COMMITMENT TO PROCUREMENT INTEGRITY- THE "FOUNDATION," NOT THE "CEILING"

In its "14th Global Fraud Survey," Ernst & Young reported that of 2,825 global executives surveyed: 1. Nearly half (42%) were willing to justify unethical behavior when under pressure to meet financial targets. 2. Ten percent would make a cash payment (bribe) to win or retain business...

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Bibliographic Details
Published inContract management Vol. 57; no. 2; p. 12
Main Authors Steckler, Sheryl, Caulfield, Tom
Format Magazine Article
LanguageEnglish
Published McLean National Contract Management Association 01.02.2017
Subjects
Corporate purchasing
Employee attitude
Polls & surveys
Professional ethics
United States > US
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Summary:In its "14th Global Fraud Survey," Ernst & Young reported that of 2,825 global executives surveyed: 1. Nearly half (42%) were willing to justify unethical behavior when under pressure to meet financial targets. 2. Ten percent would make a cash payment (bribe) to win or retain business in an economic downturn. 3. Seven percent would be prepared to backdate contracts (falsely showing revenue). Admittedly, unethical behavior is not solely limited to the executives in the board rooms -- it can be found at all levels, from first-line managers to supply-chain workers. However, individual employees' ethical behavior is largely influenced by the moral character of the persons they are managed by, and the environments in which they work and live. No matter where it begins, the commitment to procurement integrity does not end at the doorway of the procurement executives.
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ISSN:0190-3063