Leaders of third-party logistics companies face a critical talent shortage because of the global deficiency of supply-chain professionals. The lack of trained supply-chain professionals negatively affects business and market performance. The purpose of this multiple case study was to explore the strategies used by third-party logistics hiring managers to recruit supply-chain talent to meet industry demands. The resource-based view theory was used as a lens for this study. Data were collected from 5 Pennsylvania third-party logistics hiring managers from interviews, organizational documents, and company websites. Member checking occurred after transcription and summarization of the interview data. Data analysis occurred using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. Four themes emerged from the data: (a) strategies for recruitment resourcing, (b) strategies to address market drivers, (c) interview method strategies, and (d) strategies for determining skill requirements. The findings and recommendations resulting from this study might be valuable to senior management, human resource leaders, and hiring managers for creating strategic plans to address recruitment to alleviate supply-chain talent shortages. The implications for positive social change include the potential for business leaders to decrease unemployment, produce greater local economic stability, and improve the standard of living of community residents.