Did you have a question? Yes, I do. It's a big difference that you guys have minimum built blockchain to your base platform, which is different from what Amazon's [inaudible] traditional e-commerce architecturally. Right. Is that one of them? That's one of them. That's a great question because it transitions. I want to take five minutes, and give you six areas where we're different from Amazon because we've been built on B2B. The blockchain is one area, but I don't want to give you the impression that we're a blockchain company only, which is why I wanted to be able to tell you some of this stuff. Some of the noise that we're trying to solve for the business customer is that there's too much noise in the marketplace around products and digital advertising. I think, if anybody's been to a website, you get hit with digital ads. There's too much noise in the marketplace for business customer. They just don't feel comfortable with that. Online customer information is owned by the website vendors. Think about the traditional relationships that B2B has. They're more personal. They've been existing for 20. If I'm in business, and I'm selling to you as another business, I've known you for 20 years, you probably know my father, I probably know your father. We've been doing business that long. I extend you credit so you can buy a million dollars worth of product on a purchase order, which is different than B2C. B2C, the credit card stands at the middle of the transaction. The credit card contains the identity of who's buying, and also contains how much I can buy, my credit limit. With a business-to-business transaction, there's no credit card in the middle of that, which is why we need to have Blockchain. I want to be able to trade my purchase order for your invoice, and I want to be able to do that without having a bank in the middle of that transaction. That's where Blockchain comes in. It's not just the technology, it's not just a cryptocurrency, it's enabling technology that allows me to trade a purchase order for an invoice, and I can't do that on Amazon today. There's no one place to seek complete buyer's journey. Business customers buy differently, the consumers, we know that. We want to be able to connect the marketing effort to the real cost of goods. That's another area where we're very strong. Any dollars spent on our platform and marketing, we can attribute that dollar to a dollar in sales. We follow that transaction all the way over from the digital ad campaign that brought the buyer to the website, all the way through to the checkout. Because we're involved in the financing, and were involved in the transportation, we can follow that order all the way through to completion. We can show the complete buyer journey, which is a lot different than a B2C website. We connect that marketing effort. Many manufacturers don't know their end customers. A lot of people sell through distributors, and will follow that buyer's journey through the distributor. There's usually a low engagement of the end customer in a B2C marketplace. If you buy a toothbrush on Amazon, Amazon doesn't call you up every day, and say, "How's the toothbrush working out for you?" But if you buy a hydraulic pump, an HVAC system that sits on top of a building, if you buy a generator, if you buy stamping pieces of equipment, a hydraulic press, there is a relationship that extends beyond the purchase decision, all the way through the life of that product. That product has got to be tracked somewhere. Another use of Blockchain, is it when you buy a product on our platform, we put that product on the Blockchain, and then if I then sell that product ultimately to somebody else, or it's refurbished by a third person, or it's ultimately sold to a fourth person, then it's all traceable. It's all in the Blockchain, we all share that. When you buy the product, you buy a note on the Blockchain where that product exists. Think about it as a CARFAX for manufacturing. We put that on the Blockchain. Let me ask you a question. Go ahead. Do you foresee [inaudible] platform? For maintenance? Yeah. For preventive maintenance and for scheduled maintenance, yeah. That's also another source of data, which you as the manufacturer would own. Right now, that data is being captured for some pieces of equipment today. Every tractor engine built in the United States, there's a database of where that engine resides by VIN number, but it's owned by a third-party person, and they don't share that. Whereas you, you would own that own information because it's on the Blockchain. Six areas that I'm not going to cover too much in depth for time, but the major shifts for B2B that you should be aware of, is B2B typically on the Internet, has been done like B2C. That's why Amazon is so easily used in the B2B business. If I can commoditize my product, and I can take a picture of it, and it's got two or three different variants, size, color, and style, not too complex, I can throw it up on Amazon, and they'll sell it. But that doesn't work for B2B and complex products. Moving from product centric to solution-focused. Here is a good thing. If I'm a business owner and I own this building and I want to be able to reduce the carbon footprint of this building or I want to be able to reduce the electrical cost required to maintain this building. If I go to Amazon, what do I type in the search box? If I want a toothbrush, I type toothbrush, I get 10,000 toothbrush that pop up. But if I've got a business problem and needs a business focused solution, where do I go find that? With our platform, what we're doing is we're running digital marketing campaigns based on solution descriptions not based on product descriptions. You may not know the name of the product or service that you want to buy and it may not be a product or service it maybe a combination or product or service. When you put your product on our platform we reach out to those buyer profiles that own those businesses and have their specific problems to be able to direct that traffic to your website. There's a shift from single channel to omni channel. What that means is think about today if you go into Home Depot. You are a buyer you're going into Home Depot; you meet an other buyer in a parking lot and this guy says, "Great, good to see you at Home Depot, what are you going to buy?" The guy says, "What I'm here to buy is some plumbing supplies to fix my house." Another guy says, "I'm here to buy some landscaping supplies. I want to landscape my yard." Another guy says, "I'm interested in painting the bedroom." We are all going to the Home Depot Store assume you get to that front door what happens? You are all go into your isle. Your place for your product to be able to buy that. Well, think about a manufacturer. They sell a lot of different lines of products. Right now, the only choice you have is push everybody to a single website and hope they find a product they are looking for. Like I said, it's like taken Home Depot and dumping all the product on the store. An alternative to that is creating unique buying experiences for every buyer profile that interacts with your business and inviting them to a curated website specifically designed around selling that particular product for that particular use case. That's for a shift from a single-channel one website to an omni-channel multiple websites, and then driving all of that business with a single product single platform in the inception platform. Moving siloed systems to digitally connected systems. That's just the ability to be able to move information from a single database to multi-database on our platform. Then the technology shift which involves a lot of the block chain that Mike was talking about. I'm probably going to skip through these. We talked about a consumer centered to product-focused, rethinking the product focused organization. Holding that there's two ways traditionally people bought have structured their business is that the customer and the company are two different organizations. I'll make something and then I'll go find somebody to buy it. But I had no idea the buyer in mind when I made it. I just make it and then marketing will sell it for me whatever that is. The other model is a customer centric model which puts the customer at the center of that and then I'll make whatever the customer wants. But that reduces innovation to the lowest common denominator which is the things that the customer can think about. I've restricted innovation because the manufacturer can think about 10 more things to manufacture than the customer can think. Our business model is more like bringing the customer and the manufacturer together by increasing communication between the buyer and the seller having them collaborate at all parts of the manufacturing process and getting their feedback all along the way. That's a buyer journey that I talked about earlier. Today's buyer is not a single buyer. I think I talked about this earlier but most buyers are a team of buyer, 94 percent B2B buyers conducted online research for their product at some point in time even before they decided the supplier or the product. They're searching online to see what the capabilities are out there. 30 percent of their time is devoted to planning the purchase. 50 percent will use a mobile device at some point. The average team size is 5-7 people and they do want some degree of self-service on the web. I want to be able to go to the web and find out the status of my order but if it's late, I want to pick up the phone and call somebody and find out when I'm going to get it there. They want that self-service component but they don't want to be driven to entirely self-service to be able to get their product and that's why our product is good because it can be self-service. They can also be used as a customer processing system. Product centric to solution focus; we talked about that. There is a shift onto productize a service offering. Many people think that if I've got a service business I can't sell on the internet which you can. Then from single-channel and omni-channel we talked about. Three new incentives for inception that we're very excited about, we'll close out with this. Mike talked about the simplified shipping. Another area we are getting into is on-demand access to business capital. This is another use of blockchain, because the product is on the blockchain, because the purchase order is on the blockchain, I can now take that business transaction and sell it off to a third party financial institutions. I can factor my invoices, which means I sell it to somebody for discounts or cash immediately and I can also finance the purchase. If I'm buying that million dollar piece of heavy equipment for my manufacturing plant, you can sell that, inception will pay off the invoice and then you can construct payments. But those financial transactions are included on the blockchain, which makes them marketable to third parties to be able to participate in. Then the last is multi-vendor B2B marketplace. We're trying to build not a single destination for people to come buy, that's a single website. Not only multi destination, so multiple websites for single vendor, but because of our blockchain technology, we could take multiple vendors and stick them in a third party marketplace where if I come in and I want to buy something, I can create a purchase order for 1, 2, 3, 4 vendors at one time, checkout, get that financed and then each vendor gets the order to be able to fulfill locally at their destination. That's again another source of blockchain that we have that makes us unique. Mike talked about Zippy, but what we've done is we've actually embedded logistics into the product ledger. By doing the way that we price logistics, I can tell you how much it's going to take you to ship that product anywhere in the world defined in the product ledger, so in the product definition, I can now get a fully loaded cost of goods sold, with shipping included. Also on-demand and business capital, more and more people are looking to be able to do this on the Internet. But we're able to then participate in the financing where we can allow our businesses to draw funds against current purchases or also draw funds against future purchases. If it's an ongoing business entity, they'd been on our platform a while, we know they'll run rate, so rather than also financing current orders, we can finance future orders because we're going to enter and look at their business, we know what's going on there. They can use the money to pay back suppliers, to grow the business or to generate more demand for their business on the inception platform. Then the last is this global marketplace, giving easy access to global suppliers, huge variety of operations, make any product easily searchable from anywhere 24-7, better pricing, and better branding of products. Now let me give you a real-life example of what this looks like. We all are concerned in society today with being able to support small business, minority owned business, women-owned business. We have large corporations here in the Atlanta area that also see those as strategic initiatives for themselves. We've got large banks, we've got large transportation companies, they would like to be able to do more in giving back to the community and supporting some of these smaller businesses. Where do you go if you own a business and your job is to be able to source goods and services for your business. Where do you go as a buyer to go find all of these small businesses to be able to throw your purchases that way to help contribute to grow. That is, how do you find them? Where you go? You can do a Google search and I've done it, if you do Google search, you could find how to certify as a small business. If you're a small business, you see, well, this is what I needed to do certify so that I can sell to Coca-Cola or SunTrust or Georgia-Pacific. But if I'm Georgia-Pacific or SunTrust or Coca-Cola, where do I go to find those businesses if I want to purchase from them? What we've done is we've created a multi merchant marketplace and the framework for that marketplace is controlled by the members of the marketplace. They decide which goods and services they're going to sell to their fan base, their target audience, they'll determine what the price of the products are going to be, they'll determine how the products are going to be paid and they'll determine who the ideal profile is for that marketplace. If that marketplace is designed to serve people that want to have ethically sourced goods or services, then the members of that community can decide that and it's not left for a big corporation like an Amazon or eBay to determine what are the ethics of my marketplace. We provide a tool where inception customers can band together that are like-minded around like business cases and stand up their own marketplace and transact directly with the inxeption platform. Does it make sense? There is a little bit of a different model than that. Does this include services as well? Yes, services and products. This is a different company, what's your association with Prologis? Yes. Prologis is one of our customers. They've come to us. Jared tells us who Prologis is. Vitor, well-thought customer as well. Severe Rawls variable. But I'd just like every Wistia management. They only and runs a lot of property across the world. Yeah. One of their business problems is if I'm going to build a Warehouse for business. When that Warehouse is complete, it's a big empty shell. If I'm a tenant moving into that Warehouse, where do I go get racks for? Where do I go get material handling equipment? Where do I go get lights for? Where do I get a pest control company to service it? Where do I go to an HVAC system? Where do I go get all of those people? By the way, I need those in a closed geographic proximity because I'm not going to go to the internet and find a pest control service in California if my warehouses in Atlanta. We've got geography with us, so the way this works is if I'm a Prologis customer and I've just moved in, I can click on here and say, well, what are the goods or services at most Prologis customers need to have and where are they wanna buy them from? If I click into hereunder rack systems, I'm going to see several vendors out there that sell rack systems for different specialized purposes. I can go and say why I need a rack system for this person. I need an architectural company to come in and draw floor plans, I know where these rack systems go. I need to go to the Dock Equipment company and get a full truck. I need to go get all of these different things, put them in one checkout crate, one purchase order that goes to all those vendors, and then finance that with Inception. Let me just share why they invested in inception or why they even looked to the marketplace, to begin with. Prologis is the world's largest rit. They've got a billion square feet of real estate, Dahshur Warehouse space that they owned. They've got 6,000 tenants in these properties. They did an assessment and analyzed, and they're really good at the contracts. This triple net lease really gets the contracts. That's what their business model is. But what they realized is that these tenants in these properties spend about 9 billion a year on goods and services to support that property. Janitorial services, H VAC, racking systems, forklifts, all that stuff. They're like, "We would love to monetize that spend. We'd like to make some money off that spending and quite frankly, this gives these tenants a list of preferred vendors to choose from in a marketplace. Certify the vendors negotiate the pricing. Certifying the vendors is huge because guess what? If I don't provide pre-selected vendors to choose from and they could just go get. Joe's H facts system. Who knows what kind of shoddy experience this way they can say, You've got to Warehouse and Atlanta, Georgia, here's the tenant, vendors that provide HVAC services that we've kind of pre-vetted for you, choose one. Guess what? When that tenant buys that service through this marketplace, Prologis monetizes that purchase and makes a fee off of it. Right? It's working if they estimate that this year they might be able to direct about a billion dollars of that spin through the marketplace that which they're getting a residual off of and providing good service to their tenants. They never were before. I'm just trying to think about today's age. We have just your classical distributor that will carry up all these products and will be fun person to help you advise you what Praxis made you back to your opening. The main difference I see it's announced on a platform. Why would I not want to go through my typical distributor that can actually give me that. It's a good question. There's a couple of different roles in this marketplaces different. The first role is a curator. In this case, is Prologis, but they're the ones that are interested in trying to find the right vendors and the right products at the right price is to be able to deliver it to their fan base. In your model, the distributor is of one is putting all of this together. They're collecting all the orders and in some cases are processing the orders themselves. But they're the ones that are responsible for trying to find which products would be able to offer. In this marketplace is owned by the curator and the merchants that participate in it. A little closer relationship to what I call the fabase or the target audience. They have invested interest in that. Also, these marketplaces are designed around this fan base, I call these affinity groups. The curator knows this affinity group intimately. Affinity groups can be built around a lot of different things. We don't have time to go into all of that, and then the merchants or the providers of the goods or services. But the way this works in a traditional B2B e-commerce, you've got a single merchant selling into a single fan base or a single audience. Each one of those in and of themselves has their own people that are loyal to their products and understand their products. The way they get more people to come to their website is they run digital marketing campaigns and they grow their single audience. But if I could take the combined strength of all of these audiences and pull them together, I now as a single merchant, I have a wider audience to be able to sell my product or service to. By the way, that audience has a built-in affinity toward my product because they're being recommended by this guy, who I absolutely love his product, and if I find this person's product on the same website then I know that there's that same attraction to it. For the prologues thing, the reason why I wouldn't go to distributor to find those things, is that curator has been able to curate the goods or services that this fan base is wildly enthusiastic about, or needs to have because they're a tenant, so that's the difference. The distributor is in it for the profit. I mean, we're all in it for the profit, but the reason why a product is going to be on his website is he's probably got a good profit margin in there. It's not necessarily the best product, but I don't know that distributor well. In our marketplace, this fan-base knows a curator, distributor well, and typically it's a combination of all of the merchants that serve as a board of directors for that marketplace. You get a little bit truer offering to that segment and audience than you would as a distributor. Does that make sense? Yeah, it accentuates, the business here has been cut out, that whole distributor and just bring, like you said again, merchant and customer closer together. Closer together. Now, this framework could be used as a distributor. But the idea is the orders don't go to the distributor. Most distributor models today, if I order something that distributors got in their warehouse, they've taken physical delivery. In our model, a curator can create a marketplace and never take possession of the goods or services because his orders go directly to the merchants who end up supplying that. Cassie? I have a question about your logistics. Starting a business, and I think that's really interesting what you guys are doing here, and it sounds like you're really innovative on all these different aspects of what you're talking to us about. Are you guys doing anything innovative about the Logistics provider, like automated drivers, farmer's vehicles, anything like that? No, not yet. Would that be your responsibility or is that more of your strategic partnership with UPS? We want to own that. We want to own that, and we want to be able to do ultimately what Amazon did is collected information as far as what we do with that information, whether or not we get in that business and do it directly, are we able to find somebody else who would like to do the same thing Amazon's doing but doesn't have that data, like a large logistic company that would like to be able to do that but doesn't have that data, just partner with them and be able to share that information so that they could do that too. The other question I had, I'm sorry, Stan, was about just the fixed pricing. It's really interesting. How do you do that with the change in fuel prices? Yeah, so there's a couple of components to it. Briefly, we're trying to play an average of averages. So when we come out with a price to be able to move your goods and services from one place to the other one, we're not trying to make money on the individual move. We want to be able to spread that risk across all the products that you're moving and then all the products and all of our customers are moving. What that means is instead of trying to get profit on each individual movement, I'm going to get a profit across the board. So I might lose something on this shipment and gain something on that shipment. That's the law of averages. I'm going to play an average of averages to be in this. Well, like the house in Las Vegas, right? They want 51 percent of the time, 49 percent of the time. But that one percent, two percent spread is blood cash. That's the first component. That's why we can do that, we don't get caught up in the minutiae of the details and that's what makes it so simplistic. So Cassidy, that's the first component. The second component is it's not a fixed percentage. As we learn more about that business and find out where your sweet spot is and where you're doing most of your business, we do have an algorithm that evaluates that and says, "Okay, if we move it from four percent to 4.8 percent, were now gone from in the red and the black." So we're looking at that moving average daily by our customers and we are making those adjustments with them periodically to move them towards a more profitable sweet spot. So you do have a daily index? We do. Oh, yeah. In the contractual period are there any limitations? Right. Are you selective about what you choose to move? Yes. That's the devil in the details. Yeah sure. I'm doing a lot of transactions with CBD clients right now. CBD is massive, [inaudible] 30 in the last two weeks. They're simply using us for e-commerce and I'm electing not to even go with the logistics with them, because I can't compete with the post office, who goes up in that. A $150 CBD oil cost about a buck and a half to ship through the postal service. There's definitely certain products that we just stay away from because I can't compete with them. I don't want to. [inaudible] I'm Sorry? Is that legal for them to ship? [inaudible] It's a box. [inaudible] What? CBD? Yeah. [inaudible] Lee is right. It's legal because it's not been restricted yet. It's not illegal. I have a couple of questions. The first one is, when you first started your talk, I was looking at your a website in Google and to me it look like a logistics company. Inxeption, you're not like Amazon. In other words, you're on the back-end. You're not a forward-facing brand. In other words, like the website, we we're just looking of the company. We're behind the scenes. You're behind the scenes. Yeah. So your deal with UPS? Why could My Start-up go to FedEx and make the same deal? Because UPS is just moving stuff around in trucks and planes. A couple of things. First of all, don't judge a company by the current marketing campaign that's on a website. We change those pages daily. That's just the current marketing effort, is we're going after those. Next week we're looking after people that want e-commerce. Next week we're looking after people that want to be able to spend more marketing dollars. Next week we're going after the token people. Those pages change daily. There are some people that try to do a better shipping cost by doing what they call aggregation. Aggregation has been in the marketplace for a long time. I've a got a UPS account number, I ship a million dollars worth of packages on my UPS account number, I get a 30 percent discount. Well, I'm going to go lend my account number to you, you, you, and you, and let you ship on my account number and get my 30 percent discount. Hopefully now I move up into the $3 million mark and then I get a 25 percent discount, still charging you the 30 percent discount and I keep five percent for profit. That's a freight aggregator, that's been in the market for a long time. That's not what we're doing here. What we're doing here is fundamentally changing that relationship because we're changing the pricing model. It doesn't matter who the provider is anymore. Could be UPS, could be FedEx, could be Old Dominion Freight Line, could be anybody. Our pricing model is irrespective of who the provider ultimately is. We don't care if a brown truck shows up at your door or a red-and-white truck shows up at your door. The unique thing that we offer is that pricing component based upon the gross merchandise value of the product and that's what's been difficult to negotiate. Yeah. We've expanded, It's not just limited to the UPS now, we have agreements with DHL and we also had FedEx in our offices in San Francisco today. From a logistics perspective, like Dave said, you don't care what color truck comes to pickup your product or ship. Does that answer Jeff? Is that okay? [inaudible] another question. The whole thing about the block chain and tokens, a couple of years ago there was all these ICOs, basically scams. Anytime I hear about this stuff, I just get a little squeezy. Sure. It's not core to your business. Well, here's why Jeff, it is core and this is why. Because most people do in B2B e-commerce, it's just dressed up B2C. They said, well, we'll do B2C commerce, because your business and you're selling the business by the fact that we're B2B. We don't think that's where we want to be. We think there's some significant hurdles that are actually preventing true B2B e-commerce. One of them, I said, is a credit card. You're not going to find a business with a million dollar open to buy on a credit card and if I got to a force every transaction to a credit card, I'm not B2B. Block chain allows me to get away from the credit card. But how do I get your tokens? With my credit card. In other words, I still have to pay taxes in dollar, I still have to pay my employees in dollars. We haven't done it yet, but the idea is you're going to buy cash tokens from me. Yeah. But I'm still using a bank to get that. To me, I just don't see the benefit of it. No, keep going because I'm not following you, where are you still using a bank? Well, when I get your tokens, I guess I use other bitcoins for those? No, I'm sorry. We have a digital wallet. There's a digital wallet embedded in platform. When you become an Inxeption customer and you buy those tokens, you have a token account sitting on the blockchain that has a balance of those tokens. As you lend those tokens or use tokens to buy purchases, your account value goes up or down. My point is I'm giving you the money instead of [inaudible]. Yeah, but we've moved the underlying value off of fiat currency now to a movable value of a cryptocurrency that has different values on a platform no matter who wants to buy. If you need to turn back into fiat currency you'd be worse off. Well, if you're investor, yes. We believe that some of those tokens are going to live and die on the platform. They're going to be transacted between the vendors on the platform. We firmly believe there's a large portion of those tokens that will not go outside the platform. As a matter of fact, we've even been talking about limiting what that may be. We may only allow 20 percent of those tokens to go to the investors. The rest of them have to live and die on that platform, they're going to be traded back and forth between suppliers. Now here's the thing, Mike and I have talked about our plans on our growth strategy, we've got, as he said, somewhere north of 225 customers right now, we're on-boarding about four to five customers a day. If we do this small business marketplace, we can conceivably with one deal bring on 350, 450, 10 thousand merchants with one deal. Overnight we go from being a small company just doing e-commerce transactions to a large company with 30 thousand merchants on the platform. Then that's where this token stuff becomes very interesting. It's a green stamp, it's top value stamps. He doesn't know what green stamps are. It's a barter system, but most barter systems breakdown because you barter with me, but you don't find anywhere to spend your barter points with somebody else because nobody's got anything you like. But if I've got 30 thousand vendors on my platform, chances are you're going to find someplace to use those tokens and that's going to create value for you. I guess when you think about your business and you guys talk about this with your other co-founders, is that stuff core to it or is this just another idea you're trying? It's not core. Because you're a startup, you're constantly- Well, we're definitely past the startup phase, we're at the scaling phase and scaling very quickly. Jeff, the Bitcoin aspect of it, the commercial transaction aspect of it is a small percentage of it. When we talk about blockchain, it's being able to do the Carfax, is being able to do the financial trading, the PO, and things like that. We're using blockchain for token identity so that when you're on our platform and you transact on your platform, you've got an internal credit score on our platform, which means now other merchants coming on the platform feel more comfortable transacting with you because you're known to us and you're secured on, so identity management. That's what we're using blockchain for, and because we've got the blockchain, we thought, let's go ahead and do a cryptocurrency too. All the class we had today, they're using our platform, using blockchain and don't realize it, and don't know it. IBM has got a large business set of blockchain and they're not even thinking cryptocurrency. They're using it for enterprise security and that's what we're using it for. As I said, Jeff, primarily to get over the hurdles that have disenabled B2B transactions in past, and that's identity management. Know who you're transacting with and trust them. Does that make sense? Yeah. I don't buy that. I don't see if you can trust with cryptocurrencies, but some people might. No, trust with blockchain. I don't trust that either. I'm afraid of technology. Hey Jeff, I just said, you're not my target audience. But I do thank you for the questions. Thanks. Any other questions? Yeah. I saw where basically the marketplace is built where someone can go in as a one-stop-shop, right? Yeah. What a lot of people have to do is go into bids. Is there any idea where you guys are going to flip it to where someone that's in procuring can almost make their own marketplace saying I need xyz, that allows companies to go and [inaudible]? Yes, that's the idea, is if you talk to most purchasing companies, they don't like the bid process because the bid process forces their bid process down to the lowest common denominator and you get cheap products and cheap vendors, and they also don't want to manage that. Purchase people would rather go out and find good qualified vendors and not have to manage a bid process. If I can create a marketplace where we've already done pre-selection, pre-qualification ahead of time, I don't have to go out with it every time. Then I can say, if I'm Coca-Cola, and I say here's our internal marketplace where if anyone in Coca-Cola needs to buy pencils or pens or copiers. Go to this marketplace, buy what you want to, put your account number and you'll be charged internally for that. But you don't have to worry about competitive bids for this stuff, we've already done that. By the way, then if I could rebate back two percent to the purchasing department so they can fund their other initiatives, then they really like that.
