When the quotes received are well above the target range, the first course of action should be to re-evaluate the project scope with the stakeholders. This step helps identify potential areas for cost reduction without compromising critical project requirements. Sharing the target range (B) or negotiating directly (D) might not address the underlying issue of an overly ambitious or misaligned project scope. Developing in-house (C) is a significant decision that requires more strategic consideration. References: Best practices in procurement and RFQ management, cost control in project management.

* Situation Analysis: The supply manager receives a complaint from an internal stakeholder about a long-time supplier's recent delays in shipments.
* Atypical Behavior: The supply manager acknowledges that this behavior is not typical for this supplier, indicating an understanding of the supplier's historical performance.
* Action Taken: The supply manager offers to set up a call between the internal stakeholder and the supplier to discuss the issue.
* Role Clarification: The supply manager's role in this situation involves facilitating communication between the internal stakeholder and the supplier to resolve the issue.
* Mediator Role: This role is best described as a mediator, as the supply manager is acting as an intermediary to help both parties come to a mutual understanding and find a way to move forward.
References
* ISM Professional Series: Supplier Relationship Management
* CIPS Knowledge on Conflict Resolution in Procurement