PSD

PSD Procurement Salary Survey 2010

02

PSD

Contents

03 Introduction04 PSD Overview –

International Recruitment Firm05 PSD Purchasing – Scope, Roles, Services06 Diversity Policy07 Interim Recruitment08 Package and Benefits09 Why Salary Survey – Methodology10 Sector Overviews14 Financial Services and Banking15 Interim16 Public Sector and Not for Profit 17 Property, Infrastructure and Construction18 Technology19 Energy and Utilities20 FMCG and Pharmaceuticals21 Purchasing Contacts

IntroductionPSD’s annual salary Survey 2010 is a useful guide to pay and reward across all sectors of theprocurement and supply chain industry. It is the result of a comprehensive analysis of thesalaries 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 owncompany’s reward policy. The survey focuses purely on leadership level roles within theprocurement field creating a focus on those individuals that drive the development of procurementand supply chain within major blue-chip organisations. This reflects the level of individuals whichPSD focuses on.

The World economy is showing some encouraging signs of recovery despite the talk of doubledip recession from some commentators. The Purchasing Managers Index has been slowlyclimbing indicating improvement in manufacturing activity. Last year, recruitment activity wasmore 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 previousyears 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 reductionprogramme across the Public Sector.

Our forecast is that purchasing and supply chain will still be a buoyant recruitment marketbecause it is able to show tangible contributions to bottom line results. Procurement continuesto mature as a function and mandates are being increased because of better influencing skillsfrom procurement leaders. Candidates are responding to market conditions by being moreflexible 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 asassessing the validity of mergers and major outsourcing programmes. Procurement is beingseen as an area that offers career progression and also as an area that will equip candidates for positions in other functions.

03

PSD

PSD: An OverviewPSD is an international recruitment services organisation

operating across Europe and Asia Pacific04

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 andfunctional 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

Recruitment Services

Our reputation has been builtupon our ability to deliver highlyeffective recruitment solutionsto our client companies. Eachrecruitment consultant is fullytrained in file search, advertisedselection, executive search andcontracting, ensuring that weare in the strongest position torecommend solutions that areappropriate to the individualneeds of our clients.

The skills and experience of ourconsultants and the resourcesand capability of the PSD groupenable us to handle a widevariety of recruitmentrequirements, from single keyappointments to large-scalerecruitment projects, in bothinternational corporations andsmall private businesses.

Our People

Standing out in the recruitmentmarket is never easy; mostconsultancies tend to offersimilar services. However, atPSD we have a key point ofdifference – the quality of ourpeople. It is the skills andknowledge of our consultantsand support staff that provideclients and candidates withexceptional service. All staffsuccessfully work within a valuesbased culture.

Commitment to Quality

PSD is committed to the trainingand development of our peopleand to the continuing improvementin the quality of our services.We continue to adhere to theInvestors in People standardand ISO 9001:2008.

Corporate Social Responsibility(CSR) standards are becomingincreasingly more prominent in clients’ selection for suppliersand is an excellent tool to use in our client relations andcommunications. The CSRstandard incorporatescompanies policies, managementand reporting on environmental,social issues and stakeholderrelations criteria. This includesareas such as equal opportunities,health & safety, training anddevelopment and employeerelations.

www.psdgroup.com/purchasing

PSD’s website continues to attractquality candidates andcompliments our advertisingresponse on behalf of clients

PSD

05

PSD

Purchasing & Supply Chain

Roles we Recruit

Procurement DirectorHead of PurchasingPurchasing ManagerLogistics DirectorContracts ManagerSenior BuyerBuyerCommercial ManagerSupply Chain ManagerSupply Chain DirectorProcurement Consultant

Specialisation

Each consultant works acrossthe UK and within a specialistsector enabling them to build a greater understanding of a client’s requirements.

Specialist Sectors

Financial Services & Banking Software & Computer ServicesBusiness & Professional ServicesCommunicationsPublic Sector and Not for ProfitFMCGPharmaceuticalsEnergy & UtilitiesConsumer – Retail Property and Construction

Advertising

PSD has a strong visual corporateidentity. We are one of the majoradvertisers in the Sunday Times. All our adverts appear, generallywith logos in our distinctive PSD colours. The PSD logo acts as a magnet to attract highcalibre candidates.

PSD Website

PSD’s website continues toattract quality candidates andcompliments our advertisingresponse on behalf of clients.www.psdgroup.com

Our Strengths

Professional Consultants

Strong presence in themarketplace

Detailed job brief taken

In depth understanding of clients needs

Agreed timescales for delivery

Over 50% of candidates referred

Up to 80% of positions handled exclusively

Repeat business accounts forover 70% of volumes

Professional and comprehensivecontract service

Integrated Services –Contingency

Advertised Selection

Executive Search

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.

06

PSD

PSD Diversity: reflecting thechanging demographicsAt PSD we operate to a strict diversity policywhich ensures that no one is rejected on the basisof gender, sexual orientation, age, disability, racialorientation or religious beliefs. Our task is to find,attract and recruit the most talented candidates onbehalf of our clients. In our experience we naturallyfind that the best candidates come from a diverserange of personalities and we feel that there is a natural reflection of the changing demographicsof today’s society.

Our consultants are trained to identify talent andto operate an inclusive recruitment strategy thatrespects diversity. PSD is working proactively withthe HR Community to encourage diversity. PSD’srecent HR in Focus journal focused on diversityand stimulated debate from prominent figures in industry. All PSD advertisements contain noreference to any criteria outside those required to carry out the role. Advertisements are designedto attract the best person for the job.

PSD respects the rights of individuals bothinternally and externally. We pride ourselves onworking within an organisation where differencesno longer represent barriers to entry, progressionand effective contribution.

To discuss these issues in more detail, pleasecontact Stephen Fletcher at:stephen.fletcher@psdgroup.com

07

PSD

Interim Recruitment

Professional Contractors

and Interim Managers

In any modern commerciallydriven environment, success ischaracterised by an organisation’sability to implement changeeffectively, whilst remainingefficient and dynamic enough tosatisfy increasingly demandingmarket conditions.

As a consequence contractorsand Interim Managers are utilisedas a resource and are able toleverage a competitive advantageor simply stabilise operationsthrough periods of change.

Why Use Contractors?

Interim candidates can addsignificant value to major projectsduring corporate restructuring,headcount freezes, systemsimplementations, maternity coveror any similar planned or indeedunplanned circumstances.

These individuals possess a trackrecord of industry specificsuccess ensuring that with aminimum lead in time they areable to “hit the ground running”and immediately make an impacton the business.

What is the Cost?

Contractors and Interim Managersearn a daily rate or hourly marketrate for their level of experience.Costs associated with theirengagement are relevant onlyfor the contract term.

Why Choose PSD?

PSD provides a flexible servicethat is individually tailored toyour organisation’s particularrequirement. Each consultant isa sector expert and works solelywithin their vertical market. The benefit to both client andcandidate is that PSD buildseffective long term relationshipsand can introduce yourorganisation to high calibreindividuals relevant to yourbusiness at any given time.

After registering a contractposition with PSD you willreceive a two hour call back todetail the process that will takeplace in order to successfully fillthe role.

The network of contacts aconsultant at PSD has will ensurethat the role is filled in the majorityof cases within 48 hours orwithin an agreed timescale.

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.

08

PSD

Package and Benefits

1. Bonuses are a part of most packages and generally vary between 5 – 40%, dependenton the role. Companies now tend to calculate such bonuseson both personal and companyperformance objectives.

2. There is a continuing shift from offering a company car to providing a car allowance –this is usually between £4,000- £10,000 and is also more tax efficient.

3. Peripheral benefits, such as on-site free or subsidised car parking can also be highly attractive, especially in city centres, where parking can cost around £10 a day

4. Traditional benefits, such as contributory pension, life assurance and private health cover are still popular inclusions.

5. Stock options are not as attractive as they once were. They may still be of importance,but options are now rarely taken instead of basic salary. They are usually now used as an incentive for employees to stay with an employer.

6. Flexible benefit schemes continue to improve and are becoming even more ‘lifestyle’focused. These allow employees to pick and mix the benefits most important to them. Key trends include improvements in the provisionof childcare vouchers or crèchefacilities, gyms or extending healthcare schemes to include the family.

7. Finally, a number of employers are offering candidates the chance of pursuing professional qualificationseither with CIPS or via an MBA.The study support, both financially and time wise, is considered vitally important to those that wish to balance career development with gaining a recognised professional qualification.

Benefits not only make a significant difference to the total remuneration, but the security that these canbring must not be underestimated. We have seen a number of candidates re-consider their options whenthey realise the value of some benefits. In particular, those that are on ‘final salary’ pension schemeswould often need to secure five figure rises when joining a new employer just to negate the effects of thelost pension. In 2009, less than five percent of all the roles that PSD recruited for offered a final-salarypension scheme.

Sometimes regarded as ‘perks and benefits’, extras such as car allowances, bonuses and health coverare now treated as essential by experienced professionals.

Growing trends include:

09

PSD

Why Salary Survey – MethodologyPSD’s Salary Survey is the result of analysing our database of15,000 active and inactive candidates across Europe, the MiddleEast and Asia Pacific. It also takes into account the successfulplacements of 2009 and how candidates were attracted in terms ofpay and reward. The figures indicated refer to basic salary, which wefind the best indication to allow for serious comparison. Packagesare usually calculated by adding 30 – 50% on top of basic salaries,but it is not uncommon for the more senior candidate to be have apackage of up to 100% of basic salary.

This document will focus on our key specialist sectors, and providesa useful guide allowing for comparison between different sectors.Please note that this acts as a guide only and there will be anomaliesas 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.

Sector Overviews10 Financial Services and Banking

There is continued pressure to deliver savings and efficiencies by addressingcurrent spend and recent acquisitions. This means the procurementprofessionals’ skills are still sought after. We have seen a rise in permanenthires year on year by 17% and we anticipate that this growth will continue.This is seen as a healthy sign for the sector as permanent headcount risesare seen as confidence in future economic growth.

Salaries have remained steady and even risen in certain areas. Particularcategories continue to command a premium with technology procurementprofessionals being the highest paid followed by marketing and professionalservices category managers. Outsourcing capability and global vendormanagement programs are being deployed across the sector. Individualswith experience in these areas command a premium and are highly soughtafter by the tier 1 organisations.

Contact

Permanent:Christian Shawcrosschristian.shawcross@psdgroup.com / 0161 234 0331

Stephen Fletcherstephen.fletcher@psdgroup.com / 0161 234 0394

Interim:Stuart Waltersstuart.walters@psdgroup.com / 0161 234 0310

Interim Recruitment

We have witnessed a downturn in the interim market since late 2009 and 2010has followed this trend. All sectors, positions and locations have been affected,however since mid 2010 we have seen a recovery in Financial Services andTechnology sectors. The Oil and Gas sectors remain reasonably stable. Therehas been a renewed confidence in the engagement of specialist commodityprofessionals for general replacements or to cover increased workloads.

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 atthe £750-£1,000 have been limited during this recent period. There has been a reduction in contract extensions and an increase in temporary to permanentappointments.There has been a considerable increase in fixed terms contracts,as companies are looking to reduce costs and gain control of the contractorsby having them on the company payroll.

Most companies have a need to bring on board additional resources, butbudgetary restrictions and existing heavy workloads have meant that thesevacancies have not been prioritised resulting in the process taking longer than expected. This means the best and most suitable candidates are engagedquickly on other opportunities and are not available when the job becomes a priority.

Contact

Stuart Waltersstuart.walters@psdgroup.com / 0161 234 0310

Jane MorganJane.morgan@psdgroup.com / 0161 234 0316

Public Sector and Not for Profit

Resourcing for the public sector is one of the major challenges that anyoneinvolved in the recruitment process will face. After years of escalating UKdebt the economic impacts are now clear, and yet the imperative tomodernise local and central government resourcing strategies to include amore flexible and nimble cost and resource base is essential. With the newcoalition government's target of making £6bn of savings in the next financialyear, a number of high value projects have been postponed indefinitely. The effects of this are already being felt with new restructures being rolled outwith likely redundancies, external recruitment freezes and the shedding ofvast numbers of interim consultants. We are already seeing a real swing fromthe last 12 months when there was more movement from individuals in the

private sector moving in to the Public or not for profit sectors as these wereviewed as safer options.

The biggest challenge for this sector will be talent management and selectivehiring to ensure they retain highly skilled and experienced individuals andidentify the right people externally who can deliver the results thegovernment is looking for from procurement. The implications for notmanaging this are clear; people will move on from this sector either throughchoice because the private sector is becoming more attractive or they areunsettled by the uncertainty of the sector or through staff cut backs. This willin turn make more demands on the individuals that remain. In addition theattraction of the high-value, complex projects that attracted a number ofpeople to the sector in the last 18 months are disappearing.

Contact

Permanent:Cara Regancara.regan@psdgroup.com / 0161 234 0386

Interim:Stuart Waltersstuart.walters@psdgroup.com / 0161 234 0310

Property and Construction

It has been another turbulent year for the clients PSD actively work with inthis sector including FM providers, Developers, Main Contractors and CivilEngineering companies. We have seen decent pockets of activity with someof the more commercial operators investing in their procurement resources toseize the opportunities created by the downturn. These innovators areactively reviewing their supply chain, identifying where costs can be takenout and how they can improve efficiencies to have a real impact on thebottom line. This has increased the demand for individuals with a moresophisticated set of procurement skills including category managementtools, total cost of ownership modeling, SRM techniques and driving

innovation through building strong partnerships with key suppliers. We havealso seen a bigger trend for companies willing to take on individuals fromoutside of their sectors who can bring with them new ways of working withproven results from their industries.

The change in government and subsequent budget cut backs on majorgovernment-backed schemes (e.g. BSF) has been a real blow to our clientsworking in the Infrastructure and Construction sectors that had previouslyfocused on pursuing work in this area during the downturn. FM has fairedparticularly well given the circumstances where they are reaping the benefitsof established, long term relationships with clients. The uncertainty is due tocontinue until Q3 and Q4 of 2010 when the results of the current spendingreviews will be announced and companies will look to see what projects theycan salvage.

We are still seeing a reluctance in this sector from individuals to make a move due to the perceived uncertainty in the marketplace. Competition fortop talent is high as the pool of available talent has fallen sharply and thedemand increases for higher-skilled workers and companies need to workhard to attract good quality people who are gainfully employed.Organisations need to highlight their successful track record and futurepotential as well as offering training development and future careeropportunities as part of their proposition.

Contact

Permanent:Cara Regancara.regan@psdgroup.com / 0161 234 0386

Interim:Jane MorganJane.morgan@psdgroup.com / 0161 234 0316

11

Technology

Although the Technology and IT industries are key to the success of otherindustries, they have been affected by the economic downturn as much asother sectors. Our clients within the IT Outsourcing market predicted that dueto the regular revenue from tight partnerships, these IT services and BPOclients would be insulated from the downturn. However, organisations havebeen reluctant to enter into long term outsource agreements in 2009 which hashad a major affect on recruitment in the technology sector.

We have seen that among the world’s largest business IT companies (since ourlast survey and through the course of the year), the global IT industry hascontracted and as a result there were a number of conspicuous victims of thisdownturn, especially within technology manufacturing. Recruitment declinedby 23% compared to the previous year.

So far in 2010 we have already seen evidence that we are in a recovery periodand 2010 will be a busy year for the IT sector as vacancies and successfulplacements are already in the ascendance. We predict that recruitment willmatch the levels seen prior to the downturn towards the end of 2010 and into 2011.

Contact

Permanent:Paul McIntyrepaul.mcIntyre@psdgroup.com / 0161 234 0325

Interim:Stuart Waltersstuart.walters@psdgroup.com / 0161 234 0310

Energy & Utilities

The high levels of uncertainty which affected the British Oil and Gas industrysector in 2009 have abated somewhat. There have been indications that therewill be heavier investment in new fields and other projects at home which weresomewhat neglected in 2009 because of the global downturn. Internationalprocurement experience is also increasingly sought after, as organisations inthe sector continue to diversify and develop into overseas markets.

The UK as a whole needs to attract and retain the UK’s Oil and Gas supplychain. This industry will rely even more on the capabilities of its supply chain ifit is to deliver its full potential. Industry needs to work collaboratively acrossthe sector to develop new technologies, improve working practices andefficiencies and drive down costs. This will help to enhance the UK supplychain’s comparative advantage in the global market place and ensure that theindustry’s critical suppliers retain a presence here. The general feeling is that ifthey get it right, the UK will still be a significant oil and gas region with athriving global supply chain.

Renewable Energy has certainly been the biggest growth area across thesector. A major challenge for this sector is constrained access to finance andhigher financing costs. This means that Procurement and Supply Chain teamsremain key to these future projects from the outset to ensure cost effectivenessand on-time delivery. There is still continued pressure to move to low carbonenergy sources. This in itself will present new challenges and thereforeopportunities will emerge for experienced procurement professionals.

In conclusion 2010 is looking more positive than previous years. The generalfeeling is that procurement is well placed and will continue to progress into 2011.

Contact

Permanent:Andrew Moranandrew.moran@psdgroup.com / 0161 234 0382

Interim:Jane MorganJane.morgan@psdgroup.com / 0161 234 0316

12

FMCG and Pharmaceuticals

The FMCG sector remains firmly in the news headlines. The merging/takeoverof two giants (Kraft & Cadbury) continues apace and the jump in food pricescontinues to grab attention month after month.

But over the last two years food and drink producers have maintained themost consistently stable levels of production of all the manufacturing sectors.The stability of the sector is due to the success in increasing exports andmaintaining demand levels throughout the economic crisis. It reflects theindustry's ability to innovate and develop new products and market themeffectively to appeal to the changing consumer tastes seen since the onset of the recession.

The diversity of products within the industry has also bolstered the stability of thesector as a whole with high demand for meat, fish, fruit, vegetables, soft drinksand confectionary contributing significantly. Undoubtedly many challengesremain ahead with regular crop failures adding to the unpredictable economicclimate but if innovation remains a top priority then there is no reason whycurrent trends shouldn't remain. The Pharmaceutical sector has seen a furtherincrease in the PTO total number of drugs reported in the overall pipeline.

However the rise was significantly smaller than the pervious year. Whilst suchfigures can be heavily influenced by changing editorial practices and priorities,it is tempting to view this as evidence of the pharma industry exhibiting a degreeof insulation from the financial downturn. Eighteen months on from the globalbanking 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 manypeople 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

developed countries having largely bottomed out, many economies now haveto 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 cuttinghealthcare budgets is considered politically very risky, as the UK electioncampaign has keenly demonstrated, it is naive to think that some of the cost-savings needed will not be sought from National Pharmaceutical bills.How the pharma industry will choose to 'accommodate' the inevitablestringent cuts remains to be seen.

Contact

Permanent:Stephen Fletcherstephen.fletcher@psdgroup.com / 0161 234 0394

James Roestjames.roest@psdgroup.com / 0161 234 0321

Interim:Jane MorganJane.morgan@psdgroup.com / 0161 234 0316

13

Financial Services and Banking14

PSD£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150

Category Manager

Purchasing Manager

Sourcing Manager

Head of Category

Purchasing Director / CPO

North

Midlands

South East

South West

41-55

44-63

42-54

48-61

45-56

42-55

52-65

48-61

48-65

47-63

51-68

49-65

61-82

60-81

66-95

63-91

75-124

81-131

96-175

95-138

Permanent:Christian Shawcrosschristian.shawcross@psdgroup.com 0161 234 0331

Stephen Fletcherstephen.fletcher@psdgroup.com0161 234 0394

Interim:Stuart Waltersstuart.walters@psdgroup.com0161 234 0310

Contacts

Interim15

100 200 300 400 500 600 700 800 900 1000 1100

100-180

100-180

100-250

100-180

200-300

200-300

220-312

200-300

320-400

320-400

320-440

320-400

320-360

320-440

320-400

400-500

400-500

400-540

520-720

400-500

400-600

400-560

480-640

Buyer

Senior Buyer

Category/Commodity

Manager

Purchasing/Supply

Chain Manager

Head of Purchasing

Purchasing Director

North

Midlands

South East

South West

PSD

320-400

PER DAY £

Stuart Waltersstuart.walters@psdgroup.com0161 234 0310

Jane Morganjane.morgan@psdgroup.com0161 234 0316

Contacts

Public Sector &Not for Profit16

£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150

Buyer

Senior Buyer

Purchasing Manager

Head of Purchasing

Purchasing Director

North

Midlands

South East

South West

PSD

22-31

23-32

22-31

22-31

28-37

28-37

30-34

28-37

40-52

40-55

40-55

40-50

60-75

55-70

65-80

55-70

70-85

70-85

75-90

70-82

Permanent:Cara Regancara.regan@psdgroup.com0161 234 0386

Interim:Jane Morganjane.morgan@psdgroup.com0161 234 0316

Contacts

Property, Infrastructureand Construction17

£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150

Senior Buyer

Procurement/Category Manager

Head of Supply Chain

Procurement Director

North

Midlands

South East

South West

PSD

35-45

35-45

35-48

33-40

43-58

44-60

45-62

42-56

60-75

60-75

62-78

58-75

75-100

75-100

80-110

75-100

Permanent:Cara Regancara.regan@psdgroup.com0161 234 0386

Interim:Jane Morganjane.morgan@psdgroup.com0161 234 0316

Contacts

Technology18

PSDPermanent:Paul McIntyrepaul.mcintyre@psdgroup.com0161 234 0325

Interim:Stuart Waltersstuart.walters@psdgroup.com0161 234 0310

Contacts

£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150

Buyer

Senior Buyer

Category Manager

Purchasing Manager

Head of Purchasing

Purchasing Director

North

Midlands

South East

South West

27-43

28-45

30-55

25-50

25-50

25-50

40-60

40-60

55-65

63-78

45-78

40-60

57-68

43-75

55-76

65-75

55-85

60-85

70-95

65-75

75-120

75-120

80-235

80-200

Energy & Utilities19

£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150

Buyer

Senior Buyer

Category Manager

Purchasing Manager

Head of Purchasing

Purchasing Director

North

Midlands

South East

South West

PSD

27-43

28-45

30-55

25-50

25-50

25-50

40-60

40-60

55-65

63-78

45-78

40-60

57-68

43-75

55-76

65-75

55-85

60-85

70-95

65-75

75-120

75-120

80-235

80-200

Permanent:Andrew Moranandrerw.moran@psdgroup.com0161 234 0382

Interim:Jane Morganjane.morgan@psdgroup.com0161 234 0316

Contacts

FMCG & Pharmaceuticals20

£K 20 30 40 50 60 70 80 90 100 110 120 130 140 150

Buyer

Senior Buyer

Purchasing Manager

Planning Manager

Head of Purchasing

Purchasing Director

North

Midlands

South East

South West

PSD

22-33

25-35

25-35

25-35

32-41

32-41

34-45

34-45

40-55

40-65

50-75

50-75

35-50

35-50

35-60

45-65

60-80

60-80

70-90

70-90

80-120

80-120

70-110

70-110

Permanent:Stephen Fletcherstephen.fletcher@psdgroup.com0161 234 0394

James Roestjames.roest@psdgroup.com0161 234 0321

Interim:Jane Morganjane.morgan@psdgroup.com0161 234 0316

Contacts

Purchasing Contacts21

PSD

Banking and Financial Services

Permanent:Christian Shawcrosschristian.shawcross@psdgroup.com 0161 234 0331

Stephen Fletcherstephen.fletcher@psdgroup.com0161 234 0394

Interim:Stuart Waltersstuart.walters@psdgroup.com0161 234 0310

Technology

Permanent:Paul McIntyrepaul.mcIntyre@psdgroup.com0161 234 0325

Interim:Stuart Waltersstuart.walters@psdgroup.com0161 234 0310

FMCG and Pharmaceuticals

Permanent:Stephen Fletcherstephen.fletcher@psdgroup.com0161 234 0394

James Roestjames.roest@psdgroup.com0161 234 0321

Interim:Jane MorganJane.morgan@psdgroup.com0161 234 0316

Retail

Permanent:James Roestjames.roest@psdgroup.com0161 234 0321

Interim:Jane MorganJane.morgan@psdgroup.com0161 234 0316

Energy & Utilities

Permanent:Andrew Moranandrew.moran@psdgroup.com0161 234 0382

Interim:Jane MorganJane.morgan@psdgroup.com0161 234 0316

Public Sector and Not for Profit

Permanent:Cara Regancara.regan@psdgroup.com 0161 234 0386

Interim:Stuart Waltersstuart.walters@psdgroup.com0161 234 0310

Property and Construction

Permanent:Cara Regancara.regan@psdgroup.com 0161 234 0386

Interim:Jane MorganJane.morgan@psdgroup.com0161 234 0316