Eugene/Springfield Water Pollution Control Facility 1984-1991

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STOREROOM OPERATIONS The storeroom operation is an administrative support unit that provides a wide range of services. Storeroom operation personnel perform a number of functions, including purchasing, inventory con- trol, tool and property control, shipping and re- ceiving, and petty cash dispersal. Staff meet divi- ^ START-UP The storeroom is a relatively new service. None of the existing storeroom operations was in place at the time of plant start-up in April 1984. The storeroomhas evolved into anoperation thatman- ages andcontrols a $500,000 inventory of tools and parts and more than 2,9001ine items. It processes approximately $1 million in purchases annually. Before the storeroom was created, plant personnel purchased mostparts and supplies on an "as needed" basis, with no centralized storage for parts and supplies and no close monitoring of tools and equipment. Nonemergency purchases over $300 required the help ofoff=site City purchas ing agents, who were unfamiliar with wastewater processes and equipment With the increase in work activity just prior to plant start-up, it became apparent that an orga- nized storeroom operation was essential. Parts, supplies, tools, and equipment were not readily ^ STAFFING Staffing evolved as demands for service increased. Today the plant employs one half-time and two full-time storeroom employees. The second full- time position was added after the first year of operation, when it became apparent that one per- son could not meet plant needs and also attend Sion purchasing and storeroom service needs, as well as complying with established City of Eugene purchasing policies and procedures and all federal, state, and local regulations. They estimate they make more than 25,000 contacts a yearwith inter- nal and external customers. available when needed, resulting in work delays and higher job labor costs. Staff spent hours look- ing for parts and tools that were scattered among storage locations. Not only were tools and equip- menthard to txackdown, but they were frequently lost. Given these conditions, planningand staffing a stores operation became a top priority. InJuly 1984, afull-time stores clerkwas hired to set up acentralizedstoreroomforparts,supplies, tools, and small equipment and to provide purchasing services. The beginning steps of inventory plan- ning and tracking began. All major purchase re- questswere preparedbythe stores clerk before they were submitted to the City's Purchasing Depart- ment. The stores clerk reviewed specifications for accuracy and clarity and acted as liaison between vendors andplantpersonnel. Within the firstyear, the storeroom was providing most of the essential services. meetings and training sessions and perform pur- chasing activities. Illness and vacations further reduced service levels. The half-time position was created two years later to provide additional store- room support.