Library Acquisitions: Practice and Theory, Vol. 9, pp. 305-306, 1985 0364-6408/ 85 %03.00+.00

Printed in the USA. All rights reserved. Copyright 0 1985 Pergamon Press Ltd

ALA ANNUAL CONFERENCE 1985

THE LIBRARIAN AND THE PURCHASING FUNCTION

Highlights of a Presentation to the RTSD Commercial Technical Services Committee

by Floyd D. Hedrick, Procurement and Supply Division, Library of Congress

Joan Grant

Director of Collection Management

Bobst Library

New York University

70 Washington Square South

New York, NY 10012

Floyd Hedrick has had a 35-year career in purchasing; at the Library of Congress (LC) since 1973, he oversees contracts and the procurement of all materials other than books. His remarks were of interest in that he showed how an effective purchasing program can enhance a library’s service goals and objectives and even result in long-term cost savings tht will mean more money available for books.

Hedrick explained how purchasing can increase a library’s productivity. The purchasing department should work in concert with other units in order to support their work through new ideas and suggestions. Innovations made possible through the purchasing agent’s contacts can create savings and help others do their jobs better. Buyers should not just sit at their desks and wait for requisitions but, rather, initiate suggestions for new policies and procedures.

Through the use of value analysis, the organized study of the relationship of cost to function, purchasing can reduce cost without compromising function. Value analysis looks at the total cost-operating costs, maintenance, etc.-not just the initial cost. In this process, the buyer must constantly ask questions, especially for high-cost items. A search for similar items may yield opportunities for standardization and consolidation of orders. The buyer may decide to reject the item offered at the lowest cost in favor of one of better quality that will cost less in the long run.

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306 J. GRANT

Hedrick offered some suggestions for conducting a vendor/supplier analysis. Site visits are advisable at the plants where major items are manufactured. Things to investigate include

equipment and facilities, morale, efficient production, back-orders, financial conditions, and satisfaction of other customers. Comparative data should be compiled on price, quality, delivery, and service. Once the buyer is satisfied that the vendor is reliable, a continuing relationship can be established so that this research need not be repeated for each purchase.

Purchasing for libraries is unique. In industry, the objective is to get the lowest costs so that products can be priced competitively. The library also wants the best dollar value, but the effect never shows up on the price of a product. The product in the case of a library is service. Purchasing must keep the library’s goals in mind so that it supports the service functions and does not stand in their way with red tape obstacles.

The reactor panel was made up of librarians from a wide range of libraries: Jennifer Cargill, Texas Tech; Susan Harrison, Free Library of Philadelphia; Roberta Seefeldt, Borg-Warner Corp.; Leonard Thomas, Flint (Michigan) Community Schools. They spoke about purchasing issues in their situations. Harrison discussed the differences between acquiring books and purchasing other things. She pointed out that although acquisitions departments have many bibliographic tools available to them, including network databases, each industry has its own sources of supply, nomenclature, etc. She also mentioned that in the case of a large public institution where buying may affect the local economy, purchasing decisions must take socio- economic values into account. Thomas listed a number of trends in the publishing industry that are having an adverse effect on his buying program: fewer books being announced for the fall season, an increase in telemarketing, rising shipping and handling costs, and a lack of published “ethnic” books. Seefeldt emphasized that in a small special library, purchasing functions rest with staff members who have the necessary expertise, for example, those who work with online databases are the ones best able to negotiate contracts. Cargill described how her library must follow procedures that conform to the requirements of state regulations and the main campus purchasing department.