PSD Purchasing in Focus; The newsletter for Procurement professionals. This issue focuses on sustainability in Procurement.

1. 2010 Edition 2
The PSD newsletter for
Purchasing Matters
PurchasinginFocus
Welcome to the second edition of our redesigned
Purchasing in Focus Newsletter.
We received a lot of encouraging feedback from our last issue and for the second edition
we will focus on sustainability issues in procurement. Prior to the recession, there was a
heavy emphasis on green issues and CSR policies when procurement strategies were
being formulated. We have asked our contributors to assess whether these issues are
still as important when there is increased pressure on procurement departments to deliver
much needed savings. Our thanks go to Charles Eddolls, James Martin, Mick Stokes,
John Atkinson and Stephen Bradley who have contributed to this issue.
STEPHEN FLETCHER
At PSD we always aim to offer a premium recruitment service to our clients and
Director, PSD candidates, covering both permanent and interim opportunities. We pride ourselves on
stephen.fletcher@psdgroup.com building long term relationships by working closely with individuals to understand their
needs. We are growing as a team and we are proud to introduce Jane Morgan who
recently joined PSD. Jane will be working on interim assignments focusing on the
Meet the PSD technology, construction and energy sectors.
Purchasing Team ¢ Finally, we recently redesigned our website which went live in March. You can visit the site
The London Development at www.psdgroup.com. We are sure you will appreciate the improvements and we
Agency vision for a welcome your feedback.
sustainable future
Michael Stokes ¢
If you have any questions about the points raised in this newsletter, or if you would like to
contribute to the next issue, email me at stephen.fletcher@psdgroup.com
Green is Good?
James E. Martin ¢
Can sustainability be MEET THE PSD PURCHASING TEAM - PLEASE SEE PAGE 2 FOR FURTHER DETAILS
integrated into Public
Sector Procurement?
Charles Eddolls ¢
Still a place for Ethics
John Atkinson
& Stephen Bradley ¢
Christian Stuart Paul Cara Marsha Andrew Jane
Which recruitment Shawcross Walters McIntyre Regan Barsky Moran Morgan
service is best for Managing Principal Principal Senior Senior Consultant Consultant
Consultant Consultant Consultant Consultant Consultant
my requirement? ¢
PSD is an international PSD PSD PSD PSD Other Office
recruitment services London Birmingham Manchester Haywards Heath Locations
organisation operating
at the Middle to Senior 28 Essex Street 85-89 Colmore Row 2nd Floor 7 Perrymount Road
Executive level. London Birmingham Abbey House Haywards Heath Frankfurt
WC2R 3AT B3 2BB 74 Mosley Street West Sussex
We offer expert knowledge Manchester RH16 3TN Munich
of our specialist markets: M2 3LW Hong Kong
Technology, IT, Finance &
Banking, Marketing & Sales, +44 (0)20 7970 9700 +44 (0)121 212 0099 +44 (0)161 234 0300 +44 (0)1293 802000 Shanghai
Property & Construction, london@ birmingham@ manchester@ haywardsheath@
Customer Contact, Law, psdgroup.com psdgroup.com psdgroup.com psdgroup.com
HR and Purchasing.

2. PurchasinginFocus
Meet the PSD purchasing team
The PSD Purchasing team focuses on mid to senior level
appointments offering a full range of recruitment services.
We specialise in contingency, interim, and search assignments.
Stephen Christian Stuart
Fletcher Shawcross Walters
Director Managing Principal
Consultant Consultant
Stephen has a wealth of recruitment Christian has ten years' experience Stuart is a Principal Consultant within
experience with over 20 years of service in recruitment, all gained at PSD. He the Purchasing Team and has over ten
gained at PSD. He has worked across a specialises in the financial services years of recruitment experience. A law
number of disciplines and now heads up and professional services sectors. He graduate, Stuart joined PSD in 2003 and
the purchasing and supply chain function. graduated from Salford University in set up the highly successful Purchasing
He focuses on recruitment into the 1994 with a BA (Hons) in Design Studies. interim team. He has developed an
Financial Services and Business christian.shawcross@psdgroup.com extensive network of contacts in the
Services sectors. Procurement interim market.
stephen.fletcher@psdgroup.com stuart.walters@psdgroup.com
Paul Cara Marsha
McIntyre Regan Barsky
Principal Senior Senior
Consultant Consultant Consultant
Paul focuses on the Technology and Cara joined the PSD group four years Marsha joined PSD in 2006 and
Broadcast Media sectors. He has over ago and has over ten years recruitment specialises in the property and FM
ten years’ experience in recruitment expertise. Cara recruits into the not-for- sectors. Prior to PSD she was the
specifically in procurement and supply profit sector, providing a specialist service Marketing Manager for Land Securities
chain. Before working for PSD, Paul for both clients and candidates. Cara plc. Marsha has completed several
worked for a specialist Freight Forwarding graduated in 1998 with a BSc (Hons) successful placements with Blue Chip
recruitment consultancy. Paul graduated in Psychology. clients. She graduated in 2003 with a
in 1990 with a BSc (Hons) Geography. cara.regan@psdgroup.com BA (Hons) in Media, Culture and Society.
paul.mcintyre@psdgroup.com marsha.barsky@psdgroup.com
Andrew Jane
Moran Morgan
Consultant Consultant
Andrew Moran focuses on the Energy and Jane graduated from Manchester PSD
Utilities, Oil and Gas and Transportation University in 2000, and has seven years' Manchester
sectors on a nationwide level. Andrew recruitment experience at senior and
has worked with a number of key clients board level. Jane specialises in the UK 2nd Floor
within these sectors and has an excellent Procurement Interim market and has Abbey House
network of professional talent at his significantly developed her client base 74 Mosley Street
disposal. He has worked with PSD for since joining in 2009. Manchester
two years. jane.morgan@psdgroup.com M2 3LW
andrew.moran@psdgroup.com
+44 (0)161 234 0300

3. PurchasinginFocus
The London Development
Agency vision for a
sustainable future
Michael Stokes, Head of Strategic Procurement highlights the
London Development Agency’s sustainable procurement policy,
its benefits, key challenges and both current and future projects.
Can you outline the London Development The RENEW project is similar to the BEEP What new projects do you have in the
Authority’s (LDA's) sustainable procurement project but is aimed at retrofitting all homes pipeline?
policy? within London. The LDA have provided £9m of
funding over the next two years. This project is The LDA is working on a cross London
The LDA does not have a sustainable just about to go to the market via the restricted borough project to develop an energy master
procurement policy. We work to a much wider OJEU process planning web based tool, a standards manual
initiative; the Mayor’s Responsible Procurement for developing district heating projects and
Policy. Responsible Procurement means What have been the key challenges of taking energy audits. These services will contribute to
pioneering socially, environmentally and this approach? the London Energy map, which will show areas
economically responsible procurement to of energy demand, usage and provision. This
deliver improved quality of life and better value The key challenges were mainly around will ultimately enable local authorities to
for money for our people, our businesses and developing the market. The projects referred to develop district heating projects and other low
our city. are relatively new so the market to supply such carbon opportunities
services needed to be developed. Another
Under Mayor of London Boris Johnson we challenge was convincing clients that the The LDA is looking to set up the London
have set new priorities and re-focused our upfront costs required to retrofit buildings Housing Company, which will manage the
approach to delivery. The Responsible would pay for itself over a given period. Making development of LDA land through private
Procurement Progress Report, ‘Delivering Value investments to make buildings more sector investment and management. This will
for London’ provides an account of the work environmentally friendly can be costly and may enable the development of land that is currently
we have been doing and the progress we are take 3 – 5 years to recoup the investment. unattractive to developers and help to achieve
making in delivering long term value to London. Given the current economic climate facing us results in one of our key themes – regeneration.
we had to be certain that such investments The project is still being developed, but there
In practice, this means taking action to fulfil the would yield a return. are likely to be opportunities for the private
aims of the GLA group responsible sector to get involved by offering project
procurement policy. What benefits have you seen? management, construction, investment and
What difference has this had on the way you The projects referred to are still very new so supplying housing management services.
procure goods and services? although clients that have made these Michael Stokes is Head of
changes, the benefits, in terms of cash savings, Strategic Procurement for the
Extremely positive. Staff within the LDA have are yet to be realised.
received Responsible Procurement training, London Development Agency
highlighting considerations to be taken into The paybacks will be in environmental MichaelStokes@lda.gov.uk
account when procuring contracts of any improvements and cashable savings. While we
nature. For example, we have included clauses are early in this phase of the projects, earlier
on creating apprenticeship schemes within tranches have produced performance data that
various new environment projects. shows that where the provisions have been
implemented, organisations have been able to
What projects are you working on at the reduce their energy consumption and CO2
moment? emissions by between 20-30%
There are currently three projects: Building How are you engaging with your suppliers to
Energy Efficiency Programme (BEEP), RENEW support this approach?
Programme and the London Thames Gateway
Heat Network (LTGHN). The BEEP project is We held several supplier open days in which
open to all Public Sector organisations. The we outlined our vision and requirements and
programme deliverable is to retro-fit public sought feedback from suppliers. This helped us
buildings to make them more energy efficient. shape our specification to ensure we received a
This may involve some capital outlay for positive response. We found these exercises
organisations but all savings are measured and very beneficial and feedback from the market
a clear payback timeframe is established ahead further confirmed this. This, in turn, led to a
of the programme commencing. large number of suppliers responding to the
OJEU notices with very innovative and creative
This framework comprises twelve providers delivery solutions.
and is open to all Public Sector organisations.

4. PurchasinginFocus
Green is Good?
James E Martin of News Corporation looks at the
history and benefits of green business policies
The need to be “green” in business has made
a lot of organisations adjust business practices,
review what they do and how they do it.
Policies are re-written and changes are
implemented, all in the name of environmental
philanthropy. My background is deeply rooted
in supply chain where as a professional I have
spent 15 of 20 years of my career. My most
eye-opening experience was during my work at
a global media & entertainment company and
our efforts toward sustainability. We pledged to
become carbon neutral by 2010 (this was back
in 2007) and we kicked up a fuss internally and
externally. Money was spent to measure how
much our carbon footprint was and how we
could reduce it. The company intended to be a
pioneer in becoming carbon neutral and lots of
noise was created to celebrate our efforts. We
had other media companies following suit and
soon we were all competing to see who could
be more environmentally sensitive and who
could reduce their footprint the most. But
then came the recession in late 2008 which
was the worst recession in 50 years. This
caused a re-focus on priorities and suddenly
being carbon neutral was not so important.
Add to this the recent revelations of climate added expenses, all in the name of The efforts companies need to make should
experts from East Anglia University and their sustainability. But oddly, the recession took be directed away from sustainable business
questionable handling of climate data and care of our plans to reduce carbon-producing and driven towards intelligent business.
you get the sense the skies are darkening not activities. Companies like the one I worked for The act of cost cutting and corporate
from intense storms driven by global climate drastically reduced staff, shuttered offices, efficiency must always be undertaken
change, but from arrows. froze budgets and IT spend, and curtailed regardless of what the feel good movement
business travel. These activities were done in of the day is. The recession is showing signs
For me, I observed the process and believed the name of saving “green” instead of being of ending and business activity may resume
the ideals were woefully misplaced. We were “green” which resonated more with company or surpass previous levels. The people who
spending money measuring how our business survival. And they managed to reduce costs will benefit will be those who prove their
activities contributed to our carbon footprint, and probably reduce our carbon footprint. businesses shed waste in an effort to remain
and then spent more money on figuring out I never found out because we never spent profitable vs. chasing lofty goals set by
how to reduce the footprint. While measuring money on measuring it again and I became environmental pioneers.
what you do and how you do it is very valuable, a casualty of the workforce reduction.
trying to do it in a “green” way seemed silly. In James E Martin is a Senior Director
my mind, we should have been asking the In my participation in the carbon footprint of Global Sourcing at News Corporation
question – “why do it at all?” Whether you data-gathering process, I observed a common
made a photocopy on 100% virgin copy paper theme again and again – waste. Office space
or on paper with 30% recycled content, the was over-lit, overcooled in summer and over-
fact is there was wasted paper. We should heated in winter, PCs and copiers left on when
have directed our efforts toward eliminating the not in use, IT data centers over compensating
need for a photocopy altogether. Instead, we with cooling and equipment redundancy, and
introduced the recycled brand which actually unnecessary business travel was rife. Like my
cost more per carton but it was better for the photocopy example, instead of looking to do
sustainability efforts. We had many other these activities in a sustainable way we should
projects we believed would reduce our carbon have looked at whether we should be doing
footprint and provide a payback against the them at all.

5. PurchasinginFocus
Can sustainability be
integrated into Public
Sector Procurement?
In this article, Charles Eddolls of Cygnet Consultancy looks at the
challenges and benefits of implementing sustainability into public
sector procurement functions.
In the Society of Local Authority Chief With increasing pressures to reduce costs, to only the largest suppliers, excluding SMEs
Executives and Senior Manager’s latest this advice is not always freely available and if some of which are far more in tune with
publication entitled “Stand up to the buyers decide to assess the position and get it sustainability than their peers.
downturn”, there is little reference to wrong, it is their jobs, pensions and future that
sustainability apart from minor comments are at risk. Our public sector buyers can not This tender process encourages dominant
on travel, construction and local sourcing. be blamed for simply winding the handle and suppliers to quote for business regardless of
This is in contrast to previous advice stating: producing a conventional result with little their ability to deliver. If they are awarded a
“Sustainability is being integrated within regard to sustainability. contract they will hastily put the infrastructure
the mainstream of procurement policy and in place to meet the need with little regard
practice. It is clear that the public sector could This problem is compounded by excessive to sustainability as shareholders in large
achieve much more, even within the existing centralisation and the promotion of framework companies seek maximum profits, not
European rules and the requirement to secure contracts by Government. Under their compliance with costly green issues.
best value for money.” guidance many public authorities habitually
put in place or use Government framework In a recent paper for a government department,
The current economic climate affects us in contracts for their sourcing needs. I pointed out the problems of sustainability in
many ways and we need to be aware that relation to leverage buying and cited as an
buyers are not always able to give priority to The standard official journal of the European example a £100+ million fuel tender I had
sustainability as was the case a few years ago. Union (OJEU) tendering process can result in structured for another central government
Whilst public supply tenders define priorities framework contracts being locally placed and department. I highlighted the fact that I had
and objectives covering environmental and this type of competitive process is well known advised and structured the competition to
sustainability policies, our public bodies often to our buyers and relatively easy to implement split the supply contracts to cover full-load
only focus on energy reduction, recycling, with few pitfalls. deliveries from refineries and terminals and
regeneration, social enterprise and this may local delivery for the normal small-load usage.
Once a framework is put in place the Significant savings were made in both supply
not expand without a change in emphasis. contracted suppliers and specifications are routes with the SME fuel suppliers winning the
Our public sector buyers are faced with locked in for the duration of the contract (up local work thus reducing tanker mileage and
seemingly inconsistent and insurmountable to four years and sometimes longer) and if lowering pollution.
challenges as they should look at sustainability innovative sustainability options have not been
whilst reducing costs, using fewer resources, included in the contracts these cannot legally In summary, to seriously address sustainability
meeting all of their masters’ needs in processes be added to the contracts at a later date. in the public sector we need more funding
that must stand up to any post-action audits. with less regulation and our public sector
There is little appetite to address this issue buyers must be given the opportunity to
Their tenders must be compliant with UK / EU centrally or locally and even if this was possible
regulations which can take away from them accommodate our environmental needs.
the additional burden is such that our buyers Financial and regulatory constraints placed on
their ability to contribute with serious would not have the time or resource to evaluate
sustainability input. public sector buyers are the problem, not their
ongoing green suggestions. wish to help to save the planet or their ability
Progressive buyers seeking to emulate their Frameworks reflect a belief at government level to assist in this regard.
private sector counterparts are liable to fall that by aggregating procurement requirements
foul of regulations placed upon them and their Charles Eddolls is a Consultant
and creating large supply or service with Cygnet Consultancy
sustainability suggestions may need legal frameworks they will automatically provide
advice before a competition can be structured. the most environmental and financially charleseddolls@cygnetconsultancy.com
beneficial supply. In fact, this is often not the www.cygnetconsultancy.com
case as these types of contracts can produce
excessive delivery movements with operational
and environmental problems. Before
“to seriously address amalgamating procurement volumes and
sustainability in the restricting supply, buyers need to think very
carefully about the knock-on effect, which is
public sector we need so important when choosing the most suitable
carbon footprint in any supply contract.
more funding with less In addition by maximising the value or size of
regulation.” supply contracts, buyers restrict participation

6. PurchasinginFocus
Still a place for Ethics
John Atkinson of Global Spirit and Stephen Bradley
of SB Consulting look at how CSR and ethics can be
the basis of a procurement strategy
John Atkinson Answering the above will provide an initial
window into the strategic direction and
Most, if not all, procurement functions are corporate will. As procurement practitioners
under increased pressure to deliver cost we have a duty to derive best value for money
savings to their organisation’s bottom line. both from unit costs, quality and processes.
Coupled with the global growth in low cost But we also surely have a moral duty to
country sourcing, it is perhaps tempting to our organisation which extends far beyond
re-evaluate the costs and value of corporate protecting it from risks. This is a worthy short
social responsibilities within the supply chain term objective for those organisations for
for many procurement practitioners. However whom the CSR position is in its infancy.
by adopting wider thinking it is possible to Much is made of “partnering” but by fully
expand a cost benefit evaluation into improved understanding the impacts of our sourcing
processes which not only deliver best value actions we are able to bring about true synergy
but also safeguard the organisation from at optimal cost and still operate morally.
reputational damage.
So how do we achieve such lofty goals?
In a strategy and process led environment,
any evaluation of corporate social responsibility For any improved strategy or process to be
(CSR) compliance by definition must include effective we need to ensure that we fully
the commercial and moral/ethical perspective, understand the impacts of our actions on a
for only by adopting a combined approach can variety of levels such as the global suppliers
the true value to the organisation be defined. we deal with and the communities they are
By doing this, risks will be exposed and situated within and the wider socio political and
then mitigated. The improvements can then socio geographic impacts. Once we have built
be measured. such understanding we are able to balance
these with the risks we face as organisations
As a starting point for evaluation; the following
criteria need to be considered, objectively
sourcing globally. A case of seek first to
understand and then to be understood
“By initiating cross
valued and sense checked in order to produce
both an effective evaluation of today’s practice
will build the basis for synergistic, inclusive functional debate
partnerships within the supply chain. Such
and to create tomorrow’s improved processes: partnerships then deliver both risk mitigation, and transforming
What is the organisation’s procurement
strategy over the next three years?
CSR compliance which is elevated above
mere auditing and which leads to best value the subjective into
Which departments are or should be
at optimum cost within an improvement
framework context.
objective strategies,
stakeholders?
By initiating cross functional debate and
the needs of all
What level of attention is currently paid to
corporate social responsibility within the supply
transforming the subjective into objective
strategies, the needs of all stakeholders can
stakeholders can
chain both at the procurement function and be met whilst still finding room for ethics. be met whilst still
organisational level?
John Atkinson is the Owner of Global Spirit finding room for
How does the current compliance process john.atkinson@global-spirit.co.uk
work and is it robust, auditable and cost ethics.”
effective?
Is the process static i.e. just delivering
compliance or dynamic in terms of driving
improvement?
What would be the impact of non compliance
upon the organisation both financially and
reputationally?

7. PurchasinginFocus
Still a place for Ethics
continued...
Stephen Bradley actions by explaining the legal and or ethical
implications. Emphasise that you are trying to
As procurement professionals we have a protect the company and its image.
responsibility to our organisations, our suppliers
and to ourselves to conduct business with the Treating suppliers equally and fairly in both pre
highest ethical and social caring. We all know and post award periods is very important.
we are bound by the laws of the UCC and Often in the pre award timeframe, you may give
CSIG but more importantly we should be more information to one supplier. This may be
bound by our own personal set of principles due to that supplier asking more questions or
and the desire to have integrity. your rapport is better with that supplier than
the others. We must be aware of this and when
What principles and integrity am I referring to it happens ensure we relay that additional
with regard to our business dealings whether information onto the other bidders. Sometimes
it is domestically or internationally? Let this is troublesome to do so and it may seem
me first address integrity as it is the most trivial or even cause for delay in bid due date.
straightforward in my mind. Integrity as I define Even if this is the case our principle of fair
it is: “What would I do if faced with an ethical dealing must be kept and proper action taken.
dilemma and I absolutely knew that no one
except me would know about my actions?” Equally important, as we all deal globally, is that
Doing the right thing without hesitation defines of social responsibility be it child labour, safety,
the highest form of integrity. Once in a foreign environment and so on. It is critically important
country after negotiating a multi- million dollar that a proper and complete on-site survey be
contract, the supplier slipped two envelopes made of any company where long term
containing cash into my translator’s briefcase; business is planned. Most of us utilise audit
one for the translator and one for me thanking check lists identifying management, financials,
us for the contract. What did I do? The next assets, and quality assurance. This check list
morning I returned the money and cancelled
the contract.
should also include questions concerning
employee safety, handling of wastes from
“We all need to set the
The principals we all should follow are:
manufacturing processes and the training example and the bar
of employees. It is our responsibility in
1) fair and reasonable dealings, establishing reliable sources of supply for our high to continue to
2) providing fair and accurate information,
3) level playing field for all suppliers,
companies that we champion the principles
and ethics we follow naturally in our own maintain the integrity
4) awareness of suppliers’ commitment to
social responsibilities such as “no child
country. It should be no different once we
leave the geographical boundaries of our
that is the image of
labour”, “safety of its workers”, “protection
of the environment”.
own country. the procurement
Too often in today’s fast paced and pressure
Much of what has been said is straightforward,
practical common sense. However, I have seen
professional..”
packed world of business, we are either faced people and companies veer away from some
with cutting corners or compromising the of the issues noted above and felt it important
principles to meet a goal or deadline. to bring to our attention some of these basic
Sometimes others apply pressure either directly principles and ethics. We all need to set the
or indirectly to influence the compromise. This example and the bar high to continue to
is when our true mettle is tested. What do we maintain the integrity that is the image of the
do in these instances? procurement professional.
I say we step back and slow down. If it is a Stephen J. Bradley is with SB Consulting
timing pressure, deal with it professionally and steve.bradleycpm@comcast.net
straightforwardly. Reset the timing but don’t be
stubborn about your motivation to take your
position. Should pressure be applied by peers
or superiors, you have every right to explain
why it is not appropriate to take the suggested

8. Which recruitment PSD
Purchasing
service is best for & Supply
my requirement? Chain
PSD Purchasing and Supply Chain can provide Over the past 12 months the PSD
Purchasing and Supply Chain
a bespoke solution to your recruitment needs. team have worked in partnership
Collectively, we have over forty years of with a number of clients through
both retained and non retained
recruitment experience across the team. assignments, we have listed a
selection of clients below:
So what service can you offer me? Combined Search & Selection This is a very
thorough and effective process that combines BUPA BSkyB
The answer is simple, we offer a range of both the advertised selection and executive
specific, tailored services. search processes. Aviva BP
So what does that mean for our File Search (Contingency) We hold an News International GSM
clients? extensive database of sector relevant Williams Lea Royal Bank of
candidates that provide a quick, effective and Scotland
Well, first of all our consultants have an expert immediate recruitment solution. NHS
knowledge of all areas of procurement and Legal and General
supply chain: from category manager up to Interim & Contracting PSD can also supply Carillion
CPO, and offer highly effective recruitment quality professionals on an interim/contract Babcock
basis. This provides a quick and very effective Abbot Laboratories
skills that enable us to deliver outstanding Steria
results and an exceptional level of service. We solution for a short-term assignment, specific Norgine
provide a comprehensive range of recruitment project or contract position. Deutsche Bank
services aimed at the middle-to-senior Britannia Building
Dependent on the role, we will suggest one or a Society The Metropolitan
executive level. Whether your task is to recruit a combination of these solutions to produce the
number of individuals or to fill a single vacancy, Police
best result for the client. Co-op Financial
PSD provide fast, efficient and effective Services Buying Solutions
recruitment solutions. In addition to the above services we
can also offer: Lloyds Banking EDF
We offer the following services: Group
• Salary benchmarking South Hook Gas
Executive Search PSD employs a research LV
facility which tracks the careers of key • Extensive research facilities Royal Albert Hall
professionals within its specialist markets. Wincanton
• Media response handling ROC Insurance
From the initial briefing meeting, research EMAP
will be carried out to identify relevant • Competency based interviewing American Express
professionals within the sector. Once the • Skilled screening and interviewing Patton Air
client has approved the “longlist” of potential
candidates, confidential approaches are made, • Personality profiling/psychometric testing
explaining/selling the role. We then interview • Interview and conference facilities in
the candidates against an agreed set of London, Manchester, Birmingham
competencies and provide a shortlist of & Hayward’s Heath
c3 - 5 outstanding candidates. The client then
interviews the shortlisted individuals, offering So which service is best for my
the preferred candidate the role. PSD manages
the offer process and maintains close contact requirement?
with the candidate through to the start date. Each assignment we handle is unique, which is
Advertised Selection We are a major advertiser why we offer a broad range of services and will
in trade and national press (we are the UK’s advise on which is most suitable for you.
largest advertiser in the quality broadsheets by
some distance) and have a strong, distinctive
advertising style. Once the brief is taken we will
select the relevant media, copyright the advert
and handle the response. Interviews and
selection will take place followed by offer
management until the assignment is complete
(as in the process for Executive Search above).
www.psdgroup.com/purchasing