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Purchasing agents

Official title Purchasing Agents, Except Wholesale, Retail, and Farm Products (SOC 13-1023)

Also called Buyer, Procurement specialist, Strategic sourcing specialist, Indirect buyer, Direct buyer

In brief

BLS last counted US purchasing agents as their own occupation in May 2016: 297,600 jobs. Median pay was $63,300 a year in May 2016. The earliest figure here is an estimate of 35,000 from 1920, not measured the same way as today's count. The last full technology era for purchasing agents: Source-to-Pay consolidation + contract lifecycle management + spend analytics AI, 2012 to 2023.

What the sources say

Official outlook

BLS's 2025-35 employment projections do not list this occupation on its own.

AI exposure studies

  • 36.8% of this job's tasks are exposed to large language models. Not a forecast of job losses. Eloundou and others, 2023
  • 0.77 estimated probability that the whole occupation could be computerised, over an unspecified number of years. Not a forecast of job losses. Frey and Osborne, 2013

Data as of BLS OEWS May 2016.

Last updated .

Cite this page
APA

Future History. (2026, October 11). Purchasing agents: jobs and pay since 1920 [Data set; data as of BLS OEWS May 2016]. https://futurehistory.earth/timeline/13-1023

Chicago

Future History. "Purchasing agents: jobs and pay since 1920." Data as of BLS OEWS May 2016. Last modified October 11, 2026. https://futurehistory.earth/timeline/13-1023.

BibTeX

@misc{futurehistory_13_1023, author = {{Future History}}, title = {Purchasing agents: jobs and pay since 1920}, year = {2026}, month = oct, howpublished = {\url{https://futurehistory.earth/timeline/13-1023}}, note = {Last updated 2026-10-11. Data as of BLS OEWS May 2016}, }

The access date is today's date on your device.

drag to travel through time
1925195019752000now
Country
2026
Known then as Purchasing Agent (NAPA professional era)
Known then as Purchasing Agent / Buyer (NAPM era)
Known then as Supply Management Professional (ISM era)
Known then as Purchasing Agents, Except Wholesale, Retail, and Farm Products (BLS SOC 13-1023)
Known today as Purchasing Agents, Except Wholesale, Retail, and Farm Products (BLS SOC 13-1023)
Projected to still be called Purchasing Agents, Except Wholesale, Retail, and Farm Products (BLS SOC 13-1023)
Data from the May 2016 survey
US Employment · latest actual (2016)
298K
Est.

OEWS stopped publishing this occupation on its own after May 2016. From May 2017 it counts it only within 13-1020 (Buyers and Purchasing Agents), together with wholesale, retail and farm-products buyers, so this series ends in 2016.

Official statistic
Report an error
Median Annual Wage · latest actual (2016)
$63,300

≈ $82,733 in 2024 prices (derived by us, CPI-adjusted)

Official statistic
Report an error
Beat · 1915

Elwood B. Hendricks, a Thomas Publishing Company salesman who called on purchasing departments professionally, convenes representatives from across the country to found the National Association of Purchasing Agents (NAPA): the direct ancestor of ISM. The founding year was 1915; the organization had grown from Hendricks' 1913 Purchasing Agents Association of New York. NAPA's founding mission included the profession's first ethical code: purchasing agents should buy on behalf of their employers, not themselves. The self-dealing problem was real: suppliers offered kickbacks routinely, and NAPA sought to establish professional norms that would make purchasing an arm of the employer rather than a personal revenue center. By the organization's first national convention in 1916, membership had reached 250.

Beat · 1929

The Stock Market Crash of October 1929 and the subsequent Hawley-Smoot Tariff Act of June 1930 (which raised duties on over 20,000 imported goods) created the first major test of purchasing agents as strategic supply-chain operators. Hawley-Smoot triggered retaliatory tariffs from US trading partners; import costs for key industrial inputs rose sharply, and manufacturers who had relied on international sourcing were forced to find domestic suppliers at higher cost or absorb margin pressure. Purchasing agents who could navigate the new tariff schedule and identify domestic substitutes were suddenly worth more than those who could only process orders through established channels.

Beat · 1948

The Marshall Plan (Economic Recovery Act, April 1948) committed $13.3 billion in US aid to European reconstruction, creating the largest peacetime procurement operation in American history to that point. US government purchasing agents coordinated the sourcing and shipping of machinery, food, fuel, and raw materials to 16 European countries. The Marshall Plan also seeded the post-war global supply chain: American companies that established supplier relationships in Europe during reconstruction kept and expanded them through the 1950s-1960s, and the purchasing agents who managed those international relationships developed skills in multi-currency contracts, customs classification, and country-risk assessment that would not be standardized in professional training until the 1980s.

Beat · 1974

NAPM (formerly NAPA, renamed 1968) introduces the Certified Purchasing Manager (C.P.M.) credential: "the first professional certification in the field," per ISM's institutional history. The C.P.M. established for the first time that purchasing expertise was formally testable: knowledge of contracts, ethics, supplier evaluation, cost analysis, and materials management could be examined and certified. The credential gave purchasing agents a professional identity marker that had previously been unavailable. As of 2026, ISM has replaced the C.P.M. with the Certified Professional in Supply Management (CPSM, introduced 2008), reflecting the profession's expanded scope from purchasing to end-to-end supply chain management.

Beat · 1980

A landmark conference at Ford Motor Company's headquarters in Dearborn, Michigan brings Toyota executive Fujio Cho to explain the Toyota Production System, just-in-time manufacturing, to American auto executives. The event marks the beginning of JIT's rapid adoption by US manufacturers. For purchasing agents, JIT is a job-description rewrite: a production line running without inventory buffers has zero tolerance for supplier failure. Every purchasing agent managing a JIT supplier relationship must now be a quality auditor, a logistics coordinator, and a relationship manager, not just an order-placer. Companies that adopt JIT without transforming their purchasing function quickly discover that lean manufacturing is only as reliable as its supply base.

Beat · 1999

Ariba's IPO on September 22, 1999 is one of the first B2B internet IPOs, and one of the most spectacular. The stock surges 291% on its first day of trading, valuing the five-year-old company at nearly $3 billion. At its peak in 2000, Ariba's market cap reaches $40 billion. The crash of 2000-2001 destroys most of that valuation, but the business model survives: moving corporate procurement from paper-and-phone to networked platforms does work, at scale, across industries. The lesson of Ariba's post-crash survival is that e-procurement automation is structurally durable; the hype was early, but the direction was correct.

Beat · 2012

October 1, 2012: SAP's acquisition of Ariba closes for $4.4 billion, the largest procurement software acquisition in history at the time, and a signal that Source-to-Pay platforms had moved from disruption to infrastructure. SAP integrates Ariba's network (then supporting millions of buyers and suppliers) with its S/4HANA ERP suite, making automated procurement the default for large-enterprise SAP customers. The consolidation of the e-procurement market around SAP Ariba, Oracle Procurement Cloud, and eventually Coupa (IPO 2016, take-private 2023 at $8B) marks the end of the fragmented early-market era and the beginning of procurement automation as a standard enterprise capability rather than a competitive differentiator.

Beat · 2020

COVID-19 supply chain disruptions represent the most acute stress test for purchasing agents since World War II. Global shipping collapses in Q2 2020; semiconductor lead times stretch from weeks to 52 weeks by 2021; personal protective equipment sourcing becomes a geopolitical crisis as national governments compete for limited supply. Purchasing agents who had spent the 2010s optimizing lean global supply chains (minimizing supplier redundancy, concentrating volume for price leverage, running zero inventory) discover that optimization for efficiency had eliminated resilience. The post-COVID strategic priority (supplier diversification, nearshoring, dual-sourcing, and supply-chain mapping) created the largest surge in demand for strategic procurement talent since the post-WWII era.

How to read this number

OEWS is a point-in-time survey snapshot, not a continuous time series; BLS advises against using it for year-over-year trend comparison.

Each dot is a cited figure over time; the dotted line only links them (values between aren't measured). Hollow dots are estimates.

Official statistic: Copied by a script from a statistics agency table or a published study's table, not retyped by hand. BLS figures and the forecast and exposure tables are also re-checked against that table on every data run. Researched context: Researched from the cited source rather than copied from it by a script, so it is not machine-checked yet. Spot a mistake? Each figure has a “Report an error” link.

Cited forecasts · present → 2026

Will AI replace purchasing agents? What the research says

Each figure is stated by the named source; we publish no forecasts of our own. Where sources disagree, we show the disagreement rather than an average.

Each figure is stated by the named source; we publish no forecasts of our own. Where sources disagree, the spread is the honest signal.

How exposed is this work to AI (research measures)
Scores as published by each study. Each row says what it measures. These measure what AI could technically do, not forecasts of jobs lost.
Frey & Osborne (2013), "The Future of Employment"
2013 study · Probability of computerisation (2013 model)
77%
probability
What this measures

Published appendix value for SOC 2010 13-1023 Purchasing Agents, Except Wholesale, Retail, and Farm Products: probability of computerisation 0.77, rank 423 of 702 (rank 1 is least computerisable). Frey and Osborne estimated in 2013, with a Gaussian-process classifier on O*NET variables, how likely the whole occupation is to be technically automatable over "some unspecified number of years, perhaps a decade or two". It is a probability for the occupation, not a share of tasks and not a forecast of jobs lost.

Official statisticReport an error
Eloundou et al. (2023), "GPTs are GPTs"
2023 study · Share of tasks exposed to LLMs (β, human-rated)
36.8%
of tasks
What this measures

Published occupation-level exposure from the paper's occ_level.csv for O*NET-SOC 13-1023.00 Purchasing Agents, Except Wholesale, Retail, and Farm Products. Shown: human-rated β = 0.368, the share of the occupation's tasks an LLM could do in at least half the time at equal quality, counting tasks that need LLM-powered software at half weight (β = E1 + 0.5 × E2). Other published measures for this occupation: human-rated α (LLM alone) 0.158 and γ (all LLM-assisted) 0.579; GPT-4-rated β 0.474. This measures how much of the work an LLM could touch, not how many jobs disappear.

Official statisticReport an error
Today, in this role

What's changing day to day for purchasing agents

Three parts of your work where AI is already doing real lifting, and what stays yours.

AI is sitting alongside you hereIssue purchase orders and manage the PO lifecycle: review internal purchase requisitions for completeness and budget authorization, select pre-qualified suppliers from the approved vendor list or identify new sources, negotiate price and delivery terms, generate POs in the procurement system (Coupa, SAP Ariba, Oracle), and track acknowledgment, delivery commitment, and receipt confirmation

Issue purchase orders and manage the PO lifecycle: review internal purchase requisitions for completeness and budget authorization, select pre-qualified suppliers from the approved vendor list or identify new sources, negotiate price and delivery terms, generate POs in the procurement system (Coupa, SAP Ariba, Oracle), and track acknowledgment, delivery commitment, and receipt confirmation. In 2026, Coupa Navi and SAP Ariba + Joule auto-generate and route compliant POs without agent touch for 60-80% of transactions in production environments: the Purchasing Agent's remaining task is managing the exception queue: non-catalog purchases, vendor-setup requests, threshold approvals, and split-shipment resolution.[2],[11],[9]

Where your edge is

PO processing automation is a net positive for career trajectory: it shifts your time from transaction entry toward the higher-value work that AI still cannot do (negotiation, supplier qualification, specification development). Build deep fluency in exception-queue management and procurement-policy configuration in your organization's platform (Coupa, SAP Ariba, or Oracle); the buyer who can both operate the AI and diagnose why it is routing exceptions incorrectly is significantly more valuable than one who can only process POs manually.

AI is sitting alongside you hereAnalyze price proposals and market pricing to determine fair and reasonable cost: review supplier cost breakdowns and price justifications

Analyze price proposals and market pricing to determine fair and reasonable cost: review supplier cost breakdowns and price justifications; compare proposed prices against historical purchase history, market benchmarks, and independent cost estimates; use AI spend analytics (Sievo, Coupa dashboards) to benchmark category pricing against cross-industry comparisons; document price reasonableness determinations for audit trail; and flag unjustified price increases for negotiation or competitive re-sourcing. Sievo AI and Coupa Navi generate benchmark pricing reports continuously: the agent applies procurement judgment about when benchmark deviations reflect legitimate cost-driver changes (commodity price spikes, energy cost pass-throughs) versus opportunistic price increases.[12],[2]

Where your edge is

Price analysis AI gives you faster access to benchmarks, but the judgment about whether a price is truly unreasonable (and whether to push back, re-source, or accept a justification) is still yours. Build category-level cost driver literacy: understanding the commodity indices, labor market conditions, and logistics cost drivers that affect pricing in your categories means you can evaluate supplier justifications credibly rather than just checking them against a benchmark number. Suppliers respect buyers who understand why prices move.

Get started with these tools
AI is sitting alongside you hereSolicit and evaluate supplier bids: draft RFQ/RFP documents specifying technical requirements, delivery expectations, quality standards, and commercial terms

Solicit and evaluate supplier bids: draft RFQ/RFP documents specifying technical requirements, delivery expectations, quality standards, and commercial terms; distribute to pre-qualified and candidate suppliers; collect and compare responses across price, lead time, quality certifications, and sustainability criteria; score bids against the evaluation matrix; and recommend the award to the approving manager. In 2026, SAP Ariba + Joule and JAGGAER ONE AI auto-generate sourcing event documents from category specifications and use AI scoring to rank supplier responses against weighted criteria: the agent reviews the AI-scored shortlist and applies qualitative judgment about supplier relationship potential and organizational risk that the scoring model cannot capture.[13],[14],[7]

Where your edge is

AI sourcing tools score bids faster and more consistently than manual spreadsheet comparison: use them, but invest in the judgment layer they cannot replicate: which supplier is the right strategic partner for the next several years, not just the cheapest option in this cycle. Buyers who apply relationship intelligence and long-term partnership judgment on top of AI bid scoring recommendations are the ones who build preferred-supplier bases that deliver better pricing and priority access during supply crunches.

Where purchasing agents go next

Natural next steps for someone with your foundation: not exits, evolutions.

What each move takes

A direction you could grow

Purchasing Managers

Purchasing Agents who build a track record of category savings, supplier development wins, and cross-functional stakeholder management are the natural pipeline into Purchasing Manager roles. The transition requires taking on P&L accountability for a category budget, managing a small team, and developing the executive communication skills to translate procurement trade-offs into CFO-level language. In organizations adopting AI procurement platforms, this transition is accelerating, as AI absorbs transactional execution, the Purchasing Agent who has invested in strategic sourcing and supplier relationship skills is already operating at a manager-equivalent level in terms of impact. BLS projects flat-to-slight growth for Purchasing Managers overall, but strong demand persists in manufacturing, technology, and healthcare sectors where procurement complexity is high and AI adoption is creating leverage for a smaller, more strategic team.

What you'd add
  • · Category strategy development: build 3-year category plans with savings roadmap, supplier consolidation targets, and geographic-risk mitigation
  • · People management: performance goal-setting, coaching, and career development for a team of buyers
  • · Procurement P&L management: budget ownership, savings-target negotiation with CFO/COO, quarterly savings realization tracking
  • · Executive communication: translating procurement trade-offs (cost vs. risk vs. sustainability) into CFO- and board-level business impact framing
  • · ISM CPSM (Certified Professional in Supply Management) or CPM certification if not already held
What it takesSome new skills to pick up
Tools of the era

How has the work of purchasing agents changed since 1700?

The tools that defined the work, one line per era. Select an era to see how it reshaped the work.

  • Ledger books + handwritten purchase orders (mercantile era)

    Before the railway era, procurement was indistinguishable from commerce itself: a merchant or their clerk sourced goods through personal relationships, physical market visits, and correspondence. Purchase decisions were recorded in bound ledger books by hand; supplier terms were negotiated face-to-face or through written letters. The mercantile clerk who tracked inventory, corresponded with suppliers, and maintained accounts was the functional ancestor of the modern purchasing agent, though the role had no distinct title and was embedded in general commercial operations. Prices were set by negotiation and custom, not catalog; quality was assessed by inspection, not specification.

  • Railway purchasing departments + telegraph order transmission

    The railways created the modern purchasing department. The Union Pacific, Pennsylvania Railroad, and their peers were the first American enterprises complex enough to require a dedicated function for sourcing: they consumed coal by the million tons, steel rail by the hundreds of miles, timber, hardware, and rolling-stock components in quantities that no single merchant could supply. By the 1880s, major railways had established formal purchasing departments with specialized staff: the first industrial purchasing agents. The telegraph made remote ordering possible for the first time: a purchasing agent in Chicago could transmit an order to a Pittsburgh steel mill and receive confirmation the same day, compressing the supply cycle from weeks to days. By the 1890s, the model had spread to steel, textile, and chemical manufacturers.

  • Standardized purchase order forms + telephone + typewritten specifications

    NAPA's founding in 1915 coincided with the spread of standardized purchasing processes: typed purchase orders rather than handwritten requests, formal supplier qualification procedures, and competitive bidding for major contracts. The telephone transformed purchasing negotiation: a purchasing agent could now speak directly with a supplier's sales representative rather than communicating exclusively by letter or telegraph, enabling faster negotiation cycles. World War II (1941-1945) created the largest purchasing operation in American history: the War Production Board coordinated procurement across the entire industrial economy, and the techniques developed (competitive bidding, specification writing, supplier qualification, and contract management) became the professional standards that NAPM would codify in the post-war era.

  • IBM mainframe MRP (Material Requirements Planning) + EDI

    DuPont and other large manufacturers applied early electronic data interchange (EDI) to procurement in the 1960s, standardized electronic transmission of purchase orders and delivery manifests that eliminated paper forms for high-volume supplier relationships. IBM's Material Requirements Planning systems (MRP, commercially implemented from the early 1970s) gave manufacturing companies the first computational view of what they needed to buy and when: a purchasing agent with access to MRP output knew production schedules and inventory levels in real time rather than estimating from intuition and manual counts. For purchasing agents, MRP was transformational: it shifted the decision from "how much should I buy?" (answered by gut and experience) to "how do I execute what the system tells me to buy?" (a planning and supplier-management problem). The profession's center of gravity began moving from clerical execution toward analytical judgment.

  • Just-in-Time supplier relationships + fax machine + early ERP (SAP R/2)

    News of the Toyota Production System reached Western manufacturers in 1977; adoption accelerated after a landmark 1980 conference at Ford headquarters where Toyota executive Fujio Cho explained JIT directly to American auto executives. By the mid-1980s, Hewlett-Packard, Motorola, General Electric, Deere, Westinghouse, and Apple had adopted JIT practices. JIT inverted the purchasing agent's job description. Where MRP had made purchasing a planning-execution role (buy what the schedule says), JIT made it a relationship-management role: with inventory buffers eliminated, a single supplier failure stopped the production line. Purchasing agents were now supplier developers, quality auditors, and long-term-contract negotiators rather than order-placers. The fax machine (consumer adoption mid-1980s) compressed the paper cycle further. SAP R/2 (mainframe ERP, 1979) and its successor R/3 (client-server, 1992) gave large manufacturers the first integrated view of procurement, inventory, finance, and production in a single system, and gave purchasing agents tools to track supplier performance at scale.

  • Ariba e-procurement platform + B2B exchanges + SAP SRM (2002)

    Ariba was founded in 1996 on a specific insight: corporate procurement was "paper-based, labor-intensive, and inefficient for large corporations," and the internet could fix it. Its platform moved sourcing, contract management, catalog purchasing, and invoice approval online, automating the transactional backbone of purchasing that had previously required a purchasing agent for every transaction. Ariba's IPO in 1999 was one of the first B2B internet IPOs; the stock surged 291% on its first day of trading and the company briefly achieved a $40 billion market cap. The dot-com crash wiped out the speculative froth, but Ariba's platform survived and scaled: by 2022 the SAP Ariba Network supported over 5.3 million companies transacting $3.75 trillion annually. SAP acquired Ariba on October 1, 2012 for $4.4 billion, validating the platform model after a decade of market consolidation. For purchasing agents, the e-procurement era was structurally deflationary: catalog purchasing and invoice routing that had required dedicated staff could now be handled by approved-purchase workflows without human involvement. The headcount math turned against transactional purchasing agents.

    Effect on the work

    Coupa Software (founded 2006, IPO 2016, taken private by Thoma Bravo in February 2023 for $8 billion) and Jaggaer, GEP, and Ivalua extended the "Source-to-Pay" (S2P) platform model across the mid-market, automating spend analytics, supplier discovery, and contract compliance for companies that could not afford SAP Ariba's enterprise pricing. By the early 2010s, the purchasing agent who survived e-procurement automation was the one who had moved from transactional execution to strategic sourcing, managing supplier relationships, category strategy, and risk rather than processing purchase orders.

  • Source-to-Pay consolidation (S2P) + contract lifecycle management (Icertis) + spend analytics AI

    The 2010s brought what procurement professionals called "Source-to-Pay" consolidation: instead of discrete tools for sourcing, contracting, purchasing, and invoicing, platforms like SAP Ariba, Coupa, Jaggaer, GEP, and Ivalua offered end-to-end suites that tracked a purchase from supplier identification through contract execution to final payment. Icertis (founded 2009, valued at $2.8 billion by 2021) built a specialized contract lifecycle management platform (using machine learning to read contracts, flag compliance issues, identify problematic clauses, and surface renewal obligations) that handled the contract management work that purchasing agents had previously done manually. Spend analytics tools gave CPOs real-time visibility into total organizational spend by category, supplier, and geography, enabling the "managed spend" model: every dollar spent went through the procurement platform, not around it. For purchasing agents, the S2P era elevated the survivors: the transactional layer was nearly fully automated; the practitioners who thrived were category managers, strategic sourcing leads, and supplier risk analysts.

  • Generative AI procurement agents + COVID nearshoring + Russia-Ukraine sanctions layer

    The 2020-2022 COVID supply chain crisis was the sharpest stress test for purchasing agents in a generation. Global shipping collapsed, semiconductor lead times stretched to months, and nearshoring / reshoring became a board-level imperative rather than a procurement thought experiment. Purchasing agents who had spent the 2010s optimizing lean global supply chains had to rebuild supplier networks for resilience rather than efficiency: a fundamentally different kind of work that required judgment, relationship capital, and country-risk assessment. The Russia-Ukraine war (February 2022) added a second shock: sanctions on Russian commodities (nickel, palladium, wheat, neon gas) required rapid supplier diversification that no algorithm had pre-planned. In 2023, generative AI arrived in procurement workflows: AI supplier discovery tools, AI-assisted RFP drafting, and AI contract summarization (Icertis, Sirion, DocuSign Insight) began automating what S2P platforms had left untouched, the qualitative judgment tasks of sourcing strategy, supplier evaluation, and contract negotiation framing. McKinsey's research on generative AI in procurement identified productivity gains in specific procurement tasks. For purchasing agents, the AI wave creates the same split that Ariba created in 1999: those managing AI-assisted workflows and those whose transactional roles the AI absorbs.

    Effect on the work

    O*NET records 5-6% growth for 13-1023 specifically: divergence that reflects the compression of lower-skill transactional roles and the concurrent growth in strategic sourcing and supply chain risk management roles that still carry the purchasing agent title.

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Purchasing Agents, Except Wholesale, Retail, and Farm Products employment and pay by year

On record since1915
Latest US employment297,600 (May 2016)Source: BLS OEWS May 2016Official statisticReport an error
Latest US median pay$63,300 (May 2016)Source: BLS OEWS May 2016Official statisticReport an error

In other countries

The latest figure each country's statistics agency publishes for this job. Each uses its own occupation definition, survey basis and currency, so the numbers are not directly comparable with each other or with the US figures.

  • Canada (NOC 12102)

    Employment, 2020
    49,755, Statistics Canada Census 2021 Official statistic Report an errorStatistics Canada Census of Population 2021: number of persons with employment income in NOC 12102 Procurement and purchasing agents and officers, Canada, reference year 2020. A recipients basis (anyone with employment income during the year), slightly broader than a point-in-time employed count. Statistics Canada Open Licence.
    Median pay, 2020
    C$69,500, Statistics Canada Census 2021 Official statistic Report an errorStatistics Canada Census of Population 2021 (Table 98-10-0586): median employment income for NOC 12102 Procurement and purchasing agents and officers, Canada, reference year 2020, full-year full-time workers (the basis comparable to the US OEWS full-time median). Statistics Canada Open Licence.
View all 19 years of cited US data, each linked to its source
YearUS employmentAnnual pay (median unless marked)SourceReport
192035,000n/aEst., Wikipedia Researched contextReport
194085,000n/aEst., Wikipedia Researched contextReport
1960185,000n/aEst., Wikipedia Researched contextReport
1980310,000n/aEst., Wikipedia Researched contextReport
2000490,000n/aEst., Wikipedia Researched contextReport
2003237,210$46,650BLS OEWS May 2003 Official statisticReport
2004257,070$47,680BLS OEWS May 2004 Official statisticReport
2005267,410$49,030BLS OEWS May 2005 Official statisticReport
2006275,910$50,730BLS OEWS May 2006 Official statisticReport
2007281,950$52,460BLS OEWS May 2007 Official statisticReport
2008286,990$53,940BLS OEWS May 2008 Official statisticReport
2009281,910$54,810BLS OEWS May 2009 Official statisticReport
2010272,370$56,580BLS OEWS May 2010 Official statisticReport
2011274,540$57,580BLS OEWS May 2011 Official statisticReport
2012280,950$58,760BLS OEWS May 2012 Official statisticReport
2013284,480$59,780BLS OEWS May 2013 Official statisticReport
2014288,430$60,980BLS OEWS May 2014 Official statisticReport
2015291,540$62,220BLS OEWS May 2015 Official statisticReport
2016297,600$63,300BLS OEWS May 2016 Official statisticReport
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