Once the vendor confirms the delay, uncertainty is removed-the risk has materialized and is now an issue requiring immediate action. The project manager should treat it as an issue and execute the planned response (D), which may include expediting, resequencing work, using approved alternatives, leveraging buffers, or implementing contractual remedies depending on the procurement plan. Documenting it as a risk and planning a response (C) is too late because the event is already occurring; risk planning is proactive. Finding another vendor (A) might be a valid response, but it should be evaluated within procurement constraints (contract terms, approvals, lead times, and quality requirements) and aligned to the predefined response strategy rather than being an impulsive first move. Asking the procurement manager to resolve it (B) may be necessary if procurement owns vendor communication, but the PM still must initiate issue management, coordinate stakeholders, and trigger the agreed response path. Immediate issue response protects schedule objectives and aligns with integrated change/procurement control practices.