Circle Bolt and Nut v. Keystone Helicopter Corp.

Superior Court of Pennsylvania·Decided July 17, 2015·No. 1401 MDA 2014·Unpublished

Opinion

NON-PRECEDENTIAL DECISION – SEE SUPERIOR COURT I.O.P 65.37

CIRCLE BOLT AND NUT COMPANY, : IN THE SUPERIOR COURT OF INC., : PENNSYLVANIA :

Appellant :

:

v. :

:

KEYSTONE HELICOPTER : CORPORATION, :

:

Appellee : No. 1401 MDA 2014

Appeal from the Judgment Entered September 18, 2014, in the Court of Common Pleas of Luzerne County, Civil Division, at No(s): 2010-14500

BEFORE: BENDER, P.J.E., JENKINS, and STRASSBURGER,* JJ. MEMORANDUM BY STRASSBURGER, J.: FILED JULY 17, 2015 Circle Bolt and Nut Company, Inc. (Circle) appeals from the judgment entered against it and in favor of Keystone Helicopter Corporation (Keystone) following a non-jury trial.1 Upon review, we affirm.

Keystone is in the business of manufacturing aircraft. Circle is a supplier of hardware to various manufacturers, offering them, inter alia, the ability to move to a vendor-managed inventory (VMI). Under a VMI agreement, Circle provides one of its employees to work on-site at a

1 Circle purported to appeal from the order denying its post-trial motion, which does not constitute an appealable order. Fanning v. Davne, 795 A.2d 388, 391 (Pa. Super. 2002) (providing appeal to Superior Court can lie only from judgment entered subsequent to the trial court’s disposition of any post-verdict motion, not from the order denying post-trial motion). At the direction of this Court, judgment was entered in this matter on September 18, 2014. We have amended the caption accordingly.

*Retired Senior Judge assigned to the Superior Court.

manufacturer to manage the inventory of certain agreed-upon parts. Management of the inventory includes ensuring the number of parts on-hand are maintained at minimum and maximum levels and that the parts are replenished as appropriate per the agreement.

Keystone had VMI agreements with various suppliers, and also purchased parts on an ad hoc basis from both Circle and other suppliers. In April of 2009, Keystone entered into a three-year VMI contract with Circle. That contract provides, in relevant part, as follows.

12. TERMINATION Both parties have a right to terminate this AGREEMENT at will.

If [Keystone] initiates termination, [Keystone] will: (1) provide three (3) month written notice, (2) Be liable for all product in stock, on order, or in route for the fulfillment of the [Keystone]

program, less any standard stock items, CIRCLE will invoice [Keystone] for such products, stock, etc. which invoice shall be due and payable within sixty (60) days.

***

14. ENTIRE UNDERSTANDING AND AGREEMENT This Agreement contains the entire understanding between the parties with respect to the subject matter contained herein, and no modification or waiver of any provision hereof shall be valid unless in writing and signed by the parties hereto.

***

16. Addendum A, Pricing is a part of this Agreement.

Contract, 4/2/2009.

Addendum A to the contract is a spreadsheet which enumerates approximately 600 parts included in the Agreement. In addition to the part

number, Addendum A has columns for estimated annual usages for the part (EAUs), the price per part, and the cost for that part for the whole year. All pages of Addendum A were initialed by Duncan McCory, director of purchasing at Keystone. Keystone provided the EAUs to Circle, which then set up bins of parts at Keystone and managed the usage.

According to Jim Castellino, then a vice-president at Circle, Keystone asked Circle to “take on more blue dot parts” in addition to those enumerated in Addendum A.2 N.T., 6/30/2014, at 25. Castellino testified that he and Jeanne Kondraski, director of sales at Circle, met with Debbie Logan, a senior buyer at Keystone, who requested that Circle

[t]ake on all the parts you can. We want you to take over all the blue dot parts. And what basically was happening was [Kondraski] would give [Castellino] the information after she got the part numbers that they wanted and the [EAUs] and [Castellino] would put it together on a spreadsheet and submit it to [Keystone] to try to formalize this so they could add it to the contract. And [Circle] persisted with asking about please add this to the contract. It was never done. But in the meantime, [Circle was] supplying the parts and [Keystone was] paying for them.

Id. at 25-26.

Kondraski testified that she received an e-mail from Logan asking if “Circle is almost ready to take over all the blue dots….” Id. at 65. Kondraski interpreted this e-mail as Logan’s asking her “to start looking at all of the

2 Blue dot refers to parts that are kept on a “min/max.” N.T., 9/20/2011, at 25. They are separate from a VMI, and are kept in stock in a warehouse because they are heavily used items. Id.

blue dots that are not already in the [VMI] program and start taking them over.” Id.

On June 22, 2009, Castellino sent an e-mail with the subject line “Addendum B” to Paul Day, who was then the purchasing supervisor for the VMI at Keystone. That e-mail stated, in its entirety: “Confirming our meeting with [Logan] on Friday, attached is the new addendum to add to the blue dot list. Please add to the contract and confirm back to us in order for us to begin scanning.” Circle’s Exhibit 10, E-mail from Castellino to Day, 6/22/2009. Addendum B included 172 additional parts. See Circle’s Exhibit 3. On July 23, 2009, Castellino sent an e-mail to Day with Addendum C, which included 80 additional parts.3 See Circle’s Exhibit 35.

On September 10, 2009, Logan sent an e-mail with a subject line of a part number to Tim Judge, Director of Procurement at Circle, which instructed Circle to “[p]lease add to our [V]MI and get them to us asap. … I want to start with [a quantity] of 100[.]” Circle’s Exhibit 25, E-mail from Logan to Judge, 9/10/2009.

3 Addenda B and C were identical to Addendum A in that they were spreadsheets containing columns for EAUs, price per part, and price per year. However, some of the parts did not have all of the columns filled in, particularly EAUs. Kondraski testified that she “can’t quote a list of random parts without [EAUs].” N.T., 6/30/2014, at 74. She further testified that Day was supposed to get her the [EAUs], but never did and “then it fell off the map.” Id.

Logan testified that she “was hoping to get all blue dots taken over, but things happened and my company said no. … Just like with any vendor that handles our blue dots, which is multiple vendors, there’s [sic] no contracts for those parts. It’s more like what we consider a one-time buy.” N.T., 9/20/2011, at 41. Logan attempted to clarify the nature of various types of purchases at Keystone. She testified that the parts discussed “would become parts for [Circle] to fill, but not contracted parts.” Id. at 47.

Castellino testified that among the three addenda, Circle was providing 878 different parts, and was then instructed by Keystone to “take over all blue dots” which would have included “800 to 900” more parts “totaling over 1700 parts.” N.T., 6/30/2014, at 29. Castellino realized that addenda B and C, as well as all additional parts were “never officially signed off” and they were “pursuing that at the time.” Id. This understanding is confirmed in an e-mail from Castellino to Day, wherein Castellino informed Day that Circle would like to meet with the Keystone team to “review all the items (pricing and approvals) and inventory levels so we can both have an understanding of the expectations going forward.” Circle’s Exhibit 30, E-mail from Castellino to Day, 2/4/2010.

According to Day, Keystone began experiencing problems with Circle.

He testified: “We had slow to no turn around requests on bids, quotes last

half of 2009 to the point where [Keystone’s buyer, Hampford,] isn’t quoting hardware with [Circle] anymore.” N.T., 6/30/2014, at 165.

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