Salary & Benefits Guide 2020 - Cast Uk · Ultima poll of 500 C-suite SME executives shows that 57%...

Salary & Benefits Guide 2020 Supply Chain, Buying & Merchandising,

Procurement and Logistics

Includes survey results from over 450+ candidates

Procurement, Supply Chain & Logistics Salary Guide A guide to recruitment trends, average salaries and what skills, benefits & perks are most in demand right now.

Hello We’re in the midst of an exciting yet challenging era for those working in the Procurement and Supply Chain.

Technological disruption is coming thick and fast, enhancing productivity, efficiency and customer reach like never before. Meanwhile, the uncertainty of Brexit continues to dominate strategies as well as headlines and despite all this, the CIPD’s Autumn 2019 Labour Market Outlook shows that employers are taking a “business as usual” approach to recruitment and 43% said it had been more difficult to fill vacancies in the past 12 months.

The growing skills gap means that the war for talent is not a battle likely to die out yet. For organisations, it presents an opportunity and a threat - where those with the best attraction and retention strategies succeed. And for many candidates, the market is ripe with opportunity for better prospects. Whatever side you’re on, be it client or candidate, we can help with our exclusive salary database and candidate survey.

This guide covers:

• Key hiring trends• Average salary ranges for each role• The most in-demand skills and experience• What employees really value in an employer: based on our survey of 450+ supply chain professionals

Extensive survey results of 450+ professionals, including:• Satisfaction with various factors in their role• What would make them look elsewhere• The most valued employer offerings • The top-rated benefits• Views on Brexit and AI/automation

We hope you find it useful.

Wayne BrophyManaging Director

https://www.cipd.co.uk/Images/labour-market-outlook-autumn-2019_tcm18-67336.pdf

Contents

Key Market and Hiring Trends 5. Brexit and the General Election

7. Rise of Robots, AI & Big Data

10. IR35 and the Resulting Recruitment Trends

Key Skills Employers are Looking for 13. Procurement & Purchasing

14. Supply Chain

15. Logistics, Transport & Warehousing

16. Buying & Merchandising

Salary Benchmarks 18. Procurement, Supply Chain, Logistics & Transport

19. Warehousing, Buying, Merchandising

Attracting Talent 21. Employer Branding

22. Rethink your Value Proposition

23. Why it’s Important to Understand your Market

Survey Results 25. What candidates really want in 2020

26. An overview of how each function compares

27. Most influential factors making you look for another role

28. Most valued factors when looking for another role

29. What benefits do you value most?

30. Are you worried about Brexit?

Summary 32. Supply Chain

34. Buying & Merchandising

36. Procurement & Purchasing

38. Logistics, Transport & Warehousing

40. Are you worried about AI / Automation?

The Key Market & Hiring Trends

We take a look at the key political, technological and legislative trends affecting recruitment.

Cast UK | Specialist Recruiters | Visit: www.castuk.com or call: London 0208 185 5200, Manchester 0161 825 0825 or Birmingham 0121 222 6444

Brexit & The General Election

The resulting recruitment trends

• Using interim managers and contractors to fill skills gaps.• An increased focus on employer branding to attract and retain staff. • A focus on changing the perception of the Supply Chain Specialisms.• A focus on increasing the number of Procurement and Supply Chain professionals to address the challenges of leaving the EU.

The political circus of Brexit has been a long, drawn-out saga for many businesses, with the uncertainty and changes presenting countless challenges. Now that Boris Johnson has been elected Prime Minister by a landslide, he’ll “Get Brexit Done”, but at what cost?

Nowhere is this perhaps felt more acutely than in the Logistics, Procurement and Supply Chain specialisms The FTA has criticised the government for a lack of workable solutions to ‘Keep Britain Trading’.

Where to start? The likely havoc caused by increased customs checks, more complex planning required across pan-European supply chain hubs, or fluctuating prices and costs that will likely require supplier chain contract negotiations.

Despite this, the outlook amongst professionals is not too pessimistic:

39% of those working throughout the supply chain are a little worried or very worried about the impact of Brexit on their job security. 43% aren’t worried and the rest don’t know.

A survey of 450+ supply chain professionals, undertaken by Cast UK in December 2019

Key Takeaways We held a Brexit roundtable discussion with senior logistics and supply chain professionals to discuss supply chain strategies and challenges in relation to Brexit. Our guest speaker was Terry Murphy, who at the time was Director of National Distribution Centre Operations at John Lewis.

• Stay AgileThe overarching theme of the day was that it may be difficult to plan for Brexit because there are so many variable outcomes, but businesses should consider what the outcomes could be. An agile strategy is required. Forecasting in the face of such uncertainty was seen as a major challenge for many attendees, with a balance to be made between stockpiling assets and improving liquidity.

• Understand the psychology behind consumer behaviourFor B2C organisations, the differentiator for success following Brexit will be those that still give the consumer what they want, when they want it and react to their needs.

To do so, understanding the human psychology behind consumer behaviour - and being able to predict how this will be affected in times of uncertainty - is more important than ever.

• Differentiate to win and retain key talentOne of the most difficult challenges, however, was competing for talent as a result of the skills shortages caused by Brexit. Many strategies were exchanged on how organisations are differentiating themselves to win and retain key talent, including:

• Offering more than just monetary rewards to retain staff• Changing the perception of the industry• Using interim managers and contractors to fill skills gaps• Keeping staff engaged and productive

Cast Connect’s Brexit Roundtable Discussion

The rise of robots, AI & big data


• AI and robotics will result in more strategic jobs as mundane, repetitive tasks are automated. • There will be a focus on upskilling existing workers.• Candidates that can show high adaptability and a history of continuous self-directed upskilling are becoming increasingly in demand. • Employers may need to look outside their industries for suitable candidates.

CEOs’ top initiatives in Western Europe to bridge the skills gap are retraining/upskilling (44%), followed by hiring from outside their industry (at 21%).

PwC’s 22nd Annual Global CEO Survey 2019

The supply chain has been historically slow to adopt digitisation - DHL’s Digitalization and the supply chain: Where are we and what’s next?, shows that only 14% of supply chains are at an advanced or transformation adoption stage for information/analytics technologies and just 9% are for physical technologies.

But the routine nature of supply chains and manufacturing make them ripe for disruption. Those who can leverage robotics and AI can optimise efficiencies and lower costs, to provide customer-first solutions with a competitive advantage.


https://www.pwc.com/gx/en/ceo-survey/2019/report/pwc-22nd-annual-global-ceo-survey.pdf

https://translogconnect.eu/uploaded/_DHL_Digitalization.pdf



Whilst it’s an exciting time for some, SME business owners are less excited about the changes. In fact, an Ultima poll of 500 C-suite SME executives shows that 57% of SMEs fear that robotic process automation will negatively affect their organisations over the next five years.

Yet despite this, 77% would like to use robotics and AI to automate mundane, repetitive tasks - with 56% wanting to use the time saved so that their employees can focus on more strategic tasks.

75.7% of those working throughout the supply chain said that they were not worried about the impact of AI/automation and welcomed the changes.

A survey of 450+ supply chain professionals, undertaken by Cast UK in December 2019

% % % % %

What is clear, is that there will be an increased demand for reskilling existing workers

Source: https://www.mckinsey.com/featured-insights/artificial-intelligence/global-ai-survey-ai-proves-its-worth-but-few-scale-impact


https://www.mckinsey.com/featured-insights/artificial-intelligence/global-ai-survey-ai-proves-its-worth-but-few-scale-impact

IR35


If the IR35 changes in the public sector are anything to go by, then IF the planned private sector reforms are rolled out in April, then there is likely to be some drop in the number of contractors willing to take the risk:

• 51% of contractors will continue working independently • 39% are unsure of their future • 10% plan to stop contracting all together Qdos Contractor’s research

Organisations who adopt a blanket-wide ban are likely to lose contractors. A survey of over 500 contractors by Brookson Legal found that 59% would consider seeking alternative work with another business.

Rather than lose the specialist skillsets that contractors can offer, we expect a shift towards increased Managed Service Providers to pass on shift the legal liability and risks.

The imminent controversial IR35 tax changes scheduled for April 2020 would, if implemented, bring about the largest changes that we’ve seen in the contracting market in decades.

IR35 is designed to prevent workers from avoiding tax by operating as contractors, when they are really no more than “disguised employees”. If a contractor is treated in the same manner as the client’s employees then they will be considered as falling under IR35 and need to make additional tax payments.

The Right of Substitution, Control and Mutuality of Obligation are the key areas to be considered by HMRC and Courts. The HMRC’s CEST tool - developed to enable contractors and employers to decide whether a contractor falls within IR35 - has faced countless criticism and high-profile cases such as the one against ITV’s Lorraine Kelly have called the tool and HMRC’s enforcement of IR35 into question.

QDos Contractors own rigorous assessment of public sector workers found that 90% passed and fell outside of IR35.

https://www.qdoscontractor.com/docs/default-source/research/uk-current-affairs.pdf?status=Temp&sfvrsn=0.2651943253165605

https://www.personneltoday.com/hr/private-sector-warned-of-ir35-talent-drain/

https://www.personneltoday.com/hr/private-sector-warned-of-ir35-talent-drain/


“This is not a mechanical exercise of running through items on a checklist to see whether they present in, or absent from, a given situation. ….It is a matter of the evaluation of the overall

effect of the detail, which is not necessarily the same as a sum total of the individual details. Not all details are equal weight or important in any given situation. The details may also vary in

importance from one situation to another.” Lorimer case (Hall v Lorimer [1994] 1 All ER 250)

Let Cast UK navigate your path through the maze that is IR35There is only one basic rule that the government created IR35 for and it is: Does the engagement between the end client and contractor look andfeel like employment?

Cast UK can provide you with the essential services needed to continue using a temporary workforce.

To learn more about how we can help call

0333 121 3345

What is clear is that each case will need to be decided on their individual facts, usually with the input of lawyers and accountants, but can have a large effect on a business who have multiple contractors.

Whether IR35 will still be rolled out in the private sector remains to be seen. Chancellor Sajid Javid promised a review of reforms as part of the Conservative’s election manifesto bid. However, businesses are being urged to continue preparing for the current proposed changes.

IR35Let us navigate you through themaze of new tax reform rules

The Key Skills EmployersAre Looking For

The Key Skills Employers Are Looking For

Procurement & PurchasingMany businesses are still transitioning their function from a transactional, support function into a strategic, value-adding function. There is therefore, an ongoing demand for candidates with strategic experience and the necessary communication and interpersonal soft skills.

Qualifications• CIPS - Chartered Institute of Purchasing and Supply

Key Skills/Experience• Category management• Analytical / data driven approach, with strong Excel skills• Stakeholder engagement - internal and external• Negotiating contractual terms to bring spend under contract - including contract drafting, contract negotiation and tendering • Ensure effective review, acceptance, delivery and closure of incoming requirements• Manage and build relationships with suppliers• Strong negotiator with a proven track record delivering results

As with any position, having good examples of where you have added value to the role and increased productivity or return on investment as well as a proven track record will help when looking for a new position.

Procurement and Purchasing roles in general are underpinned by a strategic commitment to adding value, maximising savings, lowering risk and ensuring optimum efficiency.

https://www.cips.org/en-GB/

Supply ChainWith business insecurities on a global scale, having a complex network of relationships that organisations maintain with trading partners to source, manufacture and deliver their products, supply chain management is pivotal to an organisation’s success.

Qualifications• IoSCM - Institute of Supply Chain Management

Key Skills/Experience• Strong data and analytical skills, with Excel • Strong communication and stakeholder skills• Customer facing or supplier facing experience is in high demand• Significant planning experience in an FMCG environment• Proven hands-on experience in material planning, production scheduling and inventory• Track record of delivering improvements and efficiencies• Proven experience managing planning teams, including coaching and developing planners to drive high performance

The best people in the Supply Chain industry can oversee dynamic, cohesive supply chain models and deliver them with a seamless blend of technical knowledge, leadership skills and their ability to innovate.


https://www.ioscm.com/


Logistics, Transport and WarehousingThe skills gap in logistics, transport and warehousing is nothing new. The problem of an ageing workforce - particularly at management and senior level - has been exacerbated by the rapid advancement of technology in this sector, in response to a changing customer demands, cost pressures, and environmental & safety regulations.

Qualifications• CPC qualifications are usually needed from Transport Manager level upwards.• Degrees are usually desirable but very rarely essential.

Skills/Experience• Past product experience i.e. working in a warehouse with multi-temp foods/pharmaceuticals, etc. • Experience of automation or particular WMS/TMS such as JDA, Paragon, Microlise, etc.

I want somebody from...Businesses usually like people who have worked for direct competitors, or those with synergies - e.g. candidates who have comparable experience from similar, but not directly related, companies.

Although not always top of the list when it comes to attracting young talent, logistics offers a wealth of opportunities as a career, with prospects for excellent remuneration and global travel.

Buying and MerchandisingThe “retail apocalypse” has resulted in an upward trend of employers looking for people to hit the ground running, instead of considering applicants with transferable skills.

Buyers

Qualifications• Not generally required

Skills/Experience• Category experience is almost always a must• Far East sourcing and product development, depending on the role. • Strong negotiation skills are now highly in demand, as they are key to keeping costs down and protecting margins.

I want somebody from...Supply Planners at Iceland are in demand due to the systems they use.

Merchandisers

Qualifications• Not generally required

Skills/Experience• Experience in a similar environment e.g. fashion / eCommerce / high street• Strong planning, trading and forecasting• Excel• Use of similar merchandising tools e.g. e.g. WSSI or line cards

I want somebody from…The Hut Group’s trading executives and merchandisers are highly regarded and in demand. The staff are seen as being mainly being well educated, highly driven and bright, as well as having received a good grounding from the business.



Salary Benchmarking 2020

Salary Benchmarking


Job role salary bands.£

ProcurementProcurement Director / Head of £75k+

Procurement Manager £50k - £75k

Category/Commodity Manager £35k - £75k

Senior Buyer £35k - £65k

Buyer £25k - £35k

Junior Buyer £18K - £22k

Supply ChainSupply Chain Director / Head of £75k+

Supply Chain Manager £50k - £75k

Senior Supply Chain Planner £35k - £75k

Supply/Material/Production/Demand Planner £20k - £35k

Logistics & Transport Distribution/Logistics/Fleet Director £90k+

Head of Transport/Logistics/Fleet £60k - £80k

Regional/National Transport/Logistics/Fleet Manager £45k - £60k

National Planning Manager £40k - £50k

Distribution/Transport/Logistics/Fleet Manager £40k - £55k

Transport Compliance Manager £40k - £45k

Transport Shift Manager £33k - £40k

Transport Supervisor/FLM/Team Manager £25K - £32k

Transport Planner £25k - £35k

Please note: The salary bands above are guides only. Job titles are not always reflective of the skills and experience required for a role and salaries also vary by region. We always recommend that you undertake a salary and benefits benchmarking exercise specific to your organisation and roles.


WarehousingOperations/Logistics Director £90k+

Head of Ops/Logistics or Regional GM £60k - £90k

Distribution Centre/General Manager £60k - £80k

Senior Ops/Assistant General Manager £45k - £60k

Operations/Warehouse Manager £35K - £45k

Shift/Shift Ops Manager £32k - £40k

Stock Control (Supervisor/Manager) £25k - £45k

Supervisor/First Line Manager £25k - £30k

Team Leader £22k - £25k

Buying Buying Director £100k+

HOB £70k - £90k

Buying Manager £60k

Senior Buyer £50k - £55k

Buyer £40k - £45k

Junior Buyer £30k - £35k

Assistant Buyer £22k - £28k

Buying Admin Assistant £18k - £19k

MerchandisingMerchandise Director £100k+

HOM £70k - £90k

Merchandise Manager £50k

Senior Merchandiser £40k

Merchandiser £35K

Junior Merchandiser £30k

Assistant Merchandiser £25k

Merchandising Admin Assistant £18k

Please note: The salary bands above are guides only. Job titles are not always reflective of the skills and experience required for a role and salaries also vary by region. We always recommend that you undertake a salary and benefits benchmarking exercise specific to your organisation and roles.

Attracting Talent


Effective Employer Branding starts with knowing what candidates want89% of employers had made efforts to improve their employer branding in 2017, according the the CIPD - something that shows no signs of abating.

With the recruitment difficulties and problems retaining staff faced by many employers, it comes as no surprise that employers are making efforts to stand out in the marketplace.

Most employers fail to differentiate themselves Despite the focus on improving employer branding, organisations have largely failed to develop compelling Employer Value Propositions - what can employers offer their ideal employees that they will value in exchange for their work?

Only 51% of companies have formalised their EVP and only two-fifths of employees feel that their company’s EVP is compelling or differentiated.

According to Mercer: “Strengthening your Employer Value Proposition”

Employee values are changing - can you be their perfect match? A challenging/purposeful role was most valued across all functions (at 60.3%), with salary in second place at

45.3%. Company culture/ethos came third overall, but some way behind at 28.4%.A survey of 450+ professionals, undertaken by Cast UK in December 2019

(with averages taken across all functions)

Attracting Talent

https://www.cipd.co.uk/Images/resourcing-talent-planning_2017_tcm18-23747.pdf

https://www.cipd.co.uk/Images/resourcing-talent-planning_2017_tcm18-23747.pdf

https://www.imercer.com/uploads/common/HTML/LandingPages/AnalyticalHub/july-2018-spotlight-career-strengthening-your-employee-value-proposition.pdf

Rethink Your Value Proposition Our results give a unique insight into an employee’s hierarchy of needs (based on Maslow’s Hierarchy of Needs, see right):

“Traditionally, companies focused their EVPs predominantly on contractual rewards (that is, compensation and benefits) to attract, engage and retain employees. Getting these rewards right is important to remain competitive in the talent market, but differentiating on these alone is costly and difficult. Companies that

expand their focus beyond contractual rewards have an opportunity to leverage the power of athriving, more productive workforce”.

Taken from health, wealth and careers consultancy, Mercer’s guide: “Strengthening your Employer Value Proposition”

• Contractual rewards - The foundational ‘building blocks’ with monetary value, without this, people will not consider their ‘higher needs’. Once this need is satisfied, employees can consider their higher needs.

• Experiential rewards - Enabling employees to create better memories inside & outside of work without worrying about the costs e.g. career development and physical, financial, emotional and social well-being. Once this need is satisfied, employees can move on to their higher needs.

• Emotional needs - Align people to the organisation’s larger societal purpose or design jobs that give them purpose.

https://www.imercer.com/uploads/common/HTML/LandingPages/AnalyticalHub/july-2018-spotlight-career-strengthening-your-employee-value-proposition.pdf


Why it’s important to understand YOUR marketOur results show that competitive compensation packages remain crucial - they are the bedrock of a compelling EVP. Without an offer of a solid compensation package for security, people will not move, as shown by the high emphasis placed on salary in our survey.

Yet benefits such as pensions, bonuses and shares (other parts of the foundational building blocks) are generally not favoured by candidates. In fact, benefits and bonuses generally came in the Bottom 3 of most valued areas.

Flexible working (an experiential benefit) also fared unfavourably despite it being seen in the media as a highly rated benefit for workers in general.

Following salary, a challenging/purposeful role was rated as the most influential factor. Work-life balance came in third place for all functions except Buying & Merchandising, which favoured company purpose / ethos (although work-life balance came in 4th).

It seems that many actually people bypass the next level in the “hierarchy of needs”. Once their salary needs are satisfied, they look for a purposeful/challenging role only then do they look to fulfill their experiential needs (careers / well being).

Is your candidate experience up to scratch?We are seeing a greater focus from employers on improving the candidate experience during the recruitment process - from an initial agency contact being ‘on-brand’, to removing the bad taste caused by wasting candidates’ time or failing to feedback, through to improving the onboarding processes.

“A negative recruitment process has the power to change an overwhelming 83% of candidates’ minds, whilst a positive one may turn 87% doubtful candidates around*”.

* Deloitte, ‘Your candidate experience: Creating an impact or burning cash?’

https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/us-human-capital-your-candidate-experience-creating-an-impact-or-burning-cash.pdf

Survey Results What Candidates Really Want in 2020

What candidates really want in 2020 There is a long way to go to meet changing employee expectations - making this a ripe opportunity for more visionary employers. We surveyed 450+ candidates - across Procurement & Purchasing, Supply Chain, Buying & Merchandising and Logistics, Transport & Warehousing professionals to find out what they really want from their careers.

We asked:• What factors do you value most when looking for a new role?• How satisfied are you with the following factors in your current role?• Which of the following factors would make you look for another role?• Which benefits or perks do you value most?• Are you worried about the impact of AI/automation on your job security in the next 5 years or do you welcome the changes?• Are you worried about the impact of Brexit on your job security?

We’ve provided an overview, followed by a breakdown of the results by function because an effective EVP starts with knowing what your candidates want, not the general population. Our own results support this, as there is a large variance across the different specialisms.

Some of the answers are surprising - showing that you should never rely on generalised recruitment trends.

For example: Flexible working is often seen as a highly desirable benefit. Yet it didn’t make the “Top 3” most valued factors when looking for a new role. In fact, it was in the “Bottom 3” or close for the various functions.

TOP TIP: For practical tips on how to determine what your ideal employees value, read: 7 steps to creating a compelling Employer Value Proposition


https://blog.castuk.com/2018/12/06/7-steps-creating-irresistible-employer-value-proposition/

https://blog.castuk.com/2018/12/06/7-steps-creating-irresistible-employer-value-proposition/

An overview of how each function comparesWhat aspects of your role are you most satisfied with? We asked respondents to state how satisfied they were with various aspects of their current role.The results have been calculated according to the percentage that answered: Satisfied, Very Satisfied and Extremely Satisfied and the rest were either Unsatisfied or Very Unsatisfied. *For a more in-depth look, see the results for each section.

Supply Chain

Salary

Benefits package

Performance recognition

Your work environment

Training/development opportunities

Career progression

The role itself i.e. challenging/

interesting

Work-life balance

Company ethos

A sense of purpose

How satisfied are you with the following factors in your current role?

Procurement & PurchasingBuying and MerchandisingLogistics, Transport & Warehousing

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

On a very positive note, most of our respondents are happy with the role itself, finding it interesting or challenging. In fact, it’s the top-rated for satisfaction across three of the four functions surveyed and still comes in third place for Procurement & Purchasing.


What is the most influential factor that would make you look for another role? We asked respondents to state which factors are likely to make them look for another role. These are the top-rated factors by the percentage of those that selected it as their first choice.

It comes as no surprise that an uncompetitive salary is consistently rated in the top three reasons for seeking alternative work. We need our basic needs met, which in the workplace is a competitive salary. With feeling undervalued being clearly the second biggestreason, it shows people feel they offer more to a company than the company values or pays for. It’s always worth reviewing the true value of employees as replacing good staffis very costly to your business not just with the recruitement process, but with the loss of time and return on investment.

Do you know how much your cost to hire is?Use our Calculatore to help you: True Cost to Hire Calculator

Interestingly, benefits aren’t seen as a key factor for moving.

Uncompetitive salary

Needing a new challenge

Feeling undervalued in current role

Better location

Not getting on with colleague or boss

Company culture/ethos

Uncompetitive benefits package

Change of industry

Which of the following factors would make you look for another role? (Please provide the top 3 in�uencing factors, with the 1st being the most in�uential and the 3rd the least.)

Supply Chain

Buying and Merchandising

Procurement & Purchasing

Logistics, Transport & Warehousing




22.3%

22.8%

19.7%

15%27%

19%

21%

23%

15%

18%

22%

20%

https://www.castuk.com/cost-to-hire-calculator

What do you value most when looking for another role?We asked respondents to state which factors are most influentialwhen looking for another role. These are the top-rated factors by the percentage of those that selected it as their first choice.

Salary was rated as the most influential factor by all when looking for a new role, followed by challenging/purposeful role. Work-life balance valued next then it was mixed across the functions, with half stating ‘company ethos/culture’ and the other half ‘training and development’. But as can be seen, the top two factors were clearly what people value most when looking for a new role.

There has been lots of talk about the global rise of flexible working, but as you can see this is not a priority for the majority of people in these Functions. However this may be something that could help tilt the balance in your favour for equal salary roles.

Flexible working: the answer to logistics recruitment challenges?

Salary

Bonus/incentives scheme

Benefits package

Company purpose/ethos

Work environment

Challenging/purposeful role

Work-life balance

Flexible working

Training/development opportunities

Supply Chain








27%

23%

13%

33%

14%

12%

26%16%

20%

24%17%

20%

https://blog.castuk.com/2019/06/12/flexible-working-answer-to-logistics-recruitment-challenges/


What benefits do you value most? We asked respondents to state which benefits they value most. These are the top-rated factors by the percentage of those that selected it as their first choice.

Annual leave scored much higher than other benefits across all functions but in our experience, many employers still offer the statutory minimum or only slightly above. This is followed by Pension which lots of companies offer at government enforced rates. These two benefits are good to review and increase to entice people to work for your business over a competitor.

Companies such as Netflix and Virgin now offer unlimited annual leave. Whilst controversial, a growing body of research does show a link between annual leave actually improving overall productivity.

“Some [staff] take maybe six weeks, or two months instead of two weeks, but they get their work done and the company is certainly not suffering. The company is benefiting from the fact that people

who work for it enjoy what they are doing, they respect the company for trying new things and they don’t abuse it.”

Richard Branson on Virgin’s unlimited annual leave policy

Supply Chain




Annual leave

Pension

Professional studies

Company vehicle

Fuel card

Overtime opportunities

Health & life insurance

Share incentives

Subsidised health/leisure facilities

Paternity/maternity

Childcare





11.5% 33%

23%

9.5%37.5%

21%

11% 31%

26%

11%

31.5%

26%

Are you worried about Brexit?We asked respondants are you worried about the impact of Brexit on your job security?

Brexit has caused so much uncertainty over the past few years and is still not clearer for businesses.Cast UK have worked with our clients helping to get them Brexit ready for multiple scenarios. We have prepared documents so that you can do your own assessment; available on our blog site: avaliable here

Supply Chain Buying and Merchandising

Procurement & Purchasing Logistics, Transport & Warehousing

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https://blog.castuk.com/?s=brexit

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Summary


Supply Chain: Summary

Job satisfactionSupply Chain professionals are the most satisfied function of those surveyed, averaging 63.1% across all factors (although it’s really a tie with Procurement and Purchasing, with just 0.1% difference at 63%). Well-paid and respected with a challenging and interesting role? What parts excite them?

• They’re the most satisfied of all the functions for enjoying the role itself (78.15%) and their company’s ethos/culture (69.8%).

• For those surveyed, the most satisfactory aspect of their role was the role itself being challenging. purposeful, followed by work-life balance (76.7% and their company’s ethos/culture (69.8%).

• They were least satisfied with training and development opportunities (42%) career progression (43.7%) and their benefits package (57.6%).

Reasons to look for another roleThe top reason that supply chain professionals would look for another role is an uncompetitive salary (a 22.8% weighted share of the eight options available), feeling undervalued (22.3%) and needing a new challenge (19.7%).

The least influential factors are: change of industry (1.5%), an uncompetitive benefits package (5.5%) and company culture. ethos (8.5%).

Most valued factors when seeking new opportunitiesSalary was once again the most valued factor when looking for another role (27%), followed closely by a challenging/purposeful role (23%) and work-life balance (13%).

Only Logistics, Transport and Warehousing also place work-life balance in their top 3, reflecting the amount of hours worked in that specialism.

Most valued benefitsAnnual leave was the most valued benefit again (33%), followed by pension (23%) and health and life insurance (11.5%). The least valued were paternity/maternity and childcare (both 0.5%) and overtime opportunities (1%).

We asked which of the following factors would make you look for another role? (You provided the top 3 influencing factors, with the 1st being the most influential and 3rd the least.)

1st =

2nd =

3rd =

Supply Chain

Uncompetitive salary Needing a new challenge

Feeling undervalued in current role Uncompetitive benefits package

Not getting on with colleague or boss Company culture/ethos

45%

25%

30%

40%31%

29%

40%23%

37%

29%32%

39%

28.5%35.75%

35.75%

14%

49%

37%



Buying and Merchandising: Summary

Job satisfactionBuyers and merchandisers were generally the least satisfied with their current job, scoring lowest across five out of the ten factors surveyed. The majority are happy with the role itself and their work environment, with 77.5% and 75% respectively stating they were satisfied to extremely satisfied. However, many are unhappy with their career progression (66%) and over half (56%) feel that their performance isn’t recognised.

Reasons to look for another roleAn unsatisfactory salary is the top-rated reason for seeking other opportunities, with a weighted score of 27% of the 8 options available. As only 62.5% said that they were satisfied with their salary (the lowest of all functions surveyed), this could be an influencing factor for employers wishing to attract the best talent.

Feeling undervalued came in second place at 19%. This was an even greater area of dissatisfaction for buyers and merchandisers (with only 48.75% feeling that their performance was recognised satisfactorily). So for employers this is a key area to focus on when retaining employees or attracting new candidates.

In the bottom 3 were a change of industry (just 3%) and company culture/ethos (8%) and an uncompetitive benefits package (9%). However, these need to be looked out in conjunction with the next section.

Most valued factors when seeking new opportunitiesA competitive salary was seen as the most influential factor with a weighted average share of 33% of the nine options. In second place came a challenging / purposful role (quite a way behind at 14%) followed by company ethos/culture (12%) and work-life balance (11%).

Interestingly, the company culture/ethos is one of the least likely factors to make buyers and merchandisers look for another role. However, only 58.75% are happy with it in their current role and it’s a top three valued factor when seeking new work. This suggests that they may be slightly dissatisfied with the culture, but this is not bad enough to make them quit. However, when they do look for a new role they look for something that shares their values and has an environment they will fit into.

The bonus / incentives schemes and benefits packages also scored low with just a 3% and 4% share respectively. This appears to not be a big issue when in the role but is something that could help attract them when looking for a new position.

Most valued benefitsWhilst buyers and merchandisers value salary over benefits, if employers want to get the edge they should look at greater annual leave as it gained a staggering 37.5% share of the 10 benefits to select from. Pension was next (21%) followed by health and life assurance (quite far behind) with 9.5%.

Buying and MerchandisingWe asked which of the following factors would make you look for another role? (You provided the top 3 influencing factors, with the 1st being the most influential and 3rd the least.)

1st =

2nd =

3rd =







54.5%

18%

27.5%

16%

38%

46%

28%30%

42%

35%30%

35%

13.5%

50%36.5%

32%

46%

22%



Procurement & Purchasing: Summary

Job satisfactionProcurement and purchasing professionals were generally the most happy with their current jobs, scoring the highest across four of the areas for being Satisfied, Very Satisfied and Extremely Satisfied. (Supply Chain was second, scoring highest for three areas.)

They were most happy with their working environment (76%) followed closely by their work-life balance and salary (74% for each). Whilst 68% were satisfied with the role itself, they were the least satisfied out of all the functions surveyed. We can assume that this is due partly to them feeling undervalued in the role from the results we have gathered. Career progression and training and development scored very low, with 50% and 49% unsatisfied respectively. This could be due to the level of the roles people are in and the fact companies expect a certain level of existing knowledge.

Reasons to look for another roleFor Procurement and Supply professionals, the most influential factor that would make them look for another role is feeling undervalued, with a 23% share of the 8 options. An uncompetitive salary came close second at 21%.

However, most Procurement and Purchasing professionals are happy with their salary (74%), so it’s likely that employers will need to look at other measures to entice top talent to them. And if they want to retain them, they should consider salary raise requests seriously!

Interestingly, the benefits package and company ethos/culture scored in the bottom 5 for job satisfaction but it appears that it’s not that big of an issue. The least influential factors for looking for another role were a change of industry (4%), uncompetitive benefits package (7%) and a better location (8%).

Most valued factors when seeking new opportunitiesOnce again, salary was the most influential factor with a weighted share of 26%. However, a challenging role was also important (20%) followed by work-life balance (16%).

The least influential factors were bonus incentives (3%), benefits (4%) while training & development and flexible working tied with 6% each.

Most valued benefitsAnnual leave scored highest with 31%, followed by pension (26%) and health and life assurance (11%). Least valued were a fuel card (0.5%), paternity/maternity (1%) and overtime opportunities (1%).

Procurement & PurchasingWe asked which of the following factors would make you look for another role? (The top 3 influencing factors, with the 1st being the most influential and 3rd the least.)

1st =

2nd =

3rd =

47%

23%

30%

14%

38%

48%

39%27%

34%

35%

18%

47%

12.5%

53%34.5%

42%32%

26%









Logistics, Transport & Warehousing: Summary

Job satisfactionLogistics professionals are the happiest with their work environment out of all the functions with 72.5% being satisfied in this area. This is followed closely by the role itself (70.79%) and salary (68%).

They are the happiest out of all the functions with the sense of purpose they feel from their role, with 65.7% of respondants happy in this area.

However, they are the least happy with their career progression (just 38.41%), training and development (42.93%) and performance recognition (46.6%). This could be because people don’t want to progress due to being happy in their curent role which means advancement training is not needed due to people being in the role they know how to do well.

Reasons to look for another roleThe top reason that Logistics, Transport and Warehousing would look for another role is feeling undervalued (a 22% weighted share of the four options available). As they are the function that feels the greatest sense of purpose in the role and are marginally happier than Buying and Merchandising with performance recognition, they seem in general to be a happy workforce.

The second most likely factor that would lead to them looking for another role is needing a new challenge (20%), followed by an uncompetitive salary. The least influential factors are a change of industry (5%), uncompetitive benefits package (6%) and better location (7%).

Most valued factors when seeking new opportunitiesSalary was once again the most valued factor when looking for another role (24%), followed closely by a challenging/purposeful role (20%) and work-life balance (17%).

Only Logistics, Transport & Warehousing and Supply Chain places work-life balance in their top three most valued factors when looking for work, which isn’t surprising when you consider the shift patterns many of these professionals work.

Least favoured are flexible working (2%), bonus/incentives (3%) and the benefits package (4%).Interesting - this could be because they realise that flexible shifts are unrealistic but they would like a work-life balance where they still get time to engage with family etc.

Most valued benefitsAgain, those surveyed value annual leave the most out of all benefits (31.5%), followed by pension (26%). Unlike the other functions, who rated fuel cards as low, it came in the top 3 (although quite far behind pension at 11%) - reflecting the large amount of travel involved.

Logistics, Transport & WarehousingWe asked which of the following factors would make you look for another role? (You provided the top 3 influencing factors, with the 1st being the most influential and 3rd the least.)

1st =

2nd =

3rd =

37%33%

30%

10%

40%

50%

43%27%

30%

32%42%

26%

28%30%

42%

45%

25%

30%








www.castuk.com London 0208 185 5200, Manchester 0161 825 0825, Birmingham 0121 222 6444

The impact of AI/automation on your job security? We asked are you worried about the impact of AI/automation on your job security in the next 5 years or do you welcome the changes?

Think AI won’t affect your sector? Think again!Your sector may only have a handful of early adopters embracing AI, which can create a sense of security. But it’s a false sense of security. A report by PWC’s, predicts that many sectors will see AI adoption become mainstream within 0-3 years. PWC Report

Yet even for those sectors further behind on the AI adoption curve, change is coming, and it’s coming soon. For example, Industrial Manufacturing is only 14% towards adoption maturity, but within just 7 years it will hit 97% adoption.

Supply Chain Buying and Merchandising

Procurement & Purchasing Logistics, Transport & Warehousing

01020304050607080

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Yes No I welcome Not Sure Worried change





% %

% %

https://www.pwc.com/gx/en/issues/data-and-analytics/publications/artificial-intelligence-study.html

https://blog.castuk.com/2019/04/18/taking-recruitment-ai-seriously/

Empowering you to make the best choicesAt Cast UK, we believe that candidates and clients alike should be armed with the information and tools to make the best choices.

That’s why we put together this salary guide. We hope you’ve found it useful.

If you need further assistance when looking for your next job move or hire, you’ll find out a little more about how we can help you achieve your goals below.

Candidates

Understanding people is at the root of everything we do. We take time to really get to know you to ensure we’re working together to take the next carefully considered step in your career.

We can advise you on your prospects in the market, your worth and all stages of the recruitment process from interview, to testing and offer handling.

Clients

We work in partnership providing recruitment services as well as bespoke project services, all combined with cutting-edge technology.

We are specialists in our fields: Each of our consultants specialises in a particular role type in a single geographical area – meaning that we have in-depth expertise about what is happening in your industry, area and targeted talent pool.

We can recruit for a single role, an entire site or project or provide a Talent Acquisition service according to your requirements, supplying professional level permanent, contract & interim candidates with the skills & experience required, quickly and on brief.

www.castuk.com London 0208 185 5200, Manchester 0161 825 0825, Birmingham 0121 222 6444

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Salary & Benefits Guide 2020 - Cast Uk · Ultima poll of 500 C-suite SME executives shows that 57%...

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