Purchasing

Objective

The Purchasing Department is responsible for the central procurement of supplies, furniture and other items for the campus community. The Purchasing sector is also responsible for service contracts, equipment leases and repairs. All expenditures of University Funds must be necessary, reasonable and directly related to the goals and mission of the University. Budget Managers are responsible for monitoring their budgets carefully and making sure the availability of funds are sufficient to pay for any goods or services before submitting a requisition. They are also responsible for assuring that correct object codes are utilized. Items submitted with insufficient funds will be returned to the sending department.

Mission

The Mission of the Purchasing Department is to provide quality and effective services that will aid all of the various campus departments in their endeavors. We strive:

  • To provide services in an environment characterized by the professionalism and effectiveness of a caring and friendly staff
  • To work cooperatively with University administrators, faculty, and staff, and to assure that their department needs are met in a timely matter
  • To educate and inform the Barry Community of policies and procedures so that orders and requests can be processed more efficiently

General Information

Office Hours:  Monday through Friday 8:00 am – 5:00 pm, except on designated University holidays.

Invoices: All invoices are to be sent to the Barry University, Purchasing Department, 11300 NE 2nd Avenue, Miami, Fl.  33161   A valid Purchase Order number must appear on all invoices, correspondence, labels, packages, and shipping papers.

Only purchase orders or a valid purchase card (Amex) commit the university to pay for goods or services.

You are reminded to ask for a copy of a Barry  University purchase order, or a valid Barry University purchase card number (Amex)  for purchases totaling under $2,500.00, before agreeing to ship merchandise or perform a service for Barry University. 


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