SUPPLY CHAIN COMPENSATION SURVEY
generally will elevate salary data, while more buyers at community hospitals may push the salary data lower. HPN regularly monitors five key trending areas as illustrated in the charts and graphs within this annual feature. In a stylistic departure from previous years,
motivated by a desire for survey respondents to speak freely about their interpretation of the results and to share their raw observa- tions about key issues and trends affecting the profession, HPN reached out to a variety of supply chain professionals, the majority of which are survey respondents, for their thoughts. To protect each from repercussions in a politically charged and sensitive culture, HPN granted each one anonymity, identify- ing only by gender, title and region of the nation in which his or her hospital, healthcare system or integrated delivery network (ID) operates.
Gender studies
Men continue to earn more than women across the board. Check the charts here. The gap between them periodically has narrowed and widened since HPN began conducting this survey several decades ago. One year the survey saw women overtake men, and HPN thought a barrier had been broken until a closer look at the survey demograph- ics showed more women responding that year than men. ot surprisingly, the survey results elicited few to no surprises from supply chain pros. Per the male senior-level ID Supply Chain Executive in the Southeast: “I heard an interesting story on PR the
other day,” he said. “It was talking to the dif- ferences in the continuing gender pay gap, across different industries. The place with the highest gap was financial institutions. In many places Supply Chain still reports up through the CFO. Coincidence? Finance, in general, is a conservative, and for a long-time, male-dominated profession. In my experi- ence, the finance industry is slow to adopt change and likes the status quo.ot everyone is that way, of course, but for many in the industry, this is true. So that may be part of the problem. Having said that, I am seeing more female CFOs and financial executives, so change may be coming. “In the transition from Director of Materials Management to P of Supply Chain, there were a group of cutting-edge leaders who demonstrated and created a path to executive
leadership,” he continued. “At that time, I think there was more of a focus on getting a seat at the table, even though you may be the lowest compensated executive at that table. I think that was true for both men and woman in the early days. I think any raise seemed like recognition. The next generation looked at these existing executive positions and started pushing for pay equal to the other executives at the table. The new generation will accept nothing less than equal pay for the CIO, CO, etc. As for gender, I do think we will finally see, in this next generation, a group of leaders who will be more focused on who can do the job and what is fair compensation for that job, regardless of their race, religion or pronouns.” Per the female Supply Chain Director in the Southeast: “Men have historically dominated the
Materials ManagementSupply Chain indus- try,” she said. “Healthcare Supply chain is no different. Healthcare organizations under- stand the value of the position that supply chain leadership can have, not necessarily based on gender. Women are still under- represented in healthcare leadership roles. However, as companies are aware of this and willing to make changes necessary, time will tell if women can once again overtake or come equal to men in their roles. Encouraging young women into the field of Supply Chain and Logistics, along with mentoring women who may just be entering into healthcare, will increase the female workforce in supply chain. Having strong female leadership in the C-suites as CEOs, CFOs and COOs can go a long way to help narrow the wage gap between men and women.”” Per the female Supply Chain Director in the West:
“Before we can compare, we need to confirm that the duties performed under a specific title are the same,” she observed. “I have worked for many different systems, under the same title, with different pay scales, and never had the same responsibilities. Also, each system may value each title a bit differ- ently, as in my current role as Director, which is evaluated as a VP level.” Per the female alue Analysis Director in the ortheast: “Pay equity is a slow process that may take
up to 26 years to close and is influenced by many factors,” she quipped. “There is no one magic fix to a decade’s long workplace practice. A holistic reason to close the pay gap is related to the U.S. poverty rate as
SALARY BY TITLE & EDUCATION Director/Manager, Materials/Supply Chain Management Purchasing Director/Manager
Executive/Senior/Corporate VP, Materials/Supply Chain Management/Support Services
Value Analysis Director/Manager/Coordinator
$54,821 $177,500 $47,500
$73,461 $63,055
quoted from
eanin.org: Closing the pay gap isn’t just a win for women it has social and economic benefits, too. If women were paid fairly, we could cut the poverty rate in half and inject over $00 billion into the U.S. economy.’ (https:
iwpr.orgwp-content uploads20200C4.pdf) The same article pointed out that this is not just a U.S. issue, but a global issue.”
Age, Experience and Longevity The trend seems to be the more experience you gain, which can take years, andor the longer you stay within an organization, which can generate influence and power, then the more you tend to earn. Observed the female Supply Chain Director in the Southeast: “It is rare these days to find leaders under the age of 40 who stay in one position for more than 7-10 years,” she noted. “This has been the norm for seasoned supply chain professionals, yet unless there is a clear path and timeline for advancement, it is time to move on. earn as much as you can and take that knowledge and experience and use it elsewhere. If you are able to relocate and work in nonacute care or long-term care and continue to grow in supply chain field, then I think you are more valuable than staying in one position for many years. Anyone look- ing at the rsum will see this person takes risks, enjoys change and is not stuck in one company’s thought processes.” Observed the female Supply Chain Director in the West:
“The trend I have experienced in my 2-plus years in Supply Chain is that if you stay within a system, you are only going to grow with the small annual increase, even if you get a new title,” she noted. “The current system no longer sees the value. One must move around to advance/elevate your title and increase your compensation, as the new system sees your value.” Observed the male senior-level ID Supply Chain Executive in the Southeast: “I think this is so very organization spe-
cific,” he noted. “Having said that, if you stay at the same place you will see increased compensation, year over year. But I think that in order to see significant change in title or compensation, you have to be able to really market your achievements internally and be seen as a true asset to the organiza- tion. If the organization is progressive, it may recognize your true value. Even then,
High School Associate’s Bachelor’s Post-Graduate’s $87,236
$119,700 $99,166
$152,500 $67,500
$185,833 $67,500
$132,800 $114,166
$214,125 $115,833
hpnonline.com • HEALTHCARE PURCHASING NEWS • June 2022 21
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
