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Job outlook for purchasing project managers in the United States
Purchasing project manager job growth summary. After extensive research, interviews, and analysis, Zippia's data science team found that:
The projected purchasing project manager job growth rate is -6% from 2018-2028.
About -29,500 new jobs for purchasing project managers are projected over the next decade.
Purchasing project manager salaries have increased 13% for purchasing project managers in the last 5 years.
There are over 32,355 purchasing project managers currently employed in the United States.
There are 115,356 active purchasing project manager job openings in the US.
The average purchasing project manager salary is $97,838.
Are purchasing project manager jobs in demand?
Purchasing project manager job and salary trends over time
Purchasing project manager jobs over time
Purchasing project manager job growth rate over time
| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 32,355 | 0.01% |
| 2020 | 32,846 | 0.01% |
| 2019 | 33,322 | 0.01% |
| 2018 | 32,129 | 0.01% |
| 2017 | 32,569 | 0.01% |
Average purchasing project manager salary over time
Purchasing project manager salary by year
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2025 | $97,838 | $47.04 | +4.0% |
| 2024 | $94,086 | $45.23 | +1.8% |
| 2023 | $92,400 | $44.42 | +2.7% |
| 2022 | $89,930 | $43.24 | +3.7% |
| 2021 | $86,690 | $41.68 | +3.2% |
Purchasing project manager jobs by state
Most common states for purchasing project managers
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 646 | 93% |
| 2 | Massachusetts | 6,859,819 | 1,877 | 27% |
| 3 | Minnesota | 5,576,606 | 1,319 | 24% |
| 4 | Washington | 7,405,743 | 1,699 | 23% |
| 5 | Virginia | 8,470,020 | 1,828 | 22% |
| 6 | Maryland | 6,052,177 | 1,322 | 22% |
| 7 | Vermont | 623,657 | 139 | 22% |
| 8 | New Hampshire | 1,342,795 | 279 | 21% |
| 9 | Delaware | 961,939 | 199 | 21% |
| 10 | North Dakota | 755,393 | 154 | 20% |
| 11 | Oregon | 4,142,776 | 785 | 19% |
| 12 | Pennsylvania | 12,805,537 | 2,262 | 18% |
| 13 | Wisconsin | 5,795,483 | 1,046 | 18% |
| 14 | Nebraska | 1,920,076 | 354 | 18% |
| 15 | Missouri | 6,113,532 | 1,027 | 17% |
| 16 | Colorado | 5,607,154 | 929 | 17% |
| 17 | Utah | 3,101,833 | 522 | 17% |
| 18 | Idaho | 1,716,943 | 291 | 17% |
| 19 | Rhode Island | 1,059,639 | 180 | 17% |
| 20 | Alaska | 739,795 | 124 | 17% |
Most common cities for purchasing project managers
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Duluth | 1 | 3% | $77,981 |
| 2 | Cupertino | 1 | 2% | $123,427 |
Purchasing Project Manager job outlook: Expert opinions
Our panel of purchasing project manager experts
University of Alaska Fairbanks
University of Wisconsin - Eau Claire
San Francisco State University
Sacred Heart University
Penn State Behrend
Wofford College
University of Kansas
Indiana University Bloomington
Franklin and Marshall College
Binghamton University
The University of Akron
Old Dominion University
Centenary College of Louisiana
University of Arkansas at Little Rock
Pennsylvania State University - New Kensington
ASCM
Mr. Supply Chain
What Purchasing Project Manager skills would you recommend for someone trying to advance their career?
Jaunelle Celaire: Never stop learning! This may consist of going back to school, earning new certifications in your field of study, attending conferences and seminars, and making sure that your time management is always at its finest level of excellence.
Dr. Longzhu Dong Ph.D.
Assistant ProfessorUniversity of Wisconsin - Eau Claire
Management + Marketing Department
What soft skills should all Purchasing Project Managers possess?
Dr. Longzhu Dong Ph.D.: The world of international business has changed a great deal in the past few years. Due to increased globalization, massive technological advances in online coordination, and the Covid pandemic, the need to develop project managers who can lead fully functioning global virtual teams (GVTs) has never been greater. Indeed, studies show that virtual teams are becoming the norm, and more and more multinational companies rely on GVTs to deal with their day-to-day challenges.
However, leading and working in GVTs poses unique challenges that traditional leadership approaches do not seem suited to tackling well. Such challenges include cross-cultural misunderstandings, lack of trust and spontaneity, poor communication, hard to focus and hold teammates accountable, all of which may result in low productivity. Therefore, to thrive in the international business world today, a manager may need an entirely different set of skills.
Perhaps the most important soft skill is cultural intelligence (CQ). CQ refers to the ability to relate and work effectively across different cultures, triggering a train reaction in GVTs. It first requires people to have an open mindset, which helps them realize that cultural differences are just differences and that every culture has its own way of defining "right" and "wrong." Just as the famous Confucius teaching goes, "all people are the same; only their habits differ." Indeed, when differences are seen as something neutral, the negative consequences of cultural bias can be minimized. CQ can also improve GVT communication effectiveness by better understanding visual and auditory cues such as body language and facial expressions so that GVT members will not form false impressions based on stereotypes. When everyone on your team is ready for open dialogue, GVTs can easily clarify shared team goals and guidelines, set clear expectations of each role, and foster trust along the way.
If CQ is the most important soft skill, then being tech-savvy would be the most important hard skill. Technological advances in online coordination/communication make global virtual teams possible and function well. As of right now, there are a lot of great online tools (e.g., Zoom, Google Meet, etc.) that integrate all key types of communication: conference call, breakout rooms, text messaging, file sharing, and online collaboration. However, simply being able to use various virtual meeting tools well is not enough because there's no one-size-fits-all tool for every team all the time. Being tech-savvy asks managers to steer the digital transformation in their teams promptly. It requires managers to constantly evaluate the emerging new technologies and make sure their choice of the tools "fits" their teams' needs over time, which may include members' network conditions, tool preferences, work style, tech skill levels, and the nature of the task/project.
Working in a global virtual team isn't necessarily only about challenges and lower productivity. It can become a valuable advantage and even build a 24/7 work cycle in teams, with proper training on CQ and technological skills.
Bruce Heiman Ph.D.
Professor of International BusinessSan Francisco State University
Department of International Business
What skills will help Purchasing Project Managers earn the most?
Bruce Heiman Ph.D.: -Previous internship/practicum experience in the industry
-Ability to identify and solve problems in an effective manner
-Ability to deploy design/creativity tools in the service of finding and solving problems
-Evidence of ability to manage in the relevant non-English language(s)
-Prior job experience/deep training in a related area
-Prior experience/training managing people/teams
-Ability/experience in working in a team and concretely increasing the team's performance in measurable ways
-Ability to speak with and relate well to people at all levels of an organization, including below, peers, above, and outsiders
-Skills (deep) in working in other cultures and respecting the values and conventions of that culture. Multiple cultures would be worth more
What technical skills for a Purchasing Project Manager stand out to employers?
Keith Hassell: Employers are increasingly looking for applied skillsets and additional certifications to set a candidate apart. Sacred Heart University has recently launched a remote work certification, which houses three modules - focusing on the remote worker, the remote team and the remote leader, providing the tools and resources to comfortably leverage and utilize virtual platforms at various organizations. Additional specialized training, certifications and more are great selling tools pending on the specific area of interest. Certifications are common in areas such as project management, sales, IT/network/software, Google application and more. The candidate needs to think, "What can I do that is beyond my coursework to show I am passionate about my field? How do I make myself stand out?" Certifications is an attainable way to do this.
In addition, soft skills continue to be equally important in today's job market. NACE (the National Association of Colleges and Employers) identified seven core competencies that employers seek from entry level candidates which include critical thinking/problem solving, oral/written communication, teamwork/collaboration, digital technology, leadership, professionalism/work ethic, career management and global/intercultural fluency.
What experience really stands out on Purchasing Project Manager resumes?
Phil Stuczynski: Currently? I think a big one is going to be being flexible, showing you are able to adapt, and having any example of continuing to push through during these recent times.
We have had students who have literally been stuck. They have been in an apartment or a dormitory hours (or countries) away from home. And yet they still managed. They still did their coursework, they learned new software on the fly, they felt comfortable asking more questions than ever and even teaching themselves more as needed.
When we go back to something such as the great financial crisis, you had individuals who would sort of get burnt out when searching for a job. And to be fair, who could blame them. This was a strained economy and even the most qualified of candidates were hard pressed to find employment coming out of college when you had people with decades of experience competing just to continue bringing a paycheck in. However, you also had some individuals who would do what was necessary. For example I am keenly aware of an individual student I had years ago who was qualified for almost any job in a normal economy. That being said, he took a job with a bank where his degree wasn't even required. He was overqualified and knew it, but he would rather get experience than just sit around and do nothing. Fast forward a few years and he was not only at that bank only a short time before being promoted, but he used that promotion to move into yet a higher role later and has continued to enjoy success he may not have had if he was just waiting on a good job to come along.
What I'm saying is, the parallels here are through no fault of their own, students are going to enter an economy where things aren't as normal as they were just weeks before. This is going to sort itself out, but the students who push forward and adapt and just do something will stand out compared to those who sit on the sidelines and wait. Anything that highlights they are flexible and able to work in the face of disjointed operations or new limitations will not just find themselves being sought after, but because businesses need employees who can make quick changes on the fly more than ever, those students who can prove they can do it? They're going to be the ones who get ahead.
Dr. Smriti Bhargava Ph.D.
Assistant Professor of EconomicsWofford College
Economics Department
What are the biggest trends we'll see in the Purchasing Project Manager job market given the pandemic?
Dr. Smriti Bhargava Ph.D.: This is a hard question to answer given the uncertainty that exists. One trend that is likely to stay is the possibility of working remotely or working-from-home. More and more companies are gravitating towards this trend, and this may open many exciting and flexible opportunities for new graduates and current workers. It may also take a while for the job market to heat up again and to create new jobs.
Will there be an enduring impact of the coronavirus pandemic on Purchasing Project Managers?
Milena Stanislavova Ph.D.: Along with all the obvious negatives, I feel that we were forced to experiment and innovate the way we teach and learn, and it has brought a lot of ingenuity and creativity on the part of both professors and students. This past semester I have seen so much depth of experiences and focus on what really matters, optimization of the amount of facts versus hands on problem solving techniques, and just sheer planning of the time spent in the classroom time on the part of professors. At the same time, students are forced to be more organized and self-sufficient, skills that will serve them well on the job market and beyond. This new and more focused way of teaching and learning, using every instrument in our toolbox and varying the virtual, in-person and hands-on practical will definitely remain after the pandemic is over.
Will there be an enduring impact of the coronavirus pandemic on Purchasing Project Managers?
Kerem Cakirer Ph.D.: In short, definitely. The way the world is moving forward in business may not have changed its course drastically; however, the pace of the change (digitalization) has exponentially increased due to the pandemic circumstances. The pandemic forced businesses hand to transform their businesses into more digital and online form. After the coronavirus pandemic, businesses will focus on more remote and off site working. The graduates must be well equipped with technological skills to excel in a more digitalized world than ever. The pandemic has changed the skill set which the graduates must have.
What Purchasing Project Manager skills would you recommend for someone trying to advance their career?
Nicole Jones Young Ph.D.: Gap years are interesting to me. There is a difference between someone who has ample monetary resources and voluntarily decides to take a "gap" year to travel the world, as opposed to someone who involuntarily takes a "gap" year because they legitimately cannot find a job.
For students who opt not enter the workforce immediately upon graduation, I would recommend that they utilize this time in a strategic fashion, primarily expanding their network, increasing their skills related to data analytics/analysis, and reading or researching within the broader business field as well as their particular field of interest. Expanding your network is always beneficial because of the value employers place on referrals. If students do not know where to start, I would recommend they join their applicable professional organization and begin attending events (virtual events can still help build relationships).
While specific job duties may differ, the ability to understand and utilize data is in high demand in virtually every job role. Having comfort with data-both quantitative and qualitative--can be a highly beneficial skill that many in the job market may not have to offer.
I also recommend continued reading and researching, as whenever you do enter the workforce you want to know what is going on. I am never surprised, but always disappointed when I ask my students if they heard the latest job numbers or if they saw a recent news article. It is hard to articulate your value to an organization's problems if you are unaware of what they are. Stay current.
Interestingly, I would not recommend that someone enroll in a graduate program simply to take up time. If you just love school, have a clear focus, or had already planned to enroll in graduate school prior to COVID, then proceed. However, if you are unsure about your interests or future career goals, enrolling in a graduate program may be a large investment of time and money that may not result in securing a job of interest upon completion.
Denise Lorenzetti
Director of Binghamton University's Fleishman Center for Career and Professional DevelopmentBinghamton University
Fleishman Center for Career and Professional Development
What skills stand out on Purchasing Project Manager resumes?
Denise Lorenzetti: Employers have been placing a large emphasis on finding candidates with skills that demonstrate the ability to utilize technology and demonstrate adaptability, resilience and taking initiative.
Tech skills such as programming, coding, and Excel continue to be valuable to employers for both tech and non-tech roles.
Employers are also interested in learning how graduates spent their time during the pandemic. If internships were not an option, continuing to build skills through online classes such as LinkedIn Learning or Coursera, virtually volunteering, and demonstrating to employers a commitment to growing during the pandemic is critically important.
Job seekers can demonstrate this by earning microcredentials and digital badges relevant to the industry they are interested in or in areas they are passionate about.
Rhiannon Kallis Ph.D.
Assistant Professor of Social MediaThe University of Akron
School of Communication
Will there be an enduring impact of the coronavirus pandemic on Purchasing Project Managers?
Rhiannon Kallis Ph.D.: While some industries and organizations might be on a hiring freeze due to the impact of Covid-19, other organizations who are surviving and/or thriving during the pandemic will be looking for entry-level graduates. Although there were unavoidable interruptions in entering the workplace recently and challenges to overcome during Covid-19, I don't believe this will be a long-lasting detriment to those qualified graduates looking for employment.
Will there be an enduring impact of the coronavirus pandemic on Purchasing Project Managers?
Robert Mcnab Ph.D.: Graduates will enter a workplace that is dramatically different than a couple of years ago. Remote work, which once was frowned upon by many managers, has become commonplace for many organizations. It is likely that many graduates will do most of their interviewing on Zoom or similar software and some may start their jobs remotely. We should not expect remote interviewing to go away as it increases efficiency and effectiveness. Economics graduates are likely to be in demand given the numerous economic shocks from the pandemic. Understanding how to communicate economic concepts and apply tools and techniques is of increasing importance.
Dr. Barbara Davis
William J. Atkins DeanCentenary College of Louisiana
Frost School of Business
What experience really stands out on Purchasing Project Manager resumes?
Dr. Barbara Davis: Graduates participating in internships related to their areas of interest. Internships spanning more than one semester at the same firm stand out as well.
What skills stand out on Purchasing Project Manager resumes?
Dr. Timothy Edwards: Writing and research skills. Analytical and critical thinking skills. Technical skills such as web design, graphic design, audio and video production skills. Employers are interested in potential employees knowledge, intelligence and skills.
What type of skills will young Purchasing Project Managers need?
Adrian Tan: The feedback from business leaders is that they wish to see a balanced mix of different skills in new graduates. An unexpected skill mentioned is the ability to use spreadsheets such as Excel. Companies do not expect to have to train new employees to use spreadsheets, though it turned out that spreadsheets are widely used (at varying levels of complexity) at all levels in organizations. An assumption here is that if a graduate already has good spreadsheet skills, then the graduate should also have the ability to quickly pick up on other more complex business IT skills required by the organization.
Businesses also need to know if their new employees can effectively interact with internal or external audiences. In this regard, excellent presentation skills are the minimum expectation from businesses. Presentation skills (both formal and informal) include the ability to read people, to communicate, and to covey information appropriately to the different types of audiences they may encounter - and these may sometimes include bored, skeptical, adversarial or even hostile audiences.
Every organization also requires graduates to show that they are good team-players. In addition to that, it is a big advantage if graduates can also demonstrate sound leadership skills in the context of teamwork. This is because new employees with leadership potential are viewed as those who are willing to go the extra mile, able to function with minimum supervision, can roll with the punches to jump back into the fray, and trusted to welcome (instead of to avoid) new assignments or challenges. Leadership skills are also seen as closely aligned with the possession of a corporate entrepreneurial mindset in that such employees are more willing to challenge the status quo, come up with out-of-the-box ideas, and help lead transformation efforts that can guide the organization in the future.
Are there any particularly good places in the United States for Purchasing Project Managers to find work opportunities?
Adrian Tan: Business skills are in great demand anywhere where there is a desire to organize human beings for productive gains. Realistically, new graduates always have to consider if they should relocate for their first jobs. This is because it is natural for business cycles to expand or contract over time in patterns that may not be in sync with the timing of new graduates entering the work force. For instance, the onset of the Covid-19 pandemic has froze certain types of jobs in businesses, but has expanded other types of jobs instead. This means that there are new opportunities being created, but these may be located in other parts of the country.
What type of skills will young Purchasing Project Managers need?
Abe Eshkenazi: COVID-19 has put a global spotlight on the importance of supply chain functions for all aspects of life, including food, e-commerce and logistics, public health, and the economy, so there's no better time for graduates to enter the profession.
A successful career in the supply chain requires both technical and leadership skills. The Association for Supply Chain Management's 2020 Salary and Career Survey found the top five technical skills for supply chain professionals to master include: inventory management, best practice knowledge, project management, computer skills, and risk management. On the flip side, the top leadership skills that respondents valued in potential employees were effective communication, collaboration with others, critical thinking, big picture future planning, and problem-solving. While it's not expected that new graduates have mastered each and every skill listed, they should be able to articulate to future employers how they have used these skills in the past and show that they plan to hone them in the future through on-the-job experience and continued learning.
In addition to academic credentials, there is a push towards more application/competency-based knowledge (certifications) that can be achieved for specific areas within the supply chain.
What type of skills will young Purchasing Project Managers need?
Daniel Stanton: Of course, supply chain professionals need to understand the basics of logistics, procurement, and operations. But if I had to pick just three skills that I think are going to be critical for supply chain graduates in the years ahead, I'd say 1) Data Analysis, 2) Systems Thinking, and 3) Project Management. The amount of data that's available is growing quickly, and we need people who can access and analyze it. Then, we need to understand what that data means, and how it affects all of the different functions within our supply chains. And finally, in order to use that data to make changes, supply chain professionals need to be able to launch and manage projects effectively.
Are there any particularly good places in the United States for Purchasing Project Managers to find work opportunities?
Daniel Stanton: Every business and government organization has a supply chain, and that means there are job opportunities for supply chain professionals virtually everywhere. I always encourage people to focus on industries and regions that align with their personal priorities, while factoring in the upside opportunities and downside risks. It's easier to get a job with a company that is growing, and in a region that has a strong economy. But you can still find opportunities with companies that are trying to cut costs in their supply chain to survive an economic downturn.
How do you envision technology impacting Purchasing Project Managers in the next 5 years?
Daniel Stanton: Technology is having a huge impact on supply chains! Many of our planning and execution processes are being automated, and robots and autonomous vehicles are changing the way we think about transportation and material handling. Sensors and telecommunications are also giving us better visibility to what's happening throughout the supply chain, and making it much easier to control supply chain activities around the world from a laptop or cellphone. I know some people are concerned about technology replacing the work that people are doing today, and eliminating supply chain jobs. But I think there are many more examples of companies that are creating new positions for people who can plan and orchestrate the vast number of complex activities that need to be aligned in order for a supply chain to function effectively.