INTRODUCTION. In recent years, one of the key directions in the development of logistics has been digital transformation, which covers not only the automation of warehouses and transport operations and the implementation of software solutions, but also a rethinking of the entire activity management model. In an environment where service speed requirements are growing, labour shortages pose a major challenge. Statistics and research confirm that the problem of workforce shortages in the logistics sector is global in nature. According to the International Road Transport Union (IRU), in 2023 the global shortage of truck drivers exceeded 3 million people and could reach 7 million by 2028. In other logistics segments, such as warehouse logistics and freight forwarding, the shortage of workers also amounts to several million employees [9].

In Russia the logistics personnel shortage, according to “Izvestia” (a major Russian daily newspaper), amounts to about 1 million people, while the staff turnover rate significantly exceeds the market average [12]. As a result, companies are forced to ensure management methods that include timely technology development and stability, as well as personnel stability. The most relevant approaches that include inclusiveness as part of the company’s social policy and as a measure of employee support. Currently, these approaches are perceived as an important tool that helps achieve the company’s strategic goals and improve its operational efficiency. Therefore, process adaptation, workplace accessibility, simplification of interactions and employee support are already becoming important elements and direct economic benefits, not just social responsibility [3, 5].

The aim of the study — to determine the nature and extent of the influence of inclusive approaches on the effectiveness of digital transformation of logistics systems by analyzing practical experience of international and Russian companies.

METHODS AND MATERIALS. To achieve the research goal a set of methods were used to assess the impact of inclusive approaches on the effectiveness of digital transformation in logistics: methods of analysis and synthesis of scientific and methodological literature, modeling, case study method, which involved analyzing the experience of the international logistics company «GXO Logistics» and the Russian company «X5 Group»; comparative analysis of barriers (physical, communication, organizational). This method made it possible to assess which barriers are reduced or eliminated through the combination of digital and inclusive approaches.

RESULTS AND DISCUSSION. Digital transformation in modern logistics is more often perceived as a comprehensive change in the personnel, managerial and organizational model of an enterprise, rather than merely a technological process. High competition and rising costs combined with a persistent labour shortage, force logistics companies to seek solutions that increase labour productivity and the accessibility of the working environment for different categories of employees. In this regard, inclusive methods and approaches become particularly significant in this context, as they make it possible to reduce staff shortages and turnover, as well as to strengthen business processes, making them more sustainable and reliable [4, 7].

 Environmental, Social, Governance (ESG) approaches are becoming relevant and are being actively introduced into the logistics industry. Currently, the key ESG trends in logistics are: 1) employment development and expanding access to jobs for people from various social groups; 2) improving labour safety and comfort through digitalization; 3) reducing the carbon footprint by optimizing routes and actively implementing ‘green logistics’; 4) transitioning personnel management to a digital format and increasing the transparency of business processes.

Research on the digital transformation of the labour market and inclusive ESG management shows that by including different groups of employees in production processes, the development of the organization becomes more sustainable and stable [3, 4]. In the field of logistics it’s especially important because this industry is constantly facing irregular schedules and huge physical exertion while inclusivity practices allow compensating these limitations by redistributing tasks and implementing digital interfaces [6, 7, 11].

Inclusivity in logistics doesn’t only mean employment of people with disabilities but it’s also a wide operating principle which includes flexible communication, education and support of employees with different physical and cognitive abilities, adaptation of instructions and accessibility of the work environment.

Among the most important tendencies of digitalization there is the automation of warehouse and transportation operations. Implementation of WMS (Warehouse Management System), TMS (Transportation Management System) and other analytic systems allows to: 1) reduce the percentage of manual labor and lessen the number of errors; 2) increase the speed of order processing; 3) improve supply chains’ controllability [1, 2]. Automation becomes even more effective when it’s supplemented by adaptation of processes and workplaces to employees’ needs, it means that technology alone won’t solve the labour shortage problem if organisation of activities remains rigid and closed, not willing to include diversity and differences between employees.

According to results of companies’ analysis, organisations with developed inclusive approaches receive not only positive social impact but an economic growth too: labour shortage is decreasing; involvement and the speed of employees’ adaptation to digital tools are increasing. In addition, inclusive environment also strengthens corporate culture forming trusting atmosphere where exists respect and shared responsibility for the result.

Besides the above-mentioned aspects it’s important to distinguish between two levels of integration of inclusive approaches. The first level involves refinement of existing digital systems for certain employees which gives quick local effect but leads to increased costs at scale. The second one is based on initial designing of digital systems while taking the differences in physical and cognitive capabilities of workers into account, which ensures availability, reducing long-term costs and stable growth of productivity [5, 8, 10].

To rate efficiency of inclusive approach, the companies «GXO Logistics» and «X5 Group» were chosen as cases because they demonstrate a sufficient level of representativeness and have the experience of implementing digital and inclusive solutions. «GXO Logistics» is one of the world leaders in contract logistics and now they’re actively applying automation and assistive technology for employees with disabilities. «X5 Group» is representing the Russian market and shows a successful experience of implication of inclusive practices into large-scale logistics operations. The cases of these two companies show that the costs of adapting workplace to specific employees and purchasing specialized software pays off in 12-18 months due to reduced labour shortage, lessened number of errors and productivity growth [10, 11]. Another important result is the increased loyalty of the whole team including staff without disabilities, which have a positive attitude towards inclusive culture as a sign of social responsibility of the employer [4, 7, 10] (Fig. 1).

Fig. 1 – Integration of inclusive approaches into the digital transformation of logistics

CONCLUSION. To conclude, the research provides the following principal findings:

1. Integration of inclusive approaches has a complex positive impact on efficiency of logistics systems’ digitalization. The inclusivity itself gives wider access to labor resources and contributes to the creation of more stable and adaptive processes in logistics.
2. Modern research considers digital transformation of this industry as a tool of not only technological, but also social transformation. In the analyzed works, attention is focused on the fact that automation, big data and digital platforms allows to make the access to workspaces easier for different social groups, including people with disabilities. There was also revealed a quite stable connection between management principles, which include ecological, social and corporate aspects, and increased efficiency of supply chains by adding inclusive practices.
3. Analysis of cases of logistics companies showed that implementation of inclusive solutions in practice combined with digital technology enhances the quality of communication and interaction between the participants in the processes and decreases the number of HR issues.
4. During comparative analysis it was revealed that digital tools are the most effective in elimination of physical and communication limitations, while organisational barriers need systemic changes in management and corporate culture.

Based on research results we confirm that the integration of electronic systems and inclusive approaches forms a stable ground for logistics systems development, increasing their efficiency and giving them extra advantages in the modern economy.