17 



market, for example, may require a larger labor force if the volume 

 handled by a cooperative warehouse is greater or if the same volume 

 is handled in a shorter period of time. 



Management efficiency, physical layout of the warehouse, incorporation 

 of work-saving procedures, and utilization of labor-saving equipment 

 are some additional determinants of work force size. 



The number of employees per warehouse ranged from 20 to 75 for the 

 associations replying. There was more variation in the number of non- 

 supervisory personnel than of supervisors. Although the warehouse 

 manager sometimes acted as sales manager or floor manager, a separate 

 supervisor was usually assigned to oversee each type of work force. 

 The number of nonsupervisory personnel comprising office, floor, and 

 sale forces differed among association-operated warehouses on the basis 

 of such factors as set forth in the preceding paragraphs. 



Most personnel were employed only during the tobacco marketing season. 

 A few supervisors and office personnel, however, were employed year- 

 round. 



Classification 



Figure 2 shows the organization of a typical local tobacco auction 

 warehouse cooperative. Operation of one warehouse is shown in this 

 diagram, although by duplication of operating personnel it can be 

 expanded to include a greater number. Employees are responsible to 

 one of three supervisors, and the supervisors are responsible to the 

 manager . 



Cooperatives operating more than one warehouse frequently appoint a 

 general manager. This is generally true when warehouses are operated 

 in more than one local tobacco market. Managers of the individual ware- 

 houses are responsible to the general manager, who in turn is respon- 

 sible to the officers and to the board of directors of the association. 



OPERATIONAL FEATURES 



This section of the report discusses the associations 8 tobacco marketing 

 activities. Characteristics of auction warehouse facilities and related 

 equipment operated by the cooperatives are examined initially. Later, 

 features of the marketing system are presented, and costs and benefits 

 resulting for patrons of the associations summarized. Financial re- 

 quirements for capital improvements and annual operating expenses are 

 also discussed. 



Facilities 



The number of auction warehouses operated by the individual associations 

 ranged from 1 to 16 (table 6). 



