Purchasing in Focus

2010 Edition 2

STEPHEN FLETCHERDirector, [email protected]

PurchasinginFocusThe PSD newsletter forPurchasing Matters

PSD is an internationalrecruitment servicesorganisation operatingat the Middle to SeniorExecutive level.

We offer expert knowledgeof our specialist markets:Technology, IT, Finance &Banking, Marketing & Sales,Property & Construction,Customer Contact, Law,HR and Purchasing.

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Welcome to the second edition of our redesignedPurchasing in Focus Newsletter.We received a lot of encouraging feedback from our last issue and for the second editionwe will focus on sustainability issues in procurement. Prior to the recession, there was aheavy emphasis on green issues and CSR policies when procurement strategies werebeing formulated. We have asked our contributors to assess whether these issues arestill as important when there is increased pressure on procurement departments to delivermuch needed savings. Our thanks go to Charles Eddolls, James Martin, Mick Stokes,John Atkinson and Stephen Bradley who have contributed to this issue.At PSD we always aim to offer a premium recruitment service to our clients andcandidates, covering both permanent and interim opportunities. We pride ourselves onbuilding long term relationships by working closely with individuals to understand theirneeds. We are growing as a team and we are proud to introduce Jane Morgan whorecently joined PSD. Jane will be working on interim assignments focusing on thetechnology, construction and energy sectors.Finally, we recently redesigned our website which went live in March. You can visit the siteat www.psdgroup.com. We are sure you will appreciate the improvements and wewelcome your feedback.If you have any questions about the points raised in this newsletter, or if you would like tocontribute to the next issue, email me at [email protected]

Meet the PSDPurchasing Team �

The London DevelopmentAgency vision for asustainable futureMichael Stokes �

Green is Good?James E. Martin �

Can sustainability beintegrated into PublicSector Procurement?Charles Eddolls �

Still a place for EthicsJohn Atkinson& Stephen Bradley �

Which recruitmentservice is best formy requirement? �

ChristianShawcrossManagingConsultant

StuartWaltersPrincipalConsultant

PaulMcIntyrePrincipalConsultant

CaraReganSenior

Consultant

MarshaBarskySenior

Consultant

AndrewMoranConsultant

JaneMorganConsultant

MEET THE PSD PURCHASING TEAM - PLEASE SEE PAGE 2 FOR FURTHER DETAILS

PurchasinginFocus

Meet the PSD purchasing teamThe PSD Purchasing team focuses on mid to senior levelappointments offering a full range of recruitment services.We specialise in contingency, interim, and search assignments.

Stephen has a wealth of recruitmentexperience with over 20 years of servicegained at PSD. He has worked across anumber of disciplines and now heads upthe purchasing and supply chain function.He focuses on recruitment into theFinancial Services and BusinessServices [email protected]

StephenFletcherDirector

Christian has ten years' experiencein recruitment, all gained at PSD. Hespecialises in the financial servicesand professional services sectors. Hegraduated from Salford University in1994 with a BA (Hons) in Design [email protected]

ChristianShawcrossManagingConsultant

Stuart is a Principal Consultant withinthe Purchasing Team and has over tenyears of recruitment experience. A lawgraduate, Stuart joined PSD in 2003 andset up the highly successful Purchasinginterim team. He has developed anextensive network of contacts in theProcurement interim [email protected]

StuartWaltersPrincipalConsultant

Paul focuses on the Technology andBroadcast Media sectors. He has overten years’ experience in recruitmentspecifically in procurement and supplychain. Before working for PSD, Paulworked for a specialist Freight Forwardingrecruitment consultancy. Paul graduatedin 1990 with a BSc (Hons) [email protected]

PaulMcIntyrePrincipalConsultant

Cara joined the PSD group four yearsago and has over ten years recruitmentexpertise. Cara recruits into the not-for-profit sector, providing a specialist servicefor both clients and candidates. Caragraduated in 1998 with a BSc (Hons)in [email protected]

CaraReganSeniorConsultant

Marsha joined PSD in 2006 andspecialises in the property and FMsectors. Prior to PSD she was theMarketing Manager for Land Securitiesplc. Marsha has completed severalsuccessful placements with Blue Chipclients. She graduated in 2003 with aBA (Hons) in Media, Culture and [email protected]

Andrew Moran focuses on the Energy andUtilities, Oil and Gas and Transportationsectors on a nationwide level. Andrewhas worked with a number of key clientswithin these sectors and has an excellentnetwork of professional talent at hisdisposal. He has worked with PSD fortwo [email protected]

AndrewMoranConsultant

Jane graduated fromManchesterUniversity in 2000, and has seven years'recruitment experience at senior andboard level. Jane specialises in the UKProcurement Interim market and hassignificantly developed her client basesince joining in [email protected]

JaneMorganConsultant

MarshaBarskySeniorConsultant

PSDManchester

2nd FloorAbbey House74 Mosley StreetManchesterM2 3LW

+44 (0)161 234 0300

PurchasinginFocus

The London DevelopmentAgency vision for asustainable future

Michael Stokes, Head of Strategic Procurement highlights theLondon Development Agency’s sustainable procurement policy,its benefits, key challenges and both current and future projects.

Can you outline the London DevelopmentAuthority’s (LDA's) sustainable procurementpolicy?

The LDA does not have a sustainableprocurement policy. We work to a much widerinitiative; the Mayor’s Responsible ProcurementPolicy. Responsible Procurement meanspioneering socially, environmentally andeconomically responsible procurement todeliver improved quality of life and better valuefor money for our people, our businesses andour city.

Under Mayor of London Boris Johnson wehave set new priorities and re-focused ourapproach to delivery. The ResponsibleProcurement Progress Report, ‘Delivering Valuefor London’ provides an account of the workwe have been doing and the progress we aremaking in delivering long term value to London.

In practice, this means taking action to fulfil theaims of the GLA group responsibleprocurement policy.

What difference has this had on the way youprocure goods and services?

Extremely positive. Staff within the LDA havereceived Responsible Procurement training,highlighting considerations to be taken intoaccount when procuring contracts of anynature. For example, we have included clauseson creating apprenticeship schemes withinvarious new environment projects.

What projects are you working on at themoment?

There are currently three projects: BuildingEnergy Efficiency Programme (BEEP), RENEWProgramme and the London Thames GatewayHeat Network (LTGHN). The BEEP project isopen to all Public Sector organisations. Theprogramme deliverable is to retro-fit publicbuildings to make themmore energy efficient.This may involve some capital outlay fororganisations but all savings are measured anda clear payback timeframe is established aheadof the programme commencing.

This framework comprises twelve providersand is open to all Public Sector organisations.

What new projects do you have in thepipeline?

The LDA is working on a cross Londonborough project to develop an energy masterplanning web based tool, a standards manualfor developing district heating projects andenergy audits. These services will contribute tothe London Energy map, which will show areasof energy demand, usage and provision. Thiswill ultimately enable local authorities todevelop district heating projects and other lowcarbon opportunities

The LDA is looking to set up the LondonHousing Company, which will manage thedevelopment of LDA land through privatesector investment and management. This willenable the development of land that is currentlyunattractive to developers and help to achieveresults in one of our key themes – regeneration.The project is still being developed, but thereare likely to be opportunities for the privatesector to get involved by offering projectmanagement, construction, investment andsupplying housing management services.

Michael Stokes is Head ofStrategic Procurement for theLondon Development Agency

[email protected]

The RENEW project is similar to the BEEPproject but is aimed at retrofitting all homeswithin London. The LDA have provided £9m offunding over the next two years. This project isjust about to go to the market via the restrictedOJEU process

What have been the key challenges of takingthis approach?

The key challenges were mainly arounddeveloping the market. The projects referred toare relatively new so the market to supply suchservices needed to be developed. Anotherchallenge was convincing clients that theupfront costs required to retrofit buildingswould pay for itself over a given period. Makinginvestments to make buildings moreenvironmentally friendly can be costly and maytake 3 – 5 years to recoup the investment.Given the current economic climate facing uswe had to be certain that such investmentswould yield a return.

What benefits have you seen?

The projects referred to are still very new soalthough clients that have made thesechanges, the benefits, in terms of cash savings,are yet to be realised.

The paybacks will be in environmentalimprovements and cashable savings. While weare early in this phase of the projects, earliertranches have produced performance data thatshows that where the provisions have beenimplemented, organisations have been able toreduce their energy consumption and CO2emissions by between 20-30%

How are you engaging with your suppliers tosupport this approach?

We held several supplier open days in whichwe outlined our vision and requirements andsought feedback from suppliers. This helped usshape our specification to ensure we received apositive response. We found these exercisesvery beneficial and feedback from the marketfurther confirmed this. This, in turn, led to alarge number of suppliers responding to theOJEU notices with very innovative and creativedelivery solutions.

PurchasinginFocus

Green is Good?

James E Martin of AKS Partners looks at thehistory and benefits of green business policies

The need to be “green” in business has madea lot of organisations adjust business practices,review what they do and how they do it.Policies are re-written and changes areimplemented, all in the name of environmentalphilanthropy. My background is deeply rootedin supply chain where as a professional I havespent 15 of 20 years of my career. My mosteye-opening experience was during my work ata global media & entertainment company andour efforts toward sustainability. We pledged tobecome carbon neutral by 2010 (this was backin 2007) and we kicked up a fuss internally andexternally. Money was spent to measure howmuch our carbon footprint was and how wecould reduce it. The company intended to be apioneer in becoming carbon neutral and lots ofnoise was created to celebrate our efforts. Wehad other media companies following suit andsoon we were all competing to see who couldbe more environmentally sensitive and whocould reduce their footprint the most. Butthen came the recession in late 2008 whichwas the worst recession in 50 years. Thiscaused a re-focus on priorities and suddenlybeing carbon neutral was not so important.Add to this the recent revelations of climateexperts from East Anglia University and theirquestionable handling of climate data andyou get the sense the skies are darkening notfrom intense storms driven by global climatechange, but from arrows.

For me, I observed the process and believedthe ideals were woefully misplaced. We werespending money measuring how our businessactivities contributed to our carbon footprint,and then spent more money on figuring outhow to reduce the footprint. While measuringwhat you do and how you do it is very valuable,trying to do it in a “green” way seemed silly. Inmy mind, we should have been asking thequestion – “why do it at all?” Whether youmade a photocopy on 100% virgin copy paperor on paper with 30% recycled content, thefact is there was wasted paper. We shouldhave directed our efforts toward eliminating theneed for a photocopy altogether. Instead, weintroduced the recycled brand which actuallycost more per carton but it was better for thesustainability efforts. We had many otherprojects we believed would reduce our carbonfootprint and provide a payback against the

added expenses, all in the name ofsustainability. But oddly, the recession tookcare of our plans to reduce carbon-producingactivities. Companies like the one I worked fordrastically reduced staff, shuttered offices,froze budgets and IT spend, and curtailedbusiness travel. These activities were done inthe name of saving “green” instead of being“green” which resonated more with companysurvival. And they managed to reduce costsand probably reduce our carbon footprint.I never found out because we never spentmoney on measuring it again and I becamea casualty of the workforce reduction.

In my participation in the carbon footprintdata-gathering process, I observed a commontheme again and again – waste. Office spacewas over-lit, overcooled in summer and over-heated in winter, PCs and copiers left on whennot in use, IT data centers over compensatingwith cooling and equipment redundancy, andunnecessary business travel was rife. Like myphotocopy example, instead of looking to dothese activities in a sustainable way we shouldhave looked at whether we should be doingthem at all.

The efforts companies need to make shouldbe directed away from sustainable businessand driven towards intelligent business.The act of cost cutting and corporateefficiency must always be undertakenregardless of what the feel good movementof the day is. The recession is showing signsof ending and business activity may resumeor surpass previous levels. The people whowill benefit will be those who prove theirbusinesses shed waste in an effort to remainprofitable vs. chasing lofty goals set byenvironmental pioneers.

James E MartinPrincipal, AKS Partners

PurchasinginFocus

“to seriously addresssustainability in thepublic sector we needmore funding with lessregulation.”

Can sustainability beintegrated into PublicSector Procurement?

In this article, Charles Eddolls of Cygnet Consultancy looks at thechallenges and benefits of implementing sustainability into publicsector procurement functions.

In the Society of Local Authority ChiefExecutives and Senior Manager’s latestpublication entitled “Stand up to thedownturn”, there is little reference tosustainability apart fromminor commentson travel, construction and local sourcing.This is in contrast to previous advice stating:“Sustainability is being integrated withinthe mainstream of procurement policy andpractice. It is clear that the public sector couldachieve much more, even within the existingEuropean rules and the requirement to securebest value for money.”

The current economic climate affects us inmany ways and we need to be aware thatbuyers are not always able to give priority tosustainability as was the case a few years ago.Whilst public supply tenders define prioritiesand objectives covering environmental andsustainability policies, our public bodies oftenonly focus on energy reduction, recycling,regeneration, social enterprise and this maynot expand without a change in emphasis.

Our public sector buyers are faced withseemingly inconsistent and insurmountablechallenges as they should look at sustainabilitywhilst reducing costs, using fewer resources,meeting all of their masters’ needs in processesthat must stand up to any post-action audits.Their tenders must be compliant with UK / EUregulations which can take away from themtheir ability to contribute with serioussustainability input.

Progressive buyers seeking to emulate theirprivate sector counterparts are liable to fallfoul of regulations placed upon them and theirsustainability suggestions may need legaladvice before a competition can be structured.

With increasing pressures to reduce costs,this advice is not always freely available and ifbuyers decide to assess the position and get itwrong, it is their jobs, pensions and future thatare at risk. Our public sector buyers can notbe blamed for simply winding the handle andproducing a conventional result with littleregard to sustainability.

This problem is compounded by excessivecentralisation and the promotion of frameworkcontracts by Government. Under theirguidance many public authorities habituallyput in place or use Government frameworkcontracts for their sourcing needs.

The standard official journal of the EuropeanUnion (OJEU) tendering process can result inframework contracts being locally placed andthis type of competitive process is well knownto our buyers and relatively easy to implementwith few pitfalls.

Once a framework is put in place thecontracted suppliers and specifications arelocked in for the duration of the contract (upto four years and sometimes longer) and ifinnovative sustainability options have not beenincluded in the contracts these cannot legallybe added to the contracts at a later date.

There is little appetite to address this issuecentrally or locally and even if this was possiblethe additional burden is such that our buyerswould not have the time or resource to evaluateongoing green suggestions.

Frameworks reflect a belief at government levelthat by aggregating procurement requirementsand creating large supply or serviceframeworks they will automatically providethe most environmental and financiallybeneficial supply. In fact, this is often not thecase as these types of contracts can produceexcessive delivery movements with operationaland environmental problems. Beforeamalgamating procurement volumes andrestricting supply, buyers need to think verycarefully about the knock-on effect, which isso important when choosing the most suitablecarbon footprint in any supply contract.

In addition by maximising the value or size ofsupply contracts, buyers restrict participation

to only the largest suppliers, excluding SMEssome of which are far more in tune withsustainability than their peers.

This tender process encourages dominantsuppliers to quote for business regardless oftheir ability to deliver. If they are awarded acontract they will hastily put the infrastructurein place to meet the need with little regardto sustainability as shareholders in largecompanies seek maximum profits, notcompliance with costly green issues.

In a recent paper for a government department,I pointed out the problems of sustainability inrelation to leverage buying and cited as anexample a £100+ million fuel tender I hadstructured for another central governmentdepartment. I highlighted the fact that I hadadvised and structured the competition tosplit the supply contracts to cover full-loaddeliveries from refineries and terminals andlocal delivery for the normal small-load usage.Significant savings were made in both supplyroutes with the SME fuel suppliers winning thelocal work thus reducing tanker mileage andlowering pollution.

In summary, to seriously address sustainabilityin the public sector we need more fundingwith less regulation and our public sectorbuyers must be given the opportunity toaccommodate our environmental needs.Financial and regulatory constraints placed onpublic sector buyers are the problem, not theirwish to help to save the planet or their abilityto assist in this regard.

Charles Eddolls is a Consultantwith Cygnet Consultancy

[email protected]

PurchasinginFocus

John Atkinson of Global Spirit and Stephen Bradleyof SB Consulting look at how CSR and ethics can bethe basis of a procurement strategy

John Atkinson

Most, if not all, procurement functions areunder increased pressure to deliver costsavings to their organisation’s bottom line.Coupled with the global growth in low costcountry sourcing, it is perhaps tempting tore-evaluate the costs and value of corporatesocial responsibilities within the supply chainfor many procurement practitioners. Howeverby adopting wider thinking it is possible toexpand a cost benefit evaluation into improvedprocesses which not only deliver best valuebut also safeguard the organisation fromreputational damage.

In a strategy and process led environment,any evaluation of corporate social responsibility(CSR) compliance by definition must includethe commercial and moral/ethical perspective,for only by adopting a combined approach canthe true value to the organisation be defined.By doing this, risks will be exposed andthen mitigated. The improvements can thenbe measured.

As a starting point for evaluation; the followingcriteria need to be considered, objectivelyvalued and sense checked in order to produceboth an effective evaluation of today’s practiceand to create tomorrow’s improved processes:

What is the organisation’s procurementstrategy over the next three years?

Which departments are or should bestakeholders?

What level of attention is currently paid tocorporate social responsibility within the supplychain both at the procurement function andorganisational level?

How does the current compliance processwork and is it robust, auditable and costeffective?

Is the process static i.e. just deliveringcompliance or dynamic in terms of drivingimprovement?

What would be the impact of non complianceupon the organisation both financially andreputationally?

Answering the above will provide an initialwindow into the strategic direction andcorporate will. As procurement practitionerswe have a duty to derive best value for moneyboth from unit costs, quality and processes.But we also surely have a moral duty toour organisation which extends far beyondprotecting it from risks. This is a worthy shortterm objective for those organisations forwhom the CSR position is in its infancy.Much is made of “partnering” but by fullyunderstanding the impacts of our sourcingactions we are able to bring about true synergyat optimal cost and still operate morally.

So how do we achieve such lofty goals?

For any improved strategy or process to beeffective we need to ensure that we fullyunderstand the impacts of our actions on avariety of levels such as the global supplierswe deal with and the communities they aresituated within and the wider socio political andsocio geographic impacts. Once we have builtsuch understanding we are able to balancethese with the risks we face as organisationssourcing globally. A case of seek first tounderstand and then to be understoodwill build the basis for synergistic, inclusivepartnerships within the supply chain. Suchpartnerships then deliver both risk mitigation,CSR compliance which is elevated abovemere auditing and which leads to best valueat optimum cost within an improvementframework context.

By initiating cross functional debate andtransforming the subjective into objectivestrategies, the needs of all stakeholders canbe met whilst still finding room for ethics.

John Atkinson is the Owner of Global [email protected]

Still a place for Ethics

“By initiating crossfunctional debateand transformingthe subjective intoobjective strategies,the needs of allstakeholders canbe met whilst stillfinding room forethics.”

PurchasinginFocus

continued...

Stephen Bradley

As procurement professionals we have aresponsibility to our organisations, our suppliersand to ourselves to conduct business with thehighest ethical and social caring. We all knowwe are bound by the laws of the UCC andCSIG but more importantly we should bebound by our own personal set of principlesand the desire to have integrity.

What principles and integrity am I referring towith regard to our business dealings whetherit is domestically or internationally? Letme first address integrity as it is the moststraightforward in my mind. Integrity as I defineit is: “What would I do if faced with an ethicaldilemma and I absolutely knew that no oneexcept me would know about my actions?”Doing the right thing without hesitation definesthe highest form of integrity. Once in a foreigncountry after negotiating a multi- million dollarcontract, the supplier slipped two envelopescontaining cash into my translator’s briefcase;one for the translator and one for me thankingus for the contract. What did I do? The nextmorning I returned the money and cancelledthe contract.

The principals we all should follow are:1) fair and reasonable dealings,2) providing fair and accurate information,3) level playing field for all suppliers,4) awareness of suppliers’ commitment tosocial responsibilities such as “no childlabour”, “safety of its workers”, “protectionof the environment”.

Too often in today’s fast paced and pressurepacked world of business, we are either facedwith cutting corners or compromising theprinciples to meet a goal or deadline.Sometimes others apply pressure either directlyor indirectly to influence the compromise. Thisis when our true mettle is tested. What do wedo in these instances?

I say we step back and slow down. If it is atiming pressure, deal with it professionally andstraightforwardly. Reset the timing but don’t bestubborn about your motivation to take yourposition. Should pressure be applied by peersor superiors, you have every right to explainwhy it is not appropriate to take the suggested

actions by explaining the legal and or ethicalimplications. Emphasise that you are trying toprotect the company and its image.

Treating suppliers equally and fairly in both preand post award periods is very important.Often in the pre award timeframe, you may givemore information to one supplier. This may bedue to that supplier asking more questions oryour rapport is better with that supplier thanthe others. We must be aware of this and whenit happens ensure we relay that additionalinformation onto the other bidders. Sometimesthis is troublesome to do so and it may seemtrivial or even cause for delay in bid due date.Even if this is the case our principle of fairdealing must be kept and proper action taken.

Equally important, as we all deal globally, is thatof social responsibility be it child labour, safety,environment and so on. It is critically importantthat a proper and complete on-site survey bemade of any company where long termbusiness is planned. Most of us utilise auditcheck lists identifying management, financials,assets, and quality assurance. This check listshould also include questions concerningemployee safety, handling of wastes frommanufacturing processes and the trainingof employees. It is our responsibility inestablishing reliable sources of supply for ourcompanies that we champion the principlesand ethics we follow naturally in our owncountry. It should be no different once weleave the geographical boundaries of ourown country.

Much of what has been said is straightforward,practical common sense. However, I have seenpeople and companies veer away from someof the issues noted above and felt it importantto bring to our attention some of these basicprinciples and ethics. We all need to set theexample and the bar high to continue tomaintain the integrity that is the image of theprocurement professional.

Stephen J. Bradley is with SB [email protected]

Still a place for Ethics

“We all need to set theexample and the barhigh to continue tomaintain the integritythat is the image ofthe procurementprofessional..”

PSD Purchasing and Supply Chain can providea bespoke solution to your recruitment needs.Collectively, we have over forty years ofrecruitment experience across the team.

So what service can you offer me?The answer is simple, we offer a range ofspecific, tailored services.

So what does that mean for ourclients?Well, first of all our consultants have an expertknowledge of all areas of procurement andsupply chain: from category manager up toCPO, and offer highly effective recruitmentskills that enable us to deliver outstandingresults and an exceptional level of service. Weprovide a comprehensive range of recruitmentservices aimed at the middle-to-seniorexecutive level. Whether your task is to recruit anumber of individuals or to fill a single vacancy,PSD provide fast, efficient and effectiverecruitment solutions.

We offer the following services:Executive Search PSD employs a researchfacility which tracks the careers of keyprofessionals within its specialist markets.From the initial briefing meeting, researchwill be carried out to identify relevantprofessionals within the sector. Once theclient has approved the “longlist” of potentialcandidates, confidential approaches are made,explaining/selling the role. We then interviewthe candidates against an agreed set ofcompetencies and provide a shortlist ofc3 - 5 outstanding candidates. The client theninterviews the shortlisted individuals, offeringthe preferred candidate the role. PSDmanagesthe offer process and maintains close contactwith the candidate through to the start date.

Advertised SelectionWe are a major advertiserin trade and national press (we are the UK’slargest advertiser in the quality broadsheets bysome distance) and have a strong, distinctiveadvertising style. Once the brief is taken we willselect the relevant media, copyright the advertand handle the response. Interviews andselection will take place followed by offermanagement until the assignment is complete(as in the process for Executive Search above).

Combined Search & Selection This is a verythorough and effective process that combinesboth the advertised selection and executivesearch processes.

File Search (Contingency)We hold anextensive database of sector relevantcandidates that provide a quick, effective andimmediate recruitment solution.

Interim & Contracting PSD can also supplyquality professionals on an interim/contractbasis. This provides a quick and very effectivesolution for a short-term assignment, specificproject or contract position.

Dependent on the role, we will suggest one or acombination of these solutions to produce thebest result for the client.

In addition to the above services wecan also offer:• Salary benchmarking

• Extensive research facilities

• Media response handling

• Competency based interviewing

• Skilled screening and interviewing

• Personality profiling/psychometric testing

• Interview and conference facilities inLondon, Manchester, Birmingham& Hayward’s Heath

So which service is best for myrequirement?Each assignment we handle is unique, which iswhy we offer a broad range of services and willadvise on which is most suitable for you.

Over the past 12 months the PSDPurchasing and Supply Chainteam have worked in partnershipwith a number of clients throughboth retained and non retainedassignments, we have listed aselection of clients below:

PSDPurchasing& SupplyChain

BUPA

Aviva

News International

Williams Lea

NHS

Carillion

Abbot Laboratories

Norgine

Britannia BuildingSociety

Co-op FinancialServices

Lloyds BankingGroup

LV

Wincanton

EMAP

Patton Air

BSkyB

BP

GSM

Royal Bank ofScotland

Legal and General

Babcock

Steria

Deutsche Bank

The MetropolitanPolice

Buying Solutions

EDF

South Hook Gas

Royal Albert Hall

ROC Insurance

American Express

HSBC

www.psdgroup.com/purchasing

Which recruitmentservice is best formy requirement?