This is not an easy question. If parents educate well their children, basing their upbringing in good ethical values, and one day when the parents are not looking the children violate what their parents have taught them, to what extent the parents are responsible for their children's actions?
How do we draw a line of responsibility between manufacturer and suppliers? Or could it be the case that the suppliers need a more strict education according to the manufacturers principles? Or is it that some suppliers prefer to ignore the manufacturer's teaching and do according to their own principles or lack of them?
You pinpoint very accurate and very,very valid points.
I am reminded about a raging debate a few years back,should Electronic manufacturers like Nokia,Apple,etc be forced to pay for the Damage to the environment they cause(as most of their discarded products land up in landfills) .
A lot of people/politicians were proposing that either an additional Tax be put on the price of electronics products(which compensates govts for building and maintaining landfills & recycling programs) or,put in place mandatory legislation which forces manufacturers to take back their products (and recycle/dispose them off safely) at the end of their lifecycle.
It was a very lively debate.Unfortunately not much came out of it ,primarily because no one is willing to take responsibility for their actions.
Yes, I remember those discussions, too. Some things have changed and improved since then. There is no doubt there is still much to do, though.
No one is willing to take responsibility for their actions, yes, and when there is a need to find a responsible there is always someone who will be blamed and accused. This is simply human nature until this, too, could be changed as part of human evolution.
You are right about the ethical dilemma posed by this question. The only difference between the parents investment in a child and these 2 entities I believe has to do with the product. Who in this partnership claims ownership of the product, must be held accountable for the good and the ugly that comes along its supply chain. So Apple for example should not be left out of the discussion on labor outside the US or accountable for violations of workers rights in Apple facilities or by its suppliers, becuase the company has taken the decision to manufacture most of its products outside. It has the obligation to see that at minimum the rules that binds production in the US or UK (examples)is upheld, especially in light of the products being consumed here and the UK.
Monitoring of suppliers should be part of the operations risk management, since the actions of the former has an impact on the manufacturer too.
If I am correct informed right now we have 31.71% [ 13 ] no answers. So I want to ask the readers who voted No. If the equipment makers are not responsible for the labor violations at their suppliers, then who is ?
I feel that as an entire ecosystem, everyone is responsible. The vendors, supplier, everybody for the most part. Ignorance is bliss but if you have some semblance of an idea of what is going on, you should do something about it. We all know that the dollar speaks volumes.
Yes, customers and vendors alike. If you know that the manufacturer or vendor is doing unethical or no-so-good practices, don't buy from them. It's alot easier said than done, but you can begin the process of looking elsewhere to conduct your business.
I agree with that. However, in this particular case, I don't see how Apple can be blamed for the supplier's own practices that respond to a different culture and government regulations.
In fact, all this issue reminds me to all what I have seen about many Chinese being totally inhumane towards other species and same species to the point of making me question if they actually have some kind of code of ethics of some sort. I don't know the answer.
They don't have any code of ethics in the food industry, though. And I don't see anyone saying "I am not eating Chinese food anymore and will start eating other kind of more ethical food instead." They eat Chinese food because it's cheap. That's all. Who questions what happened to the food before the food was nicely served on the plate? It's just the same problem, and yet, some seem to insist on making a difference. Why?
For the food comparision, do you mean Chinese food here... or overseas? Because you're right, people eat it because it's cheap and 'somtimes' is appetizing depending where you get it. But if the restaurant is in the US, then they do have to follow US DOH standards.
I will put the blame on the country's labor regulation authorities. Why this cannot happen in western countries? Because of the working condition standards and regulations in place in those countries.
"then hardly can OEM be blamed for that." Whatisgoingoninthenextdoorisourresponsibility,andasweareheadingtothefuture,wemustthrow awaythe"ostrichmethod"
Interesting debate. The reason we see so many Safe Harbor statements on financial releases is to protect companies from the type of criticism we discuss here. Effectively, safe harbor statements say "we can't be responsible for any decision you make based on the information we provide you." I believe that had companies taken the same approach to labor practices, we wouldn't be having this discussion. Stictly speaking, I do not believe an OEM is responsible for its suppliers' actions. I think business contracts should be limited to the agreement to supply and pay for goods or services between the customer and vendor. But many companies took it upon themselves to be the arbiters of right and wrong when they publicly declared their "values." Now, it's too late to turn back.
"I do not believe an OEM is responsible for its suppliers' actions. I think business contracts should be limited to the agreement to supply and pay for goods or services between the customer and vendor."
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Archived Dialogues
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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