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I'm not quite clear on what you are asking, but since it sounds like an issue related to a contract, I'd suggest you'd go through the normal claims management process specified in the contract.
In parallel, one would likely revisit the risk register and specific risks related to vendor performance.
But I have no idea about vendor performance and how to know about it. I am still new for this process. Please share your recommendation.
Most of the organizations have a process in place for that, vendor selection, vendor performance monitor and tracker.
So, my recommendation is to check with your peers or manager if there is something already establish in the organization, some process or defined template.
As somebody that was head of LATAM Professional Service area in one of the top five companies in the world I understand your point and your pain (Professional Service was consulting, first line technical support, presales and education). The point here is: sales man sales "dreams" that others must transform into reality (others in my case were Professional Services). As an example, on that company, a hugh change in the company´s architecture was make because the headache to maintain that behavior. The point here is to make accountable of the risks to people that agree to sell things in that state. Remember: this is about quality and quality has two main components: quality and grade. You know, the greatest company in the world on software from its creation to some time ago privilege grade over quality. And the strategy worked.
I would suggest to look at the contract terms along with compliance and legal team, as they are the CoC. It is important to have very clear understanding difference between "what is in scope" and not spilling beyond required commitment.
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