Here’s something you’ve probably noticed if you’re hiring for logistics leadership in the Southeast: everyone keeps talking about Atlanta.
And look, I get it. Another article hyping Atlanta as the next big thing. But here’s the difference—this isn’t hype anymore. It’s just… what’s happening. Energy companies trying to build out their Southeast operations keep finding themselves recruiting from the same talent pool, and that pool has an Atlanta area code.
Let me show you why.
The Numbers Are Kind of Ridiculous
Georgia moves more than $900 billion in cargo through its transportation network every year. That’s not a typo. The state has over 15,000 logistics companies, and here’s the kicker—85 percent of the world’s top third-party logistics providers operate there.
Think about what that means for a second. If you’re an energy company managing supply chains for renewables, oil and gas, or power generation equipment, you’re not just getting access to good infrastructure. You’re tapping into a system that’s already battle-tested by the biggest players in the game.
“Atlanta’s dominance in Southeast logistics isn’t simply about geography anymore,” said Jim Hickey, President Managing Partner at Perpetual Talent Solutions, an Atlanta executive search agency. “We’re seeing energy sector clients recognize that the concentration of logistics expertise here creates a talent ecosystem you simply cannot replicate elsewhere in the region.”
That last part matters more than you might think.
It’s Not Just Roads and Airports (Though Those Help)
Yeah, the infrastructure is insane. You can reach 80 percent of the U.S. market within a two-hour flight or two-day truck drive from Atlanta. Hartsfield-Jackson is still the world’s busiest airport. The Port of Savannah—about 250 miles southeast—is the fastest-growing container port in the country.
But honestly? That’s table stakes now.
What really matters is this: when you hire a logistics executive who’s been working in Atlanta, they’ve already dealt with the kind of complexity most people only read about in case studies. They’ve coordinated multimodal operations. They’ve managed the chaos when a shipment of wind turbine components needs to arrive at a remote construction site at exactly the right time. They’ve figured out how to move oversized cargo through a system that wasn’t designed for it.
The 5,000 miles of rail track running through Georgia? Two Class I railroads plus 24 short-line companies? That’s not just infrastructure. That’s a training ground. Your Atlanta executive has probably dealt with rail logistics that would make other markets’ heads spin.
The Fortune 500 Effect (Or: Why Everyone’s Resume Looks Suspiciously Good)
Atlanta is home to 16 Fortune 500 companies and 37 Fortune 1000 companies. UPS. Home Depot. Delta. Coca-Cola. All headquartered there.
You know what that means? When you’re interviewing candidates, you’re not just getting people who’ve “done logistics.” You’re getting people who’ve managed billion-dollar operations. People who’ve built systems that move millions of packages or coordinate global airline networks or distribute products to tens of thousands of retail locations.
“Energy executives looking at Atlanta often focus first on the physical infrastructure,” Hickey noted. “But the real competitive advantage emerges when they realize they’re recruiting from a talent pool that includes individuals who’ve managed billion-dollar logistics operations for Fortune 100 companies. These executives bring frameworks and methodologies that smaller markets simply cannot develop.”
Here’s the thing—more than 75 percent of Fortune 1000 companies have a presence in Atlanta. About 1,250 multinational corporations operate there. That creates this self-reinforcing cycle where great talent attracts more great talent, which attracts more companies, which develops more great talent.
It’s a flywheel. And right now, it’s spinning fast.
Why Energy Companies Can’t Stop Hiring Atlanta Talent
Look, energy sector supply chains are… they’re complicated in ways that make normal logistics look simple.
Renewable energy projects? You’re coordinating components made on three different continents, shipping oversized cargo that needs special permits, delivering everything just-in-time to construction sites in the middle of nowhere. Oil and gas operations need supply chains that can pivot on a dime when market conditions shift, all while maintaining safety and environmental compliance that would make your head hurt. Power generation facilities need leaders who understand both the infrastructure side and the regulatory maze.
“The energy sector clients we work with are not simply filling executive positions,” Hickey explained. “They’re seeking leaders who can navigate supply chain disruptions, optimize distribution networks spanning multiple states, and leverage technology to create competitive advantages. Atlanta executives have been tested in these exact scenarios.”
And honestly, that’s what you’re really paying for. Not just someone who understands logistics—someone who’s already been through the fire.
There’s also the Georgia Center of Innovation for Logistics, which is this state-funded initiative that connects companies with cutting-edge research and tech integration. So the executives you’re recruiting? They often come with built-in relationships to innovation networks. They can hit the ground running faster than you’d expect.
The Talent Pipeline Doesn’t Stop
Here’s something that doesn’t get talked about enough: Atlanta has more than 66 colleges and universities. Georgia Tech’s Supply Chain and Logistics Institute is nationally recognized. That means continuous professional development, constant exposure to emerging technologies, and a steady stream of new talent that keeps the whole ecosystem fresh.
Professional organizations like the Atlanta chapter of the Association for Supply Chain Management keep standards high. When you’re recruiting from Atlanta, you’re getting candidates who are familiar with APICS certification, Six Sigma, advanced analytics—all the stuff that actually matters when you’re trying to optimize a complex supply chain.
“When we present candidates to energy sector clients, we’re often showcasing executives who have managed teams at companies processing hundreds of millions of packages annually or coordinating airline operations across global networks,” said Hickey. “That level of operational sophistication translates directly into the complex logistics challenges energy companies face daily.”
What This Actually Means for Your Operations
Energy companies expanding in the Southeast are starting to realize something important: Atlanta isn’t just offering favorable business conditions or good infrastructure. It’s offering access to executive talent that understands both strategy and execution at a level most markets can’t match.
These leaders have navigated labor shortages. They’ve implemented warehouse automation. They’ve optimized last-mile delivery networks. They’ve managed supply chain disruptions that tested even the most sophisticated operations. And they did it all while working for companies that don’t tolerate mistakes.
Maybe that’s why we’re seeing this shift in how energy companies approach the Southeast. They’re not just filling positions anymore—they’re building entire regional headquarters around the executive talent available in Atlanta.
“We’re watching energy sector clients shift their entire approach to Southeast operations based on access to Atlanta’s logistics talent,” Hickey observed. “Rather than simply filling positions, they’re building regional headquarters around the executive capabilities available here. That’s the ultimate validation of Atlanta’s control over Southeast supply chains.”
Look, I’m not saying Atlanta is perfect or that it’s the only option. But when you’re trying to build or expand energy operations in the Southeast, and you need logistics leadership that can actually handle the complexity you’re dealing with? The evidence keeps pointing the same direction.
Atlanta isn’t just participating in Southeast supply chains anymore. It’s running them. And the executive talent there reflects that reality.
Something to think about next time you’re trying to fill that VP of Supply Chain role.
