Flexibility First: How Workforce Scheduling is Reshaping Distribution and Logistics

BY CHRISTY DULA, CHIEF EXPERIENCE AND DIGITAL TECHNOLOGY OFFICER, MHI

AS SUPPLY CHAINS face ongoing labor shortages and demand volatility, distribution centers and warehouses are rethinking how they schedule workforces. The traditional model of fixed, eight‑hour shifts across two or three blocks is giving way to more adaptive approaches. Flexible scheduling—supported by digital workforce platforms—is emerging as a way to align labor capacity with fluctuating demand, while also giving employees greater control over when and how they work.

THE NEW DEMAND FOR FLEXIBILITY

The labor model of fixed, eight‑hour shifts no longer aligns with the realities of today’s workforce, said Matt Laurinas, Chief Customer Officer for Bluecrew by EmployBridge, a workforce‑as‑a‑service platform. “Employees want to work differently, and companies need to adjust to keep pace,” he explained.

Workers today—especially younger generations and those balancing multiple commitments—expect options. For some, that means shorter blocks of hours instead of a full‑day shift. For others, it’s the ability to pick up extra work on demand. “We’ve seen that giving people the chance to choose when and how much they work improves engagement and retention dramatically,” Laurinas said.

Will Eadie, chief strategy officer at WorkJam—an app for digital frontline workforce scheduling—agreed. “Employees need to be able to trade their shifts or call off easily,” he said. “Managers need to be able to easily add six people to a shift because they have higher volume.”

This kind of flexibility appeals not just to workers, but also to their employers. By opening up schedules, distribution centers can quickly flex labor capacity to match demand swings without relying on costly staffing agencies.

“GIGAFYING” THE WAREHOUSE FLOOR

A core trend is what Eadie called “gigafying” the internal labor market. In the past, companies had to use third‑party staffing agencies to cover demand spikes—often paying premiums for workers unfamiliar with the environment.

“Now, companies can offer work to employees they already employ and who have already been trained,” he said. “They broadcast an open shift via an app and fill it with people who know their culture, safety rules and systems.”

The approach also enables companies to keep former employees in their networks, added Eadie. “If you previously worked here—as long as you agree to participate in training every quarter or attest that you want to still be seeing the schedule—then an employer can bring you in. Think about the training cost that saves as companies start building an internal network of gig workers.”

Laurinas has seen the same trend. “Flexible scheduling allows employers to treat labor like a scalable resource, without degrading the worker experience. If anything, it’s making warehousing jobs more attractive,” he said.

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