UAE & Saudi Arabia Logistics Sector
The logistics sector in the UAE and Saudi Arabia is undergoing structural change. Major infrastructure investments, evolving regulatory frameworks, and economic diversification efforts are reshaping talent demands. The shift from traditional operational roles to digitally integrated, compliance-driven leadership positions is placing pressure on companies to rethink their hiring, development, and retention strategies.
This white paper presents data-driven insights into hiring trends, mobility patterns, emerging skill sets, leadership gaps, and compensation expectations. The focus is on middle-to-senior-level roles in logistics, maritime, freight, and supply chain operations.
Labor mobility remains a defining characteristic of the region's logistics talent landscape. Professionals are moving across borders in response to better career progression, compensation, and working conditions.
The exit of experienced professionals from the region increases operational risk and slows the pace of transformation projects.
Not all growth is equal. Some companies are scaling with talent strategies in place, while others expand headcount but lose capability through attrition.
| Company | Growth Rate | Attrition Rate |
|---|---|---|
| DP World | +12.6% | 4.4% |
| dnata | +9.5% | 2.8% |
| Emirates Group | +8.2% | N/A |
| Etihad | +9.0% | 4.6% |
| Saudi Airlines | Low | 3.3% |
Mid-level attrition disrupts execution. Every role vacated requires re-training, slows delivery, and adds to recruitment costs.
Hiring at the middle and senior levels is slowing logistics transformation. Roles such as General Manager and Business Development Manager are evolving in scope but remain difficult to fill.
Leadership gaps delay digitization, reduce client confidence, and increase operational inconsistencies.
The logistics sector remains largely male at the leadership level, but entry points are opening across planning and commercial functions.
Pair senior Gen X leaders with Millennial and Gen Z mentees to bridge knowledge gaps and modernize approaches.
Introduce non-linear growth paths and re-entry programs to attract diverse talent and accommodate different career stages.
Include diversity benchmarks in leadership hiring to systematically improve representation at all levels.
As logistics operations become more complex, skill requirements are shifting away from task-based roles toward hybrid technical-commercial competencies.
Demand is rising faster than supply, especially for leadership and compliance-linked roles. This is driving salary increases and location-based differentials.
| Role | UAE Range | KSA Range |
|---|---|---|
| CEO | $220K–$325K | $200K–$285K |
| General Manager | $135K–$185K | $120K–$160K |
| Supply Chain Director | $120K–$160K | $110K–$150K |
| BDM – Freight Forwarding | $70K–$95K | $70K–$95K |
| Operations Manager | $85K–$120K | $80K–$110K |
Align logistics talent strategy with infrastructure and digital investment plans
Plan succession at least 12 months in advance of forecasted exits
Support workforce innovation initiatives beyond technology
Use talent analytics to monitor attrition and internal mobility
Build cross-border talent rotation programs
Expand leadership development to include compliance, ESG, and analytics
Evaluate workforce strategy as part of capital planning
Review diversity, attrition, and succession metrics quarterly
Ensure future leaders match the demands of modern logistics
In 2025, logistics companies in the UAE and KSA face a clear challenge: transform operations while keeping top talent engaged, developed, and aligned. This is not a branding exercise. It requires structural change, better data usage, and an honest look at where capability gaps sit.