Have you ever been in a project situation where you were dependent on a resource that you knew that could not complete the deliverables? If so, what were your mitigation strategies?

Sounds like the risk is no longer a probability but a reality. With a comprehensive Risk Management Program this risk should have been identified and mitigation measures already developed. It would have been better if the probability had been minimized - the plan being pre-active than re-active. Alas, here we are.

1) accept the situation, determine the consequences and advise the stakeholders.
2) re-work the critical path minimizing the impact of this particular hurdle.
3) add resources to the task (through staffing or sub-contracts)
4) Isolate the task from the rest of the project allowing for post-project delivery, or even non-delivery.
5) split the task with re-assignment of some parts.
There may be others subject to nature of the project and maybe a combination of mitigating measures.

Basically you have to re-visit the Plan (I would suggest this before going to the stakeholders), get buy-in and implement. Include for a Risk Management Plan with Risk Register to avoid future disappointments.

Yes, many times. Often times the design team I work with does not meet dates for deliverables. They are swamped or overloaded for one thing. And they crave for perfection which is another. My mitigation strategy has been to issue redline drawings to Mfg. While the design team takes their own sweet time to update drawings. Also I prioritize tasks in design or engineering and see which one is causing blocking point for other departments. I request the Design Director to get those deliverables out first. These are some ways I mitigate risk of deliverables not being complete. I also try to understand process and find workaround at times as well.

There has to be a cost associated with this 'work-around'. It also seems to be very re-active. I question if its sustainable as delivery gets further and further behind, team gets more and more frustrated, more and more swamped and overloaded. I would really encourage an effort to get-on-top - prevent rather than accommodate. I know, easier said than done. Maybe if you can get the Design Director to recognize that it's his, and his teams, advantage to address the issue.
Good luck, Peter

Delivery of product is more important than engineering deliverables which are internal. The costs associated with it is paying Overtime for Engineers to do the work. It is difficult to get Engineering design director on board because he looks for more engineering hours to sustain his department. In the end it is a delicate balance. And I don’t think there is any reactionary thing that I do. It is all well thought and process followed solutions. For me getting the product out, keeping the customer happy is more important than meeting internal deadlines.

Yes, many times. Often times the design team I work with does not meet dates for deliverables. They are swamped or overloaded for one thing. And they crave for perfection which is another. My mitigation strategy has been to issue redline drawings to Mfg. While the design team takes their own sweet time to update drawings. Also I prioritize tasks in design or engineering and see which one is causing blocking point for other departments. I request the Design Director to get those deliverables out first. These are some ways I mitigate risk of deliverables not being complete. I also try to understand process and find workaround at times as well.