CASE STUDY 2: Mamat is a marketing executive in AXA Bhd. He has been working with the company for about a year. The job required Mamat to travel several days a month. Since he is not married Mamat does not mind the travel. He enjoys the variety and the change of working environment. Furthermore, the company reimburses him for his travel expenses. On his recent out-of-town trip, he was accompanied by Hassan, his supervisor, and friend. While discussing the reimbursement for the trip, Hassan told him to increase the number of his cab fares since the driver only stamped the receipt letting them fill out the amount themselves. As Mamat hesitated, Hassan told him “I’ve been with the company for more than six years, I should know what’s okay to do”. As Mamat was filling out his claim form, he knew if he did pad the cab fares, his total would conflict with Hassan’s. 1) What courses of action are open to Mamat? Give FIVE [5] the course would you recommend he take? Why?

CASE STUDY 2: Mamat is a marketing executive in AXA Bhd. He has been working with the company for about a year. The job required Mamat to travel several days a month. Since he is not married Mamat does not mind the travel. He enjoys the variety and the change of working environment. Furthermore, the company reimburses him for his travel expenses. On his recent out-of-town trip, he was accompanied by Hassan, his supervisor, and friend. While discussing the reimbursement for the trip, Hassan told him to increase the number of his cab fares since the driver only stamped the receipt letting them fill out the amount themselves. As Mamat hesitated, Hassan told him “I’ve been with the company for more than six years, I should know what’s okay to do”. As Mamat was filling out his claim form, he knew if he did pad the cab fares, his total would conflict with Hassan’s. 1) What courses of action are open to Mamat? Give FIVE [5] the course would you recommend he take? Why?

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
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