Tài liệu tiếng Anh thương mại Chapter 19 Ethics and social responsibilities

19-1
Chapter 19
Ethics and Social
Responsibilities
19-2
Key Concepts
•
Ethics Defined
•
Ethics in the Supply Management Context
•
Professional Purchasing and Supply Management Ethics
•
Principles and Standards of Purchasing and supply
Management Practice
•
Management Responsibilities
»
Written Standards
»
Ethics Training and Education
»
Departmental Environment
»
Miscellaneous Factors
•
Dealing with Gray Areas
»
The Four Way Test
•
Social Responsibilities

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Ethics in Supply Management
•
Ethics are the guidelines or rules of conduct by which we
aim to live
•
Does running an ethical operation yield positive results for
a company?
•
A literature review of papers investigating whether
increased social responsibility results in favorable financial
performance found:
»
33 studies showing a positive relationship
»
5 studies showing a negative relationship
»
14 showing no effect or inconclusive results
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Survey of 4,035 Employees Across a Variety of
Industries
•
97% said good ethics are good business
•
67% said that ethical conduct isn’t rewarded in American
business
•
82% believe that managers generally choose bigger profits
over “doing what’s right”
•

25% said their companies ignore ethics to achieve
business goals
•
33% reported that their superiors had pressured them to
violate company rules
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Professional Supply Management Ethics
•
The pressures that the marketplace exerts on supply
management departments and on individual buyers make it
essential that top management and supply management
recognize and understand both the professional and ethical
standards required in the performance of their duties
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Principles of Supply Management Practice
1. Loyalty To Your Organization
2. Justice To Those With Whom You Deal
3. Faith In Your Profession
»
From these principles are derived 12
standards of supply management practice
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Twelve Standards
1. Ethical Perceptions
2. Responsibilities to
the Employer
3. Conflict of Interest
4. Gratuities
5. Confidential
Information

6. Treatment of
Suppliers
7. Reciprocity
8. Governing Laws
9. Small,
Disadvantaged, and
Minority Owned
Businesses
10. Personal Purchases
for Employees
11. Responsibilities to
the Profession
12. Global Supply
Management
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1. Ethical Perceptions
•
Avoid the intent and appearance of unethical or
compromising practice in relationships, actions, and
communications.
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2. Responsibilities to the Employer
•
Demonstrate loyalty to the employer by diligently following
the lawful instructions of the employer, using reasonable
care and only the authority granted.
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3. Conflict of Interest
•
Refrain from any private business or professional activity

that would create a conflict between personal interests and
the interests of the employer.
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4. Gratuities
•
Refrain from soliciting or accepting money, loans, credits,
or prejudicial discounts, and the acceptance of gifts,
entertainment, favors, or services from present or potential
suppliers that might influence, or appear to influence,
supply management decisions
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Guidelines in Dealing with Gratuities
•
Business Meals
»
Occasionally appropriate
–
For specific business purpose
–
Frequent meals same supplier should be avoided
–
Attempt pay for meals as frequently as the supplier
•
Global Supply Management
»
Foreign cultures, special circumstances
»
Reciprocal gift giving of nominal value
»
Careful evaluation of nominal value

19-13
5. Confidential Information
•
Handle confidential or proprietary information belonging to
employers or suppliers with due care and proper
consideration of ethical and legal ramifications and
governmental regulations
19-14
Examples of Confidential Information
•
Pricing and cost date
•
Bid or quotation information
•
Formulas and process information
•
Design information (drawings, blueprints, etc.)
•
Company plans, goals, strategies, etc.
•
Personal information about employees or
trustees
•
Supply sources and supplier information
•
Customer lists and customer information
•
Computer software programs
19-15
6. Treatment of Suppliers

•
Promote positive supplier relationships through courtesy
and impartiality in all phases of the supply management
cycle.
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7. Reciprocity
•
Refrain from reciprocal agreements that restrain
competition
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8. Governing Laws
•
Know and obey the letter and spirit of laws governing the
supply management function, and remain alert to the legal
ramifications of supply management decisions
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Key Laws and Regulations in the USA
•
Uniform Commercial
Code
•
The Sherman Act
•
The Clayton Act
•
The Robinson-Patman
Act
•
The Federal Trade
Commission Act

•
The Federal
Acquisition
Regulations
•
The Defense
Acquisition
Regulations
•
Patent, Copyright, and
Trademark Laws
•
OSHA, EPA, and
EEOC Laws
•
Foreign Corrupt
Practices Act
19-19
9. Small, Disadvantaged, and Minority Owned
Businesses
•
Encourage all segments of society to participate by
providing access for small, disadvantaged, and minority-
owned businesses.
19-20
10. Personal Purchases for Employees
•
Discourage supply management’s involvement in
employer-sponsored programs of personal purchases that
are not business related

19-21
Recommended Guidelines for Personal
Purchases for Employees
•
Avoid using an employer’s purchasing power for special
purchases
•
Make certain of fair arrangements for personal purchase
programs
•
Use caution to ensure that employer-sponsored programs
do not force special concessions on the supplier
•
Suppliers should be made aware that such purchases are
not for the employer, but for the firm’s employees
19-22
11. Responsibilities to the Profession
•
Enhance the proficiency and stature of the supply
management profession by acquiring and maintaining
current technical knowledge and the highest standards of
ethical behavior.
19-23
12. Global Supply Management
•
Conduct international supply management in accordance
with:
»
the laws, customs, and practices of foreign
countries,

»
consistent with your country’s laws,
»
your organization’s policies,
»
and these Ethical Standards and Guidelines
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Important Areas Requiring Amplification
•
Avoid Sharp Practices
•
Competitive Bidding
•
Negotiation
•
Samples
•
Treating Salespeople with Respect
•
Substandard Materials and Services
•
Gifts and Gratuities
19-25
Avoid Sharp Practices
•
Evasion and indirect misrepresentation
•
Just short of actual fraud
•
Sharp practices focus on short-term gains and ignore the

long-term implications for a business relationship