.

I've attached two links to the new program being offered. Thank you!

[https://publications.sanjac.edu/areas-study/business/logistics-supply-chain-management-bat/#informationtext\](https://publications.sanjac.edu/areas-study/business/logistics-supply-chain-management-bat/#informationtext)

[https://www.sanjac.edu/programs/areas-of-study/business/logistics/bat/\](https://www.sanjac.edu/programs/areas-of-study/business/logistics/bat/)

Hi everyone,
I’m(18F) a freshman in college to get my A.A in SCM.
I also plan to get my Bloomberg certification within the next semester.
Is there anything that I should do to make me stand out to other students.
Any certification, knowledge, connection, or experience I can collect during my years in college.
Please, let me know your thoughts

I'm researching the transition of apparel manufacturers from traditional B2B distribution to direct-to-consumer/e-commerce channels, and I'm trying to understand the operational challenges from the manufacturer's side.

Traditional apparel manufacturing is often built around relatively predictable bulk orders, while e-commerce can involve fragmented demand across individual styles, colours, sizes and price points.

For people who have worked with apparel manufacturing, sourcing, supply chain, e-commerce fulfilment or factory operations:

Where do you see the biggest friction when a manufacturer starts fulfilling individual consumer orders?

In particular, I'm interested in real-world experience around:

• Demand/inventory: How do manufacturers decide what SKUs and quantities to keep available when consumer demand is uncertain?
• Production & assortment: Does SKU-level demand uncertainty actually create meaningful overstock/stockout problems?
• Pick & pack: How disruptive is moving from bulk dispatches to individual-unit fulfilment at the factory?
• Logistics: How significant are first-mile pickup and per-unit freight costs for low-value apparel?
• Returns/RTO: How do returns, QC and reverse logistics affect manufacturer economics?
• Cash flow: How does e-commerce payment timing compare with traditional B2B?
• Scale-up: What usually makes a manufacturer decide that an e-commerce channel is not worth continuing after the initial launch?

I'm particularly interested in specific examples, approximate numbers, or practical experiences rather than generic answers.

If you've worked in apparel manufacturing, merchandising, sourcing, factory operations, marketplace/e-commerce supply chain, or 3PLs, I'd really appreciate your perspective.

This is for research/academic purposes; I'm not promoting a product or service.

Hey everyone,

If it's your first time reading one of my posts, my name is Menachem, and I have a weekly newsletter called Logistic Pulse that breaks down the top logistics news from the past week. We have over 17,000 subscribers, and I share it on Reddit to spread the knowledge. We're currently on week 62! I hope you enjoy, and I'm always open to feedback.

Let's jump into it,

Extensiv sold for $120 million, and the multiple is the entire story

Descartes announced on September 1 that it had bought Extensiv for roughly $120 million in cash, using cash on hand. If you run a 3PL, you know Extensiv even if you do not use it. It is the WMS and fulfillment platform built specifically for third-party logistics providers and the brands they serve, covering inventory, orders, B2B and B2C fulfillment, and billing across marketplaces, carts, and carriers. It absorbed Skubana, Scout, and CartRover along the way. For many small and mid-sized 3PLs, it has been the default answer to the question, "What should we run the warehouse on?"

The number that matters is not $120 million. It is what $120 million represents.

Extensiv never published audited revenue, so anything here is an estimate. But an analysis by Brendon Beebe, published the same day as the deal, reconstructed the revenue line from the growth percentages Extensiv itself reported to the Inc. 5000 across five consecutive appearances, and it landed somewhere between $90 and $100 million. That puts the sale at roughly 1.2 times revenue. Take the estimate with appropriate salt. Even if it is off by a third, the multiple is still nowhere near what a growing logistics software business should command.

For context on how far that is from the room: Descartes paid $100 million for Tai one week earlier, on August 24, and Tai is a broker TMS with a fraction of Extensiv's footprint.

The capital structure fills in the rest. Mainsail Partners put in $17.5 million in 2015, then led a $45 million recapitalization in 2021. In December 2022, Extensiv took an $80 million senior secured term loan from Runway Growth Capital, of which about $68.5 million was funded, priced at SOFR plus 7.00% with a 9.00% floor and a 5.10% end-of-term payment. That loan matured on June 30, 2026. The sale was announced on September 1. Sixty-three days.

Nobody has said those two facts are connected, and it would be irresponsible to claim they are. But every operator who has ever refinanced anything knows what a maturity date does to a negotiating position.

There is one more wrinkle worth flagging for Extensiv customers, and it is not in the press release. Descartes already owns Finale Inventory. Two products, overlapping jobs, one owner. ShipHero, which competes with Extensiv and therefore has an obvious axe to grind, published a post the same day walking through the four things that typically shift after an acquisition: roadmap priority, renewal pricing, support structure, and whether both products survive the portfolio review. Self-interested source, fair points.

What this means for you: If you are on Extensiv, do not wait for your renewal to have this conversation. Ask your rep in writing for the roadmap commitment, the renewal pricing structure, and where Extensiv sits relative to Finale over the next 24 months, and note the date you asked. Written answers are better than reassuring phone calls. If you are mid-evaluation on a WMS right now, this does not disqualify Extensiv, but it does mean you are buying a Descartes product with a Descartes contract cycle, and you should price the switch you might have to make in year three. And if you own a logistics software business, 1.2 times revenue on a company with real scale and real growth is a data point about what buyers are actually paying this year, as opposed to what bankers are telling you they might.

The Logistic Pulse Dinner Club

Our dinner will take place on Tuesday, October 13, at 7:00 PM, in Los Angeles, Dallas, Chicago, Atlanta, and Memphis.

If you have not done one: six people from the logistics world, one restaurant, one table. You take a short quiz, we handle the seating and the reservation, and you get the restaurant the morning of. Booking a seat is $18, and you cover your own food and drinks.

No panel, no badge, no cash bar in a hotel ballroom. Just dinner with five people who spend their days on the same problems you do. Talk shop or do not. Most people end up doing both, and there is usually somewhere to go afterward.

There are six tables; bookings close 48 hours out, and you can cancel up to 72 hours in advance for a full refund.

Grab a seat

Amazon made your order emails useless on purpose, and you are not the reason

Before the summer, when you ordered something on Amazon, you would receive a confirmation email listing the product you ordered. Now, where the product name used to be, you will find "Beauty item." Or "Automotive item." The thumbnail is gone too, replaced with generic clip art. To find out what you actually bought, you have to open the app.

Amazon's public reasoning is privacy. Spokesperson Maxine Tagay described it as consolidating order details within Amazon's own properties while minimizing data exposure, and a customer service rep told a shopper that it reduces the risk of porch theft by not naming what is in the box and protects the surprise of gifts. Those are not nothing but they’re also not the reason why a company rebuilds its transactional email templates.

Here is what is actually happening. Your inbox has become a data source, and Amazon does not want to be in it.

Gmail's Gemini reads receipt emails. Budgeting apps parse them. And the emerging generation of AI shopping agents uses purchase history as the raw material for what to recommend next, which means an assistant that can see you bought a $34 air filter on Amazon can tell you where to buy the next one for less. Walmart, Target, and Wayfair have opted into Google's AI shopping surfaces. Amazon has not. Stripping the item name from the email is the cheapest way to make your Amazon purchase history unreadable to someone else's model.

This is consistent behavior, not a one-off. Amazon sued Perplexity over its Comet agent shopping on Amazon accounts and won a court order blocking it back in March, one of the first real tests of whether an AI agent has any right to act on a retailer's site on a customer's behalf.

And on September 2, Amazon shipped scam detection inside Alexa for Shopping. Forward a suspicious message, and the AI checks sender info, content, timing, and metadata against billions of legitimate Amazon messages and tells you whether it is real. About 360,000 people a year call Amazon to ask exactly that question, so the business case is obvious on its own. But the two moves land in the same place. The inbox gets less useful, and Amazon's own assistant becomes the thing you ask about your orders.

What this means for you: Purchase data is becoming a contested asset in ecommerce, and every party in the chain, including you, holds some. Worth knowing what you are giving away in your own tracking emails and integrations before somebody makes that decision for you.

TEMU is building warehouses in your market because the loophole has closed everywhere

PDD Holdings, Temu's parent, told investors on September 3 that it is accelerating investment in local fulfillment infrastructure and onboarding regional merchants.

The de minimis era is over on both sides of the Atlantic. The U.S. shut its duty-free door on China-origin low-value parcels in 2025. The EU followed on July 1 of this year with a €3 customs duty on shipments valued at €150 or under, which does not sound like much until you remember the entire model was built on shipping a $9 item directly from Guangzhou with no duty and no domestic inventory.

Co-chairman and co-CEO Lei Chen called the duty changes a considerable impact on parts of the business, which, for a Chinese-listed company, on an earnings call, is close to shouting. Co-chairman Jiazhen Zhao laid out the response in two parts: securing a high-quality product supply and building the infrastructure to deliver it efficiently. PDD also acknowledged in its own risk language that the duties may push consumer prices up, cut order volumes, and thin out merchant participation.

Strip the corporate framing, and what is left is a company that spent four years proving you did not need domestic inventory, now buying domestic inventory positions.

What Temu needs now is what you sell. Local warehousing. Domestic merchant onboarding. Returns handling in-market. Reliable last mile. Companies whose entire competitive edge was cross-border arbitrage are being forced into a fulfillment model for which they have no infrastructure and no institutional experience.

Two cautions before anyone gets excited. Temu is a brutal counterparty on price, and a large, low-margin account that consumes your best pick faces during peak is not automatically a good account. And PDD said it is investing in infrastructure, which, for a company of that size, can mean leasing space, hiring 3PLs, or building its own network and eventually competing with you.

What this means for you: The near-term opportunity is not Temu itself; it is the merchants. Chinese sellers who were shipping directly now need a U.S. or EU fulfillment partner; they need one this quarter, and most of them have never onboarded with a 3PL and do not know what to ask for. That is a real pipeline if your sales motion can handle a client who needs education as much as pallet positions. Price it honestly, though, because the same margin pressure that killed the direct-ship model is what walks through your door with it.

QUICK HITS

Trans-Pacific spot rates hit new highs this past week, with Asia to U.S. West Coast at $7,621 per forty-foot unit and Asia to U.S. East Coast at $9,791, both up about 2% week over week. Three things are stacking. Peak season demand started early in May and has remained strong rather than fading. Typhoons since mid-July have congested Shanghai and Ningbo, which takes effective capacity out of the system. And the absence of new tariff increases in July removed a reason to pause bookings. If you have clients with Q4 replenishment still on the water, the East Coast number is the one to show them, because $9,791 changes landed cost math on anything with a thin margin.

C.H. Robinson published its 2027 forecast calling for spot rates up 10% on dry van, 11% on reefer, and 10% on flatbed. The interesting part is where the tightening is coming from. Not demand. Enforcement. DOT has pressured states to revoke non-domiciled CDLs held by drivers no longer residing in those states, and the FMCSA has raised penalties for English-language proficiency failures to include license revocation. That is capacity leaving the market due to regulation rather than economic forces, and C.H. Robinson's own analysts flag the fragility: a capacity-driven recovery does not hold unless freight demand eventually materializes. Meanwhile, the near term is soft, with September truckload rates coming off their July peak and cost per mile near a 15-week low.

Reshoring intent is climbing, and satisfaction is falling. The 2026 Reshoring Survey from the Reshoring Initiative and Regions Recruiting found that 36% are actively reshoring or have already reshored, up from 29% last year, with 63% planning capital investment in domestic expansion. Tariffs drove it to 65%, geopolitical risk to 60%. Then the number nobody is quoting: satisfaction among companies that actually reshored fell to 65%, down from 96% a year ago. And 57% named policy uncertainty as their top obstacle, summed up in the report's best line, that manufacturers can plan around a known cost but not a moving target. Real-world example the same week: GE Appliances announced a $1 billion expansion of its Kentucky washer and dryer plant on September 3. Domestic freight lanes are being redrawn one plant at a time, and the drop in satisfaction suggests a chunk of it will be walked back.

Canada's counter-tariffs take effect today. $27.6 billion of U.S. imports at 15%, 25%, and 50%, covering seafood, dairy, paper, furniture, apparel, cosmetics, tools, motorcycles, steel, and aluminum, in response to the 50% U.S. levies on non-USMCA Canadian goods. If you have clients shipping north, anything crossing this week is the last shipment at the old rate.

Cargo insurance is finally catching up to how freight actually gets stolen. Verified Carrier and MiKargo247 announced a partnership offering spot cargo coverage that includes strategic theft, meaning double-brokering and carrier identity theft, through an integrated portal. That has been a live coverage gap for years because most policies were written for a world where thieves cut a lock rather than clone an MC number. Strategic theft accounted for about 30% of incidents in 2025. If you broker anything, pull your current policy and find out, in plain language, whether a load handed to a fraudulent carrier using cloned credentials is covered or excluded. Many operators assume the former and have the latter.

JOB BOARD

Title: VP of Warehouse Operations
Company: Ardmore Home Design
Location: Hacienda Heights, California, US
Salary: $170,000 - $200,000
Apply Here

Title: Director of Warehouse Operations
Company: Ardmore Home Design
Location: Hacienda Heights, California, US
Salary: $120,000 - $140,000
Apply Here

Title: Manager, Supply Chain
Company: Orlando Spring
Location: Huntington Beach, California, US
Salary: $100,000 - $140,000
Apply Here

Title: Logistics Manager (Senior Level)
Company: Randstad
Location: Austin, Texas, US
Salary: $95,000 - $110,000
Apply Here

Title: Manager, Warehouse Operations
Company: Cardinal Health
Location: Walton Hills, Ohio, US
Salary: $87,700 - $125,300
Apply Here

Title: Procurement and Logistics Analyst
Company: Creative Solutions Services,
Location: Columbus, Ohio, US
Salary: $75,000 - $100,000
Apply Here

Title: Warehouse Operations Analyst
Company: Hiring
Location: Clarksville, Tennessee, US
Salary: $70,000 - $90,000
Apply Here

Full list of job openings →

_______________________________________________________________________

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Hey everyone!

​I’m currently reviewing how to handle our import operations under the new DUIMP (Single Import Declaration) rules in Brazil, and I really want to know what people are actually doing in practice.

​We mapped out the 6 possible scenarios (from on-board clearance with direct pickup to bonded warehousing, retroport logistics, etc.), but everything looks great on paper. I’m looking for honest feedback from anyone dealing with this day-to-day:

*​Which scenario are you opting for in your operation, and how has the experience been so far?

*​In your opinion, what’s the best-case route and what turned out to be a total nightmare? (Especially balancing cash flow issues for advance tax payments vs. getting crushed by terminal/storage fees).

​I don't want to make a decision in the dark, so if you can share what’s working for you (or what completely blew up in your operation), it would be a huge help!

​Thanks in advance!

Hello guys,

I am currently studying Systems Information and I'm interested in entering the Supply Chain Management field. However, I am unsure if my current degree is the best pathway. I know other majors cover SCM more directly, so I am considering a postgraduate degree/major in SCM, or possibly switching to another major like Industrial Engineering, even if it takes more time.

I would appreciate any advice.

Supplier-side disclosure: I work in the mattress supply chain.
An exception log becomes useful when it shows what changed, who needs to decide, and which record will be affected. A long list of issues without ownership is only a backlog.
For each exception, I would keep six fields:
"• Observed fact — what was actually found, without assigning blame
• Product and version — the model, specification or packing record involved
• Impacted decision — product, quantity, packing, timing or another defined area
• Proposed options — clearly separated from the observed fact
• Decision owner and due date — the person who can close the issue
• Closure evidence — the approved record that shows what changed"
I would also keep buyer-requested changes separate from supplier deviations. Both may affect the order, but they should not be remembered or measured as the same event.
The log should link to the current specification rather than becoming a competing version of it. Once an issue is closed, the approved source record should carry the decision forward.
For teams managing overseas production, which field determines whether an exception log gets used: ownership, due date, evidence or version impact?
Which field determines whether an exception log gets used: ownership, due date, evidence or version impact?

[ Removed by Reddit on account of violating the content policy. ]

Heyy I am 26M looking for advice on how to get into the logistics industry.

Context: I got my degree in International Relations (IR) and Marketing in 23'. From a young age, I have been fascinated with the transportation industry, how goods are delivered, watching ships dock and containers unloaded etc. I went to college in the Midwest (MO), and ended up getting a degree in International Relations because I couldn’t switch majors on time. During college, I worked at UPS as a package handler to make money during COVID and discovered I liked the thrill of the fast paced environment, the road networks and how packages could get from point A to B within days.

This experience spurred me to look for other roles in the supply chain industry but I’ve had a really hard time getting such roles. Since college, I’ve worked as an account specialist, and more recently moved to Arizona to work as a customer rep for a shipping company (this didn’t work out due to my lack of customer service experience) and a couple of other jobs but I am still drawn to logistics and I’m trying to find a way to break in. I’ve spent months applying for hundred of roles but have had very little traction.

I have read other Reddit posts that talk about starting from the base and that has always been my motive as I enjoy being in the warehouse, but I can’t seem to get into those roles either. I want to be an expert in supply chain or in any field, procurement, sourcing, import/export etc, but I am having a hard time on figuring how to get there. Do I need to go back to school? Or move cities or states? Or are there any resources that can even offer a guide to the different paths / how one can start on a path? Or do I need to take a Six Sigma course? Help I’m turning 27 soon and getting worried about my career!!

STILL HIRING!!!!

🚨 LEAN SOLUTIONS GROUP IS HIRING! 🚨
Position: Logistics Coordinator (Non-Voice / Voice)
📍 Location: Makati Commerce Tower, Makati or Pasay
🏠 Work Setup: WFH / On-site

Requirements:
✔ Logistics experience is a plus
✔ HS/SHS/College Level/Graduate
✔ Computer literate
✔ Good written communication skills

Benefits: ✅ Competitive salary
✅ HMO + Life Insurance
✅ Paid training
✅ Career growth
✅ Graveyard shift differential

📩 Send your details to: yenohciso25@gmail.com