Description
Supply management professionals are in a position to lead and direct the development and integration of sustainability and social responsibility policies and strategies into the business and supply chain. Supply professionals are also in the position to reinforce the importance of personal commitment and how such commitment impacts sustainability and social responsibility initiatives and outcomes.
PRINCIPLES AND
STANDARDS OF
ETHICAL SUPPLY
MANAGEMENT
CONDUCT
WITH GUIDELINES
Published by:
Institute for Supply Management, Inc.
®
Thomas Derry, Chief Executive Officer
© 2014
Institute for Supply Management
®
2055 E. Centennial Circle
Tempe, Arizona 85284
USA
www.ism.ws
ISM
®
Board of Directors approved 2012.
All rights reserved. Material may be copied and used with permission, with credit given to
ISM
®
. Printed in the United States of America.
i
PRINCIPLES AND STANDARDS OF ETHICAL
SUPPLY MANAGEMENT CONDUCT
WITH GUIDELINES
TABLE OF CONTENTS
Preamble ____________________________________________________1
1. Impropriety _______________________________________________1
2. Conflict of Interest ________________________________________2
3. Influence _________________________________________________2
4. Responsibilities to the Employer ___________________________4
5. Supplier and Customer Relationships ______________________5
6. Social Responsibility and Sustainability ___________________5
7. Confidential and Proprietary Information __________________6
8. Reciprocity _______________________________________________7
9. Applicable Laws, Regulations and Trade Agreements _______8
10. Professional Competence _________________________________9
Acknowledgements __________________________________________9
ii
PRINCIPLES
Integrity in Your Decisions and Actions
Value for Your Employer
Loyalty to Your Profession
From these principles are derived the ISM
®
standards of supply manage-
ment conduct:
STANDARDS
1. IMPROPRIETY. Prevent the intent and appearance of unethical or
compromising conduct in relationships, actions and communications.
2. CONFLICT OF INTEREST. Ensure that any personal, business
and other activities do not con?ict with the lawful interests of your
employer.
3. INFLUENCE. Avoid behaviors or actions that may negatively in?u-
ence, or appear to in?uence, supply management decisions.
4. RESPONSIBILITIES TO YOUR EMPLOYER. Uphold ?duciary and
other responsibilities using reasonable care and granted authority
to deliver value to your employer.
5. SUPPLIER AND CUSTOMER RELATIONSHIPS. Promote posi-
tive supplier and customer relationships.
6. SUSTAINABILITY AND SOCIAL RESPONSIBILITY. Champion
social responsibility and sustainability practices in supply
management.
7. CONFIDENTIAL AND PROPRIETARY INFORMATION. Protect
con?dential and proprietary information.
8. RECIPROCITY. Avoid improper reciprocal agreements.
9. APPLICABLE LAWS, REGULATIONS AND TRADE
AGREEMENTS. Know and obey the letter and spirit of laws, regu-
lations and trade agreements applicable to supply management.
10. PROFESSIONAL COMPETENCE. Develop skills, expand knowl-
edge and conduct business that demonstrates competence and
promotes the supply management profession.
1
STANDARDS AND GUIDELINES
Preamble
A distinguishing characteristic of a profession is that practitioners combine
ethical standards with the performance of technical skills. Supply manage-
ment professionals must subscribe to a set of ethical principles and stan-
dards to guide individual and group decisions and actions.
Our ethical principles are integrity, value and loyalty. From these principles
our standards are established to (1) encourage adherence to uncompro-
mising ethical behavior, (2) increase awareness and acceptance of ethical
conduct, and (3) emphasize the role of ethics when formulating decisions.
These standards are guidelines for use by all who manage or influence the
supply chain. The standards do not supplant an organization’s policies but
are a model for consideration.
Every supply management professional is responsible to strive for accep-
tance and adherence to these ethical standards. Organizations are encour-
aged to develop, publish and enforce an ethics policy that supports these
principles and standards. Policies and procedures must be clear, transparent
and enforceable. The ethics policy should be shared with all employees,
including those outside the supply organization, and with suppliers. Training
must be on-going and comprehensive.
Information contained in this booklet will provide insight for handling dif-
ficult day-to-day matters. However, standards and guidelines cannot cover
every situation, or nuance, and do not take the place of good judgment or
sensitivity to other cultures, laws, customs and practices. When in doubt,
consult with management and professional colleagues.
1. IMPROPRIETY
Prevent the intent and appearance of unethical or compromising conduct in relation-
ships, actions and communications.
Supply management professionals deal with internal and external customers
and suppliers. Interaction and treatment between supply professionals
and these constituents must be honest and fair-minded. Avoid actions that
appear to, or actually, diminish ethical conduct. Consequences of a perceived
impropriety can be the same as consequences of an actual impropriety.
Recommended guidelines for preventing impropriety:
a. Maintain business professionalism in all communications, including
social media.
b. Work to identify situations which, even through unanticipated cir-
cumstances, may negatively impact business relationships.
c. Discuss an actual or potential impropriety with management. Take
action as appropriate.
d. Avoid actions throughout the organization that might create the
suspicion of impropriety.
2
e. Select outside business and event venues with care to manage
possible misperceptions by the business community or others.
f. Avoid excessive discussion of personal matters.
2. CONFLICT OF INTEREST
Ensure that any personal, business and other activities do not conflict with the lawful
interests of your employer.
Supply management professionals must not use their positions to induce
another person to provide inappropriate benefits to themselves or others.
Potential conflicts arise from family, business, personal or financial relation-
ships. Even though a conflict may not technically exist, supply management
professionals must avoid the appearance of such a conflict.
Recommended guidelines to avoid and manage conflicts of interest:
a. Potential Conflicts: Discuss actual or potential conflict(s) of interest
with management. Reassign supply management responsibilities
as warranted or necessary.
b. Guidance on Conflicts: Notify the appropriate person for guidance
or resolution when a potential conflict of interest arises.
c. Conflict of Interest Statements: Advocate that your employer
obtain and review conflict of interest statements that encourage
employees to disclose any potential conflict of interest upon initial
employment and annually thereafter.
d. Secondary Business/Employment: Do not harm the interests of
your employer through a secondary business or other employment.
e. Personal Business: Do not engage in inappropriate personal busi-
ness with your employer, employer’s competitors or suppliers. For
example, lending money to, or borrowing money from, any cus-
tomer or supplier.
f. Investments or Business Ownership: Follow employer policies
and practices covering investments, equities and other financial
instruments.
g. Inside Information: Do not use inside information for personal gain.
h. Outside Activities: Do not misuse your position as an employee to
the detriment of your employer or its reputation.
3. INFLUENCE
Avoid behaviors or actions that may negatively influence, or appear to influence, supply
management decisions.
Every person in a position to influence a supply decision must avoid all activity
that may diminish, or even appear to diminish, the objectivity of the decision-
making process. Interests of the employer must be served by those who are
a part of the supply process.
Influence is a factor in almost all business decisions. Use care to evaluate
the intent and perception of influence on supply management decisions.
Clarity can often be gained by asking questions such as:
3
• Is the business activity in the best interest of the employer?
• How will the business activity be perceived by peers and others?
Sources of influence can be introduced into relationships between buyers
and sellers, including:
a. Employer policies
b. Gifts, gratuities or entertainment
c. Business meals
d. Relationships
e. Product samples
f. Political matters
g. Advertising
h. Market power
i. Specifications and standards
Recommended guidelines for dealing with matters of influence:
Guidelines cannot cover every situation and do not take the place of good
judgment or sensitivity to other cultures, laws, customs and practices.
a. Employer Policies: Supply management professionals should
encourage and recommend the development and implementation
of policies that eliminate or reduce inappropriate influences on the
supply process.
b. Gifts, Gratuities and Entertainment: The giving or receiving of gifts,
gratuities or entertainment have the potential to influence buying
decisions. These may be offered to a supply professional, others
involved with a buying decision or to a family member.
• Manage and evaluate carefully the acceptance of gifts, gratuities
or entertainment, even if the value is small. Develop and com-
municate a written policy.
• Consider the frequency of giving or receiving gifts, gratuities or
entertainment and measure the “collective impact.”
• Abide by the letter and the intent of guidelines and policies.
• Do not solicit gifts, gratuities or entertainment for yourself, your
employer or your family.
• Avoid accepting monies, loans, credits and preferential
discounts.
• Seek direction from management if there is concern that a busi-
ness relationship may be impaired or appear to be impaired by
refusal of a gift, gratuity or entertainment.
c. Business Meals: Meals are occasionally required when conducting
business and are often a part of building business relationships.
• Use care to ensure a meal is for a specific business purpose.
• Manage meal frequency and cost with suppliers.
d. Relationships: Avoid situations where relationships may negatively
impact business decisions.
4
e. Product Samples: Product samples may be offered by suppliers or
requested by the buying organization when necessary for testing
or other purposes. Document transactions covering the accep-
tance and use of product samples. Clarify the responsibility for the
cost of samples and address any obligation for sharing test results
with the supplier.
f. Political Matters: All organizations are subject to internal and
external forces and pressures. Internal forces and pressures result
from an organization’s culture. External forces and pressures result
from economic conditions, laws, regulations, public opinion, spe-
cial interest groups and political entities. The negative influence of
internal and external forces and pressures on supply management
can be minimized when the organization adopts, communicates,
and behaves based on ethical principles and standards.
g. Advertising: Exercise care when accepting advertising or promo-
tional items, participating in activities that promote one supplier
over another or activities that could be perceived as preferential
treatment.
h. Market Power: Supply management professionals must be aware
of their organization’s position (e.g., economic size, power, etc.) in
the marketplace and ensure that market power is not abused.
i. Specifications and Standards: Supply management professionals
must ensure that specifications and standards are objectively
developed and communicated.
j. Communication: Follow organization media policies, including
those related to social media.
4. RESPONSIBILITIES TO THE EMPLOYER
Use reasonable care and granted authority to deliver value to the employer.
The supply management professional must serve the lawful interests of
the employer. This requires application of sound judgment and consider-
ation of both legal and ethical implications.
Recommended guidelines for satisfying responsibilities to employers:
a. Understand the authority granted by your employer.
b. Obtain maximum value for the employer.
c. Avoid activities that compromise, or create the perception of com-
promising, the best interests of the employer.
d. Ensure virtual office, and other working arrangements, deliver
value to the employer.
e. Notify the employer of known or suspected unlawful or unethical
activities.
f. Avoid unauthorized use of the employer’s name.
g. Avoid using the employer’s purchasing power to make purchases
for non-business use. If employer-sponsored personal purchasing
programs exist, make certain that the arrangements are fair to sup-
pliers, employees and the employer.
5
5. SUPPLIER AND CUSTOMER RELATIONSHIPS
Promote positive supplier and customer relationships.
Supply management professionals are responsible for developing and
maintaining effective business relationships with suppliers and customers.
Impartiality across all business interactions and transactions enhances the
reputation and good standing of the employer, the supply management
profession and the individual supply professional.
Recommended guidelines for maintaining positive supplier and customer
relationships:
a. Develop and implement policies and procedures for business pro-
cesses that are fair, unbiased and applied consistently, including
where long-term relationships exist with key suppliers and
customers.
b. Encourage prompt and fair problem resolution.
c. Avoid unreasonable demands.
d. Communicate promptly, openly and directly.
e. Establish a process for suppliers and customers to notify your
employer of known or suspected unlawful or unethical activities.
6. SOCIAL RESPONSIBILITY AND
SUSTAINABILITY
Champion social responsibility and sustainability practices in supply management.
Supply management professionals are in a position to lead and direct the
development and integration of sustainability and social responsibility poli-
cies and strategies into the business and supply chain. Supply professionals
are also in the position to reinforce the importance of personal commitment
and how such commitment impacts sustainability and social responsibility
initiatives and outcomes.
ISM
®
definitions of sustainability, social responsibility and related principles
follow:
• Anti-Corruption. Corruption in all of its forms, including extortion
and bribery, will not be tolerated.
• Diversity and Inclusiveness — Workforce and Supply Base
• Workforce. Workforce diversity and inclusiveness is the attraction
and retention of a workforce that reasonably represents the cus-
tomer and communities in which the organization operates.
• Supply Base. Attraction and retention of a diverse supply base is
the responsibility of each supply professional.
• Environment. Supply management promotes protection, preserva-
tion and vitality of the natural environment.
6
• Ethics and Business Conduct. Every supply management profes-
sional is responsible for behaving ethically and actively promoting
ethical conduct throughout the supply chain.
• Financial Integrity and Transparency. Financially responsible supply
management is characterized by integrity and transparency in all
supply-related dealings and decisions.
• Global Citizenship. Global citizenship is the ethical and moral obli-
gation to act for the benefit of society locally, globally and virtually.
• Health and Safety. Health and safety is the condition of being pro-
tected or free from the occurrence of risk of injury, danger, failure,
error, accident, harm and loss of life.
• Human Rights. Human beings have universal and natural rights and
status regardless of legal jurisdiction and local factors.
• Labor Rights. Supply management is committed to protecting and
respecting labor rights globally.
• Sustainability. Sustainability is the ability to meet current needs
without hindering the ability to meet the needs of future genera-
tions in terms of economic, environmental and social challenges.
For more detailed information, please visit www.ism.ws/sr.
7. CONFIDENTIAL AND PROPRIETARY
INFORMATION
Protect confidential and proprietary information.
Confidential and proprietary information requires protection and should
be shared with others only when needed. Access must meet employer
ethical guidelines, contractual obligations, government regulations and
laws. Supply management professionals should ensure that recipients of
confidential and proprietary information know that they have an obligation to
protect it.
Examples of information that may be considered confidential or proprietary
include:
• Price and other related elements
• Contract terms and conditions
• Bids and quotations
• Product and other costs
• Descriptions of formulas and processes
• Designs and drawings
• Organizational plans, goals, objectives, strategies, and results
• Financial information not available from public sources
• Information that may impact prices of financial instruments
• Wages and salaries
• Information about employees, officers and directors
7
• Personal demographic and other data, including background
checks and investigations
• Sources of supply
• Computer software programs, languages and applications
Recommended guidelines for confidential and proprietary information:
a. Develop and communicate a policy regarding protection of confi-
dential and proprietary information.
b. Mark and identify confidential and proprietary information
appropriately.
c. Use nondisclosure agreements that state the terms for use of con-
fidential and proprietary information.
d. Accept no confidential or proprietary information unless you have
the right and need to use it.
e. Protect confidential and proprietary information given to you.
f. Require that confidential and proprietary information given to
others be protected by them.
g. Use confidential and proprietary information only for its intended
purpose.
8. RECIPROCITY
Avoid improper reciprocal agreements.
Reciprocity is both a legal and an ethical issue that may result in legal sanc-
tions against the organization, its management and/or its supply manage-
ment personnel.
When supply management professionals or their organizations give prefer-
ence to suppliers because they are also customers, or when the organiza-
tion influences a supplier to become a customer, the professional or the
organization is engaging in a practice known as reciprocity. Agreements
involving a specific commitment to buy in exchange for a specific commit-
ment to sell also constitute reciprocity.
Recommended guidelines for dealing with reciprocity:
a. Understand suppliers that are also customers may not be a
problem if the customer/supplier is the best source.
b. Use care with supplier lists and ensure they are not provided to
others for their use in pursuing improper reciprocal agreements.
c. Apply and obtain accounting, legal and ethical guidance when
potential issues of reciprocity arise.
d. Recognize that reciprocal relationships may be an illegal restraint
of trade in some countries.
8
9. APPLICABLE LAWS, REGULATIONS AND
TRADE AGREEMENTS
Know and obey the letter and intent of laws, regulations and trade agreements appli-
cable to supply management.
Supply management professionals should develop and maintain an under-
standing of the legal concepts that govern their activities as agents of their
employers in the countries in which they operate. These include laws, regu-
lations and trade agreements at the international, national, state, provincial
and local levels. In addition, it is common for industries to have unique regu-
lations and laws with which supply managers must comply.
Some examples of laws and regulations that supply management profes-
sionals should be aware of include:
• Agency laws
• Contract and commercial laws
• Electronic commerce laws
• Antitrust laws
• Trade agreements
• Trade regulations
• Industry-specific laws and regulations
• Government procurement regulations
• Patent, copyright, trade secret and trademark laws
• Environmental laws
• Employment laws and regulations
• Worker health and safety laws
• Transportation and logistics laws and regulations
• Financial laws and regulations
• Other laws as applicable
The ISM
®
Web site contains content regarding applicable laws, regulations
and trade agreements of different countries at: www.ism.ws/tools/con-
tent.cfm?ItemNumber=18252.
Recommended guidelines for understanding and complying with applicable
laws, regulations and trade agreements:
a. Seek training in legal aspects that govern conduct of supply manage-
ment professionals.
b. Understand and follow laws, regulations and trade agreements
that are specific to the countries where business is transacted.
c. Involve legal counsel early in analysis and planning to identify and
avoid potential legal issues.
d. Understand and apply laws specific to governmental entities.
e. Seek legal counsel when conflicts may exist. Interpreting the laws
is the responsibility of legal counsel.
9
10. PROFESSIONAL COMPETENCE
Develop skills, expand knowledge and conduct business that demonstrates compe-
tence and promotes the supply management profession.
Competence is expected of supply management professionals. Developing
business skills and increasing knowledge of supply management demon-
strates a commitment to the profession and positively impacts you, your
employer, peers and suppliers. Professional development requires continuing
education.
Recommended guidelines for achieving a high level of professional
competence:
a. Personally adopt and promote the ethical standards expected of a
supply management professional.
b. Encourage, support and participate in ongoing ethics training.
c. Establish a self-development program designed to identify and fill
gaps to remain current with changes impacting the supply man-
agement profession and business.
d. Encourage ongoing professional development of employees and
suppliers.
e. Mentor and teach those who want to learn.
f. Become actively involved in supply management and other profes-
sional associations.
g. Earn and maintain the Certified Professional in Supply
Management
®
(CPSM)
®
, Certified Professional in Supplier
Diverity
®
(CPSD
™
), and other professional certifications.
ACKNOWLEDGEMENTS
ISM
®
appreciates the willingness of the Purchasing Management
Association of Arizona to share their “Guidelines for Ethical Procurement
Practices,” published in 1986, as a model. This document has been reviewed
and updated by the ISM
®
Ethical Standards Committee on an ongoing basis
and has evolved to become what is known today as the ISM
®
Principles and
Standards of Ethical Supply Management Conduct with guidelines.
For additional information or to download a copy of this
brochure, visit the ISM
®
Web site at www.ism.ws/sr.
2055 E. Centennial Circle
Tempe, AZ 85284
JC SC 210 2/14 2M
doc_825582878.pdf
Supply management professionals are in a position to lead and direct the development and integration of sustainability and social responsibility policies and strategies into the business and supply chain. Supply professionals are also in the position to reinforce the importance of personal commitment and how such commitment impacts sustainability and social responsibility initiatives and outcomes.
PRINCIPLES AND
STANDARDS OF
ETHICAL SUPPLY
MANAGEMENT
CONDUCT
WITH GUIDELINES
Published by:
Institute for Supply Management, Inc.
®
Thomas Derry, Chief Executive Officer
© 2014
Institute for Supply Management
®
2055 E. Centennial Circle
Tempe, Arizona 85284
USA
www.ism.ws
ISM
®
Board of Directors approved 2012.
All rights reserved. Material may be copied and used with permission, with credit given to
ISM
®
. Printed in the United States of America.
i
PRINCIPLES AND STANDARDS OF ETHICAL
SUPPLY MANAGEMENT CONDUCT
WITH GUIDELINES
TABLE OF CONTENTS
Preamble ____________________________________________________1
1. Impropriety _______________________________________________1
2. Conflict of Interest ________________________________________2
3. Influence _________________________________________________2
4. Responsibilities to the Employer ___________________________4
5. Supplier and Customer Relationships ______________________5
6. Social Responsibility and Sustainability ___________________5
7. Confidential and Proprietary Information __________________6
8. Reciprocity _______________________________________________7
9. Applicable Laws, Regulations and Trade Agreements _______8
10. Professional Competence _________________________________9
Acknowledgements __________________________________________9
ii
PRINCIPLES
Integrity in Your Decisions and Actions
Value for Your Employer
Loyalty to Your Profession
From these principles are derived the ISM
®
standards of supply manage-
ment conduct:
STANDARDS
1. IMPROPRIETY. Prevent the intent and appearance of unethical or
compromising conduct in relationships, actions and communications.
2. CONFLICT OF INTEREST. Ensure that any personal, business
and other activities do not con?ict with the lawful interests of your
employer.
3. INFLUENCE. Avoid behaviors or actions that may negatively in?u-
ence, or appear to in?uence, supply management decisions.
4. RESPONSIBILITIES TO YOUR EMPLOYER. Uphold ?duciary and
other responsibilities using reasonable care and granted authority
to deliver value to your employer.
5. SUPPLIER AND CUSTOMER RELATIONSHIPS. Promote posi-
tive supplier and customer relationships.
6. SUSTAINABILITY AND SOCIAL RESPONSIBILITY. Champion
social responsibility and sustainability practices in supply
management.
7. CONFIDENTIAL AND PROPRIETARY INFORMATION. Protect
con?dential and proprietary information.
8. RECIPROCITY. Avoid improper reciprocal agreements.
9. APPLICABLE LAWS, REGULATIONS AND TRADE
AGREEMENTS. Know and obey the letter and spirit of laws, regu-
lations and trade agreements applicable to supply management.
10. PROFESSIONAL COMPETENCE. Develop skills, expand knowl-
edge and conduct business that demonstrates competence and
promotes the supply management profession.
1
STANDARDS AND GUIDELINES
Preamble
A distinguishing characteristic of a profession is that practitioners combine
ethical standards with the performance of technical skills. Supply manage-
ment professionals must subscribe to a set of ethical principles and stan-
dards to guide individual and group decisions and actions.
Our ethical principles are integrity, value and loyalty. From these principles
our standards are established to (1) encourage adherence to uncompro-
mising ethical behavior, (2) increase awareness and acceptance of ethical
conduct, and (3) emphasize the role of ethics when formulating decisions.
These standards are guidelines for use by all who manage or influence the
supply chain. The standards do not supplant an organization’s policies but
are a model for consideration.
Every supply management professional is responsible to strive for accep-
tance and adherence to these ethical standards. Organizations are encour-
aged to develop, publish and enforce an ethics policy that supports these
principles and standards. Policies and procedures must be clear, transparent
and enforceable. The ethics policy should be shared with all employees,
including those outside the supply organization, and with suppliers. Training
must be on-going and comprehensive.
Information contained in this booklet will provide insight for handling dif-
ficult day-to-day matters. However, standards and guidelines cannot cover
every situation, or nuance, and do not take the place of good judgment or
sensitivity to other cultures, laws, customs and practices. When in doubt,
consult with management and professional colleagues.
1. IMPROPRIETY
Prevent the intent and appearance of unethical or compromising conduct in relation-
ships, actions and communications.
Supply management professionals deal with internal and external customers
and suppliers. Interaction and treatment between supply professionals
and these constituents must be honest and fair-minded. Avoid actions that
appear to, or actually, diminish ethical conduct. Consequences of a perceived
impropriety can be the same as consequences of an actual impropriety.
Recommended guidelines for preventing impropriety:
a. Maintain business professionalism in all communications, including
social media.
b. Work to identify situations which, even through unanticipated cir-
cumstances, may negatively impact business relationships.
c. Discuss an actual or potential impropriety with management. Take
action as appropriate.
d. Avoid actions throughout the organization that might create the
suspicion of impropriety.
2
e. Select outside business and event venues with care to manage
possible misperceptions by the business community or others.
f. Avoid excessive discussion of personal matters.
2. CONFLICT OF INTEREST
Ensure that any personal, business and other activities do not conflict with the lawful
interests of your employer.
Supply management professionals must not use their positions to induce
another person to provide inappropriate benefits to themselves or others.
Potential conflicts arise from family, business, personal or financial relation-
ships. Even though a conflict may not technically exist, supply management
professionals must avoid the appearance of such a conflict.
Recommended guidelines to avoid and manage conflicts of interest:
a. Potential Conflicts: Discuss actual or potential conflict(s) of interest
with management. Reassign supply management responsibilities
as warranted or necessary.
b. Guidance on Conflicts: Notify the appropriate person for guidance
or resolution when a potential conflict of interest arises.
c. Conflict of Interest Statements: Advocate that your employer
obtain and review conflict of interest statements that encourage
employees to disclose any potential conflict of interest upon initial
employment and annually thereafter.
d. Secondary Business/Employment: Do not harm the interests of
your employer through a secondary business or other employment.
e. Personal Business: Do not engage in inappropriate personal busi-
ness with your employer, employer’s competitors or suppliers. For
example, lending money to, or borrowing money from, any cus-
tomer or supplier.
f. Investments or Business Ownership: Follow employer policies
and practices covering investments, equities and other financial
instruments.
g. Inside Information: Do not use inside information for personal gain.
h. Outside Activities: Do not misuse your position as an employee to
the detriment of your employer or its reputation.
3. INFLUENCE
Avoid behaviors or actions that may negatively influence, or appear to influence, supply
management decisions.
Every person in a position to influence a supply decision must avoid all activity
that may diminish, or even appear to diminish, the objectivity of the decision-
making process. Interests of the employer must be served by those who are
a part of the supply process.
Influence is a factor in almost all business decisions. Use care to evaluate
the intent and perception of influence on supply management decisions.
Clarity can often be gained by asking questions such as:
3
• Is the business activity in the best interest of the employer?
• How will the business activity be perceived by peers and others?
Sources of influence can be introduced into relationships between buyers
and sellers, including:
a. Employer policies
b. Gifts, gratuities or entertainment
c. Business meals
d. Relationships
e. Product samples
f. Political matters
g. Advertising
h. Market power
i. Specifications and standards
Recommended guidelines for dealing with matters of influence:
Guidelines cannot cover every situation and do not take the place of good
judgment or sensitivity to other cultures, laws, customs and practices.
a. Employer Policies: Supply management professionals should
encourage and recommend the development and implementation
of policies that eliminate or reduce inappropriate influences on the
supply process.
b. Gifts, Gratuities and Entertainment: The giving or receiving of gifts,
gratuities or entertainment have the potential to influence buying
decisions. These may be offered to a supply professional, others
involved with a buying decision or to a family member.
• Manage and evaluate carefully the acceptance of gifts, gratuities
or entertainment, even if the value is small. Develop and com-
municate a written policy.
• Consider the frequency of giving or receiving gifts, gratuities or
entertainment and measure the “collective impact.”
• Abide by the letter and the intent of guidelines and policies.
• Do not solicit gifts, gratuities or entertainment for yourself, your
employer or your family.
• Avoid accepting monies, loans, credits and preferential
discounts.
• Seek direction from management if there is concern that a busi-
ness relationship may be impaired or appear to be impaired by
refusal of a gift, gratuity or entertainment.
c. Business Meals: Meals are occasionally required when conducting
business and are often a part of building business relationships.
• Use care to ensure a meal is for a specific business purpose.
• Manage meal frequency and cost with suppliers.
d. Relationships: Avoid situations where relationships may negatively
impact business decisions.
4
e. Product Samples: Product samples may be offered by suppliers or
requested by the buying organization when necessary for testing
or other purposes. Document transactions covering the accep-
tance and use of product samples. Clarify the responsibility for the
cost of samples and address any obligation for sharing test results
with the supplier.
f. Political Matters: All organizations are subject to internal and
external forces and pressures. Internal forces and pressures result
from an organization’s culture. External forces and pressures result
from economic conditions, laws, regulations, public opinion, spe-
cial interest groups and political entities. The negative influence of
internal and external forces and pressures on supply management
can be minimized when the organization adopts, communicates,
and behaves based on ethical principles and standards.
g. Advertising: Exercise care when accepting advertising or promo-
tional items, participating in activities that promote one supplier
over another or activities that could be perceived as preferential
treatment.
h. Market Power: Supply management professionals must be aware
of their organization’s position (e.g., economic size, power, etc.) in
the marketplace and ensure that market power is not abused.
i. Specifications and Standards: Supply management professionals
must ensure that specifications and standards are objectively
developed and communicated.
j. Communication: Follow organization media policies, including
those related to social media.
4. RESPONSIBILITIES TO THE EMPLOYER
Use reasonable care and granted authority to deliver value to the employer.
The supply management professional must serve the lawful interests of
the employer. This requires application of sound judgment and consider-
ation of both legal and ethical implications.
Recommended guidelines for satisfying responsibilities to employers:
a. Understand the authority granted by your employer.
b. Obtain maximum value for the employer.
c. Avoid activities that compromise, or create the perception of com-
promising, the best interests of the employer.
d. Ensure virtual office, and other working arrangements, deliver
value to the employer.
e. Notify the employer of known or suspected unlawful or unethical
activities.
f. Avoid unauthorized use of the employer’s name.
g. Avoid using the employer’s purchasing power to make purchases
for non-business use. If employer-sponsored personal purchasing
programs exist, make certain that the arrangements are fair to sup-
pliers, employees and the employer.
5
5. SUPPLIER AND CUSTOMER RELATIONSHIPS
Promote positive supplier and customer relationships.
Supply management professionals are responsible for developing and
maintaining effective business relationships with suppliers and customers.
Impartiality across all business interactions and transactions enhances the
reputation and good standing of the employer, the supply management
profession and the individual supply professional.
Recommended guidelines for maintaining positive supplier and customer
relationships:
a. Develop and implement policies and procedures for business pro-
cesses that are fair, unbiased and applied consistently, including
where long-term relationships exist with key suppliers and
customers.
b. Encourage prompt and fair problem resolution.
c. Avoid unreasonable demands.
d. Communicate promptly, openly and directly.
e. Establish a process for suppliers and customers to notify your
employer of known or suspected unlawful or unethical activities.
6. SOCIAL RESPONSIBILITY AND
SUSTAINABILITY
Champion social responsibility and sustainability practices in supply management.
Supply management professionals are in a position to lead and direct the
development and integration of sustainability and social responsibility poli-
cies and strategies into the business and supply chain. Supply professionals
are also in the position to reinforce the importance of personal commitment
and how such commitment impacts sustainability and social responsibility
initiatives and outcomes.
ISM
®
definitions of sustainability, social responsibility and related principles
follow:
• Anti-Corruption. Corruption in all of its forms, including extortion
and bribery, will not be tolerated.
• Diversity and Inclusiveness — Workforce and Supply Base
• Workforce. Workforce diversity and inclusiveness is the attraction
and retention of a workforce that reasonably represents the cus-
tomer and communities in which the organization operates.
• Supply Base. Attraction and retention of a diverse supply base is
the responsibility of each supply professional.
• Environment. Supply management promotes protection, preserva-
tion and vitality of the natural environment.
6
• Ethics and Business Conduct. Every supply management profes-
sional is responsible for behaving ethically and actively promoting
ethical conduct throughout the supply chain.
• Financial Integrity and Transparency. Financially responsible supply
management is characterized by integrity and transparency in all
supply-related dealings and decisions.
• Global Citizenship. Global citizenship is the ethical and moral obli-
gation to act for the benefit of society locally, globally and virtually.
• Health and Safety. Health and safety is the condition of being pro-
tected or free from the occurrence of risk of injury, danger, failure,
error, accident, harm and loss of life.
• Human Rights. Human beings have universal and natural rights and
status regardless of legal jurisdiction and local factors.
• Labor Rights. Supply management is committed to protecting and
respecting labor rights globally.
• Sustainability. Sustainability is the ability to meet current needs
without hindering the ability to meet the needs of future genera-
tions in terms of economic, environmental and social challenges.
For more detailed information, please visit www.ism.ws/sr.
7. CONFIDENTIAL AND PROPRIETARY
INFORMATION
Protect confidential and proprietary information.
Confidential and proprietary information requires protection and should
be shared with others only when needed. Access must meet employer
ethical guidelines, contractual obligations, government regulations and
laws. Supply management professionals should ensure that recipients of
confidential and proprietary information know that they have an obligation to
protect it.
Examples of information that may be considered confidential or proprietary
include:
• Price and other related elements
• Contract terms and conditions
• Bids and quotations
• Product and other costs
• Descriptions of formulas and processes
• Designs and drawings
• Organizational plans, goals, objectives, strategies, and results
• Financial information not available from public sources
• Information that may impact prices of financial instruments
• Wages and salaries
• Information about employees, officers and directors
7
• Personal demographic and other data, including background
checks and investigations
• Sources of supply
• Computer software programs, languages and applications
Recommended guidelines for confidential and proprietary information:
a. Develop and communicate a policy regarding protection of confi-
dential and proprietary information.
b. Mark and identify confidential and proprietary information
appropriately.
c. Use nondisclosure agreements that state the terms for use of con-
fidential and proprietary information.
d. Accept no confidential or proprietary information unless you have
the right and need to use it.
e. Protect confidential and proprietary information given to you.
f. Require that confidential and proprietary information given to
others be protected by them.
g. Use confidential and proprietary information only for its intended
purpose.
8. RECIPROCITY
Avoid improper reciprocal agreements.
Reciprocity is both a legal and an ethical issue that may result in legal sanc-
tions against the organization, its management and/or its supply manage-
ment personnel.
When supply management professionals or their organizations give prefer-
ence to suppliers because they are also customers, or when the organiza-
tion influences a supplier to become a customer, the professional or the
organization is engaging in a practice known as reciprocity. Agreements
involving a specific commitment to buy in exchange for a specific commit-
ment to sell also constitute reciprocity.
Recommended guidelines for dealing with reciprocity:
a. Understand suppliers that are also customers may not be a
problem if the customer/supplier is the best source.
b. Use care with supplier lists and ensure they are not provided to
others for their use in pursuing improper reciprocal agreements.
c. Apply and obtain accounting, legal and ethical guidance when
potential issues of reciprocity arise.
d. Recognize that reciprocal relationships may be an illegal restraint
of trade in some countries.
8
9. APPLICABLE LAWS, REGULATIONS AND
TRADE AGREEMENTS
Know and obey the letter and intent of laws, regulations and trade agreements appli-
cable to supply management.
Supply management professionals should develop and maintain an under-
standing of the legal concepts that govern their activities as agents of their
employers in the countries in which they operate. These include laws, regu-
lations and trade agreements at the international, national, state, provincial
and local levels. In addition, it is common for industries to have unique regu-
lations and laws with which supply managers must comply.
Some examples of laws and regulations that supply management profes-
sionals should be aware of include:
• Agency laws
• Contract and commercial laws
• Electronic commerce laws
• Antitrust laws
• Trade agreements
• Trade regulations
• Industry-specific laws and regulations
• Government procurement regulations
• Patent, copyright, trade secret and trademark laws
• Environmental laws
• Employment laws and regulations
• Worker health and safety laws
• Transportation and logistics laws and regulations
• Financial laws and regulations
• Other laws as applicable
The ISM
®
Web site contains content regarding applicable laws, regulations
and trade agreements of different countries at: www.ism.ws/tools/con-
tent.cfm?ItemNumber=18252.
Recommended guidelines for understanding and complying with applicable
laws, regulations and trade agreements:
a. Seek training in legal aspects that govern conduct of supply manage-
ment professionals.
b. Understand and follow laws, regulations and trade agreements
that are specific to the countries where business is transacted.
c. Involve legal counsel early in analysis and planning to identify and
avoid potential legal issues.
d. Understand and apply laws specific to governmental entities.
e. Seek legal counsel when conflicts may exist. Interpreting the laws
is the responsibility of legal counsel.
9
10. PROFESSIONAL COMPETENCE
Develop skills, expand knowledge and conduct business that demonstrates compe-
tence and promotes the supply management profession.
Competence is expected of supply management professionals. Developing
business skills and increasing knowledge of supply management demon-
strates a commitment to the profession and positively impacts you, your
employer, peers and suppliers. Professional development requires continuing
education.
Recommended guidelines for achieving a high level of professional
competence:
a. Personally adopt and promote the ethical standards expected of a
supply management professional.
b. Encourage, support and participate in ongoing ethics training.
c. Establish a self-development program designed to identify and fill
gaps to remain current with changes impacting the supply man-
agement profession and business.
d. Encourage ongoing professional development of employees and
suppliers.
e. Mentor and teach those who want to learn.
f. Become actively involved in supply management and other profes-
sional associations.
g. Earn and maintain the Certified Professional in Supply
Management
®
(CPSM)
®
, Certified Professional in Supplier
Diverity
®
(CPSD
™
), and other professional certifications.
ACKNOWLEDGEMENTS
ISM
®
appreciates the willingness of the Purchasing Management
Association of Arizona to share their “Guidelines for Ethical Procurement
Practices,” published in 1986, as a model. This document has been reviewed
and updated by the ISM
®
Ethical Standards Committee on an ongoing basis
and has evolved to become what is known today as the ISM
®
Principles and
Standards of Ethical Supply Management Conduct with guidelines.
For additional information or to download a copy of this
brochure, visit the ISM
®
Web site at www.ism.ws/sr.
2055 E. Centennial Circle
Tempe, AZ 85284
JC SC 210 2/14 2M
doc_825582878.pdf