Sealand PTY LTD is incorporated in Botswana. Their main business is selling, leasing and refurbishing mining equipment and machinery. In $2016$ they were engaged by Maru PTY LTD to supply some machines for a small but growing mining subsidiary Kholwo. Based on their excellent relations Maru PTY LTD assigned a Portfolio Manager, Adrian for Kholwo. In $2022$ Maru bought a water draining machine at the tune of $20$million Pula, which both CEOs discussed at length and a deposit was paid. The procurement officer sent a document to reflect the terms and conditions of the sale and the deposit. The machine worked for a year and started having challenges costing Maru production time and profits. This has resulted in a conflict that has not been resolved.

With Adrian having direct access to Kholwo CEO, shared that Maru had some equipments that were not collected by a buyer, and Kholwo needed for their project. That they were selling them at a reduced rate. Pictures and videos were shared and Kholwo paid P$450000$ to a bank account provided by Adrian for the machinery which was to be delivered in August $2023.$ A balance of P$100000$ remains. By end of August $2023$ Adrian had left the employment of Maru. On inquiring on the delivery of the machine, Sealand advised that they never sold Kholwo the machinery and they did not have that in their procurement records.

a$-$ Discuss the relationship formed between Maru and Sealand PTY$,$ critical factors that make up the relationship, the types of such relationship a$.$ In your answer relate the answers to the issues. $20$ Marks

b$-$ Identify and discuss fully a factor that influences the contractual obligations between Sealand and Maru and the role that Adrian played. $10$ Marks

c$-$ Provide interventions that could be used to de$-$escalate the conflict between the two companies. $20$ Marks