UK dataswitch to US
Directors in logistics, warehousing and transport
enhancing supply chain efficiency and effectiveness, negotiating contracts with customers and suppliers to enhance supply chain efficiency and forecasting price trends and their impact on future activities. If that's your week, this page is about your job.
The honest answer
This job is splitting in two: calculating costs of materials, overheads and other expenses from estimates and price lists is work AI now does quickly and cheaply, and evaluating vendor manufacturing capabilities through on-site observations or other measurements is work it can't touch.
Which half fills your week decides your exposure. The ledger below shows which rows you can move toward.
Your week, as this page understands it
Directors in logistics, warehousing and transport plan, organise, direct and co-ordinate the activities and resources necessary for the safe, efficient and economic movement of passengers and freight by road, rail, sea and air transport, and the receipt, storage and warehousing of goods and the maintenance of stocks at an optimal level. The job title says “directors in logistics”, “warehousing” or “transport”: officially one job, several names. The real job is the part underneath: evaluating vendor manufacturing capabilities through on-site observations or other measurements. That is the thing someone has to be right about.
The exposed part of this job is specific, and we won’t pretend it is coming back. But directors in logistics, warehousing and transport is not one task. It is 49 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is evaluating vendor manufacturing capabilities through on-site observations or other measurements, and the ledger below shows exactly why.
Where the work sits, by task weight
- shifting to AI
- 55%
- changing shape
- 25%
- staying human
- 21%
These bars are tasks changing hands, not people being counted out. The ledger below shows which.
Whole-job exposure score 57 out of 100 (51–64 allowing for uncertainty): partial exposure, across 49 scored tasks. The number is the support for the sentence above it, not a headline about anyone’s future.
How we know this
What is measured: Every published task statement for directors in logistics, warehousing and transport is rated on five dimensions: can a model produce the output, does the work need a body in a room, does it need a legally accountable person, does it depend on a person being trusted in the moment, and how much data exists. A published formula turns those five ratings into the score; the model never writes the number.
How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.
Release: 2026-q4.1, scores computed 2026-08-05. Read the full method.
Your job, task by task
These are the official task statements for this occupation, in plain English, sorted by what the evidence says is happening to each one. The official wording sits under every line so you can check the rewrite against it.
- 25 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
- Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.
Shifting to AI
27 tasksTasks today’s tools can already do most of. This is the part we will not soften: where these rows are the bulk of your week, the week changes.
Enhancing supply chain efficiency and effectiveness
This is reading one thing and writing another: chain efficiency in, a record out. That is the shape today's tools are built for.
importance 90 · 1140/01Source: “Enhance supply chain efficiency and effectiveness.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Supply chain data analysis and optimisation is exactly the kind of number work software does well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Providing product forecasts to suppliers to ensure adequate stock levels and supplying chain efficiency
This is reading one thing and writing another: product forecasts in, a record out. That is the shape today's tools are built for.
importance 85 · 1140/01Source: “Provide product forecasts to suppliers to ensure adequate stock levels and supply chain efficiency.” (UK task statement)
How this row was scored
Exposure score: 79 out of 100 (75–83 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Demand forecasting from sales history is a standard, well-solved computing task.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Analysing information about supplier performance or procurement programme success
This is reading one thing and writing another: information in, a record out. That is the shape today's tools are built for.
importance 85 · 1140/01Source: “Analyse information about supplier performance or procurement programme success.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Supplier performance analysis is number work on purchase records the business already keeps.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Developing procedures for coordination of supply chain management with other functional areas
This is reading one thing and writing another: procedures in, a record out. That is the shape today's tools are built for.
importance 85 · 1140/01Source: “Develop procedures for coordination of supply chain management with other functional areas, such as sales, marketing, finance, production, or quality assurance.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Writing coordination procedures between departments is standard process documentation AI drafts well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Changing shape
12 tasksTasks where the machine takes the producing and a person keeps the checking, the deciding, or the answering-for-it. For most jobs this is the biggest group, and it is where "transformation, not termination" is literally visible.
Developing and implementing supply chain strategies
The software now makes the first pass at chain strategies, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 90 · 1140/01Source: “Develop and implement supply chain strategies, aligning with business unit functions to achieve long-term sustainable growth.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Strategy drafts come easily, but agreeing direction across business units is a negotiation between senior people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Implementing change in the supply chain in response to variations in production
The software now makes the first pass at change, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 85 · 1140/01Source: “Implement change in the supply chain in response to variations in production, scheduling, and demand.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Replanning against changed demand is calculation software does well, then agreed with the people affected.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Designing supply chains to support adaptive business strategies
The software now makes the first pass at chains, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 1140/01Source: “Design supply chains to support adaptive business strategies.” (UK task statement)
How this row was scored
Exposure score: 49 out of 100 (42–56 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Network design methods are well documented, though the decisive judgement about the business stays human.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Staying human
10 tasksTasks that stay with a person, because they happen in the physical world, because the rules need someone accountable, or because the value is that a specific person does them.
Managing resources and coordinating end-to-end supply chain activities
The value here is that a specific person handles resources and stands behind it. That is earned, not computed.
importance 90 · 1140/01Source: “Manage resources and coordinate end-to-end supply chain activities, ensuring optimal performance and cost-efficiency.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Planning systems already coordinate the flows; the day-to-day trade-offs are settled with people.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Managing stock control, including records, procurement, inventory and the safe handling and storage of goods
This work happens in the physical world: stock control, including records, procurement, in a real place. Software cannot follow it there.
importance 85 · 1140/01Source: “Manage stock control, including records, procurement, inventory, and the safe handling and storage of goods.” (UK task statement)
How this row was scored
Exposure score: 38 out of 100 (31–45 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Stock records and ordering are natural software tasks, though goods still have to be handled and stored.
The five ratings: output a model can produce 3/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Implementing supply chains for cost reduction strategies
The ratings behind this row put chains well outside what today's tools can do on their own.
importance 85 · 1140/01Source: “Implement supply chains for cost reduction strategies.” (UK task statement)
How this row was scored
Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Redesigning a supply chain on paper is easy; making it work involves suppliers, sites and physical flows.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Show the other 39 tasks
Calculating costs of materials, overheads and other expenses from estimates and price lists
shifting to AIThis is reading one thing and writing another: costs of materials, overheads and other expenses in, a record out. That is the shape today's tools are built for.
importance 75 · 1140/01Source: “Calculate costs of materials, overheads, and other expenses from estimates and price lists.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Working out costs from price lists and estimates is arithmetic over data the business already holds, so software handles it well.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reviewing environmental performance records of current or potential service providers
shifting to AIThis is reading one thing and writing another: environmental performance records of current or potential service in, a record out. That is the shape today's tools are built for.
importance 75 · 1140/01Source: “Review environmental performance records of current or potential service providers.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reading suppliers' environmental records and comparing them is document analysis software does quickly.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Diagraming supply chain models to facilitate discussions with customers
shifting to AIThis is reading one thing and writing another: chain models in, a record out. That is the shape today's tools are built for.
importance 75 · 1140/01Source: “Diagram supply chain models to facilitate discussions with customers.” (UK task statement)
How this row was scored
Exposure score: 85 out of 100 (81–89 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Drawing clear supply chain diagrams from a description is something software does quickly and well.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 4/4.
Forecasting price trends and their impact on future activities
shifting to AIThis is reading one thing and writing another: price trends in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Forecast price trends and their impact on future activities.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (76–90 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Forecasting price movements from market and historical data suits statistical and AI tools well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Documenting processes for the reuse or final disposal of products
shifting to AIThis is reading one thing and writing another: processes in, a record out. That is the shape today's tools are built for.
importance 70 · 1140/01Source: “Document processes for the reuse or final disposal of products.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Writing up reuse and disposal procedures is standard document work, then approved internally.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing inventories to increase turns
shifting to AIThis is reading one thing and writing another: inventories in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Analyse inventories to increase turns, reduce waste, and optimise customer service.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Analysing stock turns and waste is number work on data the business already holds.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Conducting risk assessments and developing strategies
shifting to AIThis is reading one thing and writing another: risk assessments in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Conduct risk assessments and develop strategies to manage, mitigate, and transfer risks.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Risk registers and mitigation plans follow well-documented patterns, so software can draft them to a standard the director then edits.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Developing reverse logistics management processes for efficient product recycling
shifting to AIThis is reading one thing and writing another: reverse logistics management processes in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Develop reverse logistics management processes for efficient product recycling.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Designing a returns and recycling process is desk work over well-documented practice, so software can produce a strong draft to refine.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Investigating new opportunities for materials
shifting to AIThis is reading one thing and writing another: new opportunities in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Investigate new opportunities for materials to be recycled.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Researching what else could be recycled is desk research, though local reprocessor options need direct contact.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Monitoring forecasts and quotas to predict impacts on supply chain activities
shifting to AIThis is reading one thing and writing another: forecasts in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Monitor forecasts and quotas to predict impacts on supply chain activities.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Watching forecasts and quotas and flagging knock-on effects is routine analysis of internal data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Redesigning the movement of goods to maximise value and minimise costs
shifting to AIThis is reading one thing and writing another: the movement of goods in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Redesign the movement of goods to maximise value and minimise costs.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Network and flow optimisation is exactly the kind of calculation software does very well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Investigating the carbon footprints of storage and distribution service providers
shifting to AIThis is reading one thing and writing another: the carbon footprints of storage in, a record out. That is the shape today's tools are built for.
importance 75 · 1140/01Source: “Investigate the carbon footprints of storage and distribution service providers.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Carbon footprint calculations for warehousing and transport follow published factors and supplier data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Locating or selecting biodegradable, non-toxic or other environmentally friendly raw materials for manufacturing processes
shifting to AIThis is reading one thing and writing another: biodegradable, non-toxic or other environmentally friendly raw materials in, a record out. That is the shape today's tools are built for.
importance 75 · 1140/01Source: “Locate or select biodegradable, non-toxic, or other environmentally friendly raw materials for manufacturing processes.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Searching for greener materials is research against published specifications, though samples still need testing.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Overseeing life cycle analyses to assess environmental impacts of products
shifting to AIThis is reading one thing and writing another: life cycle analyses in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Oversee life cycle analyses to assess environmental impacts of products, processes, or systems.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (59–73 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Life-cycle assessment follows published methods, though a qualified assessor stands behind the result.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Establishing supply chain-based performance measurement systems
shifting to AIThis is reading one thing and writing another: chain-based performance measurement systems in, a record out. That is the shape today's tools are built for.
importance 85 · 1140/01Source: “Establish supply chain-based performance measurement systems.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Designing supply chain measures and dashboards is data and reporting work that software builds quickly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Forecasting demand in consultation with supply chain planners
shifting to AIThis is reading one thing and writing another: demand in, a record out. That is the shape today's tools are built for.
importance 85 · 1140/01Source: “Forecast demand in consultation with supply chain planners.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Demand forecasting is a strong area for software, though planners still agree the assumptions together.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Leveraging supply chain assets to meet financial targets and drive cost efficiencies through the distribution network
shifting to AIThis is reading one thing and writing another: chain assets in, a record out. That is the shape today's tools are built for.
importance 85 · 1140/01Source: “Leverage supply chain assets to meet financial targets and drive cost efficiencies through the distribution network.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Cost and asset analysis across a distribution network is well-documented number work.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Supporting procurement activities by evaluating suppliers
shifting to AIThis is reading one thing and writing another: procurement activities in, a record out. That is the shape today's tools are built for.
importance 85 · 1140/01Source: “Support procurement activities by evaluating suppliers.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Scoring suppliers against criteria is structured comparison work software handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Liaising with purchasing colleagues to manage supply chain activities
shifting to AIThis is reading one thing and writing another: purchasing colleagues in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Liaise with purchasing colleagues to manage supply chain activities.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Coordinating supply chain work with colleagues is largely messaging and shared systems, with agreement reached between people.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Managing activities related to strategic or tactical purchasing and material requirements planning
shifting to AIThis is reading one thing and writing another: activities in, a record out. That is the shape today's tools are built for.
importance 80 · 1140/01Source: “Manage activities related to strategic or tactical purchasing and material requirements planning.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Purchasing and materials planning runs on documented methods and system data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Evaluating and selecting information or other technology solutions to improve tracking and reporting of materials or products distribution
shifting to AIThis is reading one thing and writing another: information in, a record out. That is the shape today's tools are built for.
importance 75 · 1140/01Source: “Evaluate and select information or other technology solutions to improve tracking and reporting of materials or products distribution, storage, or stock.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Comparing tracking and reporting systems is research and analysis that AI does thoroughly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Implementing systems for supplier selection
shifting to AIThis is reading one thing and writing another: systems in, a record out. That is the shape today's tools are built for.
importance 75 · 1140/01Source: “Implement systems for supplier selection.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Setting up supplier selection systems is design and documentation work software supports, with buyers deciding the criteria.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Monitoring the performance of contracted suppliers
shifting to AIThis is reading one thing and writing another: the performance of contracted suppliers in, a record out. That is the shape today's tools are built for.
importance 75 · 1140/01Source: “Monitor the performance of contracted suppliers.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Tracking supplier performance against agreed measures is reporting from data already collected.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Implementing industry relevant legislation and supplying chain requirements
changing shapeThe software now makes the first pass at industry relevant legislation, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1140/01Source: “Implement industry relevant legislation and supply chain requirements.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Legislation and standards are published and easy to turn into requirements, with the business held responsible.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Recording physical supply chain processes
changing shapeThe software now makes the first pass at physical supply chain processes, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1140/01Source: “Record physical supply chain processes, such as workflows, cycle times, position responsibilities, or system flows.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Writing up workflows and cycle times is documentation work, though the times come from watching the floor.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Discussing performance metrics with suppliers
changing shapeThe software now makes the first pass at performance metrics, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 1140/01Source: “Discuss performance metrics with suppliers.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: The metrics pack prepares itself, but a supplier conversation about performance is a human negotiation.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Evaluating and managing potentially disruptive technologies
changing shapeThe software now makes the first pass at disruptive technologies, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 1140/01Source: “Evaluate and manage potentially disruptive technologies, aligning it innovations with business needs in the global sourcing and international trade context.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Technology assessments draw on plenty of published material, though the decision is argued out internally.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Determining appropriate equipment and staffing levels
changing shapeThe software now makes the first pass at appropriate equipment, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1140/01Source: “Determine appropriate equipment and staffing levels to load, unload, move, or store materials.” (UK task statement)
How this row was scored
Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Planning kit and staffing for a shift is scheduling maths, though it needs knowledge of the site.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Designing warehousing strategies for production materials
changing shapeThe software now makes the first pass at strategies, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1140/01Source: “Design warehousing strategies for production materials.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Warehouse layout depends on the building, the racking and how the goods actually move.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Driving continuous improvement and innovation in the supply chain
changing shapeThe software now makes the first pass at continuous improvement, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 85 · 1140/01Source: “Drive continuous improvement and innovation in the supply chain, leveraging knowledge exchange to enhance supply chain visibility and brand appeal.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Improvement ideas are easy to generate; getting them adopted depends on persuading colleagues and partners.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Negotiating purchases and sales to optimise supply chain operations
changing shapeThe software now makes the first pass at purchases, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 1140/01Source: “Negotiate purchases and sales to optimise supply chain operations.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Analysis and offer drafts can be produced automatically, but the back-and-forth of agreeing a deal still runs through people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Negotiating shipping rates with freight carriers
changing shapeThe software now makes the first pass at rates, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 75 · 1140/01Source: “Negotiate shipping rates with freight carriers.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Rate benchmarking and draft offers can be produced automatically, but closing a rate with a carrier still involves a live conversation.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Supervising reverse logistics operations in line with environmental and company policy
staying humanThe ratings behind this row put reverse logistics operations well outside what today's tools can do on their own.
importance 80 · 1140/01Source: “Supervise reverse logistics operations in line with environmental and company policy.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Returns and recycling flows are documented, but overseeing them involves sites and regulators.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Implementing supply chains that support environmental policies
staying humanThe value here is that a specific person handles chains and stands behind it. That is earned, not computed.
importance 80 · 1140/01Source: “Implement supply chains that support environmental policies.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Plans draft well, but changing how suppliers and sites actually operate means working with them.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Managing inventory through effective stock control and merchandising processes
staying humanThis work happens in the physical world: inventory, in a real place. Software cannot follow it there.
importance 85 · 1140/01Source: “Manage inventory through effective stock control and merchandising processes.” (UK task statement)
How this row was scored
Exposure score: 29 out of 100 (22–36 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Stock figures can be managed on screen, but merchandising means moving goods around the shop.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Negotiating contracts with customers and suppliers to enhance supply chain efficiency
staying humanThe value here is that a specific person handles contracts and stands behind it. That is earned, not computed.
importance 85 · 1140/01Source: “Negotiate contracts with customers and suppliers to enhance supply chain efficiency.” (UK task statement)
How this row was scored
Exposure score: 28 out of 100 (21–35 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Terms and drafts can be prepared automatically, but agreeing a contract depends on trust built directly with the other side.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Qualifying new suppliers in collaboration with procurement
staying humanThe value here is that a specific person handles new suppliers and stands behind it. That is earned, not computed.
importance 80 · 1140/01Source: “Qualify new suppliers in collaboration with procurement, engineering, and quality assurance departments.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Approving a new supplier involves visits and joint judgement with colleagues from several departments.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Facilitating the introduction of new products and modifications to existing products in engineering
staying humanThe value here is that a specific person handles the introduction of new products and stands behind it. That is earned, not computed.
importance 75 · 1140/01Source: “Facilitate the introduction of new products and modifications to existing products in engineering.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Getting a new product through engineering and into supply depends on live coordination between teams.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Evaluating vendor manufacturing capabilities through on-site observations or other measurements
staying humanThis work happens in the physical world: vendor manufacturing capabilities, in a real place. Software cannot follow it there.
importance 80 · 1140/01Source: “Evaluate vendor manufacturing capabilities through on-site observations or other measurements.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (2–16 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Judging a factory's capability means walking the floor and seeing how it really runs.
The five ratings: output a model can produce 2/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
What this job pays, and how many people do it
- Median pay
- £83,400a year, before tax, the middle of the range, so half earn more and half earn less.ashe-t14, 2025 · ASHE 2025 provisional (reference April 2025)Provisional, because the ONS revises this figure in the autumn.
How we know this
Source: ashe-t14
Reference period: ASHE 2025 provisional (reference April 2025)
Rounding: Shown to the nearest £100. The exact published figure is in the downloadable dataset. We do not render pounds the survey cannot support.
- People doing this job
- 30,300in the UK, 2026.nomis-aps · Apr 2025-Mar 2026 (latest APS 12-month period)This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
What is deliberately not here: a forecast of how many of these jobs exist in ten years. Where an official projection exists for a market we publish it with its vintage; where it does not, we leave the space empty rather than borrow the other country’s number.
Why this is shifting
The reason is boringly specific. Most of what is shifting here is reading one thing and writing another: costs of materials, overheads and other expenses in, a record out. The rows above are exactly that shape: calculating costs of materials, overheads and other expenses from estimates and price lists and enhancing supply chain efficiency and effectiveness. What it cannot do is be there in the room, and that is still where vendor manufacturing capabilities get done. Which is why this page talks about your tasks changing, not your job ending.
Your move
Over a pint: what I’d tell you if you were my friend
The exposed part of your job is the biggest part, and I am not going to dress that up: calculating costs of materials, overheads and other expenses from estimates and price lists is work today's tools do quickly and cheaply, and that is not coming back.
So, given all that: 55% of this job's task weight sits in rows the software is already learning, 25% in rows that change shape rather than disappear, and 21% in rows it is nowhere near. That is the position, measured across 49 scored tasks. It is not a forecast about you.
What you have that the software does not is evaluating vendor manufacturing capabilities through on-site observations or other measurements, plus the years of knowing when something looks wrong before you can say why. That is the raw material for everything below.
This week: one thing
Sit on the machine's side of the desk. Pick one real piece of costs of materials, overheads and other expenses you would normally do yourself, let whatever software you already have take the first pass at it, and then go through what it produced and write down every single thing it got wrong. One evening this week. Do not fix anything yet. Just catch it.
- What you end up holding
- a written list of the machine’s mistakes, in your handwriting
- How long it takes
- an evening, or an hour if you pick one job rather than one client
If you can’t run software on your employer’s or your clients’ data: Do the same hunt on paper. Take one printed piece of costs of materials, overheads and other expenses, work through it the way you always do, and mark every point where you made a call rather than followed a rule. Same evening, same list, nothing to log into and nobody to ask permission from. That list is the same artifact: it is the judgment written down.
Over the next 90 days
Change one sentence about what you do. Not on a CV. Out loud, to whoever pays you. From “my job is calculating costs of materials, overheads and other expenses from estimates and price lists” to “I check what the software does and tell you what it means.” Your error list from this week is what makes that sentence true instead of a claim, so use it: show it once, to one person, inside the next ninety days. Same skills, priced as judgment rather than as typing.
Over the next 12 months
Walk toward the end of this job that answers for things, and get it recognised. Pick the one part of evaluating vendor manufacturing capabilities through on-site observations or other measurements you are already best at, and spend the year making it formal: a qualification, a named responsibility, a specialism people ask for by name. Price it honestly: that is evenings, it is months rather than weeks, and the seats are competitive because everyone in your position is looking at the same door. Before you pay for anything, spend an hour with National Careers Service. It is free and government-funded, and it is listed below with the rest of the free routes.
The roads out of here, and why I am not sending you down them
I looked at the obvious moves out of this job, and here is what I found.
I checked the 12 nearest UK occupations to directors in logistics, warehousing and transport (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was stock control clerks and assistants: only about 12% of its durable work is work you already do and it pays 64.1% less. Your own job splits about 55/45: that share of the list sits in the top exposure band and the rest does not. On this evidence the honest move is inside the job rather than out of it. Become the person who owns “develop and implement supply chain strategies, aligning with business unit functions to…”, and let the exposed end go.
How that was checked: this job was compared against all 412 UK occupations in this release on their official task statements, and the 12 nearest were examined one by one. A move that turns on an industry, an employer or a qualification rather than on the work itself will not show up in a check like that. And this release carries no licence register, so anything you are weighing needs that looked up separately.
3 moves I checked and rejected
These are the obvious-looking jumps. They are here with their reasons rather than quietly dropped, because the ones that fail are worth knowing about. It is one less thing to turn over at night.
Stock control clerks and assistants
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “implement supply chains for cost reduction strategies”. Across the whole of both lists that adds up to about 12% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 12% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on. It is a pay cut, in those words: £29,991 against your £83,447, 64.1% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Managers in logistics
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “negotiate contracts with customers and suppliers to enhance supply chain efficiency”. Across the whole of both lists that adds up to about 11% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 11% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on. It is a pay cut, in those words: £46,143 against your £83,447, 44.7% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Merchandisers
Why it looked obvious: It came up as a near neighbour on the work AI is not taking: you already support procurement activities by evaluating suppliers, and their equivalent is to agree contracts with suppliers for procurement activities. Across both published task lists that is about 7% of the durable work in that job.
Why I am not recommending it: Almost none of it is work you already do: about 7% of the durable side of that job. That is a different job, not a next step. It is a pay cut, in those words: £32,155 against your £83,447, 61.5% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
What I’d stop worrying about
A friend tells you what not to spend fear on. This is that list.
The headline number you read somewhere
The big “X% of jobs” figures are about the whole economy, not about you. The number that describes your job is on this page: 55% of its task weight, across 49 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
“It’s too late for me to become something else”
You are not starting from zero, and the page shows why: evaluating vendor manufacturing capabilities through on-site observations or other measurements is work the software cannot do and you already do it. The move above is a repricing of what you know, not a new career. Nobody who has just left college has that.
“I should learn to code”
Almost certainly not. The value in your job is moving toward checking, deciding and answering for the output, not toward writing the software. A weekend of Python will not change your position; the error list from this week will.
The “obvious” next job everyone suggests
I checked the obvious moves and most of them did not survive. The reasons are printed with the routes above, including the pay and the gate. A move that fails on the numbers is worth knowing about so you can stop turning it over at night.
If you run a team doing this job
If you run a team doing this job, the conversation you owe them is the one on this page, and sooner than feels comfortable. Show them the ledger rather than a reassurance: the rows moving toward the software are calculating costs of materials, overheads and other expenses from estimates and price lists, and the rows that are not are where you want your people visible. Ask each of them to do the this-week move and bring the list to your next one-to-one. It turns a rumour into a piece of work, and it tells you which parts of your team's week are actually at stake. And say the thing out loud that a team lead usually leaves unsaid: a shrinking team is your exposure too, so do the move yourself as well.
You are reading the United Kingdom figures
The United States splits this work across more than one official group, of which Transportation, Storage, and Distribution Managers is the closest. The pay and employment figures are not directly comparable, and we do not average them together.
Switch to the United States page →partial match
In US official statistics this job is counted as Transportation, Storage, and Distribution Managers. Pay and employment stay on this page’s own group; the task list and the scores do not cross over.
Your route through this
Where to go next, and what it costs
Free, and complete
The moves above cost nothing. These are the real services that go with them: public, government-funded, and free at the point of use. Nothing on this page is behind an email address or a payment.
In England:
A free hour with a government-funded careers adviser is worth more than another evening of reading. In England that's the National Careers Service.
Free, government-funded
In England:
National Careers Service - Find a course
Search what's actually running near you before you spend anything.
Free to search; individual courses vary
In England:
Free courses for jobs (Level 3 qualifications)
A free Level 3 qualification you already qualify for beats a paid course you don't need.
Free for eligible adults
In England:
Free, up to 16 weeks, and you get a job interview at the end. In England these are Skills Bootcamps - search what's running near you.
Free for eligible adults in England
In Scotland:
My World of Work (Skills Development Scotland)
In Scotland it's My World of Work, from Skills Development Scotland.
Free, publicly funded
In Wales:
In Wales it's Careers Wales.
Free, Welsh Government-funded
In Northern Ireland:
Careers Service Northern Ireland
In Northern Ireland it's the Careers Service on nidirect.
Free, Department for the Economy-funded
No Space for this job, but one for what is happening to it
Nothing Collab365 runs is built for directors in logistics / warehousing / transport, and we are not going to point you at the nearest one and call it a fit.
There is one that is not about a job title at all. The AI Authority is about being the person who directs these tools at work rather than the person they get compared to. That is worth saying here, because 55% of the work on this page is already inside what they can do.
7 days free, no card needed. Explore up to 2 Spaces before you choose a plan: you pick a plan later, not now.
The AI Authority is a general community about working with AI, not a course for directors in logistics / warehousing / transport. You do not need it to act on anything here: the moves above cost nothing and stand on their own. The data on this page is the same either way.
Noted, and thank you. We’ll email you if a Space for directors in logistics / warehousing / transport launches. Nothing else.
That did not look like an email address, so nothing was saved. Have another go below.
We could not save that. The fault is ours, not yours, and your address was not stored. Please try again later.
No deadline on any of this. The page will still be here, and the data is refreshed on a published schedule rather than when someone wants a headline.
Questions people ask about this job
- Will AI replace Directors in logistics, warehousing and transport?
- Not as a job, but it is already doing parts of the work. Across the 49 official task statements scored for Directors in logistics, warehousing and transport (United Kingdom, SOC 1140), 55% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 57 out of 100 (range 51–64, band: partial). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.
- Which tasks in “Directors in logistics, warehousing and transport” can AI already do?
- The highest-scoring tasks in release 2026-q4.1 are: “Calculate costs of materials, overheads, and other expenses from estimates and price lists” (93/100, very high); “Review environmental performance records of current or potential service providers” (93/100, very high); “Diagram supply chain models to facilitate discussions with customers” (85/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.
- Which tasks in “Directors in logistics, warehousing and transport” stay human?
- About 21% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Evaluate vendor manufacturing capabilities through on-site observations or other measurements” (9/100, minimal); “Facilitate the introduction of new products and modifications to existing products in engineering” (26/100, low); “Qualify new suppliers in collaboration with procurement, engineering, and quality assurance departments” (26/100, low). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
- What should someone working in “Directors in logistics, warehousing and transport” do about AI?
- Start from the ledger rather than the headline: 55% of this job's weighted core work is exposed, and roughly 21% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.
- How is the AI exposure score for Directors in logistics, warehousing and transport calculated?
- Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 49 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.
Where these numbers come from
About the data on this page
- Provisional, because the ONS revises this figure in the autumn.
- This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
- The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
- 25 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
- Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.
- Task statements
- gaisi-indexProcessing: catalogue-bridge → ssc-relatedness-weighting → task-scoring → score-aggregation
- Task weights
- gaisi-index (relatedness)
- Scores
- Rubric task_scoring_v1.0, model claude-opus-5, computed 2026-08-05.
- Pay and employment
- ashe-t14 (ASHE 2025 provisional (reference April 2025))nomis-aps (Apr 2025-Mar 2026 (latest APS 12-month period))
Figures on this page come from release 2026-q4.1, published 2026-08-05. Every release keeps its own permanent address, so a figure you cite in March is still there, unchanged, in November.
The plain-English wording on this page is assembled directly from the task statements and the published ratings, not written by hand for this occupation. That is why it is specific, and it is also why we say so.
The routes and free resources further up are today’s, not the release’s (last reviewed 2026-08-05). A route is an offer, not a historical fact, so it moves on its own clock.
Using these figures?
Cite this
Everything on this site is published under CC BY 4.0. Quote it, chart it, sell something built on it. Just say where it came from, and cite the dated release rather than the site, so the figure you quote stays checkable.
Plain text
Collab365 (2026). Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1 (methodVersion 2.0.0, promptVersion task_scoring_v1.0). https://futureproof.collab365.com/data/2026-q4.1. Licensed CC BY 4.0. Built with O*NET data (USDOL/ETA, CC BY 4.0); ONS data (Open Government Licence v3.0); GAISI task framework (arXiv:2507.22748, MIT); BLS data (public domain).
BibTeX
@misc{collab365futureproof2026q41,
title = {Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1},
author = {{Collab365}},
year = {2026},
url = {https://futureproof.collab365.com/data/2026-q4.1},
note = {Release 2026-q4.1, methodVersion 2.0.0, promptVersion task_scoring_v1.0, CC BY 4.0}
}Data as of release 2026-q4.1, published . Releases never change after publication; when the figures move, a new dated release is published beside this one and this one stays exactly where it is.