项目经理正在管理一个项目，其供应商负责采购最终组装所需的一种重要材料，但在进入组装阶段时却发现这种重要材料的交货跟踪记录不翼而飞，而且这种材料尚未装运。如果这种材料未按估算的交货时间运达，这可能会导致整个进度计划发生延迟。为解决该问题，项目经理接下来该做什么？
The project manager was managing a project. The vendor was responsible for purchasing an important material required for final assembly, but it was discovered that the delivery track record of this important material was missing, and this material had not yet been shipped during the assembly phase. If this material does not arrive on estimated delivery time, it may cause a delay in the overall schedule. What should the project manager do next to solve this issue?
A：记录该情况的所有详细信息，并更新问题日志
Document all the details of the situation and update the issue log
B：将该情况报告给项目发起人，并查明延长项目时限将会产生什么样的影响
Report the situation to the project sponsor and identify what the impact of a time extension will be
C：转向先前实施的评估过程中发现的次优的合格采购供应商
Move to sub-optimal qualified procurement vendors identified in the previously implemented evaluation process
D：与采购团队一起评估该情况，并探索加快交货的所有可能的解决方案
Work with the procurement team to assess the situation and explore all possible solutions to expedite delivery
正确答案：A
解析：PMBOK P96 4.3.3.3 问题日志。根据题意，材料跟踪记录丢失，已经发生了，属于问题，首先应该记入问题日志，其次分析影响等具体行动。因此选A。