Employee Was Forced To Quit, Refused To Train Coworkers And Made Company Lose Millions

OP entered the logistics field during the early days of COVID, witnessing the toxic dynamics within the team and learning valuable lessons. Assigned to manage overseas suppliers, OP faced challenges when the company altered the workflow due to pandemic-related shipping cost increases. Despite the complexities, OP successfully implemented a manual Excel system. As the pandemic waned, the department unexpectedly decided OP was no longer needed, mirroring a past colleague’s experience.

Enduring mistreatment for two months, OP decided to wait for the Christmas bonus before resigning. Fortuitously, a local supplier offered a new job. Meanwhile, OP’s previous department struggled without their expertise, leading to significant financial losses. Despite a tempting offer to return temporarily, OP declined, standing firm against mistreatment. Reflecting on the decision, OP’s new job brings travel opportunities and bonuses, though the choice not to assist the struggling former team occasionally sparks regret.

Scroll down till the end to read the full story.

OP shares an older story, staying vague for privacy. Concerned about company discovery, hopes the English explanation is clear. TL;DR included.

OP began logistics work during COVID, noticing the department’s tactics to push out unwanted employees, avoiding severance payments.

OP witnessed exclusion, public criticism, and overwhelming work pressure as the department engaged in childish tactics to force resignations.

Unaware at the time, OP learned a valuable lesson.

Expecting a team member for Chinese supplies, OP ended up solely managing all overseas suppliers due to unfulfilled plans.

Due to COVID-related container price hikes, the company altered overseas supplier workflows within OP’s project, impacting logistics.

Suppliers filled containers, we transported them, but inefficiencies arose. New workflow addressed this, preventing excess shipping of air.

In the new workflow, suppliers send parts to external warehouses, allowing efficient container loading. Fewer rentals needed, optimizing logistics.

New workflow hindered direct supplier contact, lacking an official communication method for parts quantity, packaging, changes, etc.

Alone, OP devised an effective manual Excel system, gaining attention from higher-ups. Crucially, OP held exclusive knowledge of overseas suppliers.

Alone, OP devised an effective manual Excel system, gaining attention from higher-ups. Crucially, OP held exclusive knowledge of overseas suppliers.

Post-COVID, the department inexplicably decided OP was unnecessary, echoing a past colleague’s departure. The mistreatment pattern repeated.

Believing hard work would ease mistreatment, OP endured for two months, planning to resign after the Christmas bonus, withholding system teaching.

OP, anticipating unemployment, fortunately secured a job by calling a local supplier’s laid-back managing director, bonding over anime.

A month into the new job, OP’s old department struggled with Chinese suppliers. The manager, reasonable, offered a well-paid return, declined.

Days later, the manager offered OP a substantial sum to brief the old team for a week. OP declined, citing mistreatment.

The manager understood, wished OP luck, ending the call. Now, OP learns the old department faced eight-figure losses in ten months.

Old team blamed for losses outdated parts, canceled contracts, new supplier issues. OP’s new job involves travel and bonuses, occasional regrets.

Here’s a TLDR.

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