Employment in Operations: between recovery and restructuring

The Belgian labour market in 2025 finds itself in a delicate balance. After a period of stabilisation during the first half of 2025, structural tensions are becoming more pronounced in sectors directly linked to operations – production, supply chain, engineering, and logistics. According to Statbel, unemployment in Belgium has risen to 5.9% (June 2025), while the vacancy rate has dropped to 3.9%, the lowest level since 2022.

Despite this cooling-off period, the number of hard-to-fill positions remains high. The VDAB list of shortage occupations for 2025 includes 251 professions, with a notable dominance of technical and operational profiles such as maintenance mechanics, process operators, and team leaders. In practice, many companies find themselves in a paradox: fewer vacancies overall but higher replacement needs due to retirements and reorganisations.

Regional shifts

The economic downturn in manufacturing and logistics is translating into workplace reorganisations. Production companies are still struggling with a limited pool of experienced managers and planners, while supply chain roles are becoming increasingly complex due to digitalisation and geopolitical disruptions. Demand is primarily focused on profiles that can optimise processes, reduce costs, and adapt flexibly to material and personnel shortages.

According to figures from Jobfeed, over 900 vacancies were published in Belgium in October for roles such as operations manager, production supervisor, and process lead. Approximately 20% of these positions are located in Wallonia – a clear increase compared to the same period last year when the share was only 15%.

“For leaders within operations and supply chain, Wallonia offers significant growth potential,” explains Nicolas Liénart, consultant at Robert Walters and specialist in recruiting interim managers within operations. “Regions like Wavre, Nivelles, and Charleroi have a strong industrial presence where there will be a substantial need for modernisation, automation, and digitalisation of production processes in the coming years. Flanders is ahead in this regard, but the gap is gradually narrowing as more Walloon companies invest in operational efficiency and new technologies.”

The interim manager as a stabilising link

In this context, interim management can serve as a strategic lever. The focus of interim managers within operations & supply chain is evolving from crisis management to guiding strategic transitions – such as automation projects, restructurings, or implementing lean strategies.

Practical examples illustrate how interim managers can be crucial during complex change processes within operations. For instance, Robert Walters recently deployed an experienced COO Project Manager on an interim basis to successfully integrate two acquired companies within the recycling sector. "The goal was to realise synergy benefits without undermining operational performance or team cohesion," says Nicolas. "Thanks to this temporary manager, significant results were achieved: cost savings of 8% on purchases, improved efficiency at production sites, and stabilised social dynamics."

Another example demonstrates how interim management can help stabilise supply chains during crises. A COO on an interim basis was appointed to address acute inventory shortages while simultaneously rethinking the long-term structure of the supply chain. "Within three months, this manager reduced inventory shortages by 40%, restored customer service levels to above 95%, and established a robust governance structure," adds Nicolas.

Interim managers not only ensure operational continuity but also add strategic value by making organisations more agile and future-proof.

Transition in operations

The Belgian labour market within operations faces significant challenges: ageing populations, digitalisation, and geopolitical uncertainties are putting pressure on both employers and employees. Interim management offers a solution by quickly providing expertise that helps companies navigate transitions smoothly without long-term staffing risks.

“Especially in divisions like production and supply chain, interim management proves indispensable for steering companies through critical phases – whether it’s crisis management or strategic restructuring. It’s clear that this flexible approach is increasingly being adopted as a response to the structural challenges faced by Belgian businesses,” concludes Nicolas.

More information

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