Procurement Services Associates is happy to provide you with its second quarterly newsletter.

The topics include:
Beyond Strategic Sourcing....by Charles Noland
Resume Development Workshop
PNC Economic Outlook
Factors Affecting Product Cost
Summer Power Supply
Natural Gas Prices
Import Prices
Career Trends
Current Job Openings

We hope you enjoy the newsletter and that you let us know what you'd like to see in future issues.

Best regards,

Dan P. Plute, President

Beyond Strategic Sourcing: Strategic Supplier Relationship Management

Introduction: Supply management became increasingly important in the last years of the twentieth century with the concurrent rise of strategic sourcing. By 1998 over half of Fortune 500 companies had a strategic sourcing program in place. Centralized purchasing departments were empowered to leverage the entire spend of the organizations. Many firms have reported 15% to 20% annual cost savings and the boardroom is now counting on this contribution to continue. The increase in outsourcing non-core functions continues to expand the sourcing opportunity.

When strategic sourcing successfully establishes a relationship it also provides the opportunity for the next high value contribution by supply management through strategic supplier relationship management (SRM). The results of successful SRM can yield even more competitive advantage than strategic sourcing and can be the next contribution to the boardroom. This presentation will provide the elements of SRM processes for your organization to deliver competitive advantage.

SRM Improvement Projects: Just as the SRM practices can be modified from the world class supplier development practices, the processes are identified in good project management can also be incorporated into SRM process; The Purchasing Machine identifies twelve steps of effective projects:

1. Identify and review the performance gap
2. Discuss specifics about how the project will be approached and implemented
3. Work to achieve mutual agreement on project teams
4. Identify processes that result in waste
5. Compare performance gaps with desired state
6. Establish project metrics and metrics baselines
7. Gather and analyze data
8. Develop improvement strategies
9. Develop an implementation plan
10. Calculate the return on investment
11. Create and review a proposal with the supplier’s management
12. Execute the improvement plan

Just like the practices, the above is an excellent project process for supplier improvement projects. All we need to do is make them bilateral rather than unilateral and they can be applied as an SRM tool. We don’t just need a buyer led improvement team; we need an integrated team dedicated to synergistic collaboration.

SRM Best Practices: Very much like the Quality movement, the practices for SRM have been created and are available. It is a matter of how and when they are applied. Many of the practices we are currently using in “Supplier Development” are very applicable, for example a list of “Best Practices in Supplier Development” according to World Class Supply Management is a good starting place:
• Create dedicated supply development teams (with no responsibility or jobs other than supplier development)
• Teach a supplier how to develop itself after initial guidance from the supplier development team
• Focus on underlying causes of long cycle times
• Focus on wasteful activities of all supplier efforts
• Involve suppliers in new products and process development at the buying firm
• Provide training programs and training time to suppliers
• Provide education programs offline that go beyond training
• Provide improvement focused seminars for suppliers
• Provide tooling and technical assistance to suppliers
• Provide supplier support centers
• Loan executives, such as process engineers and quality managers
• Drive fear out that a supplier’s work force may have toward supplier development programs
• Set “stretch goals” to encourage radical change as well as continuous improvement
• Improve accounting systems to enable measurements of improvements
• Share the savings from the development improvements
• Encourage suppliers to contribute to improving processes at the buyer’s facilities
• Provide a feedback loop for suppliers to help encourage supplier development efforts
• Improve supplier’s supply management systems

All of the above are world class supplier development practices; for SRM application we need to make them bilateral rather than unilateral and they can be applied as SRM practices. We don’t just need supplier goals, or supplier training and education, but we need mutual goals, mutual education and training of both buyer and supplier and the deepest commitment to synergistic collaboration.

The People – Are You Ready: Most of our procurement/supply management teams have developed extensive experience in leveraged procurement. Large numbers have been trained in negotiations and strategic sourcing with cost savings as the primary method of measuring success. Many of our people excel at the Jose Ignacio Lopez style of extracting the last drop of blood from the supplier. The role of purchasing professionals in leveraged negotiation is legend.

What happens when a three-year contract is awarded and the National Account Manager is assigned to this account? Is the leveraged buyer prepared to enter into this new phase of the relationship? What are the mutual strategies to develop the maximum value, service, and cost? Is the leveraged buyer trained to choose the right metrics to measure performance, to establish the goals and objectives for the contract, to work in mutually beneficial project improvement teams? Is the National Account Manager recognizing the role of the Commodity Manager and prepared to work with them?

The skills required for SRM are as different as Karass’s The Negotiation Game is to Fisher and Ury’s Getting to Yes. The skills needed for SRM are very similar to the skill required for strategic account sales and we have a huge gap in this area. The gap needs to be closed by training and educating our people to become SRM process leaders. The skills needed for successful SRM include, but are not limited to, project leadership, facilitation, team leadership, process knowledge, product knowledge, principled negotiation and change management.

Summary: As we enter the 21st century, we find that many Global 2000 firms have successfully implemented strategic sourcing with great success. The Boards at these Global firms has recognized the contribution that supply management is making to shareholder value. Strategic sourcing is not the end state of supply management improvement but just a stage paving the way for new opportunities. SRM is one of the next opportunities for great supply management contribution. By integrating selected strategic suppliers into a win-win improvement process an opportunity is created for breakthrough value creation.

Biography: Chuck Noland is a Strategic Sourcing Manger for Genentech, Inc. He has significant sourcing and supply chain experience in information technology, healthcare, consumer products and also in the public sector. Chuck has over 25 years experience in diverse categories of spend that include information technology, healthcare, consumer products, research and development and all categories of inventory and non-inventory products and services. Chuck is an experienced facilitator, team builder and educator.

Tools for Transition website

Workshop - Developing An Effective Resume

Procurement Services Associates (PSA) and Tools for Transition are sponsoring a Resume Workshop…

This “interactive workshop” will provide knowledge and skills for your career growth/ career change campaign and become a useful permanent resume writing method.

- Learn how to develop a strategic and focused message for your resume.

- Learn how to highlight your strengths and abilities that set you apart from others.

- Learn what employers are looking for in today’s market.

- Learn from experienced Recruiters and Certified Career-Support Professionals the importance of developing one clear message on why you should be hired.

This interactive workshop will also teach you how to:

* Identify your ideal job
* Create a targeted profile
* Use a unique organizational message chart

Date: Tuesday, June 14th
Time: 6pm – 8pm
Fee: $50.00 (Includes workshop training, all materials and a $25.00 gift certificate for future consulting services offered by Tools for Transition.)
Location: Winecentives, Inc., Dublin, CA

Due to Limited Seating… Reservation and Payment in Advance are Requested

Be sure to bring your current resume so we can review it during the workshop!

To Register today!

By phone: call 925-790-9005 or 925-437-0286

By fax: complete the information below and fax to 510-315-3132

Name:
Date:
Address:
City:
state/Zip:
Phone:
Email:
Job Status:
Your title or position you are seeking:
Industry – Preference or Current:


-------Please submit payment by June 13th-------

Credit card: Go to the Tools for Transition line below.

Check: Mail to...
Tools for Transition
Attn: Resume Development Workshop
3900 Newpark Mall Road, Third Floor
Newark, CA 94560

Click to pay via credit card

Price Trends

PNC Economic Outlook: Businesses want to boost prices

Purchasing.com April 4, 2005

The biannual PNC Economic Outlook finds small- and mid-sized business owners “planning to exercise pricing power” to counter rising costs for supplies. Commissioned by the PNC Financial Services Group of Pittsburgh, "the most recent survey indicates the economy remains on a path of steady growth," says Stuart Hoffman, chief economist. "Owners are feeling bullish about their own business performance based on their ability to manage through external factors such as rising expenses for energy, interest, health care and materials, which also represents a precursor to rising inflationary pressures."


PRICES: Factors Affecting Product Cost

Purchasing.com April 7, 2005

• DuPont Titanium Technologies has announced a 5¢/lb increase for titanium dioxide grades sold in North America in April 1. When the price really will move become effective is uncertain. Buyer surveys support company contentions that an earlier 6¢/lb increase, announced last December, finally become effective in March.
• Crude oil prices are setting new records almost weekly of late, and that's got economists worried. A barrel of crude in March briefly fetched more than $57 in New York trading, an all-time high. A Bloomberg survey of analysts and strategists has 32 of 50 respondents, or 64%, predicting oil prices will continue climbing. "What's scary," says Oppenheimer & Co. analyst Fadel Gheit, "is the talk that crude soon could exceed $60 a barrel for an indefinite period."
• With softwood and hardwood pulp prices sliding in spot markets, paper and paperboard prices are erratic and mostly off from late-2004 levels. So, despite an announced price increase and an expected seasonal pickup in demand, spot containerboard prices in the eastern U.S. have been gradually eroding, with 42-lb kraft linerboard selling for $400-420/ton and 26-lb semichemical medium at $370-390/ton.
• Benzene's transaction prices have been erratic but still are close to $4 per gallon, impacting the cost of products up the thermoplastics chain. The impact of benzene's high prices has boosted prices of styrene, and then, polystyrene as producers try to pass primary feedstock costs.
• Spot market prices for imported pig iron are hovering in a range of $310-320 per metric ton, delivered to the port of New Orleans, in the second quarter. That's up slightly from the $305-310 price range that prevailed for much of the first quarter.
• Some specialty steelmakers have increased prices on remelted aerospace alloys and air melt stainless steel grades by 5-10% for second quarter deliveries. The action may not stick, though. While demand in the aerospace sector has been strong, it's unlikely to get much stronger—given that the new aircraft assembly is on military and commercial aircraft ordered sometime last year.
• Buyers say that GrafTech International has implemented a 20¢/lb raw material surcharge on North American sales atop the 7% increase in 2005 contract prices for the graphite electrodes used in electric-arc furnace steelmaking.


Summer power supply may get pricey

Purchasing.com May 9, 2005

The U.S. should have enough electricity to meet expected demand this summer but some regions are vulnerable to power shortages and high prices during periods of extremely hot weather. The market monitoring unit of the Federal Energy Regulatory Commission says areas of high demand, limited supply and high prices will be most evident in the Northeast and Far West.

Stephen Harvey, a FERC deputy director, says that "most regions have adequate or better reserves and are likely to face few problems" of supply and/or pricing. Still, areas of concern are Long Island, New York City, southwest Connecticut, southern California and the Pacific Northwest. Some utilities in these areas may have trouble moving power where it's needed during peak periods due, in part, to limited transmission capacity. Also, some utilities may have to purchase more expensive power from natural gas-fired plants to make up for the lack of hydroelectric power, which costs almost nothing. Rising prices for natural gas and crude oil, which generators use as fuel, are expected to boost power prices across the country this summer, suggests the FERC official. Natural gas storage levels are healthy but the agency will watch the competition for the fuel between generators and companies seeking to build up their gas reserves for winter.


Abnormal weather may affect natgas prices

Purchasing.com May 9, 2005

Natural gas buyers should be aware of a new concept called the Weather Normalization Adjustment being implemented by some utilities. If next winter’s heating season is significantly warmer than normal, customers may pay a once-a-year charge so gas companies can recover a portion of the revenue they would have had in a normal season.

Under the complex new weather adjustment system, already in use in parts of the South, customers may get a refund next May if next winter is significantly colder than normal. As usual, commercial and industrial customers will see higher charges than residential customers because they use more gas. However, those industrial customers without firm contracts with local gas providers will be subject to service interruptions on very cold days. That’s because their use isn’t affected by a weather adjustment; instead, their gas use is dependent on how much they're manufacturing.


Import prices continue to rise

Purchasing.com May 16, 2005

U.S. import prices rose 0.8% in April, according to the Labor Department, which monitors them as an early warning of inflation in the chain that goes from producer to consumer prices. March's import price numbers were revised up to a 2% gain from an initially reported 1.8% rise. Excluding petroleum, import prices are 3% higher year-over-year.

The Federal Reserve has already warned that inflationary pressures are rising. Total import prices have risen 8.1% on an annual basis, the largest 12-month change since November 2004. That reflects surging petroleum costs which are up 43.1%, raising concern about inflation. April export prices were up 0.6%, versus forecasts for a 0.2% increase and the same-sized rise in March. Petroleum import prices gained 3.1% while industrial supplies and materials excluding petroleum advanced 2.1%. Auto import prices rose 0.2% but prices for capital goods fell by 0.1%, matching the decline in the price of consumer goods excluding autos.

Source: Purchasing.com

Career Trend Highlights

• Information Technology, Engineering & Architecture and Accounting & Finance represent nearly 50% of all job postings
• Merchandising, Purchasing, & Retail percentage of job postings show sharp decline in Q1
• Healthcare & Medical job postings continue to decline while the percentage of resume postings show increased growth.
• Candidate activity highest during lunch periods, peaking on Mondays.

Source: 4Jobs- 1st Qtr 2005

Interested in Applying for Current Openings?

If you are currently in the job market, or know someone who is, please refer to our online job listing. Here you can view all of our current openings and even apply for positions online.

Click for our current job listings

Beyond Strategic Sourcing: Strategic Supplier Relationship Management

Introduction: Supply management became increasingly important in the last years of the twentieth century with the concurrent rise of strategic sourcing. By 1998 over half of Fortune 500 companies had a strategic sourcing program in place. Centralized purchasing departments were empowered to leverage the entire spend of the organizations. Many firms have reported 15% to 20% annual cost savings and the boardroom is now counting on this contribution to continue. The increase in outsourcing non-core functions continues to expand the sourcing opportunity.

When strategic sourcing successfully establishes a relationship it also provides the opportunity for the next high value contribution by supply management through strategic supplier relationship management (SRM). The results of successful SRM can yield even more competitive advantage than strategic sourcing and can be the next contribution to the boardroom. This presentation will provide the elements of SRM processes for your organization to deliver competitive advantage.

SRM Improvement Projects: Just as the SRM practices can be modified from the world class supplier development practices, the processes are identified in good project management can also be incorporated into SRM process; The Purchasing Machine identifies twelve steps of effective projects:

1. Identify and review the performance gap
2. Discuss specifics about how the project will be approached and implemented
3. Work to achieve mutual agreement on project teams
4. Identify processes that result in waste
5. Compare performance gaps with desired state
6. Establish project metrics and metrics baselines
7. Gather and analyze data
8. Develop improvement strategies
9. Develop an implementation plan
10. Calculate the return on investment
11. Create and review a proposal with the supplier’s management
12. Execute the improvement plan

Just like the practices, the above is an excellent project process for supplier improvement projects. All we need to do is make them bilateral rather than unilateral and they can be applied as an SRM tool. We don’t just need a buyer led improvement team; we need an integrated team dedicated to synergistic collaboration.

SRM Best Practices: Very much like the Quality movement, the practices for SRM have been created and are available. It is a matter of how and when they are applied. Many of the practices we are currently using in “Supplier Development” are very applicable, for example a list of “Best Practices in Supplier Development” according to World Class Supply Management is a good starting place:
• Create dedicated supply development teams (with no responsibility or jobs other than supplier development)
• Teach a supplier how to develop itself after initial guidance from the supplier development team
• Focus on underlying causes of long cycle times
• Focus on wasteful activities of all supplier efforts
• Involve suppliers in new products and process development at the buying firm
• Provide training programs and training time to suppliers
• Provide education programs offline that go beyond training
• Provide improvement focused seminars for suppliers
• Provide tooling and technical assistance to suppliers
• Provide supplier support centers
• Loan executives, such as process engineers and quality managers
• Drive fear out that a supplier’s work force may have toward supplier development programs
• Set “stretch goals” to encourage radical change as well as continuous improvement
• Improve accounting systems to enable measurements of improvements
• Share the savings from the development improvements
• Encourage suppliers to contribute to improving processes at the buyer’s facilities
• Provide a feedback loop for suppliers to help encourage supplier development efforts
• Improve supplier’s supply management systems

All of the above are world class supplier development practices; for SRM application we need to make them bilateral rather than unilateral and they can be applied as SRM practices. We don’t just need supplier goals, or supplier training and education, but we need mutual goals, mutual education and training of both buyer and supplier and the deepest commitment to synergistic collaboration.

The People – Are You Ready: Most of our procurement/supply management teams have developed extensive experience in leveraged procurement. Large numbers have been trained in negotiations and strategic sourcing with cost savings as the primary method of measuring success. Many of our people excel at the Jose Ignacio Lopez style of extracting the last drop of blood from the supplier. The role of purchasing professionals in leveraged negotiation is legend.

What happens when a three-year contract is awarded and the National Account Manager is assigned to this account? Is the leveraged buyer prepared to enter into this new phase of the relationship? What are the mutual strategies to develop the maximum value, service, and cost? Is the leveraged buyer trained to choose the right metrics to measure performance, to establish the goals and objectives for the contract, to work in mutually beneficial project improvement teams? Is the National Account Manager recognizing the role of the Commodity Manager and prepared to work with them?

The skills required for SRM are as different as Karass’s The Negotiation Game is to Fisher and Ury’s Getting to Yes. The skills needed for SRM are very similar to the skill required for strategic account sales and we have a huge gap in this area. The gap needs to be closed by training and educating our people to become SRM process leaders. The skills needed for successful SRM include, but are not limited to, project leadership, facilitation, team leadership, process knowledge, product knowledge, principled negotiation and change management.

Summary: As we enter the 21st century, we find that many Global 2000 firms have successfully implemented strategic sourcing with great success. The Boards at these Global firms has recognized the contribution that supply management is making to shareholder value. Strategic sourcing is not the end state of supply management improvement but just a stage paving the way for new opportunities. SRM is one of the next opportunities for great supply management contribution. By integrating selected strategic suppliers into a win-win improvement process an opportunity is created for breakthrough value creation.

Biography: Chuck Noland is a Strategic Sourcing Manger for Genentech, Inc. He has significant sourcing and supply chain experience in information technology, healthcare, consumer products and also in the public sector. Chuck has over 25 years experience in diverse categories of spend that include information technology, healthcare, consumer products, research and development and all categories of inventory and non-inventory products and services. Chuck is an experienced facilitator, team builder and educator.

Tools for Transition website

Workshop - Developing An Effective Resume

Procurement Services Associates (PSA) and Tools for Transition are sponsoring a Resume Workshop…

This “interactive workshop” will provide knowledge and skills for your career growth/ career change campaign and become a useful permanent resume writing method.

- Learn how to develop a strategic and focused message for your resume.

- Learn how to highlight your strengths and abilities that set you apart from others.

- Learn what employers are looking for in today’s market.

- Learn from experienced Recruiters and Certified Career-Support Professionals the importance of developing one clear message on why you should be hired.

This interactive workshop will also teach you how to:

* Identify your ideal job
* Create a targeted profile
* Use a unique organizational message chart

Date: Tuesday, June 14th
Time: 6pm – 8pm
Fee: $50.00 (Includes workshop training, all materials and a $25.00 gift certificate for future consulting services offered by Tools for Transition.)
Location: Winecentives, Inc., Dublin, CA

Due to Limited Seating… Reservation and Payment in Advance are Requested

Be sure to bring your current resume so we can review it during the workshop!

To Register today!

By phone: call 925-790-9005 or 925-437-0286

By fax: complete the information below and fax to 510-315-3132

Name:
Date:
Address:
City:
state/Zip:
Phone:
Email:
Job Status:
Your title or position you are seeking:
Industry – Preference or Current:


-------Please submit payment by June 13th-------

Credit card: Go to the Tools for Transition line below.

Check: Mail to...
Tools for Transition
Attn: Resume Development Workshop
3900 Newpark Mall Road, Third Floor
Newark, CA 94560

Click to pay via credit card

Price Trends

PNC Economic Outlook: Businesses want to boost prices

Purchasing.com April 4, 2005

The biannual PNC Economic Outlook finds small- and mid-sized business owners “planning to exercise pricing power” to counter rising costs for supplies. Commissioned by the PNC Financial Services Group of Pittsburgh, "the most recent survey indicates the economy remains on a path of steady growth," says Stuart Hoffman, chief economist. "Owners are feeling bullish about their own business performance based on their ability to manage through external factors such as rising expenses for energy, interest, health care and materials, which also represents a precursor to rising inflationary pressures."


PRICES: Factors Affecting Product Cost

Purchasing.com April 7, 2005

• DuPont Titanium Technologies has announced a 5¢/lb increase for titanium dioxide grades sold in North America in April 1. When the price really will move become effective is uncertain. Buyer surveys support company contentions that an earlier 6¢/lb increase, announced last December, finally become effective in March.
• Crude oil prices are setting new records almost weekly of late, and that's got economists worried. A barrel of crude in March briefly fetched more than $57 in New York trading, an all-time high. A Bloomberg survey of analysts and strategists has 32 of 50 respondents, or 64%, predicting oil prices will continue climbing. "What's scary," says Oppenheimer & Co. analyst Fadel Gheit, "is the talk that crude soon could exceed $60 a barrel for an indefinite period."
• With softwood and hardwood pulp prices sliding in spot markets, paper and paperboard prices are erratic and mostly off from late-2004 levels. So, despite an announced price increase and an expected seasonal pickup in demand, spot containerboard prices in the eastern U.S. have been gradually eroding, with 42-lb kraft linerboard selling for $400-420/ton and 26-lb semichemical medium at $370-390/ton.
• Benzene's transaction prices have been erratic but still are close to $4 per gallon, impacting the cost of products up the thermoplastics chain. The impact of benzene's high prices has boosted prices of styrene, and then, polystyrene as producers try to pass primary feedstock costs.
• Spot market prices for imported pig iron are hovering in a range of $310-320 per metric ton, delivered to the port of New Orleans, in the second quarter. That's up slightly from the $305-310 price range that prevailed for much of the first quarter.
• Some specialty steelmakers have increased prices on remelted aerospace alloys and air melt stainless steel grades by 5-10% for second quarter deliveries. The action may not stick, though. While demand in the aerospace sector has been strong, it's unlikely to get much stronger—given that the new aircraft assembly is on military and commercial aircraft ordered sometime last year.
• Buyers say that GrafTech International has implemented a 20¢/lb raw material surcharge on North American sales atop the 7% increase in 2005 contract prices for the graphite electrodes used in electric-arc furnace steelmaking.


Summer power supply may get pricey

Purchasing.com May 9, 2005

The U.S. should have enough electricity to meet expected demand this summer but some regions are vulnerable to power shortages and high prices during periods of extremely hot weather. The market monitoring unit of the Federal Energy Regulatory Commission says areas of high demand, limited supply and high prices will be most evident in the Northeast and Far West.

Stephen Harvey, a FERC deputy director, says that "most regions have adequate or better reserves and are likely to face few problems" of supply and/or pricing. Still, areas of concern are Long Island, New York City, southwest Connecticut, southern California and the Pacific Northwest. Some utilities in these areas may have trouble moving power where it's needed during peak periods due, in part, to limited transmission capacity. Also, some utilities may have to purchase more expensive power from natural gas-fired plants to make up for the lack of hydroelectric power, which costs almost nothing. Rising prices for natural gas and crude oil, which generators use as fuel, are expected to boost power prices across the country this summer, suggests the FERC official. Natural gas storage levels are healthy but the agency will watch the competition for the fuel between generators and companies seeking to build up their gas reserves for winter.


Abnormal weather may affect natgas prices

Purchasing.com May 9, 2005

Natural gas buyers should be aware of a new concept called the Weather Normalization Adjustment being implemented by some utilities. If next winter’s heating season is significantly warmer than normal, customers may pay a once-a-year charge so gas companies can recover a portion of the revenue they would have had in a normal season.

Under the complex new weather adjustment system, already in use in parts of the South, customers may get a refund next May if next winter is significantly colder than normal. As usual, commercial and industrial customers will see higher charges than residential customers because they use more gas. However, those industrial customers without firm contracts with local gas providers will be subject to service interruptions on very cold days. That’s because their use isn’t affected by a weather adjustment; instead, their gas use is dependent on how much they're manufacturing.


Import prices continue to rise

Purchasing.com May 16, 2005

U.S. import prices rose 0.8% in April, according to the Labor Department, which monitors them as an early warning of inflation in the chain that goes from producer to consumer prices. March's import price numbers were revised up to a 2% gain from an initially reported 1.8% rise. Excluding petroleum, import prices are 3% higher year-over-year.

The Federal Reserve has already warned that inflationary pressures are rising. Total import prices have risen 8.1% on an annual basis, the largest 12-month change since November 2004. That reflects surging petroleum costs which are up 43.1%, raising concern about inflation. April export prices were up 0.6%, versus forecasts for a 0.2% increase and the same-sized rise in March. Petroleum import prices gained 3.1% while industrial supplies and materials excluding petroleum advanced 2.1%. Auto import prices rose 0.2% but prices for capital goods fell by 0.1%, matching the decline in the price of consumer goods excluding autos.

Source: Purchasing.com

Career Trend Highlights

• Information Technology, Engineering & Architecture and Accounting & Finance represent nearly 50% of all job postings
• Merchandising, Purchasing, & Retail percentage of job postings show sharp decline in Q1
• Healthcare & Medical job postings continue to decline while the percentage of resume postings show increased growth.
• Candidate activity highest during lunch periods, peaking on Mondays.

Source: 4Jobs- 1st Qtr 2005

Interested in Applying for Current Openings?

If you are currently in the job market, or know someone who is, please refer to our online job listing. Here you can view all of our current openings and even apply for positions online.

Click for our current job listings