report of the < n^°'^ c \ T v .<*& $ \ E so« K / "All Tennessee stands to benefit from this meeting." Governor Frank Clement OCTOBER 8, 1964 Sponsored by NASHVILLE AREA CHAMBER OF COMMERCE TENNESSEE MANUFACTURERS ASSOCIATION and the U.S. DEPARTMENT OF COMMERCE Business and Defense Serviees Administration SPONSORS Nashville Area Chamber of Commerce 310 Union St., Nashville, Tcnn. Tennessee Manufacturers Association Stahlman Bldg., Nashville, Tenn. Business & Defense Services Administration U.S. Department of Commerce Washington, D.C. (Field Office: Federal Office Bldg., Memphis, Tenn.) WITH THE ASSISTANCE OF National Association of Accountants Tennessee Society of Certified Public Ac- countants Tennessee Valley Society of Plastic Engineers American Institute of Architects American Institute of Banking Data Processing and Management Association Nashville Electric League AND THE CHAMBERS OF COMMERCE OF Clarksville Columbia Fayetteville Franklin Gallatin McMinnville Manchester Murfreesboro Pulaski Shelbyville Springfield Tullahoma EXHIBITORS' Commerce Union Bank (Louie Phillips) Third National Bank (Peter Clark) American Airlines (Robert B. Noble) Berry Field Kelly Girl Services (Magnolia Davis) Third National Bank Building General Electric Credit Corporation (D. M. Shumate) Nashville Gas Company (Terry Hart) Nashville Electric Service (Carl Hartman) Southern Bell Telephone and Telegraph Company (Charles R. Wood) Consulting Engineers Association of Tennessee (O.J. Greenwood) Tullahoma Data Processing and Management Association, Nashville Chapter (Floyd Lee) 414 Union American Institute of Architects, Nashville Chapter, (C.W. Warterfield Jr.) 480 James Robinson Parkway Tennessee Society of Professional Engineers (William B* Faris) 2213 Riverview Drive, Donelson Tennessee Department of Industrial Development (Ralph W. Emerson) Tennessee Industrial Research Advisory Service (Reuben Harris) 810 Broadway * Unless otherwise specified, exhibitor is in Nashville, Tennessee. U.S. DEPARTMENT OF COMMERCE Business and Defense Services Administration washington, d.c. 20230 OFFICE OF THE ADMINISTRATOR FOREWORD A continuous quest for greater productivity and therefore more profits is in the national interest. Achievement of national goals depends on a vigorous and strong industrial economy. The bases of an aggressive industrial establish- ment are modern machinery, dynamic leadership, and flexible procedures. Our competitive, private free enterprise system has built the most successful economy man has ever known. Yet, in the past fifteen years or so others, developing large contiguous markets and new technology, have become our successful competitors, largely because their equipment was newer and their methods less orthodox. This successful conference, summarized in the following pages, is one way in which private enterprise and Govern- ment can work together. We want to be sure that U. S. technology, U. S. productivity, and U. S. ingenuity stay out front. Academicians, businessmen, trade associations and Government alike benefit from a sound and expanding economy. Removing the roadblocks to business expansion is Government's job. Business must do the rest. George Donat Administrator CENTRAL TENNESSEE CONFERENCE ON INDUSTRIAL MODERNIZATION Hermitage Hotel MORNING SESSION 9:00 A.M. - Ballroom LUNCHEON 12:00 Noon - Ballroom W PRESIDING B. Woosley, President Tennessee Manufacturers Association GREETINGS Hon. Frank Clement, Governor State of Tennessee "MODERNIZATION— KEY TO MORE PROFIT" George Donat, Administrator Business & Defense Services Administration U.S. Department of Commerce Washington, D.C. "HOW MODERN ARE WE?" Dr. Robert Hutcheson, Director Govemment-Industry-Law Center University of Tennessee Knoxville, Tenn. CASE STUDIES IN MODERNIZATION I James Ward, President Baird-Ward Printing Co. Nashville, Tenn. II James Malone, President Serbin, Inc. Fayetteville, Tenn. CONSULTATION PERIOD 11:00 A.M.- Iris Room Central Tennessee's own resources and services available to all who are considering modernization programs. PRESIDING Cecil Bauer, President Nashville Area Chamber of Commerce INTRODUCTION HON. BEVERLEY BRILEY Mayor Nashville, Tenn. "CHALLENGES OF AN EXPANDING ECONOMY" an address by Thomas G. Wyman Acting Assistant Secretary of Commerce U.S. Department of Commerce Washington, D.C. AFTERNOON SESSION 2:00P.M. -Ballroom PRESIDING Dr. James Worley, Director Graduate Program in Economic Development Vanderbilt University Nashville, Tenn. MODERNIZATION PANEL MEMBERS Finance Joe Howell, Vice President Third National Bank of Nashville. Marketing M. S. Wigginton, Executive Vice President GENESCO, Inc. Nashville, Tenn. Management John H. Stambaugh, Senior Associate George Fry and Associates Nashville, Tenn. Plant and Equipment J. Marshall Sumnar, Vice President and General Manager Fred D. Wright Co. Nashville, Tenn. PROGRAM Governor Frank Clement--"I want to challenge every man who has come here to take away some of the enthusiasm and the know-how that is so abundant here . "I congratulate and heartily endorse the Chamber of Commerce, the Tennessee Manufacturers Association, and the Business and Defense Services Administra- tion for giving so generously of their time and energies." GEORGE DONAT- -"MODERNIZATION- -KEY TO MORE PROFIT" MOERNIZATION MEANS MORE THAN HARDWARE. IT MEANS THE CONSTANT RENEWAL OF METHODS, IDEAS, PRODUCTS, SERVICES, AND BASIC CONCEPTS. On behalf of Secretary Hodges, I extend our hopes that you will leave this con- ference better able to meet profitably the challenges of domestic and inter- national competition. Increased produc- tivity is needed to reduce unemployment. It can also help to increase profits and possible to reduce prices. We wish to thank your Chamber of Commerce and the Tennessee Manufacturers Association for making this conference possible. The conference is a useful way to point up the need for industry to become more vigorous at home and more competitive in world markets. The United States has been a beacon to the world in introducing new technology and mass production, and in achieving the highest standard of living. As Mr. Hutcheson will explain in detail, U.S. productive equipment is older than that of most other industrialized nations. Since these nations present a formidable challenge to U.S. industry both at home and abroad, we want to assure that U.S. business is as productive, as cost conscious, and as pro- fitable as private initiative and sensible Government policies can possibly make it. With the traditional initiative of the free enterprise system, U.S. firms will meet and beat the competition. Our taxation program increasingly supports our objective of modernization and stepped-up productivity. The investment tax credit and changes in depreciation allowances have added immeasurably to cash flow for all who made full use of them. Our tax reductions help further. The pronounced increase in industry activity stems in part from these tax benefits o The Department of Commerce is here to help you become more competitive. The Memphis Field Office is your tie with the various agencies in the De- partment of Commerce that can aid you. Its Director, John Fowler, is here. He can assist you to move into export markets, and to show your wares in overseas trade fairs and exhibits run by our Bureau of International Commerce. He can guide you to obtain information from the Bureau of the Census. The Business and Defense Services Administration, as indicated by its sponsor- ship of this Conference, stands ready to support you in every way possible., The Small Business Administration, also represented here, can help in financing and many other ways in your efforts to modernize or export . The next decade will see many changes in the United States and throughout the worldo Our population will increase by 20-30 million. Our GNP will approach $1 trillion. We are making strenuous efforts to increase our share of this world market, but so are our competitors eager to get their share. Modern industrial machinery will assure our participation in this competition. With some of the most dynamic industries in the United States located in Tennessee, you are bound to be a winner and to help lead us in this competition. ROBERT HUTCHESON— "HOW MODERN ARE WE?" THESE PAST TWO DECADES HAVE SEEN GREAT ADVANCES IN TECHNOLOGICAL DEVELOPMENTS. THESE CONTINUE TO BE THE FOUNDATION OF OUR NATION'S PROSPERITY. TO REAP THE BENEFITS, BUSINESS MUST ENSURE THAT THEIR PRODUCTIVE FACILITIES ARE NOT BECOMING OBSOLETE. With our ingenuity for technical innovation and our capability for large-scale organi- zation, we have assumed that we can out- produce any Nation or area of the world. But we must be continually aware of many factors and willing to act unhesitatingly upon our knowledge. While great strides have been made in many areas of management, only during the last two decades has invest- ment of capital been given scientific atten- tion. Inability or refusal to keep production facilities from becoming obsolete may even- tually force a firm out of the ranks of competitive contenders. Nationally, we can see that we have a long way to go to stay modern. Average age of plant equipment is slightly over 9 years, and of plant investments over 24 years. During the Korean period some progress was made, but lately the trend has been reversed. Although age alone is a poor measure of efficiency in this time of rapid technological change it is evident that many of our machines are outmoded, possibly more than at any period in our history. In our area new industries coming in and the rapid growth in electronics and aerospace industries, with their modern equipment, have helped bring down the average age of plant equipment and investment so that they are lower than the national average. But we should not be misled. We had a small industrial base to begin with, and the effect of new industires is greater than would be the case in highly developed sections. In our urbanized areas, where production has long been centered, we find a much higher proportion of older equipment than in the area as a whole. We do not know how much of the estimated $44 billion to be spent in 1964 for capital investment in plant and equipment will be spent in Tennessee, but we do know that our industries must keep pace or our relative competitive position will decline. Managerial know-how and policy can become as obsolete as equipment and plant facilities. Historically, weakness in managerial know-how has been the plague of Southern industry. We can generally equate this weakness to in- adequate capital expenditures. Managerial techniques are changing as rapidly as product innovation and substitution, and the industrial entrepreneurs of Tennessee must keep abreast of the new techniques as they develop. JAMES WARD— "MODERNIZATION AT BAIRD-WARD PRINTING COMPANY" THE TRICK IS TO STAY COMPETITIVE IN TIMES OF DECREASING PROFITS. TOO OFTEN A COMPANY FINDS ITSELF OUT OF COMPETITION BEFORE IT KNOWS WHY. Our company has undergone major changes several times in the past 35 years. Each time our situation relative to our market, equipment, competition, and technological advances was different. Before expansion and modernization was begun, plans covering finance, equipment, training, and costs were fully worked out. The resources on which we rely to make decisions affecting our operations have changed materially during the postwar years. We now accumulate wider and more complete data on all phases of the business and engage in broader research into methods and markets. We recognize that it is harder for older executives to break away from past practices and adopt newer methods than for younger ones. We are allocating a larger portion of income for research and development in order to stay in a position of profitable competition. Our research and development used to be an informal process, directed toward solving problems as they arose. Now its findings are a determining factor in planning our next era of expansion. As a result we have changed our type of business. We have changed our type of supervisory personnel. We approach the future in a different way by: 1. Study of market So 2. Study of trends in the printing field with regard to diversification of work, 3« Study of trends in processes and their possible effects on potential markets. We have had to develop a day-to-day cost control system so that we could project future costs to compete in changing markets. Planning for the future has been our key to staying modern. Our guidelines are: 1. Modernize on time. 2. Use the best facts available. 3. Use good management personnel and train young management for future growth and needs. 4. Have a specific plan and do not deviate until it is completed. 5. When a sharp change occurs in the total economic picture, be prepared to recognize the need for new economic values. JAMES MALONE-- ,r HOW SEKBIN, INC. REMAINS COMPETITIVE AND MAKES A PROFIT" WE ARE CONSTANTLY ALERT TO IMPROVED IDEAS AND METHODS IN ALL DEPARTMENTS, WHETHER THEY BE PROMOTED BY EQUIPMENT MANUFACTURERS OR A CONSULTANT SERVICE. The solution our medium priced ladies apparel company found to the question "How to be competitive and yet make a profit?" was "Better efficiency through planning and automation." We discovered that our facilities were inadequate and that we needed larger physical properties. During construction we improved those operations which were least retarded by the inadequacies of the old plant. Our shipping and order-handling operations were completely overhauled on the advice of a consulting engineer. Improvements were made in the: 1. Racks for storing stock. 2. Trolleys for moving stock. 3. Conveyor for moving orders to checking and packing. 4. Conveyor for selecting boxes for each order. 5. Conveyor from invoicing to sealing and shipping. 6. Invoicing, for which an IBM calculator is being used. This equipment also permits modern controls, data collection and reporting on orders, salesmens' commissions, sales analysis, markup and markdown controls, and similar clerical functions • Future improvements will give us stock control, order allocation, and accounts receivable from this calculator. 3 Before building our new plant, we also worked closely with consulting engi- neers to develop a straight-line production layout and finishing operation. Raw goods going in at one end of the line emerge as finished dresses ready for shipping at the other end. Stock bins and patterns are located so as to facilitate work flow. Sewing rooms are divided into 10 different and inde- pendent factories to permit adjustment of production to sales. Each factory then can operate at full efficiency and capacity, if sufficient orders justify its operation, and the factories not needed can be closed down when production is low. Work does not backtrack, but is performed in stages. Inspection occurs at the end of each stage. Plastic bags are used at an early stage to eliminate any losses due to mishandling. We are constantly searching for ways to automate, so that we can increase reliability and efficiency and reduce chances of human error. We use photography to copy master markers. An electric knife cuts goods. The bias machine automatically cuts what is needed. Automatic sewing machines make trims, sew many rows of stitching at one time. Automatic buttonhole machines and pocket cutting machines are also used. In these ways and with this approach we stay competitive in both domestic and foreign markets. CECIL BAUER- The Nashville Chamber of Commerce welcomes the opportunity to join with the Tennessee Manufacturers Association in sponsorsing an event of this type. We appreciate the manner in which our industrial leaders have availed themselves of the opportunity of learning more about where we stand in modernization. Obsolescence in our industrial activities is a luxury we can ill afford. MAYOR BEVERLY BRILEY- - I know I speak for our total business community when I say the eyes of our business leaders are turned to the world's markets. We are aware that our economic horizons must not stop... Our economists see the world as our workshops. THOMAS G. WYMAN— " CHALLENGES OF AN EXPANDING ECONOMY" U.S. INDUSTRY ---AND OUR NATION- — IS IN A RACE FOR MORE TRADE---DOMESTIC AND INTERNATIONAL. MODERNIZATION, WITH ITS RESULTING INCREASE IN PRO- DUCTIVITY, WILL SPEED OUR PROGRESS TOWARD THE GOAL LINE. It is a real pleasure for me to meet with so many enterprising businessmen at this Central Tennessee Conference on Industrial Modernization. I want to thank the Nashville Chamber of Commerce and the Tennessee Manu- facturers Association for joining in cosponor- ing this conference. The many signs of increased business activity demonstrate your diversified industry and your recent progress. The economy of the Nation, of Nashville, and of the South is ex- panding as never before. We are in our 44th month of the longest and strongest economic expansion in peacetime. Since 1961, when it started, our Gross National Product has risen 23.4%. Earnings have risen about 21%. Em- ployment has risen by 4 million jobs. New plant and equipment investments have risen to over $44 billion, up 38% from 1961. Our tax cuts and depreciation allowance liberalization combine to create a powerful stimulus for greater business in- vestment. Corporate profits have climbed. Yet, we have avoided a cost/price spiral. Tennessee has shared well in this upsurge. Your chemical-plastics industry is growing as fast as any other. Estimates of manufacturing employment show an upward trend, and buying income per household in the Nashville area exceeds the national average. A powerful new force is at work in our economy today. It is export expansion. A nationwide drive to increase exports--started in 1961-has helped reduce our balance of payments deficit, increased employment, and helped business profits. Exports are up 27%, or more than $5 billion above 1960. Our trade surplus- -exports less imports—has gone up 41% over 1960. Tennessee business- men have contributed to this drive. Five firms have won the Presidential "E" award for excellence in developing exports. With consumer demand expanding both at home and abroad, U.S. businessmen will find it increasingly necessary to expand and modernize their plant and equip- ment, update their marketing techniques, and otherwise increase their efficiency, While we like to think we are far ahead of the rest of the world, the fact is that we aren't as advanced as we should be. The most efficient U.S. firms have a productivity rate two to four times the average in many industries. Modernization is not just bringing in a new machine. It may mean change in every field of operation and management. We in Government can help you by providing facts and information about modernization activities within most industries, but management must provide the direction needed for effective modernization. J. T. HOWELL- -"ROLE OF FINANCE IN MODERNIZATION 1 THE INFORMATION WE USE IN THE ADMINISTRATION AND HANDLING OF OUR FINANCING PROBLEMS IS A MANAGEMENT TOOL JUST AS THE DRILL PRESS AND LATHE IN THE PLANT ARE TOOLS. Equally important as plant, equipment, and marketing, but perhpas less noticeable, is the financial phase of business. Moderniza- tion of the first three requires a moderni- zation of finance. One should not quarrel with the fundamental concept that labor and capital, combined with entrepreneur ship are the factors in production. It must also be recognized, however, that finance is one of the factors in production. Questions we need to ask ourselves concerning finance includes: 1. How much money will I need to borrow from my bank? Will I pay it back this season, or should I schedule repayments? 2. Do I have enough operating capital? Or should I make additional capital investments? How can I obtain needed capital? 3. How can I forecast my seasonal credit needs? 4. How can I finance purchase of new plant or equipment? Can I afford to buy, even if financing is arranged? Should I lease? 5. How can I measure plant efficiency? 6. Is my accounting system adequate and providing needed information? 7. Am I obtaining full tax benefits? Financial planning covers permanent capital, seasonal financing, working capital and long term financing. Accounting will provide cost information and cost controls as well as help meet tax problems. Outside assistance from the banker, tax counsel, and accounting firm are all required to help in planning profits. A budget projection is needed to provide guidelines neces- sary for controlling costs and holding profit margins. The banker, to be most helpful, will need a balance sheet based on actual (not estimated) physical inventory, profit and loss statement, and re- conciliation of net worth. A cash flow projection helps obtain and sustain a credit line. Medium and small businesses have to rely heavily upon their bankers for changes in capital. The banker can also be helpful in handling a request to the Small Business Administration.. The need for modernization in financing is vital to the success of today's fast moving business. M.S. WIGGINTON— "MODERNIZATION IN MARKETING " A TRULY MARKETING-MINDED FIRM THINKS OF ITSELF AS A CUSTOMER-CREATING AND CUSTOMER-SATISFYING ORGANISM--NOT PRIMARILY PRODUCING PRODUCTS BUT PROVIDING CUSTOMERS WITH VALUE -CREATING SATISFACTION. "Selling" has been concerned with getting rid of the product, frequently by the golden- voiced salesman, without regard for whether the customer needed or could get satisfaction out of the product. The consequences of providing customers with products or services that are not both value-satisfying and want-creating can be fatal. For example, if I as an individual make a mistaken purchase, I am the only one hurt unless I have bad memories about my supplier. If my customer, however, gets the wrong merchandise; or the right merchandise in quantities too large or small; or if I give him poor service, or wrong advice--such a customer cannot afford the luxury of doing business with me. A truly marketing-minded company must be in a position to know: 1. The kind of business it is in. This must be made clear in writing and known by all in the company and by its customers. This may seem simple, but many have forgotten the business they were in. For example, railroads forgot they were in transportation, and moving pictures companies forgot they were in the entertainment business. 2. What segment of the market it serves. The company can and should become an expert in the segment it has selected. If it cries to be all things to every segment, it will fail to provide essential service to its customers. 3. What products its segment of the market wants and needs. This knowledge permits the company to narrow its production line to serve that segment and avoids confusing the customer with every possible combination of products. With this knowledge, the company and salesmen can operate like an engineering team to provide the customer with what he wants and needs. JOHN H. STAMBAUGH- -"MODERNIZING MANAGEMENT FOR PROFIT" ARE YOU OBJECTIVE ENOUGH TO ADMIT THAT PROFIT LOOPHOLES EXIST IN YOUR COMPANY, AND- -ABOVE ALL- -DO YOU HAVE THE WILLINGNESS AND COURAGE TO DO SOMETHING ABOUT IT? Too little has been said about the role management must play, if the Great Society is to become a great reality. We recognize that it is getting in- creasingly harder "to make a buck," but what are we doing about it? Generally, there are four major loopholes for escape of profits: 1. Lack of a sound organization plan geared to current objectives. Or- ganization is more than a chart. It provides the primary means of controlling a business and contributing to progress and profits. Many problems in a business stem from poor organization—of ten the hidden culprit. Ask yourself: Are all functions adequately covered? Do the right people have the right assignments? Is every individual accountable for performance and results and given adequate authority? 2. Inadequate personnel administration. Selection and hiring can not be remote responsibilities of a separate department, because recruiting must be performed at a level commensurate with the job. Modern techniques of re- cruiting include depth interviews, checks of education, past performances, references and other people not given as references, and tests and evaluation. Job training and development are essential to make the recruit an effective employee. Formal training programs should be related to the individual's need for the job his supervisor wants done and to the individual's desires to grow and advance. Keeping good employees requires a satisfactory com- pensation program and the individual's confidence in the company's manage- ment and organization. 3. Excessive costs of office procedures, paperwork, and clerical help. Allowing for all work interruptions, it would be unusual if clerical time devoted to work output exceeded five hours a day. Since clerical costs have almost doubled in the past 15 years, increased paperwork can become a tremendous drain on profits. Thorough analysis of all office procedures, if conducted with an open mind, can lead to many savings. 4. Marketing and selling inadequacies. Everyone in the organization must be salesminded because business is becoming more competitive. J. MARSHALL SUMNAR- -"PLANT AND EQUIPMENT MODERNIZATION" TOMORROW'S PROFITS MUST BE UTILIZED TO MODERNIZE TODAY'S PLANTS. Modernization of plant and equipment does not necessarily mean excessive capital expenditures. For example, an improvement in the flow of materials or rearrangement in plant layout are relatively inexpensive means of in- creasing plant efficiency, as is adequate, prompt maintenance. When it comes to outlays of large sums of capital, decision- making by management becomes more difficult, often because the funds are not avail- able. The recent changes in depreciation allowances have helped considerably, but they are so complicated that specialists are needed to assure full utili- zation of all possibilities. We often find ourselves lax in utilizing technological developments. But when and how to utilize the changes becomes a difficult decision. For example, a $300 standard drill can be worked by numerical control at a cost of $16,000. Will the improved reliability, scrap savings, and probable increase in productivity justify the greatly increased costs? If we are to compete against foreign firms, we in this country must also modernize with new technological processes. From the total competitive point of view, the question of available capital can no longer be a deterrent to modernization. Some companies enjoy high profits today because they have not acquired new facilities and have most of their plant and equipment depreciated. Within a few years such companies start to deteriorate. The companies which continually stay in the forefront of their industries are those which continually modernize their plant and equipment. ********************* Additional copies and further information can be obtained from U. S. Department of Commerce Field Office Room 345 Federal Office Building 167 N. Main Street Memphis, Tennessee, Phone 534-3214 This Office exists to serve you. In addition to assisting and promoting industrial modernization, this Office is responsible for helping foster, promote and develop our foreign and domestic commerce. CD X! • -P a o o t\ -P -P » O CD H Q> Tl § PQ CD U !>» CD CD H * fc O CD o > fi CD CD CO fc CO O CD >» £j rt J3 S CD E-< a> H •d £ P X3 c to CD rt O U. S. DEPARTMENT OF COMMERCE FIELI PENN STATE UNIVERSITY LIBRARIES A0DDD71Efl7SbQ PROVIDE READY ACCESS TO COMMERCE SERVICES • The Department of Commerce maintains Field Offices in the cities listed below for the purpose of providing ready access to the reports, publications, and services of the Business and Defense Services Administration, Bureau of International Commerce, Office of Technical Services, Office of Business Economics, and the Bureau of the Census. Information on activities of the National Bureau of Stand- ards, Patent Office, and the Area Redevelopment Administration are also available. • Experienced personnel will gladly assist in the solution of specific problems, explain the scope and meaning of regulations administered by the Department, and provide practical assistance in the broad field of domestic and foreign commerce. Field offices act as official sales agents of the Superintendent of Documents and stock a wide range of official Government publications relating to business. Each of- fice maintains an extensive business reference library containing periodicals, directories, publications, and reports from official as well as private sources. • Approximately 550 Chambers of Commerce, Manufacturers Associations, and similar business groups are official Cooperative Offices of the Department where many of the basic publications and re- ports of the Department are on file and available for consultation. If specific information is not on hand in the Cooperative Office, your problem will be referred to the nearest Department field office. • These facilities have been established to assist you. You are invited to use them. DOMESTIC TRADE Population Count and Characteristics; Housing Statistics; Detailed Agricultural Data on County Basis; Retail, Wholesale and Service Business; Estimates on Population Movements; National Income Statistics; Regional Trends in United States Economy; Biennial Volume on Business Statistics; Current Releases and Business Indicators; Research Sources on Market Potentials; Development and Maintenance of Markets; Reports on Governmental and Private Technical Research; Regional and Community Development Techniques; Information on Government Procurement, Sales and Contracts. FOREIGN TRADE Tariff Rates of Foreign Countries on Specific American Prod- ucts; Regulations Bearing o.i the Control of Exchange Abroad; Administration of Regulations Imposing Import Quotas and the Details of Import Licensing Procedures in Overseas Markets; Facts on Economic and Trade Conditions; Business Information on Foreign Firms; Documentation of Export and Import Shipments, Both Here and Abroad; Statistical Data on Both Imported and Exported Products; Assistance on Export Regulations and Problems, Including Prompt Special Service in Emergency Situations; Trade Investment and Licensing Opportunities; Foreign Lists of Buyers and Suppliers. Department Field Offices Albuquerque, N.Mex., 87101, U.S. Courthouse. 247-0311. Anchorage, Alaska, 99501, Room 306, Loussac-Sogn Building. Phone: BR 2-9611. Atlanta, Ga., 30303, 75 Forsyth St., N.W. JAckson 2-4121. Baltimore, Md., 21202, 305 U.S. Customhouse, Gayand Lombard Streets. Phone: PLaza 2-8460. Birmingham, Ala., 35203, Title Bldg., 2030 Third Ave., North. Phone: 325-3131. Boston, Mass., 02110, Room 230,80 Federal Street. CAp- itol 3-2312. Buffalo, N.Y., 14203, 504 Federal Building, 117 Ellicott Street. Phone: 842-3208. Charleston, S.C., 29401, No. 4, North Atlantic Wharf . Phone: 722-6551. Charleston, W. Va., 25301, 3002 New Federal Office Building, 500 Quarrier Street. Phone: 343-6196. Cheyenne, Wyo., 82001, 207 Majestic Bldg., 16th & Cap- itol Ave. Phone: 634-5920. Chicago, 111., 60604, 1486 New Federal Building, 219 South Dearborn Street. Phone: 828-4400. Cincinnati. Ohio, 45202, 8028 Federal Office Building, 550 Main Street. Phone: 381-2200. Cleveland, Ohio, 44101, 4th Floor, Federal Reserve Bank Bldg., East 6th St. & Superior Ave. 241-790 0. Dallas, Tex., 75202, Room 1200, 1114 Commerce Street. Riverside 9-3287. Denver, Colo., 80202, 142 New Custom House, 19th & Stout Street. Phone: 297-3246. Des Moines, Iowa, 50309, 1216 Paramount Building, 509 Grand Avenue. Phone: 284-4222. Detroit, Mich., 48226, 445 Federal Bldg. 226-6088. Greensboio, N.C., 27402, Room 412, U. S. PostOffice Building. 275-9111. Hartford, Conn., 06103, 18 Asylum St. Phone: 244-3530. Honolulu, Hawaii, 96813, 202 International Savings Bldg., 1022 Bethel Street. Phone: 588667. Houston, Tex., 77002, 5102 Federal Bldg., 515Rusk Ave. CA 8-0611. Jacksonville, Fla., 32202, 512 Greenleaf Building, 208 Laura Street. ELgin 4-7111. Room 2011, 911 Walnut Street. Kansas City, Mo., 64106, BAltimore 1-7000. Los Angeles, Calif., 90015, Room 450, Western Pacific Building, 1031 S. Broadway. 688-2833. Memphis, Tenn., 38103, 345 Federal Office Building, 167 N. Main Street. Phone: 534-3214. Miami, Fla., 33130, 1628 Federal Office Bldg., 51 S.W. First Avenue. Phone: 350-5267. Milwaukee, Wis., 53203, Straus Bldg., 238 W. Wisconsin Avenue. Phone: BR 2-8600. Minneapolis, Minn., 55401, Room 304, Federal Bldg., 110 South Fourth Street. Phone: 334-2133. New Orleans, La., 70130, 1508 Masonic Temple Bldg., 333 St. Charles Avenue. Phone: 527-6546. New York, N. Y., 10001, 61st Fl., Empire State Bldg., 350 Fifth Avenue. LOngacre 3-3377. Philadelphia, Pa., 19107, Jefferson Building, 1015 Chest- nut Street. 597-2850. Phoenix, Ariz., 85025, New Federal Bldg., 230 N. First Avenue. Phone: 261-3285. Pittsburgh, Pa., 15222, 1030 Park Bldg., 355 Fifth Ave- nue. Phone: 644-2850. Portland, Oreg., 97204, 217 Old U. S. Courthouse, 520 S. W. Morrison Street. 226-3361. Reno, Nev., 89502, 1479 Wells Avenue. Phone: FA 2- 7133. Richmond, Va., 23240, 2105 Federal Building, 400 North 8th Street. Phone: 649-3611. St. Louis, Mo., 63103, 2511 Federal Building, 1520 Mar- ket Street. MAin 2-4243. Salt Lake City, Utah, 84111, 3235 Federal Building, 125 South State Street. 524-5116. San Francisco, Calif., 94102, Federal Building, Box 36013. 450 Golden Gate Avenue. Phone: 556-5864. Santurce, Puerto Rico, 00907, Room 628, 605 Condado Avenue. Phone: 723-4640. Savannah, Ga., 31402, 235 U. s. Courthouse and Post Office Bldg., 125-29 Bull Street. ADams 2-4755. Seattle, Wash., 98104, 809 Federal Office Bldg., 909 First Avenue. Mutual 2-3300.