search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
SUPPLY CHAIN SALARY SURVEY “Keeping in mind that supply chain


undergrad and graduate programs are a relatively new phenomena, I believe we’ll see greater equality as many more women are being educated,” he continued. “In fact, I taught last summer at a local university’s supply chain program, and nearly half the students were women. Many leaders like myself didn’t have such programs, and I believe that in a matter of a few short years that focused education in supply chain will serve as the great equalizer.” Hardin served as the leader of HPNs 1 Supply Chain Department of the Year, CHRISTUS Health.


Joe Colonna, Vice Presi- dent, Supply Chain, Pied- mont Health, continues to find this statistic perplex- ing. “I know what we pay our employees, at least on my team, and we just don’t see this trend among our team,” Colonna told HPN. “I am not saying this is not a real issue in the rest of the industry – just that we are not seeing it here. In part it may be that our team focuses on the skill set and characteristics and then the job experience. Is this person a good fit for the role and the organiation? Is the organiation a good fit for the person? Our H.R. team does a good job as well, looking at the background of the individual. The H.R. [compensation] team makes the recommendations on sal- ary based on market research and, as far as I know, the fact that it is a man or woman, is irrelevant to that research. I know that it has never occurred to me to even think the pay grade should up or down based on a person’s gender.” Colonna’s organization earned HPN’s Supply Chain Department of the Year Award in 1.


Joe Colonna


Age, Experience, Longevity This trend seems to indicate that the more experience you gain, which can take years, and/or the longer you stay within an or- ganiation, which can generate influence


and power, the more you can earn. As a result, supply chain professionals weigh the decision between migrating frequently from organization to organization to ad- vance/elevate a title, compensation and career versus remaining longer with fewer organizations, including spending an entire career in a single place. Experts remain mixed and somewhat nonplussed that this even should be con- sidered an issue.


“Moving around to move up provides experiences in various organizations that cannot be found in a textbook,” contended Jean Sargent, Principal, Sargent Healthcare trategies. he move should first provide a solid foundation of knowledge of that organization and how sup- ply chain works within that organization – good or bad. The frequency should occur based on that experi- ence. Finding an environ- ment that works for you is another consideration.


Jean Sargent


Having the respect from your organiza- tion for your experience is also invaluable. Moving away from this positive experience to the next step up may not be a good fit, which should also be taken into consider- ation. The grass is not always greener, and it is not always about money.” Hardin rebuffs any implication that either tactic offers more of an advantage. “The experience one gains from work- ing in multiple organizations, and subse- quently the wide array of experiences, has been truly invaluable in the trajectory of my career,” he admitted. “I don’t know for [a] fact that I’m paid less but I do know that I’m paid fairly and well above the average. Perhaps longer tenures would have landed me in larger organizations, but I must say that many of my moves have been for reasons that were heavily personal and I would change very little.”


Of course, the higher you go the fewer opportunities to move may exist, according to Colonna.


SALARY BY TITLE AND EDUCATION COO/Chief Purchasing Supply Chain Officer


Director/Manager, Materials/Supply Chain Management


Executive/Senior/Corporate VP, Materials/Supply Chain Management/Support Services


MMIS/Supply Chain Informatics Manager O.R. Materials Manager/Business Manager Purchasing Director/Manager


Senior Buyer/Buyer/Purchasing Agent Value Analysis Director/Manager/Coordinator


High School n/a


$74,821 n/a


n/a


$62,500 $54,062 $48,571 $75,833


“Typically, the trend is that if you want to see a large pay increase, in a short time, you have to change organizations,” Colonna noted. “However, over a long term, you can see a steady increase due to merit or cost of living. It may only be three percent a year but you figure that over  years, as your salary grows, so does that three percent number. In senior leadership, for VP and above type roles, there are only a few open every year. If you are already in a senior role and happy, the incentive would have to be pretty good to move.” Templeton agrees that either avenue can provide value.


“The longevity within an organization can be an advantage,” she indicated, citing herself as one example. But she adds that a number of factors could influence some- one’s reason to move around. They include: • Personal reasons for relocation. • Culture of the organization. “Do they promote from within or have the idea that new blood is better?”


• Variety of responsibilities that could expand your portfolio and bring value, if this can’t be gained within your current organization.


• Average age of those “above” you and impact on opportunity for advancement.


• Opportunity extended from previous boss or mentor. “I feel you need to stay within a role long enough to make an impact and learn from the experience, rather than ‘job hop’ just for the title,” she added.


Education, Training, Certification


The trend seems to indicate that the higher education you receive – including degrees and learning new skills and thinking – the higher your income trajectory. Hardin expresses support for the idea but remains cautiously optimistic that quality learning will contribute to the process. “It should absolutely contribute, but I believe to some degree that we’ve cheap- ened our education through the increased level of virtual education,” he said. “I’ve


Associate's $112,500


$80,000 n/a


n/a


$56,500 $68,750 $51,944 $52,500


*7% of survey responders opted not to share their gender, but are include in the salary summaries.


Bachelor's Post-Graduate n/a


$104,800 $136,875


$62,500 $93,750 $88,333 $61,250 $92,500


$271,250 $124,737 $252,083


n/a


$102,500 $81,250 $60,833 $97,500


Page 56 hpnonline.com • HEALTHCARE PURCHASING NEWS • June 2020 55


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76