Library purchasing consortia in the UK: activity, benefits and good practice.

Following a brief introduction in Section 1, Section 2 sets out the operational context of library purchasing consortia. A range of key factors have shaped recent developments in the four LIS sectors under consideration (FE, HE, health and public libraries); some have exerted a common influence over all (e.g. information technology, European Commission purchasing directives, new central government, decline in bookfunds); some are sector-specific (e.g. purchasing arrangements, regional administrative frameworks, collaborative partnerships). The structure and markets of the book and periodical publishing industry in the UK are reviewed, with attention paid to historical as well as more recent practice that has had an impact on library supply. Although each component of the LIS purchasing consortia jigsaw displays individual characteristics that have evolved as a response to its own environment, the thread that links them together is constant change. Section 3 presents the results of a survey of identified library purchasing consortia in the four library sectors. It treats common themes of relevance to all consortia arising from information gathered by seminar input, questionnaire and interview. These include models of consortium operation, membership and governance, ‘typical’ composition of consortia in each sector, and links to analogous practice in other library sectors. Common features of the tendering and contract management process are elicited and attention paid to any contribution of procurement professionals. Finally, levels of consortium expenditure and cost savings are estimated from the published statistical record, which readily demonstrate in financial terms the efficiency of the consortial purchase model for all types of library in the United Kingdom. Section 4 presents the results of a survey of suppliers to libraries in the United Kingdom of books and periodicals, the two sectors most commonly represented in current contracts of library purchasing consortia. It sets out in some detail the operating context governing the highly segmented activities of library booksellers, as well as that pertaining to periodicals suppliers (also known as subscription agents). Detailed responses to questions on the effects of library purchasing consortia on suppliers of both materials have been gathered by questionnaire survey and selected follow-up interviews. Results are presented and analysed according to supply sector with attention given to the tendering process, current contracts under way, cross-sectoral clientele, and advantages and inhibitors of consortia supply. Further responses are reported on issues of how consortia have affected suppliers’ volume of trade, operating margins and market stability as perceived in their own business, the library supply sector and the publishing industry. Finally, overall conclusions are drawn and projections made as to future implications for both types of library suppliers. Section 5 synthesises findings, details enabling and inhibiting factors for consortia formation and models of best practice amongst consortia. The scope for cross-sectoral collaboration is discussed and found to be limited at present. Pointers are given for future activity

The Global Networked Value Circle: A new model for best-in-class manufacturing

As companies face deflation, slowing production and declining prices, they will need to assess their entire value chain as they look for ways to keep costs low and improve efficiencies while continuing to innovate. To help address this challenge, this report reflects fresh research undertaken by Capgemini in collaboration with the University of Edinburgh into the ?Best-in-Class Global Manufacturing Value Chain?

Report on the Evaluation of EVS Usage and Trends at the University of Hertfordshire : February to June 2014

The Electronic Voting Systems (EVS) evaluation project for iTEAM has investigated the current level of engagement in the use of EVS across the institution in 2014. It has built on the work and outputs of the JISC supported Evaluating Electronic Voting Systems (EEVS) project in 2011-12 and the work of the iTEAM project through 2011-2013. It offers an up-to-date examination of the trends in EVS adoption and the breadth and nature of EVS use across the different academic schools. The project adopted a mixed-methods approach to evaluate usage and engagement. The starting point was a desk study to examine the existing data on numbers of EVS handsets purchased by academic schools in 2011, 2012 and 2013 and registered across the University and to explore the details from the School reports previously submitted to iTEAM. Sources of data included Information Hertfordshire and the iTEAM archive. Quantitative surveys were drawn up and information requests for student numbers were made to Senior Administrative Managers (SAM). A series of interviews were held with School-based academics including EVS Champions and Associate Deans for Learning and Teaching. Three purchasing trends for EVS handsets by different Schools were found:- slow decrease in HUM, LAW and PAM, moderate increase in BS, EDU and HSK and rapid increase in CS, ET and LMS. In terms of levels of EVS usage in 2013 -14 four different patterns emerged among the schools. These showed: slow increase (CS, LMS and PAM), slow decrease (BS, ET, EDU and HUM), rapid decrease (LAW) and no change (CA and HSK). The EVS purchasing and usage trends comply with the figures given by Rogers for his technology adoption model. Some schools are characterised by successful ongoing EVS use over several years while other school strategies for EVS, which had showed promise early on, have faltered in their use. There was some evidence that academics in STEMM subjects are more likely to engage willingly with EVS use where larger groups are taught, but this is not yet in evidence across all the STEMM groups at this university. Furthermore good practice exists and flourishes across non-STEMM subjects as well. The strategies for successful School-based EVS embedding and continued use include the following three hallmarks:- •Top-down management support for purchasing of handsets and including training for academics and administrators, and alignment with the School teaching and learning strategy. •The existence of a core of innovators and early adopters of technology including the local EVS champions, who are willing to actively engage with their fellow colleagues in sharing the potential of EVS technology. •An engagement with the pedagogical implications for changing and developing practice that the greater use of formative or summative polling and questioning requires. The immediate future of classroom technologies such as EVS offers two main directions. Firstly, there is the continuation of adopting ‘institutionally provided’ handheld devices. This is a low-cost method that can be used easily and flexibly. The other options for classroom polling rely on sufficient wifi availability in the teaching rooms and/or mobile phone signal strength/network availability and capacity. It is anticipated that the capacity issue will present fewer barriers for adoption in future, and that the future of the classroom response systems is inevitably linked to the widespread use of mobile technologies by students

Learning For Life: The Opportunity For Technology To Transform Adult Education - Part II: The Supplier Ecosystem

In fall 2014, Tyton Partners (formerly Education Growth Advisors), with support from the Joyce Foundation, conducted national research on the role and potential of instructional technology in the US adult education field. The objective was to understand the current state of the field with respect to technology readiness and the opportunities and challenges for increasing the use of technology-based instructional models within adult education. The initial publication in the series, "Part I: Interest in and Aptitude for Technology," focused on demand-side dynamics and addressed adult education administrators' and practitioners' perspectives on the role and potential of technology to support their students' needs and objectives. This second publication, "Part 2: The Supplier Ecosystem," highlights market composition and supply-side dynamics, instructional resource use, and opportunities for innovation

Consumer Purchasing: When Does Corporate Social Responsibility Matter?

Almost all companies engage in corporate social responsibility (CSR) programs, and often times consumers are unaware of this. As societal pressures on companies and organizations to be more responsible increases, so have the practices companies have undertaken. My research will examine the potential impact a company’s CSR information and practices have on a consumer’s purchasing intentions. It will answer the following two questions: Does CSR information have the ability to change a person’s purchase intentions in high and low involvement purchasing scenarios? Will a person’s individual level of social responsibility cause differences in purchase intentions among different purchasing scenarios? Exposure to a variety of different purchasing scenarios will attempt to uncover connections between CSR efforts and purchase intentions. Results from the study show that CSR makes a big difference to consumers in high-involvement purchasing scenarios

Low-Cost Learning via Active Data Procurement

We design mechanisms for online procurement of data held by strategic agents for machine learning tasks. The challenge is to use past data to actively price future data and give learning guarantees even when an agent's cost for revealing her data may depend arbitrarily on the data itself. We achieve this goal by showing how to convert a large class of no-regret algorithms into online posted-price and learning mechanisms. Our results in a sense parallel classic sample complexity guarantees, but with the key resource being money rather than quantity of data: With a budget constraint $B$, we give robust risk (predictive error) bounds on the order of $1/\sqrt{B}$. Because we use an active approach, we can often guarantee to do significantly better by leveraging correlations between costs and data. Our algorithms and analysis go through a model of no-regret learning with $T$ arriving pairs (cost, data) and a budget constraint of $B$. Our regret bounds for this model are on the order of $T/\sqrt{B}$ and we give lower bounds on the same order.Comment: Full version of EC 2015 paper. Color recommended for figures but nonessential. 36 pages, of which 12 appendi

Cultivating Collaborative Improvement: An Action Learning Approach

As competitive pressure mounts to innovate in the global knowledge economy, many organizations are exploring new ways of collaborating with their supply chain partners. However, the process of implementing collaborative initiatives across disparate members of supply networks is fraught with difficulties. One approach designed to tackle the difficulties of organizational change and inter-organizational improvement in practice is `action learning¿. This paper examines the experiential lessons that arise when cultivating collaborative improvement in an interorganizational learning environment. The authors, acting as action researchers, facilitated a practical learning program in an Extended Manufacturing Enterprise involving a large system integrator in the automotive industry and three of its\ud suppliers. Based on this experience, a practical learning model is offered to promote and facilitate inter-organizational change as part of a collaborative improvement process

Cooperative purchasing within the United Nations

To support cooperative purchasing within the United Nations we carried out an empirical study in 2004, mainly to define cooperation forms, and to identify and rank motives and critical factors for cooperation. Important reasons to work together turn out to be lower prices and transaction costs, sharing information, and learning. Reasons not to work together are i.e. lack of opportunity or priority to purchase cooperatively. Most of the literature in the area of critical factors focuses on factors such as trust and support. Based on our study, we also emphasize the importance of choosing the right products and services. Furthermore, we observe what we call the hitchhikers’ dilemma. This dilemma deals with small agencies hitchhiking on contracts from large agencies. For large agen-cies there may be no incentive to allow hitchhiking. For small agencies hitchhiking can be very interesting though. Possible solutions to this problem are savings allocation mechanisms. The paper concludes with suggestions for further research