Friday
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IF I was a novelist and wanted to write about corporate collusion and sabotage, I might create a scenario like the lawsuit. Could a competitor be weaponizing a supply chain against another competitor, (allegedly, for fictions sake only of course).
Grok, are there any real world examples about a vendor being co-opted by a "competitor" against another competitor? Is it walking/talking like a duck yet?
Clear examples
Grok, are there any real world examples about a vendor being co-opted by a "competitor" against another competitor? Is it walking/talking like a duck yet?
Clear examples
- PoolCorp (FTC case, settled 2011): Pool Corporation, the dominant U.S. distributor of swimming-pool products, allegedly used its market power (often 30–50%+ of manufacturers’ sales, higher in local markets) to threaten manufacturers. If a manufacturer sold to a new competing distributor, PoolCorp would stop buying from that manufacturer across its network. Manufacturers representing >70% of pool-product sales then refused to supply the new rivals. The FTC charged this blocked entry, raised rivals’ costs, and harmed competition; PoolCorp settled and agreed not to condition purchases or pressure suppliers this way.
ftc.gov - Shein vs. Temu allegations (ongoing U.S. lawsuits, ~2023 onward): Temu has accused Shein of locking up shared ultra-fast-fashion suppliers (claiming 70–80% of relevant ones) via exclusive-dealing agreements, threats of fines/penalties, public penalty notices, “loyalty” pressures, and even physical detention of supplier representatives (summoning them on false pretenses, holding them for hours, seizing phones, and demanding Temu account credentials). The alleged goal was to block or severely limit suppliers from filling Temu orders, slowing Temu’s growth. Shein has denied the claims; the cases involve antitrust and related allegations of anticompetitive supply-chain tactics.
supplychaindive.com
- Exclusive ingredient/supply lockups: The FTC has challenged cases in which a firm secured long-term exclusive supply agreements for essential inputs (e.g., a drug maker locking up an ingredient needed for medicines) specifically to keep rivals from obtaining them, enabling large price increases. Similar exclusive-purchase or supply deals have been scrutinized when used to foreclose competitors’ access.
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