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What does a CEO need for success in transport and logistics?

Writer's picture: Gov KandolaGov Kandola

Gov Kandola, who leads our Transport & Logistics team, considers the practical and personal qualities required for this most challenging of roles.


Transport and Logistics

It’s an interesting time to be working in the transport and logistics sector. Global trade has interconnected the geopolitical world to such a degree that we’ve come to depend on seamless transportation networks and the consistent availability of goods. However, even a minor supply chain disruption in one area can trigger significant ripple effects across industries and regions. With numerous challenges impacting the sector in recent years – ranging from inflation and cost-of-living pressures to industrial action and geopolitical conflicts – many organisations are struggling to keep up with demand in 2025.

 

So, how can transport and logistics companies ensure success in such a volatile environment? CEOs with static but steady track records often fall short compared to leaders who are energetic, creative, and agile, with a breadth of disciplinary experience. In this context, I aim to explore the key attributes that define a successful chief executive in the transport and logistics sector, as well as the strategic priorities businesses should focus on to navigate this transformative period.

 

So, just what do strong CEOs need?

 

I have written about challenges around recruiting in the transport and logistics space a few times in recent years, focusing on areas like sustainability and cold chain, as well as roles including sustainability officers and CFOs. Common themes include the complexity of implementing sustainable solutions in transport and logistics; how fast these sectors move (pardon the pun), especially when it comes to adopting new technology; and the relative complexity and foreboding nature of these industries for outside candidates. 

 

It would be nice to say that the picture was different when it came to placing CEOs – as nice as it is false, unfortunately. Not only do engaged and effective CEOs need to tick the right boxes themselves, but they must have the leadership and vision to see past the difficulties affecting the sector (not least the need for succession planning, including for senior leaders at both executive and board level).  

 

Just a few of the hard and soft skills to look for in an effective transport and logistics CEO include: 

 

Leveraging data science for supply chain leadership

 

Supply chains are dynamic, interconnected systems that require constant attention and data-driven decision-making. For logistics CEOs, a working knowledge of technologies like the Internet of Things (IoT), blockchain, and control towers is critical for achieving real-time tracking, end-to-end visibility, and proactive risk management. These tools enable leaders to address delays, shortages, and quality control issues before they escalate. One standout example is the ‘digital twin’ model employed by Vancouver Airport, which uses real-time data to optimise passenger flow and air traffic. CEOs must prioritise the talent and programmes necessary to implement such transformative tools within their organisations.

 

Omnichannel logistics is another key focus for data science application. By integrating online and offline sales channels, businesses can enhance customer service and drive efficiency in inventory management, order fulfilment, and last-mile delivery. In an increasingly competitive market, CEOs who embrace data science to optimise supply-chain operations and omnichannel strategies will position their organisations for success, delivering superior value to customers while staying ahead of industry trends.

 

Agile leadership in a consolidating sector

 

The best CEOs in my sectors do not sit around wondering what to do. They bring broad interdisciplinary experience that allows them to manage dynamic, fast-changing business environments with confidence and clarity. Rather than relying on narrow expertise, they leverage their exposure to diverse areas – operations, technology, finance, and strategy – to make decisions that drive both innovation and growth.

 

In a consolidating industry, this versatility is essential. Leaders must navigate acquisitions, integrate emerging technologies, and respond to market shifts, all while maintaining operational excellence. CEOs with a wide skillset are uniquely positioned to adapt, balancing strategic vision with the practicalities of running a complex organisation. Their ability to synthesise insights from multiple disciplines allows them to steer their companies through uncertainty, ensuring resilience and long-term success in an ever-evolving sector.

 

AI Mastery: a non-negotiable for forward-thinking logistics CEOs

 

Transport and logistics CEOs don’t need to be coders or artificial intelligence experts, but they must understand the nuances of AI’s application and its transformative potential for the industry. In today’s competitive environment, it’s no longer sufficient to adopt AI as a buzzword or treat it as a superficial layer of technology. As Mark Kummer, logistics expert and SVP of Corporate Development at PLS Logistics Services tells me: ‘Executives who discuss ChatGPT as an adoption of AI are merely using a superficial application of the technology.’

 

AI offers transformative potential for transport and logistics leaders, but success hinges on understanding its distinct applications. Agent-based solutions, with their autonomous and task-specific objectives, are revolutionising operations like route optimisation and supply chain orchestration. Meanwhile, LLMs provide strategic enterprise-wide capabilities by analysing vast datasets, uncovering inefficiencies, and predicting disruptions. When combined, these technologies enable more precise planning around demand, inventory, travel times, and passenger numbers. CEOs who can integrate agentic AI, agent-based solutions, and LLM-driven insights position their organizations to drive innovation, boost efficiency, and remain competitive in an increasingly complex market.

 

Keeping a human touch

 

While technology is reshaping transport and logistics, it’s crucial for CEOs to remember that success ultimately depends on people. Innovation should empower employees, not replace them. Embracing new tools and ways of operating is essential, but so is giving employees agency and making them feel like true stakeholders in the organization’s journey. By upskilling teams to work alongside emerging technologies and investing in the talent needed to drive innovation, companies can address recruitment challenges and attract diverse candidates. A balanced focus on both technology and human ingenuity is what will set forward-thinking organizations apart.

 

Making sustainability work for you

 

It’s no secret that transport and logistics carry large carbon footprints. There is no easy fix for making these industries more sustainable, yet strong CEOs know that the conversations around subjects like clean energy and net zero aren’t going away. Having the courage and imagination to try new things – whether it’s boosting the production of sustainable aviation fuel and other advancements like green methanol, replacing old fleets with electric vehicles, or simply hiring and empowering the right talent to implement such projects – is essential for chief executives looking to cut down on carbon while staying competitive in the current market. The Sustainability Series I did for the Venari Podcast was truly inspiring, to this end; it was incredible to hear about the fascinating ways professionals from across the transport and logistics sectors are using clean energy to improve their offerings.

 

Implementing dedicated metrics to track sustainability, such as carbon accounting platforms to track and manage Scope 1, 2, and 3 emissions, is a strategic necessity for today’s leaders in transportation and logistics. These tools ensure compliance with ESG standards like SASB, GRI, and TCFD, fostering transparency and accountability. Forward-thinking CEOs who prioritise sustainability unlock long-term value, build stakeholder trust, and position their organisations to thrive in a market increasingly shaped by environmental responsibility.

 

Welcoming diversity

 

Effective CEOs in transport and logistics prioritise qualifications and merit when selecting leaders while remaining mindful of the benefits that diversity, equity, and inclusion (DEI) bring to the organisation. A focus on qualifications ensures that leaders possess the expertise and skills necessary to excel, while ESG and DEI considerations foster a more balanced and equitable approach to decision-making. By incorporating a wide range of perspectives and experiences, companies not only promote fairness but also gain the strategic advantage of innovative thinking and broader industry insight. This approach helps organisations maintain high performance standards while building a leadership team that reflects and responds to the complexities of today’s global market.

 

Geopolitical and regulatory overview

 

Transport and logistics are, by their nature, global industries. Even the head of a small, localised transport network will need to think about how their service fits within a larger scheme, so having a chief executive with an excellent command of the regulatory background – including environmental, labour, and data protection laws, to name just a few – is key. Furthermore, a CEO with a global knowledge and intercultural sensitivity will be well placed to navigate any issues that might come up due to geopolitical tensions, such as conflict or trade blockages. This further underscores the importance of diverse leadership in anticipating and solving such problems.

 

Resilience and Integrity

 

My final point is that the best CEOs in transport and logistics are battle-hardened by the inherent risks and complexities of the industry. Their success stems from an unshakable resilience – a willingness to face challenges head-on and navigate countless moving parts with composure and clarity. But resilience alone is not enough. Truly exceptional leaders pair it with unwavering integrity, overcoming obstacles without ever compromising their values. In a sector where adversity is a constant, this rare combination of grit and principle is what sets great executives apart.

 

Conclusion

 

This is by no means an exhaustive list. Perhaps the single biggest variable among chief executives is their own personal journey: their background, life and work experience, and the people they’ve met and learned from along the way are all key facets that influence leadership style. 

 

Still, it is not easy to find someone with all of the attributes I have mentioned above – which is why senior figures in transport and logistics would do well to look at the talent they currently have and consider who might be suitable for leadership in the long term. Think about how best to upskill and give experience to people who otherwise possess the right energy and drive. This applies to candidates too, of course; if you have an eye on the bigger picture, think about how best to gain experience in areas that will make you a more rounded leader – then go and make it happen. 

 

I am always more than happy to give advice to transport and logistics organisations looking for guidance about the next generation of leaders, as well as to candidates who want expert opinion on the state of the market and how to progress in their careers. Drop me a line to find out more – and be sure to stay tuned for further insights on these industries in 2025!

 

Special thanks to Mark Kummer for his contribution to this article.

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