THE CASE: UNDERESTIMATING AND OVERCHARGING IN THE DEFENSE
INDUSTRY
Suppose you are a supervising engineer at a small defense contractor of about one hundred
employees. Your firm had barely been breaking even, but the recent award of a federal contract
has dramatically turned the situation around. Midway through the new project, though, you
realize that the principal partners in your firm have been overcharging the Department of
Defense for services provided and components purchased. (You discovered this accidentally, and
it would be difficult for anyone else to find it out.) You take this information to one of the
principals, whom you know well and respect. He tells you apologetically that the overcharges
became necessary when the firm seriously underestimated total project costs in its bid on the
contract. If the overcharges do not continue, the firm will again be perilously close to
bankruptcy.
You know the firm has long struggled to remain financially viable. Furthermore, you have great
confidence in the quality of the work your team is providing the government. Finally, you feel a
special kinship with nearly all the employees and particularly with the founding partners, so you
are loath to take your evidence to the government.
QUESTION:
What are you going to do?
Will you swallow your discomfort because making the overcharges public may very well put
your job and those of one hundred friends and colleagues at risk?
Would the overall quality of the firms work on the contract persuade you it is worth what it is
charging?
Or would you decide that fraud is never permissible, even if its disclosure comes at the cost of
the survivability of the firm and the friendships you have within it? Explain your reasoning..
Micro-Scholarship, What it is, How can it help me.pdf
THE CASE UNDERESTIMATING AND OVERCHARGING IN THE DEFENSE INDUSTRY.pdf
1. THE CASE: UNDERESTIMATING AND OVERCHARGING IN THE DEFENSE
INDUSTRY
Suppose you are a supervising engineer at a small defense contractor of about one hundred
employees. Your firm had barely been breaking even, but the recent award of a federal contract
has dramatically turned the situation around. Midway through the new project, though, you
realize that the principal partners in your firm have been overcharging the Department of
Defense for services provided and components purchased. (You discovered this accidentally, and
it would be difficult for anyone else to find it out.) You take this information to one of the
principals, whom you know well and respect. He tells you apologetically that the overcharges
became necessary when the firm seriously underestimated total project costs in its bid on the
contract. If the overcharges do not continue, the firm will again be perilously close to
bankruptcy.
You know the firm has long struggled to remain financially viable. Furthermore, you have great
confidence in the quality of the work your team is providing the government. Finally, you feel a
special kinship with nearly all the employees and particularly with the founding partners, so you
are loath to take your evidence to the government.
QUESTION:
What are you going to do?
Will you swallow your discomfort because making the overcharges public may very well put
your job and those of one hundred friends and colleagues at risk?
Would the overall quality of the firms work on the contract persuade you it is worth what it is
charging?
Or would you decide that fraud is never permissible, even if its disclosure comes at the cost of
the survivability of the firm and the friendships you have within it? Explain your reasoning.
