1. PSD Procurement
Salary Survey 2010
PSD

2. 02 Contents
03 Introduction
04 PSD Overview –
International Recruitment Firm
05 PSD Purchasing – Scope, Roles, Services
06 Diversity Policy
07 Interim Recruitment
08 Package and Benefits
09 Why Salary Survey – Methodology
10 Sector Overviews
14 Financial Services and Banking
15 Interim
16 Public Sector and Not for Profit
PSD
17 Property, Infrastructure and Construction
18 Technology
19 Energy and Utilities
20 FMCG and Pharmaceuticals
21 Purchasing Contacts

3. Introduction
03 PSD’s annual salary Survey 2010 is a useful guide to pay and reward across all sectors of the
procurement and supply chain industry. It is the result of a comprehensive analysis of the
salaries of 15,000 procurement professionals across Europe, Middle East and Asia Pacific.
It is broken down by geographical location and industry sector to allow procurement leaders,
HR managers and candidates to analyse trends across the sectors and to benchmark their own
company’s reward policy. The survey focuses purely on leadership level roles within the
procurement field creating a focus on those individuals that drive the development of procurement
and supply chain within major blue-chip organisations. This reflects the level of individuals which
PSD focuses on.
The World economy is showing some encouraging signs of recovery despite the talk of double
dip recession from some commentators. The Purchasing Managers Index has been slowly
climbing indicating improvement in manufacturing activity. Last year, recruitment activity was
more skewed to interim contractors as employers looked to staff projects with temporary resource.
This year this has balanced out with more permanent roles across all sectors. Whilst in previous
years recruitment has been affected by reactionary factors e.g. the global economic recession,
this year, the job market will be affected by legislation such as the coalition's spend reduction
programme across the Public Sector.
Our forecast is that purchasing and supply chain will still be a buoyant recruitment market
because it is able to show tangible contributions to bottom line results. Procurement continues
to mature as a function and mandates are being increased because of better influencing skills
from procurement leaders. Candidates are responding to market conditions by being more
PSD
flexible and we have seen several senior candidates take overseas posts to broaden their options.
The industry has developed as managers have worked on more varied projects such as
assessing the validity of mergers and major outsourcing programmes. Procurement is being
seen as an area that offers career progression and also as an area that will equip candidates
for positions in other functions.

4. PSD: An Overview
04 PSD is an international recruitment services organisation
operating across Europe and Asia Pacific
We offer expert knowledge of our specialist markets: purchasing, customer contact, technology,
IT, finance and banking, marketing and sales, property and construction, law and HR.
Our strength lies in our dedicated approach to and expert knowledge of our specialist sectors and
functional disciplines. Each specialist division of PSD is well established as a market leader within
its specific field of recruitment. at the Middle to Senior Executive level
www.psdgroup.com/purchasing Recruitment Services Our People Corporate Social Responsibility
PSD’s website continues to attract (CSR) standards are becoming
quality candidates and Our reputation has been built Standing out in the recruitment
increasingly more prominent
compliments our advertising upon our ability to deliver highly market is never easy; most
response on behalf of clients
in clients’ selection for suppliers
effective recruitment solutions consultancies tend to offer
and is an excellent tool to use
to our client companies. Each similar services. However, at
in our client relations and
recruitment consultant is fully PSD we have a key point of
communications. The CSR
trained in file search, advertised difference – the quality of our
standard incorporates
selection, executive search and people. It is the skills and
companies policies, management
contracting, ensuring that we knowledge of our consultants
and reporting on environmental,
are in the strongest position to and support staff that provide
social issues and stakeholder
PSD
recommend solutions that are clients and candidates with
relations criteria. This includes
appropriate to the individual exceptional service. All staff
areas such as equal opportunities,
needs of our clients. successfully work within a values
health & safety, training and
based culture.
The skills and experience of our development and employee
consultants and the resources Commitment to Quality relations.
and capability of the PSD group
PSD is committed to the training
enable us to handle a wide
and development of our people
variety of recruitment
and to the continuing improvement
requirements, from single key
in the quality of our services.
appointments to large-scale
We continue to adhere to the
recruitment projects, in both
Investors in People standard
international corporations and
and ISO 9001:2008.
small private businesses.

5. Purchasing & Supply Chain
05 PSD is a major player in the recruitment of individuals within Purchasing &
Supply Chain. We recruit across management levels and support functions
up to board level. Typical salaries range from £40,000 - £150,000.
Roles we Recruit Specialist Sectors Our Strengths
Procurement Director Financial Services & Banking Professional Consultants
Head of Purchasing Software & Computer Services Strong presence in the
Purchasing Manager Business & Professional Services marketplace
Logistics Director Communications
Contracts Manager Public Sector and Not for Profit Detailed job brief taken
Senior Buyer FMCG In depth understanding
Buyer Pharmaceuticals of clients needs
Commercial Manager Energy & Utilities
Agreed timescales for delivery
Supply Chain Manager Consumer – Retail
Supply Chain Director Property and Construction Over 50% of candidates referred
Procurement Consultant Up to 80% of positions
Advertising
handled exclusively
Specialisation PSD has a strong visual corporate
Repeat business accounts for
Each consultant works across identity. We are one of the major
over 70% of volumes
the UK and within a specialist advertisers in the Sunday Times.
sector enabling them to build All our adverts appear, generally Professional and comprehensive
a greater understanding with logos in our distinctive contract service
PSD
of a client’s requirements. PSD colours. The PSD logo Integrated Services –
acts as a magnet to attract high Contingency
calibre candidates.
Advertised Selection
PSD Website Executive Search
PSD’s website continues to
attract quality candidates and
compliments our advertising
response on behalf of clients.
www.psdgroup.com

6. PSD Diversity: reflecting the
06 changing demographics
At PSD we operate to a strict diversity policy PSD respects the rights of individuals both
which ensures that no one is rejected on the basis internally and externally. We pride ourselves on
of gender, sexual orientation, age, disability, racial working within an organisation where differences
orientation or religious beliefs. Our task is to find, no longer represent barriers to entry, progression
attract and recruit the most talented candidates on and effective contribution.
behalf of our clients. In our experience we naturally
find that the best candidates come from a diverse To discuss these issues in more detail, please
range of personalities and we feel that there is contact Stephen Fletcher at:
a natural reflection of the changing demographics stephen.fletcher@psdgroup.com
of today’s society.
Our consultants are trained to identify talent and
to operate an inclusive recruitment strategy that
respects diversity. PSD is working proactively with
the HR Community to encourage diversity. PSD’s
recent HR in Focus journal focused on diversity
and stimulated debate from prominent figures
in industry. All PSD advertisements contain no
reference to any criteria outside those required
to carry out the role. Advertisements are designed
to attract the best person for the job.
PSD

7. Interim Recruitment
07 We appreciate that time is the key aspect when recruiting contract
and interim roles. With this in mind we are able to conduct the full
interview and selection cycle representing your organisation with
the utmost efficiency and effectiveness.
Professional Contractors Why Use Contractors? What is the Cost? After registering a contract
and Interim Managers Interim candidates can add Contractors and Interim Managers
position with PSD you will
receive a two hour call back to
In any modern commercially significant value to major projects earn a daily rate or hourly market
detail the process that will take
driven environment, success is during corporate restructuring, rate for their level of experience.
place in order to successfully fill
characterised by an organisation’s headcount freezes, systems Costs associated with their
the role.
ability to implement change implementations, maternity cover engagement are relevant only
effectively, whilst remaining or any similar planned or indeed for the contract term. The network of contacts a
efficient and dynamic enough to unplanned circumstances. consultant at PSD has will ensure
satisfy increasingly demanding Why Choose PSD? that the role is filled in the majority
These individuals possess a track
market conditions. PSD provides a flexible service of cases within 48 hours or
record of industry specific
that is individually tailored to within an agreed timescale.
As a consequence contractors success ensuring that with a
your organisation’s particular
and Interim Managers are utilised minimum lead in time they are
requirement. Each consultant is
as a resource and are able to able to “hit the ground running”
a sector expert and works solely
leverage a competitive advantage and immediately make an impact
within their vertical market.
or simply stabilise operations on the business.
The benefit to both client and
through periods of change.
candidate is that PSD builds
effective long term relationships
PSD
and can introduce your
organisation to high calibre
individuals relevant to your
business at any given time.

8. Package and Benefits
08 Benefits not only make a significant difference to the total remuneration, but the security that these can
bring must not be underestimated. We have seen a number of candidates re-consider their options when
they realise the value of some benefits. In particular, those that are on ‘final salary’ pension schemes
would often need to secure five figure rises when joining a new employer just to negate the effects of the
lost pension. In 2009, less than five percent of all the roles that PSD recruited for offered a final-salary
pension scheme.
Sometimes regarded as ‘perks and benefits’, extras such as car allowances, bonuses and health cover
are now treated as essential by experienced professionals.
Growing trends include:
1. Bonuses are a part of most 5. Stock options are not as 7. Finally, a number of employers
packages and generally vary attractive as they once were. are offering candidates the
between 5 – 40%, dependent They may still be of importance, chance of pursuing
on the role. Companies now but options are now rarely professional qualifications
tend to calculate such bonuses taken instead of basic salary. either with CIPS or via an MBA.
on both personal and company They are usually now used as The study support, both
performance objectives. an incentive for employees financially and time wise, is
to stay with an employer. considered vitally important to
2. There is a continuing shift
those that wish to balance
from offering a company car 6. Flexible benefit schemes
career development with
to providing a car allowance – continue to improve and are
gaining a recognised
this is usually between £4,000 becoming even more ‘lifestyle’
professional qualification.
- £10,000 and is also more focused. These allow
tax efficient. employees to pick and mix
PSD
the benefits most important
3. Peripheral benefits, such as
to them. Key trends include
on-site free or subsidised car
improvements in the provision
parking can also be highly
of childcare vouchers or crèche
attractive, especially in city
facilities, gyms or extending
centres, where parking can
healthcare schemes to
cost around £10 a day
include the family.
4. Traditional benefits, such
as contributory pension, life
assurance and private health
cover are still popular inclusions.

9. Why Salary Survey – Methodology
09 PSD’s Salary Survey is the result of analysing our database of
15,000 active and inactive candidates across Europe, the Middle
East and Asia Pacific. It also takes into account the successful
placements of 2009 and how candidates were attracted in terms of
pay and reward. The figures indicated refer to basic salary, which we
find the best indication to allow for serious comparison. Packages
are usually calculated by adding 30 – 50% on top of basic salaries,
but it is not uncommon for the more senior candidate to be have a
package of up to 100% of basic salary.
This document will focus on our key specialist sectors, and provides
a useful guide allowing for comparison between different sectors.
Please note that this acts as a guide only and there will be anomalies
as there are with any indicators.
For a more detailed opinion on pay and reward, do not hesitate
to contact a member of the team listed at the back of this report.
PSD

10. Sector Overviews
10 Financial Services and Banking
There is continued pressure to deliver savings and efficiencies by addressing
current spend and recent acquisitions. This means the procurement
professionals’ skills are still sought after. We have seen a rise in permanent
Whilst the Interim market has not come to a complete stand still, the number
of open vacancies has considerably reduced. There has been a 20-30%
reduction in contracting day rates compared to early 2009. The 2009 rates at
the £750-£1,000 have been limited during this recent period. There has been
a reduction in contract extensions and an increase in temporary to permanent
hires year on year by 17% and we anticipate that this growth will continue.
appointments.There has been a considerable increase in fixed terms contracts,
This is seen as a healthy sign for the sector as permanent headcount rises
as companies are looking to reduce costs and gain control of the contractors
are seen as confidence in future economic growth.
by having them on the company payroll.
Salaries have remained steady and even risen in certain areas. Particular
Most companies have a need to bring on board additional resources, but
categories continue to command a premium with technology procurement
budgetary restrictions and existing heavy workloads have meant that these
professionals being the highest paid followed by marketing and professional
vacancies have not been prioritised resulting in the process taking longer
services category managers. Outsourcing capability and global vendor
than expected. This means the best and most suitable candidates are engaged
management programs are being deployed across the sector. Individuals
quickly on other opportunities and are not available when the job becomes
with experience in these areas command a premium and are highly sought
a priority.
after by the tier 1 organisations.
Contact Contact
Permanent: Stuart Walters
Christian Shawcross stuart.walters@psdgroup.com / 0161 234 0310
christian.shawcross@psdgroup.com / 0161 234 0331 Jane Morgan
Stephen Fletcher Jane.morgan@psdgroup.com / 0161 234 0316
stephen.fletcher@psdgroup.com / 0161 234 0394
Interim:
Stuart Walters Public Sector and Not for Profit
stuart.walters@psdgroup.com / 0161 234 0310 Resourcing for the public sector is one of the major challenges that anyone
involved in the recruitment process will face. After years of escalating UK
debt the economic impacts are now clear, and yet the imperative to
Interim Recruitment modernise local and central government resourcing strategies to include a
We have witnessed a downturn in the interim market since late 2009 and 2010 more flexible and nimble cost and resource base is essential. With the new
has followed this trend. All sectors, positions and locations have been affected, coalition government's target of making £6bn of savings in the next financial
however since mid 2010 we have seen a recovery in Financial Services and year, a number of high value projects have been postponed indefinitely.
Technology sectors. The Oil and Gas sectors remain reasonably stable. There The effects of this are already being felt with new restructures being rolled out
has been a renewed confidence in the engagement of specialist commodity with likely redundancies, external recruitment freezes and the shedding of
professionals for general replacements or to cover increased workloads. vast numbers of interim consultants. We are already seeing a real swing from
the last 12 months when there was more movement from individuals in the

11. 1
1 private sector moving in to the Public or not for profit sectors as these were
viewed as safer options.
The biggest challenge for this sector will be talent management and selective
hiring to ensure they retain highly skilled and experienced individuals and
innovation through building strong partnerships with key suppliers. We have
also seen a bigger trend for companies willing to take on individuals from
outside of their sectors who can bring with them new ways of working with
proven results from their industries.
identify the right people externally who can deliver the results the The change in government and subsequent budget cut backs on major
government is looking for from procurement. The implications for not government-backed schemes (e.g. BSF) has been a real blow to our clients
managing this are clear; people will move on from this sector either through working in the Infrastructure and Construction sectors that had previously
choice because the private sector is becoming more attractive or they are focused on pursuing work in this area during the downturn. FM has faired
unsettled by the uncertainty of the sector or through staff cut backs. This will particularly well given the circumstances where they are reaping the benefits
in turn make more demands on the individuals that remain. In addition the of established, long term relationships with clients. The uncertainty is due to
attraction of the high-value, complex projects that attracted a number of continue until Q3 and Q4 of 2010 when the results of the current spending
people to the sector in the last 18 months are disappearing. reviews will be announced and companies will look to see what projects they
can salvage.
Contact
We are still seeing a reluctance in this sector from individuals to make
Permanent:
a move due to the perceived uncertainty in the marketplace. Competition for
Cara Regan
top talent is high as the pool of available talent has fallen sharply and the
cara.regan@psdgroup.com / 0161 234 0386
demand increases for higher-skilled workers and companies need to work
Interim: hard to attract good quality people who are gainfully employed.
Stuart Walters Organisations need to highlight their successful track record and future
stuart.walters@psdgroup.com / 0161 234 0310
potential as well as offering training development and future career
opportunities as part of their proposition.
Property and Construction Contact
It has been another turbulent year for the clients PSD actively work with in Permanent:
this sector including FM providers, Developers, Main Contractors and Civil Cara Regan
Engineering companies. We have seen decent pockets of activity with some cara.regan@psdgroup.com / 0161 234 0386
of the more commercial operators investing in their procurement resources to Interim:
seize the opportunities created by the downturn. These innovators are Jane Morgan
actively reviewing their supply chain, identifying where costs can be taken Jane.morgan@psdgroup.com / 0161 234 0316
out and how they can improve efficiencies to have a real impact on the
bottom line. This has increased the demand for individuals with a more
sophisticated set of procurement skills including category management
tools, total cost of ownership modeling, SRM techniques and driving

12. 12 Technology
Although the Technology and IT industries are key to the success of other
industries, they have been affected by the economic downturn as much as
other sectors. Our clients within the IT Outsourcing market predicted that due
Energy & Utilities
The high levels of uncertainty which affected the British Oil and Gas industry
sector in 2009 have abated somewhat. There have been indications that there
will be heavier investment in new fields and other projects at home which were
to the regular revenue from tight partnerships, these IT services and BPO somewhat neglected in 2009 because of the global downturn. International
clients would be insulated from the downturn. However, organisations have procurement experience is also increasingly sought after, as organisations in
been reluctant to enter into long term outsource agreements in 2009 which has the sector continue to diversify and develop into overseas markets.
had a major affect on recruitment in the technology sector.
The UK as a whole needs to attract and retain the UK’s Oil and Gas supply
We have seen that among the world’s largest business IT companies (since our
chain. This industry will rely even more on the capabilities of its supply chain if
last survey and through the course of the year), the global IT industry has
it is to deliver its full potential. Industry needs to work collaboratively across
contracted and as a result there were a number of conspicuous victims of this
the sector to develop new technologies, improve working practices and
downturn, especially within technology manufacturing. Recruitment declined
efficiencies and drive down costs. This will help to enhance the UK supply
by 23% compared to the previous year.
chain’s comparative advantage in the global market place and ensure that the
So far in 2010 we have already seen evidence that we are in a recovery period industry’s critical suppliers retain a presence here. The general feeling is that if
and 2010 will be a busy year for the IT sector as vacancies and successful they get it right, the UK will still be a significant oil and gas region with a
placements are already in the ascendance. We predict that recruitment will thriving global supply chain.
match the levels seen prior to the downturn towards the end of 2010 and
Renewable Energy has certainly been the biggest growth area across the
into 2011.
sector. A major challenge for this sector is constrained access to finance and
higher financing costs. This means that Procurement and Supply Chain teams
Contact
remain key to these future projects from the outset to ensure cost effectiveness
Permanent: and on-time delivery. There is still continued pressure to move to low carbon
Paul McIntyre energy sources. This in itself will present new challenges and therefore
paul.mcIntyre@psdgroup.com / 0161 234 0325
opportunities will emerge for experienced procurement professionals.
Interim:
Stuart Walters In conclusion 2010 is looking more positive than previous years. The general
stuart.walters@psdgroup.com / 0161 234 0310 feeling is that procurement is well placed and will continue to progress into 2011.
Contact
Permanent:
Andrew Moran
andrew.moran@psdgroup.com / 0161 234 0382
Interim:
Jane Morgan
Jane.morgan@psdgroup.com / 0161 234 0316

13. 13 FMCG and Pharmaceuticals
The FMCG sector remains firmly in the news headlines. The merging/takeover
of two giants (Kraft & Cadbury) continues apace and the jump in food prices
continues to grab attention month after month.
developed countries having largely bottomed out, many economies now have
to turn to the mountain of debt which has built up during the crisis.
Now cuts of an unprecedented scale are forecast and whilst talk of cutting
healthcare budgets is considered politically very risky, as the UK election
campaign has keenly demonstrated, it is naive to think that some of the
But over the last two years food and drink producers have maintained the
cost-savings needed will not be sought from National Pharmaceutical bills.
most consistently stable levels of production of all the manufacturing sectors.
How the pharma industry will choose to 'accommodate' the inevitable
The stability of the sector is due to the success in increasing exports and
stringent cuts remains to be seen.
maintaining demand levels throughout the economic crisis. It reflects the
industry's ability to innovate and develop new products and market them Contact
effectively to appeal to the changing consumer tastes seen since the onset
Permanent:
of the recession.
Stephen Fletcher
The diversity of products within the industry has also bolstered the stability of the stephen.fletcher@psdgroup.com / 0161 234 0394
sector as a whole with high demand for meat, fish, fruit, vegetables, soft drinks James Roest
and confectionary contributing significantly. Undoubtedly many challenges james.roest@psdgroup.com / 0161 234 0321
remain ahead with regular crop failures adding to the unpredictable economic
Interim:
climate but if innovation remains a top priority then there is no reason why Jane Morgan
current trends shouldn't remain. The Pharmaceutical sector has seen a further Jane.morgan@psdgroup.com / 0161 234 0316
increase in the PTO total number of drugs reported in the overall pipeline.
However the rise was significantly smaller than the pervious year. Whilst such
figures can be heavily influenced by changing editorial practices and priorities,
it is tempting to view this as evidence of the pharma industry exhibiting a degree
of insulation from the financial downturn. Eighteen months on from the global
banking crisis, the traditionally recession-proof pharma industry seems
to be holding up fairly well to the extent that overall pipelines have not
shrunk significantly.
While it is difficult to draw any definite conclusions in a year when many
people working in the industry have lost their jobs, it seems that, compared
to other industries pharma might be successful in weathering the storm so far.
However, dark clouds may be gathering on the horizon. With the recession in

14. 1
4 Financial Services
and Banking
41-55
42-54
44-63
Category Manager 48-61 North
45-56 Midlands
42-55 South East
52-65 South West
Purchasing Manager 48-61
48-65
47-63
51-68
Sourcing Manager 49-65
61-82
60-81
66-95
Head of Category 63-91
75-124
81-131
Purchasing Director 96-175
/ CPO 95-138
£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150
PSD
Contacts
Permanent: Interim:
Christian Shawcross Stephen Fletcher Stuart Walters
christian.shawcross@psdgroup.com stephen.fletcher@psdgroup.com stuart.walters@psdgroup.com
0161 234 0331 0161 234 0394 0161 234 0310

15. 15 Interim
100-180
100-180
100-250
Buyer 100-180 North
200-300 Midlands
200-300 South East
220-312 South West
Senior Buyer 200-300
320-400
320-400
Category/Commodity 320-440
Manager 320-400
320-400
320-360
Purchasing/Supply 320-440
Chain Manager 320-400
400-500
400-500
400-540
Head of Purchasing 400-500
400-600
400-560
520-720
Purchasing Director 480-640
PER DAY £ 100 200 300 400 500 600 700 800 900 1000 1100
PSD
Contacts
Stuart Walters Jane Morgan
stuart.walters@psdgroup.com jane.morgan@psdgroup.com
0161 234 0310 0161 234 0316

16. 16 Public Sector &
Not for Profit
22-31
22-31
23-32
Buyer 22-31 North
28-37 Midlands
28-37 South East
30-34 South West
Senior Buyer 28-37
40-52
40-55
40-55
Purchasing Manager 40-50
60-75
55-70
65-80
Head of Purchasing 55-70
70-85
70-85
75-90
Purchasing Director 70-82
£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150
PSD
Contacts
Permanent: Interim:
Cara Regan Jane Morgan
cara.regan@psdgroup.com jane.morgan@psdgroup.com
0161 234 0386 0161 234 0316

17. 17 Property, Infrastructure
and Construction
35-45
35-45
35-48
Senior Buyer 33-40 North
43-58 Midlands
44-60 South East
Procurement/ 45-62
South West
Category Manager 42-56
60-75
60-75
62-78
Head of Supply Chain 58-75
75-100
75-100
80-110
Procurement Director 75-100
£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150
PSD
Contacts
Permanent: Interim:
Cara Regan Jane Morgan
cara.regan@psdgroup.com jane.morgan@psdgroup.com
0161 234 0386 0161 234 0316

18. 18 Technology
27-43
28-45
30-55
Buyer 25-50 North
25-50 Midlands
25-50 South East
40-60 South West
Senior Buyer 40-60
55-65
63-78
45-78
Category Manager 40-60
57-68
43-75
55-76
Purchasing Manager 65-75
55-85
60-85
70-95
Head of Purchasing 65-75
75-120
75-120
80-235
Purchasing Director 80-200
£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150
PSD
Contacts
Permanent: Interim:
Paul McIntyre Stuart Walters
paul.mcintyre@psdgroup.com stuart.walters@psdgroup.com
0161 234 0325 0161 234 0310

19. 19 Energy & Utilities
27-43
28-45
30-55
Buyer 25-50 North
25-50 Midlands
25-50 South East
40-60 South West
Senior Buyer 40-60
55-65
63-78
45-78
Category Manager 40-60
57-68
43-75
55-76
Purchasing Manager 65-75
55-85
60-85
70-95
Head of Purchasing 65-75
75-120
75-120
80-235
Purchasing Director 80-200
£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150
PSD
Contacts
Permanent: Interim:
Andrew Moran Jane Morgan
andrerw.moran@psdgroup.com jane.morgan@psdgroup.com
0161 234 0382 0161 234 0316

20. 20 FMCG & Pharmaceuticals
22-33
25-35
25-35
Buyer 25-35 North
32-41 Midlands
32-41 South East
34-45 South West
Senior Buyer 34-45
40-55
40-65
50-75
Purchasing Manager 50-75
35-50
35-50
35-60
Planning Manager 45-65
60-80
60-80
70-90
Head of Purchasing 70-90
70-110
70-110
80-120
Purchasing Director 80-120
£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150
PSD
Contacts
Permanent: Interim:
Stephen Fletcher James Roest Jane Morgan
stephen.fletcher@psdgroup.com james.roest@psdgroup.com jane.morgan@psdgroup.com
0161 234 0394 0161 234 0321 0161 234 0316

21. Purchasing Contacts
21 Banking and Financial Services
Permanent:
Christian Shawcross
christian.shawcross@psdgroup.com
0161 234 0331
Retail
Permanent:
James Roest
james.roest@psdgroup.com
0161 234 0321
Property and Construction
Permanent:
Cara Regan
cara.regan@psdgroup.com
0161 234 0386
Stephen Fletcher Interim: Interim:
stephen.fletcher@psdgroup.com Jane Morgan Jane Morgan
0161 234 0394 Jane.morgan@psdgroup.com Jane.morgan@psdgroup.com
Interim: 0161 234 0316 0161 234 0316
Stuart Walters
stuart.walters@psdgroup.com Energy & Utilities
0161 234 0310 Permanent:
Andrew Moran
Technology andrew.moran@psdgroup.com
0161 234 0382
Permanent:
Paul McIntyre Interim:
paul.mcIntyre@psdgroup.com Jane Morgan
0161 234 0325 Jane.morgan@psdgroup.com
0161 234 0316
Interim:
Stuart Walters
stuart.walters@psdgroup.com Public Sector and Not for Profit
0161 234 0310 Permanent:
Cara Regan
FMCG and Pharmaceuticals cara.regan@psdgroup.com
PSD
Permanent: 0161 234 0386
Stephen Fletcher Interim:
stephen.fletcher@psdgroup.com Stuart Walters
0161 234 0394 stuart.walters@psdgroup.com
James Roest 0161 234 0310
james.roest@psdgroup.com
0161 234 0321
Interim:
Jane Morgan
Jane.morgan@psdgroup.com
0161 234 0316