Managing Supply Chain Political Blacklist Risk?
Recent events made me wonder: What good things have been written about how people and organizations—especially ideologically minded organizations—can protect against their suppliers’ blacklisting them because of what they say, or because of what they allow others to say?
The Amazon Web Services shutdown of Parler (for insufficiently policing user posts) is the most obvious recent example; while that was temporary, perhaps it wouldn’t have been if Parler didn’t have deep-pocketed investors. Discord has reportedly shown a similar willingness to cut off organizations for “allowing hate speech.” Visa and Mastercard have apparently at times blocked payments to groups they view as “hate groups” (and had earlier blocked payments to Wikileaks).
Of course, if a supplier is just one of many in a competitive market, blacklisted users can easily switch to a competitor. But sometimes there might be only a few such suppliers in a field, and they might follow parallel ideological paths, whether because they share the same politics or just because they are subject to the same political pressures. (The clearest example of a “blacklist” is if indeed many competitors are going along with each other, formally or informally, so that if a company is dropped by one supplier, other suppliers are likely to follow suit.) Or sometimes transitioning from one supplier to another might be a massive and time-consuming undertaking.
Somewhere in pretty much any organization’s supply chain, I suspect, are companies on which the organization relies, and which (1) can hurt it badly if they cut it off, or (2) can pressure it to change its content by thr
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