Tham khảo tài liệu 'physical delivery in libraries kindle edition_5', kinh tế - quản lý, kinh tế học phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 148 PART THREE MANAGING PHYSICAL DELIVERY SERVICES Libraries are charging for home delivery. If patrons are willing to pay postage and handling to have library materials delivered via the USPS to their home with a stamped return envelope why shouldn t the library provide the service Why can t the delivery service run a specialized van for home delivery again billing patrons on the basis of recovery expenses with administrative overhead. Free access to home delivery for patrons is discussed in chapter 11. Libraries are developing arrangements with book resellers. These companies offer a part of the resale value of library discards back to the participating libraries. A library courier service can recoup some of the cost of the delivery service by assisting in shipping to resellers. The next step is for the library delivery service to become a reseller itself. The Colorado Library Consortium is currently running a pilot of such a project. Some patrons need special equipment to access library collections. The courier service could deliver this material. This can be done in a partnership with another nonprofit organization that provides such equipment to people with special needs. Perhaps a courier service could connect with library vendors such as book binders new book shippers and supply companies. A courier located near a shipping facility for a library book supplier like Baker and Taylor or Yankee Books or a book binder like Houchen Bindery could find a way to speed delivery of ordered materials to libraries while raising operating capital. The more libraries study the world of supply chain management the more we can learn about opportunities for providing better services to our library patrons while possibly recuperating some operating capital. This topic is a relatively new concept among physical delivery managers but one likely to see growth in the coming years. Note 1. See Peter Hernon and Ellen Altman Assessing Service Quality Satisfying the Expectations of .
