Will AI replace Managers in logistics?

Not as a job, but it is already doing parts of the work. Across the 50 official task statements scored for Managers in logistics (United Kingdom, SOC 1243), 39% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 52 out of 100 (range 45–58, 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 “Managers in logistics” can AI already do?

The highest-scoring tasks in release 2026-q4.1 are: “Maintain accurate records of forecasts and stock levels” (93/100, very high); “Use computer software to track goods from origin to delivery” (93/100, very high); “Keep up to date with industry developments and market trends” (83/100, 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 “Managers in logistics” stay human?

About 29% 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: “Supervise team members to ensure task completion” (6/100, minimal); “Inspire and motivate team members to enhance productivity and team cohesion” (10/100, minimal); “Maintain and develop positive business relationships with key personnel involved in logistics activities” (10/100, minimal). 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 “Managers in logistics” do about AI?

Start from the ledger rather than the headline: 39% of this job's weighted core work is exposed, and roughly 29% 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 Managers in logistics 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 50 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.

UK dataswitch to US

Managers in logistics

addressing and managing staff training issues to improve operational efficiency, writing reports on development projects to assess progress and outcomes and analysing logistical problems to produce new solutions. If that's your week, this page is about your job.

The honest answer

This job is splitting in two: maintaining accurate records of forecasts and stocking levels is work AI now does quickly and cheaply, and maintaining and developing positive business relationships with key personnel involved in logistics activities is work it can't touch.

Your move: what you can actually do about this ↓

Where the work sits, by task weight

shifting to AI: 39%
changing shape: 32%
staying human: 29%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

Whole-job exposure score 52 out of 100 (45–58 allowing for uncertainty): partial exposure, across 50 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 managers in logistics 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 2026-08-04. Read the full method.

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

Managers in logistics plan, co-ordinate and organise the supply chain of goods and services between the point of production and consumption, including their efficient transportation, storage and retailing. The job title says “managers in logistics”. The real job is the part underneath: maintaining and developing positive business relationships with key personnel involved in logistics activities. 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 managers in logistics is not one task. It is 50 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is maintaining and developing positive business relationships with key personnel involved in logistics activities, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 39%
changing shape: 32%
staying human: 29%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

How we know this

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 2026-08-04. 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.

Shifting to AI

19 tasks

Tasks 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.

Keeping up to date with industry developments and marketing trends
This is reading one thing and writing another: to date in, a record out. That is the shape today's tools are built for.
importance 80 · 1243/00
Source: “Keep up to date with industry developments and market trends.” (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: Keeping up with industry news is reading and summarising, which software does quickly and 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.
Using IT systems to manage stock levels
This is reading one thing and writing another: IT systems in, a record out. That is the shape today's tools are built for.
importance 80 · 1243/00
Source: “Use IT systems to manage stock levels, delivery times and transport costs.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Stock, timing and cost management inside a system is well-documented, repeatable screen 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 0/4 · how much data exists 4/4.
Monitoring and reporting on supply chain activities to ensure transparency and efficiency
This is reading one thing and writing another: supply chain activities in, a record out. That is the shape today's tools are built for.
importance 80 · 1243/00
Source: “Monitor and report on supply chain activities to ensure transparency and efficiency.” (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: Tracking and reporting supply chain activity is data work software does quickly and consistently.
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
This 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 · 1243/00
Source: “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.

Changing shape

16 tasks

Tasks 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.

Addressing and managing staff training issues to improve operational efficiency
The software now makes the first pass at staff training issues, 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 · 1243/00
Source: “Address and manage staff training issues to improve operational efficiency.” (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: Training plans can be drafted from records, but sorting out staff problems means talking to the people involved.
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.
Executing maintenance planning for logistics support activities
The software now makes the first pass at maintenance, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1243/00
Source: “Execute maintenance planning for logistics support activities.” (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: Maintenance schedules are rule-based planning that software handles well, though checks happen on 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 0/4 · how much data exists 3/4.
Understanding work with and possibly help to develop e-commerce
The software now makes the first pass at work, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1243/00
Source: “Understand, work with and possibly help to develop e-commerce.” (UK task statement)
How this row was scored
Exposure score: 55 out of 100 (43–67 allowing for uncertainty): partial exposure, low confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: The statement is broad, but online trading is heavily documented and much of the work is at a screen.
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 4/4.

Staying human

15 tasks

Tasks 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.

Recruiting staff with supply chain or logistics expertise
The value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance not published
No importance rating is published for this task, so the ordering here is ours.
Source: “Recruit staff with supply chain or logistics expertise.” (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: Adverts and shortlisting draft well, though interviewing and choosing people stays human.
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.
Coordinating and implementing quality control activities to maximise product reliability
The ratings behind this row put quality control activities well outside what today's tools can do on their own.
importance 80 · 1243/00
Source: “Coordinate and implement quality control activities to maximise product reliability.” (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.
The rating behind it: Quality plans and analysis can be automated, but sampling and checking product still happens on the line.
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 0/4 · how much data exists 3/4.
Managing logistics manufacturing and delivery processes to ensure efficiency
The value here is that a specific person handles logistics and stands behind it. That is earned, not computed.
importance 80 · 1243/00
Source: “Manage logistics manufacturing and delivery processes to ensure efficiency.” (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: The planning is strong on paper, but running the operation means dealing with sites and people daily.
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.

Show the other 40 tasks

Maintaining accurate records of forecasts and stocking levels
shifting to AI
This is reading one thing and writing another: accurate records of forecasts in, a record out. That is the shape today's tools are built for.
importance 75 · 1243/00
Source: “Maintain accurate records of forecasts and stock levels.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (86–100 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: Keeping forecast and stock records accurate is routine record work software already does better than people.
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.
Using computer software to track goods from origin to delivery
shifting to AI
This is reading one thing and writing another: computer software in, a record out. That is the shape today's tools are built for.
importance 70 · 1243/00
Source: “Use computer software to track goods from origin to delivery.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (86–100 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: Tracking consignments from origin to delivery is already done by software end to end.
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.
Planning vehicle routes
shifting to AI
This is reading one thing and writing another: vehicle routes in, a record out. That is the shape today's tools are built for.
importance 75 · 1243/00
Source: “Plan vehicle routes.” (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: Routing software is mature, though planners still override it for access, driver hours and customer quirks.
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.
Using associated information systems to coordinate and control the order cycle
shifting to AI
This is reading one thing and writing another: associated information systems in, a record out. That is the shape today's tools are built for.
importance 75 · 1243/00
Source: “Use associated information systems to coordinate and control the order cycle.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Running the order cycle through the system is structured, well-documented screen 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 0/4 · how much data exists 4/4.
Writing reports on development projects to assess progress and outcomes
shifting to AI
This is reading one thing and writing another: reports in, a record out. That is the shape today's tools are built for.
importance 75 · 1243/00
Source: “Write reports on development projects to assess progress and outcomes.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Progress reports follow set structures using project information already recorded.
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.
Analysing performance based on forecasts and stocking levels
shifting to AI
This is reading one thing and writing another: performance in, a record out. That is the shape today's tools are built for.
importance 70 · 1243/00
Source: “Analyse performance based on forecasts and stock levels.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Comparing actual stock against forecast is a standard calculation on data already in the system.
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.
Analysing logistical problems to produce new solutions
shifting to AI
This is reading one thing and writing another: logistical problems in, a record out. That is the shape today's tools are built for.
importance 75 · 1243/00
Source: “Analyse logistical problems to produce new solutions.” (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: Working out where a supply chain is failing and proposing fixes is analysis on data already recorded.
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.
Preparing reports on logistics performance measures
shifting to AI
This is reading one thing and writing another: reports in, a record out. That is the shape today's tools are built for.
importance 70 · 1243/00
Source: “Prepare reports on logistics performance measures.” (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: Performance reports pull set measures from the system and add standard commentary.
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.
Explaining proposed solutions through written proposals to interested parties
shifting to AI
This is reading one thing and writing another: proposed solutions in, a record out. That is the shape today's tools are built for.
importance 75 · 1243/00
Source: “Explain proposed solutions through written proposals to interested parties.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (66–74 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: Written proposals explaining an option are the kind of document software drafts to a usable standard.
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 4/4.
Managing the logistics of supplies to ensure timely delivery
shifting to AI
This is reading one thing and writing another: the logistics of supplies in, a record out. That is the shape today's tools are built for.
importance 75 · 1243/00
Source: “Manage the logistics of supplies to ensure timely delivery.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (63–77 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: Planning and tracking deliveries is exactly what logistics software does, with people handling the exceptions.
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 4/4.
Analysing customer needs to inform sales strategies and customer requirements
shifting to AI
This is reading one thing and writing another: customer needs in, a record out. That is the shape today's tools are built for.
importance 80 · 1243/00
Source: “Analyse customer needs to inform sales strategies and customer requirements.” (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: Needs analysis from records and conversations is well-supported analytical 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.
Planning projects to optimise supply chain operations and efficiency
shifting to AI
This is reading one thing and writing another: projects in, a record out. That is the shape today's tools are built for.
importance 80 · 1243/00
Source: “Plan projects to optimise supply chain operations and efficiency.” (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: Improvement project plans follow well-known structures using performance data already held.
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.
Directing availability and allocation of materials
shifting to AI
This is reading one thing and writing another: availability in, a record out. That is the shape today's tools are built for.
importance 75 · 1243/00
Source: “Direct availability and allocation of materials, supplies, and finished products.” (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: Allocation decisions follow rules and forecasts that software applies quickly and consistently.
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.
Allocating and managing staff resources according to changing needs
shifting to AI
This is reading one thing and writing another: staff resources in, a record out. That is the shape today's tools are built for.
importance 70 · 1243/00
Source: “Allocate and manage staff resources according to changing needs.” (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: Allocating staff against changing demand is scheduling from known availability, which planning tools do 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.
Enhancing supply chain efficiency and effectiveness
shifting to AI
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 70 · 1243/00
Source: “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.
Monitoring and evaluating team performance to ensure achievement of specific targets
changing shape
The software now makes the first pass at team performance, 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 65 · 1243/00
Source: “Monitor and evaluate team performance to ensure achievement of specific targets.” (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: Performance figures are easy to pull together automatically, but the follow-up is a conversation.
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.
Developing innovative supply strategies for logistics operations
changing shape
The software now makes the first pass at innovative supply strategies, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1243/00
Source: “Develop innovative supply strategies for logistics operations.” (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: Strategy drafts are a usable start, but the genuinely new ideas come from knowing this business.
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.
Applying strategic practice to technology solutions development
changing shape
The software now makes the first pass at strategic practice, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 65 · 1243/00
Source: “Apply strategic practice to technology solutions development.” (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: Strategy can be drafted, but applying it to a particular organisation needs inside knowledge.
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.
Using information from managed systems and processes to drive organisational performance and improvements
changing shape
The software now makes the first pass at information, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 65 · 1243/00
Source: “Use information from managed systems and processes to drive organisational performance and improvements.” (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: The reporting is straightforward, but turning it into change depends on knowing what the organisation will accept.
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.
Creating work rosters and implementing staff training as managerial duties
changing shape
The software now makes the first pass at work rosters, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1243/00
Source: “Create work rosters and implement staff training as managerial duties.” (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: Rota building is a scheduling problem software solves well; delivering the training itself still needs a person.
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.
Allocating and prioritising team tasks to ensure uninterrupted workflow
changing shape
The software now makes the first pass at team tasks, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 65 · 1243/00
Source: “Allocate and prioritise team tasks to ensure uninterrupted workflow.” (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: Allocating and prioritising tasks against the programme is scheduling work software does well.
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.
Adhering to health and safety requirements in the workplace
changing shape
The software now makes the first pass at health, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1243/00
Source: “Adhere to health and safety requirements in the workplace.” (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: The requirements are published and easy to look up, but adhering to them is something people do in the workplace.
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 0/4 · how much data exists 4/4.
Continuallying improve business performance, taking into account legislation, fuel costs and environmental pressures
changing shape
The software now makes the first pass at improve business performance, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 65 · 1243/00
Source: “Continually improve business performance, taking into account legislation, fuel costs, and environmental pressures.” (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: Cost and legislation analysis can be automated, but improving performance means changing real operations.
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.
Collaborating with other departments to meet customer requirements
changing shape
The software now makes the first pass at other departments, 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 · 1243/00
Source: “Collaborate with other departments to meet customer requirements.” (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: Working across departments to meet customer needs runs on relationships and negotiation.
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.
Developing new business opportunities to optimise supply chain operations and increase efficiency
changing shape
The software now makes the first pass at new business opportunities, 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 · 1243/00
Source: “Develop new business opportunities to optimise supply chain operations and increase efficiency.” (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: Ideas and analysis draft well, but winning new business runs through relationships with customers.
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.
Collaborating with other departments to minimize negative impacts of shortages on business
changing shape
The software now makes the first pass at other departments, 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 · 1243/00
Source: “Collaborate with other departments to minimize negative impacts of shortages on business.” (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: Options can be drafted, but sorting out a shortage means agreeing priorities with other departments.
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.
Setting clear and measurable objectives for the team
changing shape
The software now makes the first pass at clear, 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 · 1243/00
Source: “Set clear and measurable objectives for the team.” (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: Objectives can be drafted, but agreeing them with a team is a management 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.
Sourcing the right products in collaboration with procurement managers and buyers
changing shape
The software now makes the first pass at the right products, 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 70 · 1243/00
Source: “Source the right products in collaboration with procurement managers and buyers.” (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: Shortlists come out well, but choosing and agreeing a source happens with buyers and suppliers.
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.
Minimising operational risks to ensure uninterrupted supply chain operations
staying human
The ratings behind this row put operational risks well outside what today's tools can do on their own.
importance 70 · 1243/00
Source: “Minimise operational risks to ensure uninterrupted supply chain operations.” (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: Risk registers draft easily, though spotting the real weak points needs someone who knows the operation.
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.
Overseeing distribution activities of products to ensure efficient operations
staying human
The ratings behind this row put distribution activities of products well outside what today's tools can do on their own.
importance 70 · 1243/00
Source: “Oversee distribution activities of products to ensure efficient operations.” (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: Distribution planning is largely data work, though keeping an eye on the operation means being around it.
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.
Developing logistic strategies for production facilities
staying human
The ratings behind this row put logistic strategies well outside what today's tools can do on their own.
importance 65 · 1243/00
Source: “Develop logistic strategies for production facilities.” (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: Strategy drafts help, but a plant’s layout and constraints are known best by the people in it.
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.
Implementing supply chains that support environmental policies
staying human
The value here is that a specific person handles chains and stands behind it. That is earned, not computed.
importance 70 · 1243/00
Source: “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.
Negotiating contracts with customers and suppliers to enhance supply chain efficiency
staying human
The value here is that a specific person handles contracts and stands behind it. That is earned, not computed.
importance 75 · 1243/00
Source: “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: Draft terms are easy, but the deal itself is struck between people who have to live with it.
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.
Ensuring maintenance of logistics equipment to guarantee operational readiness
staying human
This work happens in the physical world: maintenance of logistics equipment, in a real place. Software cannot follow it there.
importance 65 · 1243/00
Source: “Ensure maintenance of logistics equipment to guarantee operational readiness.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 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: Schedules and records are easy, but keeping equipment working means someone with tools.
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 1/4 · how much data exists 3/4.
Conducting training sessions on operational procedures for operations staff
staying human
This work happens in the physical world: sessions, in a real place. Software cannot follow it there.
importance 70 · 1243/00
Source: “Conduct training sessions on operational procedures for operations staff.” (UK task statement)
How this row was scored
Exposure score: 20 out of 100 (13–27 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Materials can be drafted easily, but running the session and answering staff in the room is done in person.
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 2/4 · how much data exists 3/4.
Overseeing facilities to ensure optimal operation and safety
staying human
This work happens in the physical world: facilities, in a real place. Software cannot follow it there.
importance 65 · 1243/00
Source: “Oversee facilities to ensure optimal operation and safety.” (UK task statement)
How this row was scored
Exposure score: 14 out of 100 (7–21 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world.
The rating behind it: Keeping a depot running safely means walking it and spotting problems in person.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Managing and motivating a team of procurement staff
staying human
The value here is that a specific person handles a team of procurement staff and stands behind it. That is earned, not computed.
importance 65 · 1243/00
Source: “Manage and motivate a team of procurement staff.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Motivating and managing a team depends on relationships built with real people over time.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Maintaining and developing positive business relationships with key personnel involved in logistics activities
staying human
The value here is that a specific person handles positive business relationships and stands behind it. That is earned, not computed.
importance 70 · 1243/00
Source: “Maintain and develop positive business relationships with key personnel involved in logistics activities.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (6–14 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Business relationships are the task itself, and they exist between people.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 2/4.
Inspiring and motivating team members to enhance productivity and team cohesion
staying human
The value here is that a specific person handles team members and stands behind it. That is earned, not computed.
importance 65 · 1243/00
Source: “Inspire and motivate team members to enhance productivity and team cohesion.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (6–14 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Motivating people depends entirely on a real human relationship.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 1/4.
Supervising team members to ensure task completion
staying human
This work happens in the physical world: team members, in a real place. Software cannot follow it there.
importance 65 · 1243/00
Source: “Supervise team members to ensure task completion.” (UK task statement)
How this row was scored
Exposure score: 6 out of 100 (0–13 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: Supervising a gang means being there to see the work as it happens.
The five ratings: output a model can produce 1/4 · 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: £46,100a 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: 34,900in 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: accurate records of forecasts in, a record out. The rows above are exactly that shape: maintaining accurate records of forecasts and stocking levels and keeping up to date with industry developments and marketing trends. What it cannot do is be trusted in person, which is what positive business relationships run on: someone specific doing it and standing behind it. 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

Your week is splitting in two, and which half fills it is the whole question. Maintaining accurate records of forecasts and stocking levels is going; maintaining and developing positive business relationships with key personnel involved in logistics activities is not.

So, given all that: 39% of this job's task weight sits in rows the software is already learning, 32% in rows that change shape rather than disappear, and 29% in rows it is nowhere near. That is the position, measured across 50 scored tasks. It is not a forecast about you.

The occupation is an average and you are not, so the first job below is finding out where your own week actually sits.

This week: one thing

Print the task ledger above and put your own hours next to each row. Roughly, in pen, in one sitting. Then look at which group your hours actually pile up in. Twenty minutes, this week.

What you end up holding: your own week, on one page, sorted into what is shifting and what is not
How long it takes: about twenty minutes

If printing it isn’t practical: Read the rows off this page and write the same list on the back of an envelope. Same twenty minutes, same page, and it works just as well said out loud to someone who knows the job. The point is your hours next to the rows, not the paper it is on.

Over the next 90 days

Volunteer toward the durable end, visibly. Over the next ninety days put your hand up for the work in the bottom group (maintaining and developing positive business relationships with key personnel involved in logistics activities) and let people see you doing it. Not a new project: the same job, with your mix deliberately tilted. The point is that when the rota or the reorganisation comes, the version of you people picture is the one doing the part that stays.

Over the next 12 months

Claim a specialism at the durable end and let the other end go. Over a year, deliberately become the person who handles maintaining and developing positive business relationships with key personnel involved in logistics activities, and deliberately stop being the first choice for the rows in the top group. That trade costs something, because the exposed work is often the comfortable work. Decide it on purpose rather than by drift. 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 managers in logistics (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was directors in logistics, warehousing and transport: only about 15% of its durable work is work you already do. Your own job splits about 39/61: 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 “recruit staff with supply chain or logistics expertise”, 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.

Directors in logistics, warehousing and transport
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 15% 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 15% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on.
Look at that job’s page anyway →
Production managers and directors in manufacturing
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “continually improve business performance, taking into account legislation, fuel costs, and environmental pressures”. 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.
Look at that job’s page anyway →
Managers and directors in retail and wholesale
Why it looked obvious: It came up as a near neighbour on the work AI is not taking: you already monitor and evaluate team performance to ensure achievement of specific targets, and their equivalent is to achieve sales targets. Across both published task lists that is about 9% of the durable work in that job.
Why I am not recommending it: Almost none of it is work you already do: about 9% of the durable side of that job. That is a different job, not a next step. It is a pay cut, in those words: £38,447 against your £46,143, 16.7% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Look at that job’s page anyway →

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: 39% of its task weight, across 50 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
The whole-job doom story
Nothing on this page says this job ends. It says the mix inside it moves. Half the rows above are unchanged or changing shape, and the plan is about which half your week sits in. That is a very different problem, and a solvable one.
Panic-buying a course
Do the twenty-minute sorting exercise first. Most people who buy a course before they have done it buy the wrong one, and the free services listed below will tell you the same thing without charging for it.
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 maintaining accurate records of forecasts and stocking levels, 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:
National Careers Service
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
- Discover your skills and careers (the skills assessment)
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:
Skills Bootcamps
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
- Skills Bootcamps - what they are and who can do them (DfE, Skills for Careers)
- Skills Bootcamps - JobHelp (DWP)
In Scotland:
My World of Work (Skills Development Scotland)
In Scotland it's My World of Work, from Skills Development Scotland.
Free, publicly funded
- Skills Development Scotland
In Wales:
Careers 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 managers in logistics, 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 39% of the work on this page is already inside what they can do.

Try The AI Authority free →

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 managers in logistics. 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 managers in logistics 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 Space for managers in logistics yet. Should there be one?

Collab365 Spaces is built by the same people as this site. We find the problems that AI and automation are creating inside one kind of work, then solve them as short courses, briefings and Blueprints. Each Space is the community too, so the research and the people doing your job are in the same place.

What a Space actually is, in full

Collab365 launches new communities where the need is real. If one for managers in logistics existed, with researched problems, courses and people in the same boat, would you want in?

Your email

We use your email address for one thing: to tell you if a Space for managers in logistics launches. We never sell it, never use it for unrelated marketing, and every email has a one-click unsubscribe. Our privacy policy has the full version.

This unlocks nothing. Every figure, every row and every step on this page is already yours, whether you fill this in or not.

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 Managers in logistics?: Not as a job, but it is already doing parts of the work. Across the 50 official task statements scored for Managers in logistics (United Kingdom, SOC 1243), 39% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 52 out of 100 (range 45–58, 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 “Managers in logistics” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Maintain accurate records of forecasts and stock levels” (93/100, very high); “Use computer software to track goods from origin to delivery” (93/100, very high); “Keep up to date with industry developments and market trends” (83/100, 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 “Managers in logistics” stay human?: About 29% 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: “Supervise team members to ensure task completion” (6/100, minimal); “Inspire and motivate team members to enhance productivity and team cohesion” (10/100, minimal); “Maintain and develop positive business relationships with key personnel involved in logistics activities” (10/100, minimal). 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 “Managers in logistics” do about AI?: Start from the ledger rather than the headline: 39% of this job's weighted core work is exposed, and roughly 29% 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 Managers in logistics 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 50 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.
No importance weighting is published for some of these tasks, so they are treated as equally central, which is a simplification rather than a measurement.
One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
21 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.
At least one of this occupation's task rows has no published task-relatedness and falls back to the uniform weight: the documented exception path, not an alternative weighting scheme.
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-with-uniform)
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.

How we score a job Download this release Look up another job

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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}
}

Permalink

https://futureproof.collab365.com/data/2026-q4.1

Data as of release 2026-q4.1, published 2026-08-05. 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.