SUPPLY CHAIN COMPENSATION SURVEY
with clinicians and leaders on how to handle backorders and helped to manage cost well, are feeling very safe in their orga- nizations and their roles. Their CEOs likely have a new respect for the importance of a high-functioning Supply
Chain.These same CEOs are likely more willing to compensate their Supply Chain teams more competi- tively to keep their level of confidence in a successful team. Unfortunately, I know of more than one example, through peer-to- peer discussions, of a lack of appreciation, such as Monday-morning quarterbacking by senior executives [asking], ‘Why did we have to buy all that stuff and why did it have to be so expensive?’” Indicated the female Supply Chain Director in the Southeast:
“Over the years as supply expenses continued to rise and the reimbursement has declined, the value in a qualified supply chain leader has never been more important,” she said. “With that, value should come the higher compensation. Every product line is being looked at to see where money can be saved, yet still having the best possible product and out- comes. Supply Chain is not just placing product orders; we are looking at sourcing, reimbursement, standardization, quality and value of products. Organizations that provide a seat at the table for Supply Chain
executives understand the value of what we do each day. The respect and appreciation should have been there before the crisis/ disaster occurred, but we tend to be in the background as a service department for the clinical areas. Having the day-to-day under- standing of caring for the patients, yet being fiscally responsible to the organization, is what we do every day.” Indicated the male Supply Chain Director in the Southeast: “It’s funny,” he said, “I have never met so much and so often with senior leadership than when the pandemic started. I have always been at the top of the salary
compensation level. Most Supply Chain professionals report to CFOs who are usu- ally stingy with money. Early in my career I passed on my first job offer as a Supply Chain manager. The offer was given by the Human Resources department. When the CFO called me and asked why I turned it down, I told him that it was the salary
offer.After negotiating an acceptable salary, the CFO stated, ‘I would have been disap- pointed if you hadn’t negotiated out of the gate for your own salary. I know that I have the right guy.’ I would expect my colleagues to do the same. Unfortunately, the data from the salary surveys does not support that. “I think that the future for Supply Chain professionals is bright
post-pandemic.Now
with all of the Supply Chain logistics- related issues, Supply Chain profes- sionals are even more important. It did take the pandemic to kick this in the butt. Whenever I see my CEO or COO, they are always happy to see me and ask questions related to the challenges that we have with all of the global issues affecting deliveries. I do believe that compensation should trend higher.” Indicated the female Supply Chain Director in the West:
“Supply Chain and Value Analysis
are definitely in the spotlight more than ever,” she said. “The pandemic brought the Supply chain out of the basement and to the Boardroom, enhancing the value that the hard work these teams have pro- vided to staff and patient safety. I also see how the current Supply Chain shortage affects the nation that everyone is hear- ing in the news, social media and in their local communities. With the mandates for vaccination, many resources are leaving the healthcare market and/or deciding to retire. The nation is seeing this backlash as the available resources to replace the workforce is limited. With the continued stress on the Supply Chain, burnout is a real issue – administrators need to take notice on how to address before there is a crisis with lack of resources.” HPN
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