Morrison Industries, L.P. v. Hiross, Inc. (In Re Morrison Industries, L.P.)

175 B.R. 5, 25 U.C.C. Rep. Serv. 2d (West) 737, 1994 Bankr. LEXIS 1861, 1994 WL 671285
CourtUnited States Bankruptcy Court, W.D. New York
DecidedNovember 10, 1994
Docket1-15-12129
StatusPublished
Cited by1 cases

This text of 175 B.R. 5 (Morrison Industries, L.P. v. Hiross, Inc. (In Re Morrison Industries, L.P.)) is published on Counsel Stack Legal Research, covering United States Bankruptcy Court, W.D. New York primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Morrison Industries, L.P. v. Hiross, Inc. (In Re Morrison Industries, L.P.), 175 B.R. 5, 25 U.C.C. Rep. Serv. 2d (West) 737, 1994 Bankr. LEXIS 1861, 1994 WL 671285 (N.Y. 1994).

Opinion

*6 DECISION AFTER TRIAL

MICHAEL J. KAPLAN, Chief Judge.

This Adversary Proceeding arises under 11 U.S.C. §§ 542 and 546(c) and involves the business relationship between the Debtor and Hiross Industries. Although the two companies occupied the same building when Morrison commenced this voluntary Chapter 11 case, they only had two official affiliations. First, Morrison leased space from Hiross, which it used as its storage and office facility. Second, pursuant to a “Requirements Contract,” Hiross manufactured truck bodies and tool boxes for Morrison, who then sold these items to its own customers. Morrison and Hiross had no other relationship, such as shared employees or common ownership.

Over $100,000 worth of completed truck bodies was being kept on storage racks when Morrison filed its Chapter 11 case. At that time, Morrison owed Hiross approximately $190,000, most of which was attributable to invoices other than those underlying the stored products. 1

Since the filing, Hiross has refused to obey the Debtor’s instructions for shipment, claiming that because it has yet to “deliver” the product, it may assert its right under U.C.C. § 2-702(1) to refuse further delivery unless the full $190,000 is paid. 2 Section 2-702(1) provides, “Where the seller discovers the buyer to be insolvent he may refuse delivery except for cash including payment for all goods theretofore delivered under the contract, and stop delivery under this Article.” Since Hiross’s ten-day right of reclamation under § 2-702(2) was not timely exercised, the only issue before the Court is whether Hiross has already “delivered” the products in question. If it has, then it is too late for Hiross to claim that it was refusing to deliver those products pursuant to § 2-702(1), and the goods are Morrison’s, leaving Hiross with only an unsecured claim for goods sold and delivered on credit.

By a probably unique set of circumstances, and clearly no contrivances, the Court is presented with a very narrow issue of “first impression.” It is also likely one of “final impression,” for the facts are likely never to. be duplicated. The Court finds that the products were not “delivered,” and that their proceeds may be applied to what Morrison owed Hiross on the date Morrison filed its Chapter 11 petition.

FACTS

At the time that Morrison and Hiross entered into the Requirements Contract, Morrison occupied its own distinct premises located some distance from Hiross. Morrison, which was then a manufacturer of these products, sought to “outsource” the manufacturing process in order to reduce its size and become a mere pass-through to its customers. As part of its restructuring, Morrison was trying to re-locate its office and storage space.

Because Morrison was only going to be a pass-through organization, the contract with Hiross only contemplated that Morrison would want the product either shipped directly to its customers, or held by Hiross subject to Morrison’s future shipping instructions. Consequently, the agreement stated that: “Transfer of the equipment from the Seller to a common carrier or a licensed public trucker shall constitute delivery. Upon such delivery, title shall pass to the Buyer, subject to the Seller’s right of stoppage in transit.” (Hiross, Inc. Terms and Conditions of Sale for Products Installed in the United States of America para. 5.) There is no doubt that at the time of contracting, the parties did not consider the possibility that goods might ever be delivered to or picked-up by Morrison itself. Morrison intended to have no trucks or equipment to move the goods, or any space in which to store the larger units.

*7 Soon after entering into the contract with Hiross, Morrison’s negotiations for new space elsewhere collapsed, and it agreed to lease space from Hiross, although that agreement was never reduced to writing. Morrison paid $1,300 per month for a small amount of office space and some distinct inside storage space within the much larger Hiross facility. The outside space is a subject of dispute: An officer and director testified that Morrison believed it was renting use of some outdoor space, while the president of Hiross testified that this outdoor storage was only an “accommodation.” In any event, no specific outdoor space was ever delineated in anything other than a course of conduct described below.

The products in question are those that were stored outside in this disputed area. Because the lease did not address the matter, the Court must examine the process by which the goods came to be placed there in order to determine whether there was “delivery” for purposes of § 2-702(1).

During the normal course of their business relationship, Morrison would send a purchase order to Hiross specifying the quantity and model of truck bodies that Hiross should produce. Upon receiving a purchase order, Hiross would send Morrison an “Order Acknowledgment” to confirm that they understood the order correctly and that the proposed price was acceptable before they began manufacturing. A Morrison employee would then cheek the Order of Acknowledgement and, if it was satisfactory, initial it as “O.K.” and return it to the Hiross employee for Hiross’s files.

As the manufacturing progressed, Hiross would send a “Pick Ticket” to Morrison notifying it that certain truck bodies were ready. A Morrison employee would then walk to the Hiross-production area to inspect the product for compliance and quality. If the truck body passed inspection, the Morrison employee would then write the shipping instructions on the Pick Ticket and sign it. The shipping instructions might read “shipped,” designating that the product should be sent to one of Morrison’s customers, or stock, indicating that the truck body should be stored on the rack outside, pending further instructions. Hiross would issue an invoice for the product after it passed inspection, even if it was not yet to be shipped. Morrison paid for many of the truck bodies that were not yet shipped (see footnote 1).

If a truck body was to be shipped, Morrison would provide the Bill of Lading and other documents to Hiross, and a Morrison employee would participate in locating the right unit, moving others if necessary, and loading it, although it was a Hiross employee and forklift that did the actual moving. It is notable that when Morrison proposed rearranging the storage racks to facilitate shipment, Hiross accepted (what Hiross’s CEO cleverly described at trial as) the “suggestion.” (He was careful not to use any terms that might suggest dominion by Morrison over that space, over Hiross’s employees or over the goods in question.)

DISCUSSION

Were the truck bodies on the outside storage rack “delivered” to Morrison? The underlying import of that question is whether Morrison or Hiross, along with their respective creditors, 3

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Bluebook (online)
175 B.R. 5, 25 U.C.C. Rep. Serv. 2d (West) 737, 1994 Bankr. LEXIS 1861, 1994 WL 671285, Counsel Stack Legal Research, https://law.counselstack.com/opinion/morrison-industries-lp-v-hiross-inc-in-re-morrison-industries-lp-nywb-1994.