Dr. Smith, a researcher at Swampland University Medical Center, needed an expensive piece of complex research equipment, which would include a computer and related software. He based his specs on a device he was familiar with, manufactured by As Specified Enterprises, and sent his requisition to supply management. As their regulations required, supply management issued a “request for bids” for an “As Specified Enterprises or equal”device.
On the morning of the day bids were due to be opened, Dr. Smith called Mr. Buylow, the Director of Supply Management, to say that he had received a bid from another company, Alternate Technologies, and that he would walk it right over. When he arrived, it was discovered that he had received an information copy of the bid and that supply management had already received the original. There was a letter attached to Dr. Smith’s copy, which in part said:
I am prepared to offer you, at no additional cost, one additional software package. However, this offer will not be shown on the bid that has been sent to the supply management department.
According to an attached price list, the value of the additional software package was $18,500.
When the bids were opened, it was found that the Alternate Technologies price was substantially higher than the price bid by As Specified Enterprises and, sure enough, it made no mention of the extra software offered.
Dr. Smith recalled that the Alternate Technologies sales representative had visited him during the bidding period admitted that his bid would probably be high. But the rep expressed confidence that, if Dr. Smith were to do a proper technical evaluation, the Alternate Technologies equipment would be selected regardless of the high price.
As Dr. Smith related this story, his face clouded over and his eyes widened. “Does this sound like a bribe to you?” he asked Buylow. Buylow leaned back and pondered what he would do next.
1. Is there an ethical problem here?
2. What additional information does Buylow need, if any?
3. What are his options?
4. What advice would you give Buylow?
Dr. Smith, a researcher at Swampland University Medical Center, needed an expensive piece of complex research equipment, which would include a computer and related software. He based his specs on a device he was familiar with, manufactured by As Specified Enterprises, and sent his requisition to supply management. As their regulations required, supply management issued a “request for bids” for an “As Specified Enterprises or equal”device.
On the morning of the day bids were due to be opened, Dr. Smith called Mr. Buylow, the Director of Supply Management, to say that he had received a bid from another company, Alternate Technologies, and that he would walk it right over. When he arrived, it was discovered that he had received an information copy of the bid and that supply management had already received the original. There was a letter attached to Dr. Smith’s copy, which in part said:
I am prepared to offer you, at no additional cost, one additional software package. However, this offer will not be shown on the bid that has been sent to the supply management department.
According to an attached price list, the value of the additional software package was $18,500.
When the bids were opened, it was found that the Alternate Technologies price was substantially higher than the price bid by As Specified Enterprises and, sure enough, it made no mention of the extra software offered.
Dr. Smith recalled that the Alternate Technologies sales representative had visited him during the bidding period admitted that his bid would probably be high. But the rep expressed confidence that, if Dr. Smith were to do a proper technical evaluation, the Alternate Technologies equipment would be selected regardless of the high price.
As Dr. Smith related this story, his face clouded over and his eyes widened. “Does this sound like a bribe to you?” he asked Buylow. Buylow leaned back and pondered what he would do next.
1. Is there an ethical problem here?
2. What additional information does Buylow need, if any?
3. What are his options?
4. What advice would you give Buylow?
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