The world keeps changing, and logistics and infrastructure now sit at the sharp end of these changes. Artificial intelligence (AI) has moved from hype to daily reality, remaking the way goods move, warehouses work, and how complex systems connect. But there’s something people don’t talk about enough: how companies can shape, prepare, and support their teams during this shift. This isn’t just a tech challenge. It’s a human challenge. The right approach to people, skills, and planning is the difference between thriving and falling behind.
Saudi Arabia has placed supply chain modernization, smart infrastructure, and digital transformation at the very heart of its economic diversification strategy. For companies looking to expand here or in other high-growth markets, workforce planning means thinking about more than just ‘headcount.’ It means asking: who do we need, where, and with what skills to work safely, smartly, and compliantly as AI claims its space?
This article unpacks the practical, sometimes messy, often unexpected journey of managing your people in AI-powered logistics and infrastructure – with a focus on scalable solutions, like those provided by Enterprise Workforce Solutions (EWS), which help firms build resilience across borders. We’ll break down the patterns, the risks, and the opportunities. We’ll draw on real data, lived experience, and some tough lessons learned. And, yes, we’ll get a little personal, because at ground level, these changes are always about people.
People expect miracles from AI—and sometimes it does deliver. But there’s a flip side.
AI is powerful, but it’s not magic. Human judgment still matters.
Logistics systems, whether urban transport networks or globe-spanning supply chains, feed on data. AI tools use this data to predict traffic, streamline routes, automate warehouse tasks, and spot weak links before they snap. According to W. P. Carey News industry forecasts, about a quarter of logistics KPIs will soon be powered by generative AI—meaning that decisions, efficiency metrics, and team priorities are all shaped by algorithms, not just managers.
Why is this a big deal for workforce planning? Because when the way work gets done changes, the type of work and the people who do it must also change. It’s not just about hiring more programmers or letting robots do the heavy lifting. It’s a more subtle, ongoing balancing act.
So what, exactly, has changed for leaders planning teams in logistics and infrastructure today?
And there are some wild cards too—economic shocks, global health crises, cyber threats. In these moments, firms with the ability to adapt and move people, not just machines, come out on top. That’s a challenge EWS embraces, combining human flexibility with tools that keep decisions compliant wherever the workforce goes.
The hype cycle can be misleading—headlines talk of mass layoffs, or sometimes the promise of millions of new jobs. Reality isn’t so cut and dried. Research from MIT Sloan reports that AI could affect over a million full-time transportation jobs, especially where tasks are routine, repetitive, and predictable—think shipping clerks or inventory coordinators. The dollar value of tasks that could shift to automation? About $65 billion each year, just in transport.
But that doesn’t mean everyone is at risk. The Bureau of Labor Statistics calls out roles in computer programming, legal, business, architecture and engineering as particularly sensitive, thanks to AI’s ability to replicate cognitive work. And yet, all these changes create new needs: supervising AI tools, handling the edge cases machines can’t touch, or managing projects that mix software and physical infrastructure.
The upshot? Workforce planning won’t only be about replacing people with machines. It’s about redesigning jobs so people and AI each do what suits them best. And this, sometimes, is harder than it first appears.
Workforce planners love numbers. But in a landscape shaped by AI, the old numbers don’t always help much. Predicting how many drivers, coders, compliance leads, or cyber specialists a business will need three years from now is hard.
Studies from the Federal Reserve find that as of 2024, between 20% and 40% of workers report actually using AI tools at work—but that adoption is far from uniform. Some teams go all-in, others hardly touch it, and the biggest spike is in technical and process-focused jobs.
The numbers are almost dizzying. Reports suggest up to 25% of KPIs in logistics could, over time, be shaped by AI rather than people (W. P. Carey News). Yet, managers still need to find, manage, and move real people across hubs, suppliers, and borders.
Forecasts are only as good as your last crisis—or your next creative hire.
Traditional workforce planning looked something like this:
But AI disrupts this logic, and the days of static, annual plans are over. Instead, modern companies (especially those targeting places like Saudi Arabia’s logistics corridors or digital infrastructure buildouts) need to think in new ways:
Anyone can buy shiny new software. Spooling up human adaptability takes more craft, feedback, and patience.
Every company builds its workforce model from a handful of core pieces. But when AI sweeps through, it can feel like the game is mothballed and replaced mid-play. What are some core steps leaders should focus on?
First, figure out which parts of your logistics, infrastructure, or supply chain workflows could genuinely change because of AI. Simple? Not quite. This will depend on your business, your teams, and your regulatory landscape.
Knowing who sits where is helpful; knowing what they really know is priceless. In logistics, upskilling might mean teaching warehouse staff basic programming, or retraining route planners to manage AI dashboards. The HR team needs to put skills—not roles—at the center of its planning.
Building in compliance from the start saves heartache, especially overseas. Payroll, taxes, visas, data privacy—all need to work from a single, reliable source. This is a space where EWS shines; solutions such as centralized global workforce management give leaders the clarity and auditable trail regulators expect, minus the stress.
When it comes to international expansion or adapting to new infrastructure projects, agility is about more than technology. Being able to send, receive, and support people between Saudi Arabia, the UK, Europe, or Asia helps companies not only manage risk, but seize new opportunities. As discussed in the impact of AI on global mobility, the interplay between human adaptability and AI-driven business is reshaping how talent is sourced and deployed worldwide.
Not everything can—or should—be automated. AI can process data, optimize routes, or spot patterns that humans miss, but there are always situations where judgment, creativity, or customer understanding makes a difference. Teams need to build these hybrid jobs into their plans rather than treat them as an exception.
The Kingdom of Saudi Arabia is rewriting its economic playbook, promising huge gains not only in energy, but in logistics, tech, and infrastructure. Here, the chance to get workforce planning ‘right first time’ is real—particularly as the government invests in digital supply chains, new smart cities, and international trade corridors.
International businesses coming to Saudi Arabia, or local firms scaling up to join these new ventures, will need to:
Workforce solutions like those of EWS—especially Employer of Record (EOR) and global mobility services—let leaders move from ‘wait and see’ to ‘test and scale’ without tripping over country rules or payroll complexity. The power to build, redeploy, or scale teams internationally, with local compliance built in, unlocks the agility that fast-growth sectors demand.
All of this may sound abstract, but it boils down to how leaders act day to day.
Let’s pause for a quick story from the field.
A mid-sized logistics company wanted to launch a new AI-powered last-mile delivery service across Saudi cities—fast. They needed human couriers, data analysts, compliance leads, and an international project manager. Plans changed weekly as the algorithms learned, with headcounts shrinking or swelling based on new data. Payroll had to run across three currencies. At one point, a customs law shifted with little warning.
What did they learn? In their words: “We got creative. Local hires took on technical tasks we hadn’t imagined. Old org charts broke. What saved us was not just the software but knowing we could move people quickly—and that everyone would still get paid right.”
Adaptability isn’t optional anymore. It’s the job.
Their leaders used the EWS single point-of-contact model, bringing payroll, compliance, and workforce strategy into one manageable system. It wasn’t always smooth; plans changed often. But, in each pivot, the company leaned on clear communication and agile support.
From warehouse floor to the C-suite, that blend of digital and human flexibility was what made expansion possible.
At every twist, from company formation to cross-border payroll or urgent relocations, EWS offers practical answers. The centralized approach isn’t just tidier. It’s safer. For companies joining rapid infrastructure buildouts in Saudi Arabia—or scaling logistics in other growth markets—this matters. It allows for rapid pivoting of the workforce strategy, with fewer compliance bottlenecks.
Many teams see regulations as friction—something slowing things down. In fact, the opposite is true. When compliance is built right into the process, leaders can deploy people and techniques faster. The EWS example of scalable HR strategy can mean the difference between a growth surge and a compliance headache.
This adaptable model prepares companies for both sudden spikes in demand (think global events or emergency supply chains) and gradual, steady growth. As discussed in the strategic role of global mobility, linking talent, AI, and compliance delivers more than cost savings—it protects business continuity.
None of us can predict, with total certainty, what the perfect workforce for AI-driven logistics and infrastructure looks like. Some weeks, there are more questions than answers. AI will grow smarter. Some tasks will fade. Others will suddenly need new kinds of people. But a few patterns are already clear:
For businesses in Saudi Arabia, or looking to expand here, partnering with a firm like EWS aligns workforce planning with both local opportunity and global best practice—removing the stumbling blocks, so teams can leap forward.
AI in logistics and infrastructure is here, and it’s not slowing down. Leaders still wrestling with these changes are not alone. In fact, every successful company today is a work in progress, learning how to blend the best of technology and the best of its people. EWS continues to provide the strategies and global support needed to thrive across complex markets, whether in Saudi Arabia or far beyond. Now is the moment to move from talk to action—shape your team, prepare your plan, and build resilience for what’s next.
Ready to move forward? Start a conversation with EWS and discover how your workforce can do more—everywhere it counts.
It means developing the right number and mix of people for logistics teams where AI plays a big role. This includes forecasting new job types, training for digital skills, and managing compliance as technology automates or augments traditional tasks. Companies need to adapt to shifting work patterns by matching skills, roles, and contracts to what AI enables—sometimes faster than in the past.
AI changes both what jobs exist and how they’re done. Routine and repetitive roles may shrink due to automation, while new jobs emerge in data management, robotics oversight, and tech integration. Some tasks move to machines; others require people who can supervise, troubleshoot, or work alongside AI, as shown in MIT Sloan research and various workforce studies.
Key skills include basic data analysis, digital tool literacy, process mapping, and the ability to adapt quickly. More advanced roles may require software development, systems engineering, or regulatory knowledge for complex, tech-enabled environments. Collaboration and creative problem-solving remain valuable, because AI still leaves gaps that people must fill. Companies that build skills inventories, versus just job titles, adjust best to this change.
In some cases, yes—especially for predictable, routine tasks. However, many jobs simply change focus, requiring new oversight or a mix of human and machine effort. While certain roles may disappear, others are created around managing AI-enabled workflows, as seen in BLS projections. AI tends to reshape work rather than fully replace it.
Preparation starts by auditing which parts of the business will change, mapping staff skills, and planning how to upskill or hire for emerging needs. Early pilots, ongoing training, and flexible HR structures (including global mobility and payroll solutions like those from EWS) help reduce risks. A focus on compliance, mobility, and continuous feedback keeps companies ahead as both AI and regulation keep evolving.
Relocation Support For Semiconductor Experts on EU
Payroll For EU Embedded Systems Developers
Global Mobility For Deep Tech Startups In Germany
The Absolute Way to Hire Ai Engineers In Germany
How to Manage Benefits For German Tech Hires
Germany’S Blue Card Process For Engineers
Everything on Germany R&D Employment Compliance
Remote Hiring Of Cybersecurity Analysts In Eu
Visa Pathways For Quantum Computing Researchers
Onboarding Robotics Specialists Across EU Borders
Workforce Planning In Ai-Driven Logistics And Infrastructure
Visa Processing For High-Tech Infrastructure Staff
Managing Global Mobility In Sustainable City Projects
Cross-Border Team Management In Saudi Data Centers
Hiring Skilled Labor For Green Hydrogen Facilities
Digital Twin Technology Hiring Trends In Saudi Construction
Employer Obligations In Public-Private Energy Initiatives
Navigating Local Labor Laws For Solar Energy Teams
Talent Acquisition In The Saudi Mining Sector
Eor Solutions For Ai Engineers In Mega Projects
Regulatory Challenges In Hiring For Giga Construction Projects
Contractor Compliance In Smart City Developments
Classification Of Engineering Consultants In Vision 2030 Projects
How To Manage Workforce For Neom-Based Tech Projects
Eor For Multinational Mining Firms Operating In Saudi Arabia
Employer Of Record For Wind Energy Projects In The Gulf
Relocation Logistics For International Clean Energy Experts
Hiring Strategies For Large-Scale Construction Projects In Ksa
How To Onboard Digital Infrastructure Experts In Saudi Arabia
Payroll Setup For Renewable Energy Workers In Ksa
Strategic Relocation To Riyadh Or Doha: A Guide for Global Employers
Work Visa Processing In Qatar And Saudi Arabia
Qatar Nationalization Policy And Foreign Firms
Cost Of Setting Up A Business In Qatar: A Guide for Global Employers
Saudi Labor Court And Dispute Handling for Global Employers
Cross-Border Payroll For Ksa And Qatar Teams
End Of Service Benefits Saudi Arabia: A Guide for Global Employers
How To Manage Expat Benefits In Qatar for Global Employers
Expanding Into New Markets: Vendor Risks You Should Flag
A Guide to Cross-Border Equity Vesting for Tech Startups
Employer Branding for Multinational Teams: What Works Now
What Global C-Level Leaders Miss About Digital Nomad Visas
Succession Planning for Distributed Teams: A Practical Guide
Relocation Budgeting For Global Tech Firms
Latam Hiring Strategy: What Global Companies Should Know
Risk Of Permanent Establishment Explained
Managing Intellectual Property In Remote Work
Benefits Benchmarking Globally for Global Companies
How to Benchmark Compensation Across 100+ Countries in 2025
Checklist: Preparing HRIS for Fast International Scalability
Biometric Data in Global Payroll: Legal Boundaries Explained
8 Regulatory Updates Impacting Global HR in 2025
What are Hidden Costs of In-House Payroll?
Why Companies are Thinking Differently About Relocation
Is Your Global Mobility Program Outgrowing Spreadsheets?
Remote Work Visas: A Growing Trend in Global Mobility
Hiring in Europe Post-Brexit: What You Need to Know
Tips for Managing Multi-Time Zone Teams Successfully
Relocation Packages: What Top Talent Expects in 2025
Banking and Payroll Challenges in Saudi Arabia Markets
The Legal Risks of Misclassifying Global Workers
Why Scalability Should Drive Your Global HR Strategy
How EWS Streamlines Global Mobility for Tech Talent
Lithuania – Employer of Record
Kosovo – Employer of Record
Finland – Employer of Record
Namibia – Employer of Record
Nepal – Employer of Record
Spain – Employer of Record
Latvia – Employer of Record
Ireland – Employer of Record
Cyprus – Employer of Record
Czech Republic – Employer of Record
Italy – Employer of Record
Indonesia – Employer of Record
South Africa – Employer of Record
Tunisia – Employer of Record
Bosnia – Employer of Record
Moldova – Employer of Record
Five Tips For Improving Employee Engagement
Netherlands – Employer of Record
Germany – Employer of Record
France – Employer of Record
Portugal – Employer of Record
Bulgaria – Employer of Record
Austria – Employer of Record
Hungary – Employer of Record
Slovenia – Employer of Record
INCLUSIVITY IN THE TEAM MAKES EVERYONE WIN
Thailand – Employer of Record
Sri Lanka – Employer of Record
The Significance of an Employer of Record
Greece – Employer of Record
Mexico – Employer of Record
4 Reasons to Outsource Your Payroll
Five Recruitment Trends 2023
Malaysia – Employer of Record
Skill-Based Hiring and Benefits
Malta – Employer of Record
How To Practice Inclusive Recruitment
Israel – Employer of Record
Macedonia – Employer of Record
Jordan – Employer of Record
Macau – Employer of Record
Peru – Employer of Record
The Importance of Employer Branding
Bahrain – Employer of Record
South Korea – Employer of Record
Recruiting during a recession
Philippines – Employer of Record
USA – Employer of Record
Japan – Employer of Record
How To Setup A Business in 2023
Norway – Employer of Record
Managing Overseas Projects In 2023
Reason Of Expanding Your Workforce Globally
Croatia – Employer of Record
Colombia – Employer of Record
5 Ways To Speed Up Your Hiring Process
Egypt – Employer of Record
3 Ways To Streamline An Interview Process
Russia – Employer of Record
Saudi Arabia – Employer of Record
Hong Kong – Employer of Record
An Effective Hybrid Work Model
Turkey – Employer of Record
UAE – Employer of Record
Pakistan – Employer of Record
7 Things to Consider Before Accepting a Job
Kazakhstan – Employer of Record
3 Reasons to Encourage Employees to Generate Employer Brand Content
Denmark – Employer of Record
Sweden – Employer of Record
Bangladesh – Employer of Record
Kuwait – Employer of Record
How To Hire In The Age Of Hybrid Working
Australia – Employer of Record
Oman – Employer of Record
Qatar – Employer of Record
Ukraine – Employer of Record
Diversity – A Vital Hiring Strategy
Owning Every Moment of Your Hiring Experience
Serbia – Employer of Record
Maldives – Employer of Record
India – Employer of Record
Argentina – Employer of Record
Uzbekistan – Employer of Record
Belarus – Employer of Record
Brazil – Employer of Record
Chile – Employer of Record
Armenia – Employer of Record
3 Steps To Company Formation In The UK & Abroad
Romania – Employer of Record
Canada – Employer of Record
Morocco – Employer of Record