Ubuntu FinTech Services (Western Cape, Cape Town) is procuring outsourced cybersecurity monitoring for its 24/7 digital banking platform. The initial brief was limited to overnight monitoring, but after two meetings the scope has expanded to include incident response, compliance reporting, and on-site support, with no agreement on what is included in the first contract. The IT manager assumes procurement will decide, procurement assumes IT will define requirements, and risk wants approval rights before any supplier engagement. Meetings keep restarting because nobody can confirm decision ownership, required inputs, or the sequence of activities. Which action should be prioritised to stabilise the sourcing effort?

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Begin negotiations with two suppliers so their proposals force internal stakeholders to commit to a single scope.

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Form the cross-functional team formally and develop a project charter that defines scope boundaries, roles, decision rights, deliverables, and the governance process.

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Pause stakeholder involvement and let procurement design the sourcing approach independently, then circulate the final scope for sign-off.

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Move directly to supplier performance management planning so reporting requirements drive the contracting structure.

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Ubuntu FinTech Services (Western Cape, Cape Town) is procuring outsourced cybers...

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