Leaving university, I joined a European company as an intern and started work as an assistant to the Purchase Officer. I sent out tenders, compared bids and prepared the papers for my boss to sign the orders. Often I would meet with the suppliers’ representatives to clarify a specification, emphasize a technical requirement or negotiate the order quantity.
These representatives came not just with their company literature, but with small gifts, tickets to sporting events and invitations to dinners. I refused them all, for my boss, Earl, had told me that that was the company policy. Earl was a pleasant person, always courteous and genial, but he had emphasized that I had to be like Caesar’s wife, above all suspicion of partiality or wrongdoing. Of course, there were rumors of shenanigans by some, and other assistants would often smirk at my refusal to socialize with vendors, but I felt good.
Joe, the sales chief of a big chemical company, came to see me one morning to discuss the large contract for the next six months. He said he knew the situation was competitive and he had come to find out where his company stood. I told him that the deadline was still two days off, and I couldn’t discuss the bids, especially as one last bid from a competitor hadn’t yet come in. Joe then explained that he was in a very vulnerable situation, for he had to close immediately on a large deal for an expensive ingredient that went into the production of the chemical he sold us. He would have a terrible loss if he made the commitment and then found he did not get the order.
Reluctantly, I told him then that his company simply didn’t have a chance to win the order because its bid was distinctly higher than the other two bids we had received. Joe then left. I could not, however, help noticing that he didn’t seem particularly crestfallen.
Two days later, after I had received the last bid, I made a comparative report to my boss, Earl, recommending another supplier, and considered the matter closed.
Joe, the sales chief of a big chemical company, came to see me one morning to discuss the large contract for the next six months. He said he knew the situation was competitive and he had come to find out where his company stood. I told him that the deadline was still two days off, and I couldn’t discuss the bids, especially as one last bid from a competitor hadn’t yet come in. Joe then explained that he was in a very vulnerable situation, for he had to close immediately on a large deal for an expensive ingredient that went into the production of the chemical he sold us. He would have a terrible loss if he made the commitment and then found he did not get the order.
Reluctantly, I told him then that his company simply didn’t have a chance to win the order because its bid was distinctly higher than the other two bids we had received. Joe then left. I could not, however, help noticing that he didn’t seem particularly crestfallen.
Two days later, after I had received the last bid, I made a comparative report to my boss, Earl, recommending another supplier, and considered the matter closed.
Three weeks later, I sat with friends in a hotel bar when a waiter opened the door of a private room behind the bar and went in with a food tray. I had a moment’s glimpse of Earl and Joe toasting each other with raised wine glasses. I thought there was something wrong with that picture. Early the next day I requested our secretary for the files. My comparative report was missing; instead I saw a new and lower bid by Joe, and a large order in favor of his company.
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