For many years, I have wavered between being judgmental or agnostic about who I do business with. I felt twinges of discomfort twice this past week.
I had a request for a quote on a Wickman multi-spindle screw machine from a customer who, among many other products, makes accessories for AR-15 semi-automatic weapons. He told me business is robust and they have tripled in size in recent years. He could buy a Wickman multi from someone else (it won’t be as good), but it is in my economic interest to sell him one if he will pay my price and meet my terms.
I felt chills down my spine last Friday when the news hit about the massacre at the mosque in Christchurch, New Zealand. As in most terrorist attacks such as Parkland and Tree of Life, the perpetrator used an AR-15 semi-automatic weapon.
Would I be a guilty link in the supply chain if I sold a spare part for a screw machine that could have made a component for an AR-15 that had a remote possibility of being used in a terrorist attack? Is it my obligation to give a sniff test to every email inquiry for a machine or screw or bushing? If the inquiry is from Turkey, do I have to check if they support Erdogan or Assad in Syria?
What about Purdue Pharma, and the fabulously rich and highly philanthropic family that controls it, the Sacklers of Connecticut.
Purdue makes OxyContin, fentanyl, codeine, and a line of ADHD drugs. OxyContin is the most prescribed pain controlling drug in America. It has made the lives of millions and millions of people more tolerable during chemotherapy and after surgery. For most users it is a marvelous drug, but for a significant minority of people who become addicted to it, OxyContin can be an agent of hell.
Purdue Pharma is under constant scrutiny. Its officers have paid hundreds of millions of dollars in fines, and some have served a small amount of jail time. But the company keeps on making OxyContin, doctors keep prescribing it every day to patients who desperately need its pain reducing power, while the Sacklers get richer and keep giving away millions.
If you run an art museum, a seminary, or a hospital, do you tell the Sackler Foundation you do not want their OxyContin tainted money? Do you tell the doctors not to prescribe it when patients are in bone throbbing pain? If you make parts for the pharma production line that produces OxyContin in Wilson, North Carolina, do you opt out of the supply line and allow an Indian supplier to step in?
I am not a total agnostic on these issues. I am willing to sell a screw or bushing to the company that makes AR-15 accessories, yet I want to know what a Wickman screw machine is supposed to make before I sell one to an inquiring company. Hunting supplies are okay with me, and ammunition for the Army and target shooting is fine. AR-15 bump stocks are not okay for me.
Am I a hypocrite if a sling for an AR-15 is okay, but a bump stock is not. Am I so far down the supply chain that my screw and bushing are inconsequential? In business, we make these kinds of decisions every day.
How do you deal with such questions, or do you just ignore them? If you ran a charity, would you take the Sackler’s OxyContin money to do good works?
Question: Would you produce parts that go in AR-15s?