Shipping problems are impacting the supply chain worldwide, and the project's primary vendor has indicated...

Because the equipment has not yet been ordered, the situation is a potential future problem—therefore it is a risk, not an issue. The project manager should document it in the risk register, assess probability/impact, and define response strategies and triggers. Updating the risk and monitoring it (C) supports proactive management: the team can track lead times, confirm when the risk becomes imminent, and implement contingency plans if indicators worsen. Treating it as “not worth recording” (A) loses visibility and reduces preparedness. Immediately switching vendors (B) is premature without analysis; alternate suppliers may be costlier, lower quality, or carry contractual constraints. Requesting more vendor details (D) can be part of monitoring, but “before taking any action” is weaker than properly capturing the risk and managing it through the established risk process. By recording and monitoring now, the project manager preserves options (alternate sourcing, earlier ordering, design substitutions, schedule adjustments) and reduces the likelihood of surprise delays later.

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