A project team has established contracts for purchasing vehicles and construction services. In the middle of project execution, the team learns that the vehicle supplier cannot deliver the vehicles. T

Asking the technical team to revise requirements might be an option if no vehicles can be procured, but it's a significant scope change that should be a later resort, as the immediate need is to procure the vehicles as originally planned if possible.

Arranging a meeting with the client to request more time is an option if no internal solutions are found, but it represents an acceptance of delay rather than an attempt to find an immediate solution to maintain the schedule.

When a primary supplier fails, a proactive project manager should first explore existing resources and agreements. Reviewing other established service contracts for construction might reveal clauses, partnerships, or procurement capabilities that could be leveraged to quickly acquire the necessary vehicles or an equivalent solution, potentially mitigating the delay and avoiding new, time-consuming procurement processes.

Procuring from another supplier directly without a clear alternative identified, especially under time pressure, is risky and might not be feasible without delay. Also, reporting to the change control board after procurement is not ideal; the priority is finding a quick, compliant solution first, then managing the change.