A mining-services company creates a sourcing team to select a supplier for condition-monitoring technology used on critical equipment. The team includes supply management, maintenance, information systems, finance, and site operations. After three meetings, the team has gathered useful technical, operational, and cost information, but progress is uneven. Maintenance wants more field testing, information systems is concerned about data integration, finance wants a clearer cost model, and supply management is worried that the decision date will be missed. The steering manager wants the team to remain responsible for the recommendation, but also wants stronger discipline in how the team moves from analysis to decision. Based on the scenario, which approach best aligns with the steering manager's requirement?

Question

Answer

Ask each function to submit a final position paper, then let supply management compare the positions and recommend the supplier that best balances technical, cost, and implementation concerns.

Answer

Ask senior management to rank the supplier options using the information already gathered, then return the preferred option to the team for implementation planning.

Answer

Extend the evaluation period and allow each function to continue its own analysis until it is satisfied that its concerns have been fully resolved.

Answer

Require the team to agree on the remaining evidence required, the weighting of unresolved trade-offs, the timing of the recommendation, and the point at which unresolved disagreements must be escalated.

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A mining-services company creates a sourcing team to select a supplier for condi...

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