still deserve a shot at leadership positions. Having said that, I do believe and would recommend that younger professionals should seek out higher education and degrees because it will open more doors for them.”
SUPPLY CHAIN SALARY SURVEY 2020
2019
Sargent stresses that education and experience can achieve some- thing close to balance when evaluated for leadership positions. “I contradict myself when I say education is important as I don’t
have an advanced degree,” she admitted. “I do, however, have years of experience that is acquired though a career. I do feel that the need for ongoing learning is foundational to a well-rounded leader. Certification validates your knowledge of the supply chain. he ongoing education required to maintain certification is an advantage to the person who is looking to move up.” till, education remains profitable, empleton emphasies. “Education is something that no one can ever take away from you once you have it,” she asserted. “It is worth the investment in yourself.”
Hospital Type, General Location
This trend seems to notate that the higher-compensated Supply Chain executives and professionals entrench themselves at larger urban not-for-profit hospitals, followed by suburban not-for-profit hospitals and then for-profits. Of course, some of that may be at- tributed to the smaller number of for-profit hospitals within the overall hospital market – they comprise about 15 percent to 20 percent of the total.
Hardin chuckles at the statistics.
“I wasn’t aware of the trend but can tell you that my favorite environment thus far is being in an urban, academic medical cen- ter, he said. I place significant value on work-life balance and with that I want my work to be interesting and purposeful. I’ve found that I can best meet my professional needs by working in an urban setting that’s intensely academically focused.” Sargent attributes any disparity to the business and economic models, seasoned with lifestyle elements. he not-for-profit organiations focus on generating income
for the organiations versus the for-profits generating income for their stakeholders, she surmised. alaries in a for-profit dig into the pockets of the stakeholders. The larger urban and suburban areas have a higher cost of living, which generates the need for higher pay. It is also a lifestyle – those that live in these communi- ties rather than in rural areas prefer that lifestyle and vice versa.” Templeton concurs to a point.
“Some of this compensation follows cost-of-living trends that just naturally would ust pay more, she said. Larger organiations come with expanded responsibilities and require you to manage more risk, which is a draw for those that feel they want a larger venue to practice. Also, matching your desired lifestyle could drive the locations and organiations that you target. ust the name prestige of an organiation alone can be a draw to executives that see or realie other benefits that come from that recognition. enerally, the not-for-profit sector allows more autonomy in creat- ing and running a shop than for-profits that dictate and manage from a corporate perspective, and financials are the main driver of performance operations versus a focus on patient care and quality first. Altruistically, there needs to be a match of your mission to the organiation mission. hat alignment is important for success.
Geography HPN’s annual survey, rather consistently over the years shows that to earn the highest income, Supply Chain executives and professionals typically work in the Pacific region (largely, the West Coast) or in the ortheast (largely, ew England down to the Mid-Atlantic states) with the perennial underdog sporadically Page 59
Average Age High School Associate’s Bachelor’s
Mountain Northeast Pacific
Southeast Urban
Suburban Rural
Non-profit For-profit
Government- owned
2020 Female 54 54 Male
Director/Manager, Materials/Supply Chain Management 49
54
$67,333 $74,821 $46,000 $90,833 $73,056 $80,000 $70,000 $86,500 $100,786 $104,800 $94,167 $108,000
Post-Graduate $132,000 $124,737 $111,786 $113,750 Central
$97,115 $93,889 $93,929 $90,500 $90,682 $99,286 $78,750 $96,250 $91,058 $103,704 $90,500 $111,471 $116,591 $116,250 $67,500 $140,625 $83,625 $100,833 $72,500 $115,000 $106,625 $107,000 $100,000 $109,545 $100,608 $103,365 $89,000 $108,393 $80,811 $95,435 $78,889 $106,071 $101,544 $108,000 $86,806 $122,935 $75,109 $85,833 $93,750 $83,571
$90,000 $90,833 $62,500 $105,000 2020
2019
Average Age High School Associate’s Bachelor’s
Mountain Northeast Pacific
Southeast Urban
Suburban Rural
Non-profit For-profit
Government- owned
2020 Female
Purchasing Director/Manager 48
55 57 Male 52
$53,500 $54,062 $48,000 $42,500 $68,125 $68,750 $60,000 $72,500 $78,056 $88,333 $70,833 $107,500
Post-Graduate $133,000 $81,250 $76,666 $85,833 Central
$85,500 $53,400 $45,356 $70,000 $73,500 $67,500 $52,500 $82,500 $85,455 $70,500 $80,000 $64,167 $76,250 $117,500
$62,500 $92,500 $90,000 $97,500 $75,000 $83,750 $84,167
n/a $117,500 n/a
$94,250 $79,500 $77,500 $80,000 $64,643 $60,192 $52,500 $77,500 $81,667 $74,464 $62,857 $83,333 $55,357 $87,500 $102,500 $65,000
$85,833 $44,167 $44,167 2020 2019
Average Age High School Associate’s Bachelor’s
Mountain Northeast Pacific
Southeast Urban
Suburban Rural
Non-profit For-profit
Government- owned
2020 Female
Senior Buyer/Buyer/Purchasing Agent 49
58
Post-Graduate Central
57 Male 59
$45,978 $48,571 $51,136 $35,000 $49,643 $51,944 $51,500 $52,500 $78,125 $61,250 $50,833 $92,500 $87,500 $60,833 $67,500 $57,500 $53,125 $52,500 $52,500 $52,500 $39,167 $57,500 $52,500 $62,500 $57,222 $52,500 $52,500
n/a
n/a
$61,500 $55,000 $56,250 $52,500 $47,500 $49,167 $44,167 $54,167 $64,318 $56,786 $57,500 $62,500 $55,192 $55,833 $51,875 $65,833 $46,167 $46,389 $48,214 $40,000 $54,231 $55,326 $53,438 $62,500 $44,643 $45,833 $52,500 $35,000
$70,500 $27,500 $27,500 n/a
hpnonline.com • HEALTHCARE PURCHASING NEWS • June 2020 57
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