This book explores ways in which libraries can reach new levels of
service, quality, and efficiency while minimizing cost by collaborating
in acquisitions. In consortial acquisitions, a number of libraries work
together, usually in an existing library consortia, to leverage size to
support acquisitions in each individual library. In cross-functional
acquisitions, acquisitions collaborates to support other library
functions. For the library acquisitions manager, technical services
manager, or the library director, awareness of different options for
effective consortial and cross-functional acquisitions allows for the
optimization of staff and resources to reach goals. This work presents
those options in the form of case studies as well as useful analysis of
the benefits and challenges of each. By supporting each other's
acquisitions services in a consortium, libraries leverage size to get
better prices, and share systems and expertise to maximize resources
while minimizing costs. Within libraries, the acquisitions function can
be combined with other library functions in a unit with more than one
purpose, or acquisitions can develop a close working relationship with
another unit to support their work. This book surveys practice at
different libraries and at different library consortia, and presents a
detailed description and analysis of a variety of practices for how
acquisitions units support each other within a consortium, and how they
work with other library units, specifically collection management,
cataloging, interlibrary loan, and the digital repository, in the form
of case studies. A final section of the book covers fundamentals of
collaboration.
