Changing Economic Conditions and Improving Productivity

Transcription

1 1 The Rocky Road to Recovery Contact Hudson

2 2 Contents UK Overview 3 Adapting to the changing economic conditions 4 The rocky road to recovery 5 Uncertainty versus the upturn 7 The ticking time bomb The employer/employee disconnect 9 About Hudson 10 Market Overview 11 Salary Tables 13 Procurement 13 Supply Chain 23 Contact Hudson

3 3 UK Overview Welcome to the Hudson Salary and Employment Insights Review for The document begins with an overview of the UK recruitment market as a whole, before focusing in more detail on the supply chain and procurement market. As your recruitment partner and adviser, we take great pride in our in-depth knowledge of the marketplace, and also the factors currently affecting it, including general economic conditions and the expectations of organisations and their people. We hope you will find this review both interesting and useful in terms of planning and implementing recruitment activity in the year ahead. Matt Warder Director Jacqui Paterson Managing Consultant Contact Hudson

4 4 UK Overview Adapting to the changing economic conditions After a number of challenging years for the UK recruitment sector caused by difficult economic conditions, there were signs of an upturn in many areas during These improvements were not spectacular - indeed the general mood could best be described as one of cautious optimism - but there were encouraging indications that businesses were more willing to invest in new talent, and that candidates were adopting a rather less risk-averse approach to seeking out and considering new opportunities. The exact nature of the improvements varies by sector and by geographical area, and for some companies it will take a lot more than a glimpse of the much-vaunted green shoots of recovery to persuade them to abandon the rigorous focus on scaling back and cost cutting which has been the prevailing corporate culture for so many organisations in recent times. The evidence we are seeing is that many companies now realise that, in business development terms, standing still is only an option for a limited period, while other organisations already need to staff up to service project wins in the light of general improvements in market conditions in their particular sector. Against this background, there are two key questions for 2014 and beyond. The first is are employers ready - in recruitment terms - to adapt to the changing economic conditions and equip themselves with the people they need for the next stage of their development? The second is are employees ready - and willing - to take advantage of the new opportunities that a recovering economy will create? 72% of respondents said that colleagues are being always or mostly replaced when they leave a company 69% of respondent s workloads have been redistributed among the remaining team members Contact Hudson

5 5 UK Overview The rocky road to recovery 18% of staff thought that a sound appraisal system is a good employee retention tool Hudson conducted our in-depth survey of what companies and candidates think of the changing economic environment, and its likely impact on them. We looked at its effect on work practices, compensation and benefits and, equally importantly, on employee engagement, morale, loyalty and job seeking behaviour. Our findings overall suggest that, recruitment wise, the road to recovery could be rather a rocky one for employers. The evidence is that while many businesses are focused on what the revival could mean to them in terms of increased revenue and profits, they have taken their eye off the ball where staff morale and retention issues are concerned. At the same time, employees are beginning to look for other jobs because they have more confidence in the market. And our survey has also revealed a fundamental difference between the retention strategies that organisations feel will work effectively, and what employees are actually looking for. A key place to begin an analysis of these findings is the fact that 64 per cent of employers in the survey said they believe the recruitment market in 2014 will be more candidate driven. In other words, the emphasis will move away from the buyer s market scenario that has existed in many sectors in recent years, and it will be more difficult for organisations to find, attract or retain high calibre people. At the same time, 40 per cent of candidates in the survey told us that the economic upturn is giving them more confidence to look for another job, with 45 percent anticipating a job change in the next 12 months and 25 per cent actively seeking a job at the moment. 25 per cent of employees say they feel insecure or very insecure in their current position, and more than half of respondents (55 per cent) said that they had experienced increased pressure in the workplace over the last year. Add to this the fact that a quarter of employees (25 per cent) said they were having to work more hours than 12 months ago, and 39 per cent were reporting that workplace morale had got worse over the same period, and it is clear that there is now some inherent volatility in the marketplace. 64% believe the market will be candidate driven 40% are more confident in looking for another job 45% are anticipating a job change in the next 12 months 25% of candidates are actively seeking a job at the moment 2014 Recruitment 64% 40% 45% 25% Market Contact Hudson

6 6 UK Overview The rocky road to recovery These figures however don t tell the whole story, because in 2012, 48 per cent of employees were saying morale had got worse in their organisation, and 40 per cent were actively looking for a job. In addition, 49 per cent of people in this year s survey say they feel secure or very secure in their current role - 10 per cent more than last year - and job satisfaction levels have also gone up to 52 per cent from 46 per cent last year. Furthermore, 39 per cent of respondents also said they felt more engaged with their job and workplace, and 61 per cent would actually recommend their employer to a friend. Nevertheless, the survey reveals that there is certainly a significant core group of people for whom a change of employment status is very much on the cards within the next 12 months. This will put pressure on employers to try and fill vacancies at a time when the market dynamic could well be changing, with demand starting to exceed supply in some areas, and shortages emerging for some of the most in-demand skill sets. Over time, if people cannot be found for key positions, this could inevitably have a negative impact on the ability of organisations to take full advantage of the improved economic conditions. Of course, one course of action that employers can take to prevent this problem - at least in part - is to keep hold of their key people by having effective staff retention strategies in place. However, our survey has shown that what businesses are offering in this area is not always what is most valued by employees. For example, 63 per cent of employees say that good career progression opportunities are the critical factor in them remaining with an organisation, yet only 26 per cent feel that their company offers them. There is a very similar difference of opinion over mentoring schemes, which are valued by employees but not as widely available as they would like to see. Conversely, only 18 per cent of staff in the survey thought that a sound appraisal system is a good employee retention tool, yet 55 per cent of employees offer one. Of course, most employee decisions on whether to seek a new opportunity remain salary driven, and the survey reveals that 35 per cent of candidates would move for a salary increase of 6-10 per cent, without promotion. In the workplace 49% 52% 39% 61% 63% 35% of people feel secure or very secure in their current role of people feel satisfied in their current role of people feel more engaged with their job of people feel they would recommend their employer to a friend of people say that good career progression opportunities are critical of people would move for a salary increase of 6-10 per cent, without promotion Contact Hudson

7 7 UK Overview Uncertainty versus the upturn But even in the far from perfect recent economic conditions, 30 per cent of respondents had still actually received a pay rise of up to 5 per cent in their existing roles, although 8 per cent had seen their salary decrease. 16 per cent of employees had not been given a pay rise for two years but, rather more encouragingly, 56 per cent of people are expecting a salary increase of up to 10 per cent over the next 12 months, significantly up on the 45 per cent who said the same thing this time last year. Perhaps surprisingly in the light of market conditions around four in ten employees still received a bonus in 2013, although mainly of a relatively modest nature in the 1-5 per cent bracket. Benefits packages, bonus payments and pensions remain the most valued extra with employees, followed in order of importance by health benefits, flexible working arrangements and above-average annual leave. Our survey responses from employees reinforce the general impression of an upturn in the recruitment market in 2013, with 41 per cent of people saying they had seen an increase in headcount in their workplace over the past 12 months, compared with a figure of 33 per cent in % of people say they had seen an increase in headcount in their workplace over the past 12 months Equally encouragingly, almost three quarters of respondents (72 per cent) said that colleagues are being always or mostly replaced when they leave the company. However, when people are not replaced, the burden can fall on their previous colleagues. In 69 per cent of cases their workload was redistributed among the remaining team members, according to respondents. Contact Hudson

8 8 UK Overview Uncertainty versus the upturn Looking at career development and planning, 64 per cent of employees had been in their permanent role for less than two years. However 10 per cent of people in a contracting or interim position had actually been in the same role for more than two years! In terms of the optimum time to stay in a role 2-3 years was the most popular period with respondents (34 per cent) followed by 3-4 years (21 per cent), 1-2 years (16 per cent) and 4-5 years (13 per cent). 15 per cent of employees thought more than 5 years was best. Meanwhile, company responses to the survey reveal that 49 per cent of employers believe that there has still been uncertainty in the market in their particular sector. As a result, 13 per cent said they had implemented a freeze on new hires for all roles, although this figure has gone down from 18 per cent last year. Rather more encouragingly, 47 per cent of companies had increased headcount in the last 12 months, 10 per cent more than last year. 30 per cent had seen employee numbers remain the same, and only 23 per cent had seen a decrease. Where headcount went up, 81 per cent of firms said it was due to genuine growth, with 58 per cent of employers believing there is further growth potential in their businesses over the next 12 months. Overall, 49 per cent of companies said their total headcount will increase in 2014, compared with 37 per cent who were of the same opinion this time last year. In terms of remuneration packages, 84 per cent of companies said they had awarded pay rises within the last two years, although 3 per cent admitted that it had been more than five years since they last gave a rise. 81 per cent expected to award rises when they next review pay. Optimum time to stay in a role 34% 21% 2-3 years 3-4 years 16% 1-2 years 13% 4-5 years 15% more than 5 years Contact Hudson

9 9 UK Overview The ticking time bomb The employer/employee disconnect There is a clear difference of opinion between employers and employees on the reasons for salary increases. 52 per cent of employees believe they deserve a rise to maintain their standard of living, however only 9 per cent of employers cite this as the reason they do it. Instead, 69 per cent of companies say they award rises in order to keep hold of high performing staff. Perhaps reflecting something of the same impetus, 58 per cent of businesses plan to award bonuses in the next 12 months, up from 47 per cent last year. However, once again the survey provides evidence of a disconnect between employers and employees in terms of overall benefits packages. While 75 per cent of companies believe they are offering appropriate reward and recognition to staff, only 51 per cent of employees believe this to be the case. Clearly, this and other similar issues highlighted by the survey need to be addressed, because as market conditions continue to improve, it is vital that the expectations of organisations and candidates are closely aligned to ensure maximum business development and growth and the continued revival in the fortunes of the UK economy. 52% of employees believe they deserve a pay rise to maintain their standard of living 69% of companies say they award pay rises in order to keep hold of high performing staff 58% of businesses plan to award bonuses in the next 12 months Key priorities for employers in 2014 and beyond will include developing staff retention strategies that are more valued by employees, and also increasing investment in training and development programmes to enable them to become more self-sufficient in the key skills they require in the future. Methodology The Hudson salary survey of employers and employees was conducted online over a three-week period in December Current salary information has been obtained from Hudson s internal database and quality checked against survey data. In-house recruitment specialists and company directors were interviewed to obtain their experiences of current market trends in order to compile the regional and sector-specific market overviews. Contact Hudson

10 10 About Hudson Hudson is a global talent solutions company with expertise in leadership and specialised recruitment, contracting solutions, recruitment process outsourcing, talent management, outplacement and ediscovery. We help our clients and candidates succeed by leveraging our expertise, deep industry and market knowledge, and proprietary assessment tools and techniques. With approximately 2,000 people in 20 countries, and relationships with millions of specialised professionals, we bring an unparalleled ability to match talent with opportunities by assessing, recruiting, developing and engaging the best and brightest people for our clients. We combine broad geographic presence, world-class talent solutions and a tailored, consultative approach to help businesses and professionals achieve higher performance and outstanding results. Hudson is one of Europe s largest and most effective industry specialist recruitment teams. Our client portfolio, spanning SMEs to listed companies and multinational companies is impressive and ever growing. We have formed strategic partnerships with our clients and identify highly commercial supply chain and procurement candidates to give our clients competitor advantage in a highly competitive market. Our team is enthusiastic, dedicated, knowledgeable, focused and passionate. Combined with strong communicative ability, collaborative style and creative thinking; we are uniquely equipped to respond to our clients diverse requirements. We also strive to provide high value candidates that can leverage profit and process, deliver significant returns on investment and reduce risk and costs. Our industry-leading consultants extensive suite of innovative recruitment techniques means we offer solutions that are tailored to meet your requirements, quickly and cost efficiently. This includes contingency database assignments through to high profile advertised, search and selection solutions. We work proactively to develop long-term business partnerships through open and honest communication between client, candidate and consultant. Contact Hudson

11 11 84% Market Overview of companies said they had awarded pay rises within the last two years In the challenging economic conditions of recent years there has been an increased emphasis in organisations of all sizes on the importance of an effective supply chain and procurement strategy. This is particularly significant in terms of managing and reducing costs, driving efficiency gaining competitive advantage and - where applicable - boosting profits. This is equally true for companies with manufacturing operations who are keen to reign in expenditure on the direct costs of raw materials, as it is for service industry businesses and public sector organisations reviewing their - often considerable - indirect costs in areas such as IT, print, vehicles and facilities management. Against this background, it is unsurprising that we saw an upturn in the supply chain and procurement recruitment market in Scotland in 2013, with hiring levels up across the range of job roles in this space. This recovery was spearheaded by activity in the public sector which accounted for around a third of all placements during the year. We saw significant hiring by central government departments and agencies, local government, public utilities, the education sector and the NHS. Busy areas in the private sector during the year included financial services and fast moving consumer goods (FMCG), with activity of a less significant nature in manufacturing, engineering, construction and pharmaceuticals. There has been a notable uplift in demand across our client base for sourcing, supplier relationship management, category/commodity manager and contracts manager professionals. Other placements were spread across buyer, demand planning, warehouse and inventory roles. In terms of current niche skill sets there is now an emerging trend of organisations across Scotland requesting a high demand for IT category managers, as well as a significant shortage of procurement specialist candidates particularly apparent within the public sector - in Glasgow and Edinburgh. It is also becoming increasingly more challenging to source skilled people for oil and gas industry positions from procurement specialist to commercial procurement manager level in Aberdeen. Overall, there was a fairly even split of permanent and interim hires in this market across 2013 with this trend remaining steady into The resulting increase noted within business turning to the provision of the interim procurement resource to fill gaps in light of these emerging skills shortages. Contact Hudson

12 12 77% Market Overview of professionals expect a salary increase in the next 12 months We have tracked little overall change in salaries or contracting rates during Although as the case is with all high calibre skill sets within high demand niche areas, such as IT or oil and gas, candidates can expect to be able to command a premium. It is anticipated that further steady growth will be apparent in supply chain and procurement recruitment in Scotland in 2014 with more emphasis on the major contribution this function can make to business performance. Towards the end of 2013 there was further evidence in Scotland of some of the main UK-wide trends in the sector. These include more businesses outsourcing their procurement function, or engaging larger numbers of contractors to help run cost-saving projects. We are noting a rise in the outsourcing of inventory and warehousing, and remote planning in manufacturing. Looking to the future, if market conditions continue to improve and skills gaps become further widespread, businesses will need to devote time and resources to upskilling current talent pools, utilising graduate interns and developing effective staff retention strategies. This coupled with an investment in training and development programmes will enable businesses to hold a more robust succession plan within their supply chain and procurement functions. It is felt that professional careers within supply chain and procurement are very much in an exciting growth phase. The future of supply chain and procurement recruitment shows new talent pools coming to market via graduate level recruitment, internships and those changing careers from finance, engineering and legal vocations. More individuals currently within the profession are choosing, or being encouraged, to gain Chartered Institute of Purchasing and Supply (CIPS) qualifications. Over time, we are also likely to see the increasing importance of the function being reflected in more board level procurement director appointments. Contact Hudson

13 13 Procurement Salary Tables Contact Hudson

14 14 Scotland Central Belt Salary Tables Scotland Central Belt Procurement Chief Procurement Officer 75, ,000 87, Head/Director of Procurement 70,000 85,000 75, Commercial Manager 50,000 70,000 60, Strategic Sourcing Manager 40,000 55,000 45, Procurement Change Manager 50,000 65,000 55, Procurement Transformation Manager 55,000 75,000 60, Category Manager 40,000 55,000 48, Contract Manager 40,000 60,000 50, Supply Relationship Manager 40,000 55,000 45, Procure 2 pay Specialist 45,000 65,000 55, Procurement Specialist 35,000 60,000 47, Senior Buyer 30,000 42,000 35, Buyer 22,000 30,000 25, Vendor Manager 55,000 70,000 60, Contact Hudson

15 15 Aberdeen Oil & Gas Salary Tables Aberdeen Oil & Gas Procurement Chief Procurement Officer 150, , , ,000 1,200 Head/Director of Procurement 100, , , ,500 1,000 Head/Director of Commercial Management 105, , , ,500 1,100 Commercial Manager 45, ,000 75, Strategic Sourcing Manager 50,000 95,000 75, Procurement Change Manager 48,000 80,000 65, Procurement Transformation Manager 48,000 85,000 65, Category Manager 45,000 85,000 65, Contract Manager 42,000 67,000 55, Contracts Engineer 35,000 50,000 42, Supply Relationship Manager 40,000 80,000 65, Procure 2 pay Specialist 50,000 80,000 65, Senior Buyer 35,000 57,000 45, Buyer 30,000 43,000 37, Contact Hudson

16 16 Aberdeen Commerce & Industry Salary Tables Aberdeen Commerce & Industry Procurement Chief Procurement Officer 110, , , ,500 1,150 Head/Director of Procurement 75, ,000 95, , Commercial Manager 60,000 85,000 75, Strategic Sourcing Manager 55,000 80,000 70, Procurement Change Manager 65,000 78,000 70, Procurement Transformation Manager 60,000 80,000 67, Category Manager 50,000 85,000 75, Contract Manager 35,000 65,000 55, Supply Relationship Manager 50,000 70,000 60, Procure 2 pay Specialist 50,000 65,000 60, Senior Buyer 30,000 55,000 45, Contact Hudson

17 17 Aberdeen Public Sector Salary Tables Aberdeen Public Sector Procurement Chief Procurement Officer 100, , , ,800 1,000 Head/Director of Procurement 50, ,000 87, , Commercial Director 62, ,000 92, , Commercial Manager 45,000 82,000 75, Strategic Sourcing Manager 45,000 75,000 67, Procurement Change Manager 45,000 88,000 60, , Procurement Transformation Manager 45,000 92,000 65, , Category Manager 30,000 68,000 62, Contract Manager 30,000 65,000 52, Supply Relationship Manager 40,000 70,000 55, Procure 2 pay Specialist 60,000 78,000 65, Senior Buyer 35,000 48,500 42, Buyer 28,000 38,000 35, Contact Hudson

18 18 London & Home Counties Financial Services Salary Tables London & Home Counties Financial Services Procurement Chief Procurement Officer 150, , , ,000 1,200 Head/Director of Procurement 100, , , ,500 1,000 Head/Director of Commercial Management 105, , , ,500 1,100 Commercial Manager 45, ,000 75, Strategic Sourcing Manager 50,000 95,000 75, Procurement Change Manager 48,000 80,000 65, Procurement Transformation Manager 48,000 85,000 65, Category Manager 45,000 85,000 65, Contract Manager 42,000 67,000 55, Contracts Engineer 35,000 50,000 42, N/A 450 Supply Relationship Manager 40,000 80,000 65, Procure 2 pay specialist 50,000 80,000 65, Senior Buyer 35,000 57,000 45, Buyer 30,000 43,000 37, Contact Hudson

19 19 London & Home Counties Commerce & Industry Salary Tables London & Home Counties Commerce & Industry Procurement Chief Procurement Officer 110, , , ,500 1,150 Head/Director of Procurement 75, ,000 95, , Commercial Manager 60,000 85,000 75, Strategic Sourcing Manager 55,000 80,000 70, Procurement Change Manager 65,000 78,000 70, Procurement Transformation Manager 60,000 80,000 67, Category Manager 50,000 85,000 75, Contract Manager 35,000 65,000 55, Supply Relationship Manager 50,000 70,000 60, Procure 2 pay Specialist 50,000 65,000 60, Senior Buyer 30,000 55,000 45, Contact Hudson

20 20 London & Home Counties Public Sector Salary Tables London & Home Counties Public Sector Procurement Chief Procurement Officer 100, , , ,800 1,000 Head/Director of Procurement 50, ,000 87, , Commercial Director 62, ,000 92, , Commercial Manager 45,000 82,000 75, Strategic Sourcing Manager 45,000 75,000 67, Procurement Change Manager 45,000 88,000 60, , Procurement Transformation Manager 45,000 92,000 65, , Category Manager 30,000 68,000 62, Contract Manager 30,000 65,000 52, Supply Relationship Manager 40,000 70,000 55, Procure 2 pay Specialist 60,000 78,000 65, Senior Buyer 35,000 48,500 42, Buyer 28,000 38,000 35, Contact Hudson

21 21 The Midlands Public Sector Salary Tables The Midlands Public Sector Procurement Chief Procurement Officer 100, , , ,800 1,000 Head/Director of Procurement 50, ,000 87, , Commercial Director 62, ,000 92, , Commercial Manager 45,000 82,000 75, Strategic Sourcing Manager 45,000 75,000 67, Procurement Change Manager 45,000 88,000 60, , Procurement Transformation Manager 45,000 92,000 65, , Category Manager 30,000 68,000 62, Contract Manager 30,000 65,000 52, Supply Relationship Manager 40,000 70,000 55, Procure 2 pay Specialist 60,000 78,000 65, Senior Buyer 35,000 48,500 42, Buyer 28,000 38,000 35, Contact Hudson

22 22 The North West & The North East Salary Tables The North West & The North East Procurement Chief Procurement Officer 75, , ,000 1,000 2,000 1,500 Head/Director of Procurement 60,000 85,000 78, , Strategic Sourcing Manager 35,000 50,000 43, Category Manager 35,000 55,000 47, Contract Manager 35,000 50,000 45, Supply Relationship Manager 35,000 50,000 45, Senior Buyer 30,000 41,000 37, Buyer 24,000 32,000 29, Procurement/Purchasing Manager 37,000 55,000 46, Contact Hudson

23 23 Supply Chain Salary Tables Contact Hudson

24 24 Scotland Central Belt Salary Tables Scotland Central Belt Supply Chain Supply Chain Director 70,000 90,000 80, Head of Supply Chain 60,000 75,000 67, Supply Chain Manager 45,000 60,000 52, Sales & Operations Planning Manager 45,000 55,000 50, Demand Manager 35,000 55,000 45, Demand Planner 25,000 45,000 35, Supply Manager 35,000 55,000 45, Procurement Project Manager 35,000 50,000 42, Procurement Programme Manager 35,000 50, , Contact Hudson

25 25 Aberdeen Salary Tables Aberdeen Supply Chain Supply Chain Director 90, , , ,500 1,050 Head of Supply Chain 70, , , , Supply Chain Manager 50,000 80,000 65, Sales & Operations Planning Manager 50,000 65,000 60, Demand Manager 40,000 65,000 50, Demand Planner 30,000 48,000 37, Supply Manager 40,000 55,000 45, Procurement Project Manager 50,000 80,000 65, Procurement Programme Manager 60, ,000 85, , Contact Hudson

26 26 London & Home Counties Salary Tables London & Home Counties Supply Chain Supply Chain Director 90, , , ,500 1,050 Head of Supply Chain 70, , , , Supply Chain Manager 50,000 80,000 65, Sales & Operations Planning Manager 50,000 65,000 60, Demand Manager 40,000 65,000 50, Demand Planner 30,000 48,000 37, Supply Manager 40,000 55,000 45, Procurement Project Manager 50,000 80,000 65, Procurement Programme Manager 60, ,000 85, , Contact Hudson

27 27 The Midlands Salary Tables The Midlands Supply Chain Supply Chain Director 80, ,000 85,000 1,000 2,000 1,500 Head of Supply Chain 60,000 80,000 70, , Supply Chain Manager 35,000 60,000 48, Sales & Operations Planning Manager 40,000 55,000 45, Demand Manager 35,000 50,000 42, Demand Planner 25,000 40,000 35, Supply Manager 35,000 50,000 42, Procurement Project Manager 30,000 40,000 35, Procurement Programme Manager 40,000 60,000 55, Contact Hudson

28 28 The North West & The North East Salary Tables The North West & The North East Supply Chain Supply Chain Director 80, ,000 85,000 1,000 2,000 1,500 Head of Supply Chain 60,000 80,000 70, , Supply Chain Manager 35,000 60,000 48, Sales & Operations Planning Manager 40,000 55,000 45, Demand Manager 35,000 50,000 42, Demand Planner 25,000 40,000 35, Supply Manager 35,000 50,000 42, Procurement Project Manager 30,000 40,000 35, Procurement Programme Manager 40,000 60,000 55, Contact Hudson

29 29 Scotland Central Belt Salary Tables Scotland Central Belt Logistics Logistics Logistics Director 70, ,000 80, ,000 1,400 Head of Operations 50,000 70,000 60, Logistics Manager 40,000 60,000 48, Contract Manager 40,000 60,000 45, Implementation Manager 45,000 60,000 50, Solution Design Manager 35,000 50,000 40, Logistics Analyst 28,000 35,000 30, Transport Distribution Director 70, ,000 85, ,000 1,400 Head of Distribution 50,000 70,000 60, Regional Transport Manager 45,000 60,000 55, Transport Manager 30,000 55,000 45, Planning Manager 40,000 45,000 45, Transport Shift/Team Manager 28,000 37,000 34, Transport Planner 20,000 30,000 27, Contact Hudson

30 30 Scotland Central Belt Salary Tables Scotland Central Belt Logistics Continued Warehouse Operations/Business Unit Director 70, ,000 95, ,000 1,400 Regional General/Operations Manager 50,000 80,000 60, General Manager 45,000 75,000 55, Warehouse Manager 30,000 50,000 45, Operations Manager 30,000 45,000 45, Inventory/Stock Manager 30,000 45,000 38, Shift Manager 28,000 40,000 35, Contact Hudson

31 31 Aberdeen Salary Tables Aberdeen Logistics Role Minimum Maximum Average Logistics Logistics Director 60, ,000 92,500 Head of Operations 60, ,000 90,000 Logistics Manager 40,000 70,000 55,000 Contract Manager 30,000 70,000 50,000 Logistics Analyst 25,000 50,000 37,500 Solutions Design Manager 45,000 80,000 62,500 Transport Distribution Director 70, ,000 95,000 Head of Distribution 60, ,000 87,500 Regional Transport Manager 50,000 75,000 62,500 Transport Manager 30,000 60,000 45,000 Planning Manager 25,000 55,000 40,000 Transport Planner 25,000 50,000 37,500 Warehouse Operations/Business Unit Director 80, ,000 92,500 General Manager 60,000 90,000 80,000 Warehouse Manager 40,000 50,000 45,000 Operations Manager 50,000 65,000 55,000 Shift Manager 30,000 35,000 33,000 Inventory Manager 35,000 45,000 40,000 Stock Manager 22,000 35,000 28,500 Contact Hudson

32 32 London & Home Counties Salary Tables London & Home Counties Logistics Role Minimum Maximum Average Logistics Logistics Director 60, ,000 92,500 Head of Operations 60, ,000 90,000 Logistics Manager 40,000 70,000 55,000 Contract Manager 30,000 70,000 50,000 Logistics Analyst 25,000 50,000 37,500 Solutions Design Manager 45,000 80,000 62,500 Transport Distribution Director 70, ,000 95,000 Head of Distribution 60, ,000 87,500 Regional Transport Manager 50,000 75,000 62,500 Transport Manager 30,000 60,000 45,000 Planning Manager 25,000 55,000 40,000 Transport Planner 25,000 50,000 37,500 Warehouse Operations/Business Unit Director 80, ,000 92,500 General Manager 60,000 90,000 80,000 Warehouse Manager 40,000 50,000 45,000 Operations Manager 50,000 65,000 55,000 Shift Manager 30,000 35,000 33,000 Inventory Manager 35,000 45,000 40,000 Stock Manager 22,000 35,000 28,500 Contact Hudson

33 33 The Midlands Salary Tables The Midlands Logistics Logistics Logistics Director 80, ,000 90, ,000 1,400 Head of Operations 60,000 70,000 65, Logistics Manager 40,000 60,000 48, Contract Manager 35,000 55,000 40, Implementation Manager 40,000 50,000 45, Solution Design Manager 32,000 45,000 37, Logistics Analyst 22,000 30,000 25, Transport Distribution Director 70, ,000 85, ,000 1,400 Head of Distribution 60,000 85,000 75, Regional Transport Manager 45,000 60,000 55, Transport Manager 30,000 55,000 45, Planning Manager 35,000 50,000 43, Transport Shift/Team Manager 28,000 37,000 34, Transport Planner 20,000 30,000 27, Contact Hudson

34 34 The Midlands Salary Tables The Midlands Logistics Continued Warehouse Operations/Business Unit Director 80, ,000 95, ,000 1,400 Regional General/Operations Manager 68,000 90,000 70, General Manager 55,000 75,000 65, Warehouse Manager 30,000 50,000 45, Operations Manager 30,000 50,000 45, Inventory/Stock Manager 30,000 45,000 38, Shift Manager 28,000 40,000 35, Contact Hudson

35 35 The North West & The North East Salary Tables The North West & The North East Logistics Logistics Logistics Director 70, ,000 80, ,000 1,400 Head of Operations 50,000 70,000 60, Logistics Manager 40,000 60,000 48, Contract Manager 35,000 55,000 40, Implementation Manager 40,000 50,000 45, Solution Design Manager 32,000 45,000 37, Logistics Analyst 22,000 30,000 25, Transport Distribution Director 70, ,000 85, ,000 1,400 Head of Distribution 60,000 80,000 70, Regional Transport Manager 45,000 60,000 55, Transport Manager 30,000 55,000 45, Planning Manager 35,000 50,000 43, Transport Shift/Team Manager 28,000 37,000 34, Transport Planner 20,000 30,000 27, Contact Hudson

36 36 The North West & The North East Salary Tables The North West & The North East Logistics Continued Warehouse Operations/Business Unit Director 70, ,000 95, ,200 1,400 Regional General/Operations Manager 60,000 85,000 70, General Manager 55,000 75,000 65, Warehouse Manager 30,000 50,000 45, Operations Manager 40,000 50,000 45, Inventory/Stock Manager 30,000 45,000 38, Shift Manager 28,000 40,000 35, Contact Hudson

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