¶ … contract has been signed with a qualified contractor for working on the firm's computer applications with the mutual understanding that the contractor or vendor would facilitate improved performance and reduced cost of the system. The type of contract reached was 'a time and material' one where it was important that the buyer be thoroughly assured of the contractors' integrity because of the constricted timeline involved and the assurance that the cost of the system would be reduced.
The problem came about when the contractor refused to divulge his baseline data to the buyer, who was seeking to ensure the credibility of the contractor. All of this was important because knowing the quality and success of materials used, the average amount of time that it took contractor to complete past products and the record of his success with past applications would give the buyer insight into how costs would be reduced and assure him that the applications would be seamlessly integrated The contractor has an important role here because his establishment of the program is crucial to the success of the procedure. His track record should be carefully and thoroughly established, he must be honest, and the company should be careful to keep its trusted secrets secure so that security of the process is not breached. The vendor's...
In this way, the buyer ensures that the vendor and company are an excellent match and that the vendor will be best able to service the company's needs.
The buyer is correct, for more reasons than one, in insisting that the contractor provide the baseline data. If acquisition of facts is not achieved via direct negotiation, arbitration, or mediation, and given the fact that the contract has already been put into effect with the agent having started his work, it may be necessary for the buyer to take his case to court in order to resolve the dispute.
Question 2:
The case scenario here is of a company that is attempting to become more competitive by hastening the response of its IT system. Reacting more speedily can, however, cause underdeveloped products to be generated as well as prompt mistakes and errors. In this case, the new CEO, hired to stimulate and manage a faster system, prevented a new idea from entering the market when the company wished it to. Consequently, another company introduced the product into the market. The firm is now seeking to fire this CEO. Before they do so, however, the president…
