Making the case for much-needed talent to support the next phase of growth for the logistics sector
Contributor: Kush Ahuja, Head of Middle East and Eurasia, ACCA (Association of Chartered Certified Accountants)
Across the UAE and the wider Gulf region, major investments in logistics continue to reshape the sector, from developments such as Sharjah’s Al Dhaid Logistics Complex and the expansion of advanced warehousing capacity across the UAE, to major connectivity projects including Etihad Rail and ongoing investment in the country’s ports and free zones.
Together, these initiatives are strengthening the UAE’s position as a global gateway connecting Asia, Africa and Europe, while supporting broader economic diversification ambitions.
Much of the conversation surrounding this growth has understandably focused on physical infrastructure. New facilities, expanded capacity and advanced technologies are all critical ingredients for success. Yet as the sector continues to evolve, another challenge deserves equal attention; do we have the talent needed to support the next phase of logistics growth?
Human infrastructure
For logistics leaders, the answer to this question may become just as important as the next investment in warehouses, ports or transport networks. Human infrastructure—the ability to attract, develop and retain skilled professionals—has become a priority.
Today’s logistics operations are increasingly digital, data-driven and interconnected. Organisations are managing complex supply chains across multiple jurisdictions, responding to shifting trade patterns, adopting new technologies and addressing growing sustainability requirements.
Consequently, demand is rising for professionals with expertise in finance, risk management, compliance, technology, data analytics and sustainability reporting. These skills are becoming fundamental to the efficient operation of modern logistics businesses.
Strategic role
Finance professionals, in particular, are playing an increasingly strategic role. Beyond traditional financial management, they are helping organisations assess investment decisions, manage operational risks, improve performance through data insights and support long-term sustainability objectives. As logistics operations become more sophisticated, the need for these capabilities will only increase.
At the same time, attracting and retaining this talent is becoming more challenging. ACCA’s latest Global Talent Trends 2026 research highlights significant shifts in what finance and business professionals expect from their careers. Across the Middle East, professionals are increasingly seeking opportunities that offer innovation, purpose, career development and the chance to work with emerging technologies such as artificial intelligence (AI).
The research also reveals a highly mobile workforce. More than half of respondents expect their next career move to be outside their current organisation, highlighting the growing competition for skilled talent across industries.
Broader shift
This reflects a broader shift in how professionals are approaching their careers. ACCA’s Career Paths research shows that today’s finance professionals increasingly view their careers as flexible and personalised, shaped by continuous learning, new experiences and the opportunity to develop skills that will keep them relevant in a rapidly evolving workplace.
Career progression is not defined by a single, linear path, but by an employer’s ability to provide meaningful opportunities to grow, adapt and embrace change.
This presents an important challenge for logistics organisations. They are not only competing with other logistics businesses for talent, but they are also competing with technology companies, financial institutions, consulting firms and government transformation initiatives that are seeking many of the same skills. In this environment, salary alone is unlikely to be enough.
Professionals increasingly want to work for organisations that invest in their development, provide clear pathways for progression and offer meaningful opportunities to contribute to business transformation. They want access to learning and upskilling opportunities that help them remain relevant in an ever-changing world of work.
Talent strategy
For logistics organisations, this means taking a longer-term approach to talent strategy. Developing future-ready workforces requires continuous investment in learning and professional development.
It means creating environments where employees can build expertise in areas such as AI, data analytics, sustainability and strategic decision-making. It also means ensuring that talent development is embedded within broader business strategy, rather than viewed as a standalone human resources initiative.
There is also a significant opportunity for organisations willing to embrace this approach. The logistics sector sits at the heart of global trade, economic growth and supply chain transformation.
Meaningful careers
For many professionals, particularly younger generations entering the workforce, this creates the potential for impactful and meaningful careers. Organisations that can clearly communicate this purpose while offering opportunities for growth and innovation will be better positioned to attract the talent they need.
The UAE has demonstrated remarkable ambition in building world-class logistics infrastructure. The next challenge is ensuring that the workforce evolves at the same pace as the physical assets being developed.
Clearly infrastructure remains essential, but warehouses, transport corridors and logistics hubs ultimately depend on people to unlock their full value. The real differentiator will not be who builds the biggest warehouse or the fastest transport network, but who develops the workforce capable of maximising their potential. In this sense, human infrastructure may prove to be the most important infrastructure investment of all.
PROFILE:
Kush Ahuja, Head of Eurasia and the Middle East at ACCA in 2024, brings a dynamic blend of vision and experience to the role.
Previously, he spearheaded ACCA’s growth strategy in India as Associate Director, working closely with global teams to expand the organisation’s footprint and impact across the region.
With over 24 years in business development, strategic planning and team leadership, Kush is known for driving growth, innovation and fostering inclusive work cultures through his deep understanding of diverse industries.
