Bridgestone America's, Inc. v. International Business Machines Corp.

172 F. Supp. 3d 1007, 2016 WL 1118201, 2016 U.S. Dist. LEXIS 37013
CourtDistrict Court, M.D. Tennessee
DecidedMarch 22, 2016
DocketNo. 3:13-cv-01196
StatusPublished
Cited by17 cases

This text of 172 F. Supp. 3d 1007 (Bridgestone America's, Inc. v. International Business Machines Corp.) is published on Counsel Stack Legal Research, covering District Court, M.D. Tennessee primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Bridgestone America's, Inc. v. International Business Machines Corp., 172 F. Supp. 3d 1007, 2016 WL 1118201, 2016 U.S. Dist. LEXIS 37013 (M.D. Tenn. 2016).

Opinion

MEMORANDUM

KEVIN H. SHARP, UNITED STATES DISTRICT JUDGE'

Defendant International Business Machines Corporation (“Defendant” or “IBM”) filed a Renewed Motion to Dismiss Plaintiff’s First Amended Complaint (Docket Entry No. 143), to which Plaintiff Bridgestone America’s, Inc. (“Plaintiff’ or “BSAM”) filed a response (Docket Entry No. 149) and Defendant filed a reply (Docket Entry No. 153). For the reasons [1010]*1010discussed herein, the Court will grant in part and deny in part Defendant’s motion.

RELEVANT PROCEDURAL HISTORY AND FACTUAL BACKGROUND

BSAM1 and IBM, two multinational corporations, entered into a series of contracts to design and implement a computer system to help manage BSAM’s North American tire operations.2 BSAM called it the Order-to-Cash or OTC Project. Chief among this project was the SAP OTC All Division Rollout (the “Rollout Project”). To carry out the Rollout Project, BSAM and IBM entered into a number of contracts.

The first was the January 9, 2009 Master Services Agreement. (Am. Compl. at ¶ 44). The MSA, which served as the foundation of the parties’ relationship, left the provision of specific work to Statements of Work (“SOWs”) and Project Change Requests (“PCRs”). (Id. at ¶ 45). The MSA’s terms are incorporated in the SOWs, arid in turn the terms of both the MSA and applicable SOWs are incorporated in the PCRs.

In 2008 IBM, along with other competitors, responded to BSAM’s first Request' for Quotation (“RFQ”) seeking a company with the experience and resources necessary to finalize and implement the SAP OTC solution needed for BSAM’s Commercial Tire Division. IBM was awarded the work based on its detailed representations contained in its lengthy written response. After IBM declared the OTC Com-: mercial Tire solution design completed in 2008, but before implementation proceeded, BSAM decided to pursue an OTC solution for all of its North American tire operation rather than one division, and in January 2009, BSAM issued a second RFQ for the determination of whether the finalized IBM Commercial Tire SAP OTC solution design could be scaled and implemented for all of BSAM’s North American Tire Operations (BATO). (Am. Compl. at ¶¶ 34-39 [First RFQ], 46-56 [Second RFQ]). In IBM’s Responses to the two RFQs, tqtal-ing over 300 pages, IBM addressed every area of specialized IT expertise and experience required to deliver the design, development, testing, and implementation of the solution. IBM presented itself as uniquely qualified to deliver this Project and promised to work as a partner, not just a vendor. (Am. Compl. at ¶¶ 49-51; Exs. A and B, Executive Summary).

IBM understood the importance of project management, and it specifically represented that its Worldwide Project Management Method, defined “the way in which projects are managed throughout IBM,” providing a proven framework “to govern a large and complex information systems modernization project” and reduce risks to Project success. (Am. Compl. at ¶¶ 10, 18, 33, 35-37, 47, 61, 142). IBM also represented that it utilized proven “software development methodologies],” and global development and delivery processes for offshore development that assured delivery of high quality work. IBM represented that these processes employed IBM’s existing, structured management systems, global delivery methodology, and development tools and templates, which IBM used to consistently, achieve high quality on-site and off-shore development of the critical [1011]*1011components of the IBM integration solution, which IBM committed to deliver. (Am. Compl. at ¶¶ 36-37; Ex. A, pp. 18-27).

In reliance on these and other representations, BSAM contracted with IBM for the services to evaluate the existing Commercial design for application, to all BATO operations. In May 2009, IBM represented that its design' could be scaled for all BATO operations. In reliance on IBM’s representation, BSAM contracted with IBM to perform the next design phase, Common Design, in preparation for implementation of IBM’s SAP OTC design solution for all divisions of BATO, Relying on IBM’s continuing representations, in the fall of 2009, BSAM negotiated with IBM to provide the services to finalize and implement the core of the IBM design solution for BSAM. These negotiations culminated in the IBM December 18, 2009, SOW for SAP Order to Cash (OTC) All Division Rollout Project. (“December 2009 SOW”) (Am. Compl. at ¶¶ 54-61).

The December 2009 SOW had two phases, Phase I, Design Completion, and Phase II, Implementation. Phase I took longer than expected, but BSAM shared responsibility for this Project impact, and in late 2010, the parties agreed to project scope changes and a new scheduled go-live date of October 1, 2011. (Am Compl. at ¶ 66). Phase II, utilizing IBM’s design, commenced in January 2011. IBM’s performance of its sole contract responsibilities immediately started falling behind schedule because key IBM experts left the Project for reasons known only to IBM. BSAM requested replacements and additional. IBM personnel, which were not forthcoming. (Id. at ¶¶ 67-68).

BSAM requested an assessment of IBM’s integration solution and development work on IBM’s recommended proprietary WPS middleware, which took place in May 2011. (Id. at ¶¶ 70-76). Following its assessment, IBM represented to BSAM that no major issues were found with IBM’s work; IBM put-primary responsibility for project delays and difficulties on BSAM. (Id. at ¶¶ 70-71, 74-75).

According to Plaintiff, the reports IBM gave to BSAM contained half-truths, were grossly incomplete, and concealed material facts internally reported by IBM including (1) the lack of critical IBM personnel skill sets required;' (2)' total disregard of IBM’s own project management and development methodologies; ánd (3) failure of IBM developers to use available configurations and required tools. IBM intentionally painted a false picture of the quality of its services during critical contract negotiations on the PCR No. 8, in which IBM obtained terms BSAM would not have otherwise agreed had it known the truth. (Id. at ¶¶ 71, 72, 74-75, 77-78, 98-99).

Following IBM’s false assessment, the Project focused on IBM’s rework of WPS interfaces and topology. IBM reorganized its development teams, purportedly working to meet the October 1 Go-Live, but in mid-August IBM conceded the October 1 Go-Live was-not possible. (Id. at ¶ 79). Go-Live was delayed to January 3, 2012, with all parties understanding BSAM-business requirements meant this date had to be met. (Id. at ¶ 80). On December 27, 2011, after cutover to the new system was well underway, IBM project leadership returned from holiday and recommended that Go-Live be cancelled based on "specific risks IBM had identified early in December. These risks were typical Go-Live risks, which were 'either acceptable to BSAM, or for which mitigation plans had been developed and put into place. Cancel-ling Go-Live was not feasible. (Id. at ¶¶ 82-83). The real risks, resulting in the SAP OTC system being totally overwhelmed and initially rendered useless, were known to IBM, but concealed from BSAM.

[1012]*1012Go-Live was catastrophic. System failures and errors were exponentially greater than what should be expected from the risks IBM had disclosed.

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172 F. Supp. 3d 1007, 2016 WL 1118201, 2016 U.S. Dist. LEXIS 37013, Counsel Stack Legal Research, https://law.counselstack.com/opinion/bridgestone-americas-inc-v-international-business-machines-corp-tnmd-2016.