Wie würden Sie mit einer Situation umgehen, in der externe Anbieter Verzögerungen bei der Behebung eines Sicherheitsvorfalls verursachen?

Beyond having SLAs and escalation protocols in place, the company should develop parallel mitigation plans to address issues independently when needed. Relying on a single vendor can introduce significant business risks, including operational delays and financial or reputational impact.

My first step will be reviewing the existing contracts to understand their obligations and identify any breaches in the service level agreements (SLAs). I document all instances of delays, including expected and actual response times, to provide clear evidence that they are nothing being satisfactory. I then call the contract owner and communicate with the vendor to address these delays, emphasizing the importance of timely incident resolution and reminding them of their contractual commitments. If the contract lacks clear response time requirements or penalties for delays, it's necessary to include legal department to negotiate adjustments to include these elements.

SLAs are very important and escalations too where necessary. 1. Include SLAs that outline response times for security incidents. 2. Ensure SLAs align with your organization's security needs and incident response plan. 3. Refer to contractual obligations if a vendor causes delays. 4. Maintain open communication with vendors to understand and resolve delays. 5. Use the contract as a reference point for expected performance.

Including service level agreements (SLAs) in contracts with external vendors is crucial to managing security incident response times. These SLAs should align with your organization’s security needs and incident response plan. If a vendor causes delays, refer to these contractual obligations. Maintain open communication to understand the reasons behind the delays and collaborate on finding a resolution. Always use the contract as a reference to ensure vendors meet the expected performance standards and address any deviations promptly.

Review SLAs: Examine the Service Level Agreements (SLAs) with the vendor to ensure they specify response and resolution times for security incidents. Identify Clauses: Look for clauses that address penalties for failing to meet these timelines. This may include financial penalties or termination rights. Contractual Leverage: Use the contractual obligations as leverage to push the vendor to expedite their response. Example: If the contract specifies a 24-hour response time for critical incidents and the vendor is taking longer, highlight this discrepancy and the potential penalties to motivate faster action.

So in every legal contract with external vendors we should mention SLA timings to ensure smooth work between client and vendor. So that vendor also can’t take incidents and tickets lightly.

To handle delays caused by external vendors in resolving a security incident, first, clearly communicate the urgency of the situation and establish a timeline for resolution. Regularly follow up with the vendor to monitor progress and escalate the issue if necessary. Document all communications and delays for accountability. Consider involving senior management or legal teams if delays continue. Explore alternative solutions or vendors to mitigate the impact on your organization. Ensure clear agreements and SLAs are in place for future incidents.

Service Level Agreement should be in place, which include response time for incident to be resolved. JV team should be on standby for such, so make sure you create Teams group with technical support guys, and also include the SOC team to assist with monitoring.

In my experience, there should be contractual Leverage to leverage any Service Level Agreements (SLAs) or penalty clauses in the contract to enforce faster responses. You can remind the vendor of these terms during escalation, showing that you're prepared to hold them accountable for breaches. Cross-vendor collaboration is also a method to look upon If multiple vendors are involved, coordinate their efforts to avoid jam. Facilitate communication between them to ensure they work together effectively, reducing delays caused by bad alignment probably.

If a vendor fails to meet their contractual obligations, escalate the issue within the vendor's organization. This may involve reaching out to higher-level management or involving your legal or procurement teams to exert additional pressure. Document all communications and responses meticulously, as this will be crucial if the situation requires further action. While escalation should be used judiciously, it can effectively convey the urgency of the situation and prompt the necessary response from the vendor.

Do not hesitate to escalate where necessary, and timely escalation also matters. Do not sut on your contractual rights. 1. Escalate the issue within the vendor's organization if they are not meeting contractual obligations. 2. Contact higher-level management or involve your organization's legal or procurement teams. 3. Document all communications and responses. 4. Use escalation judiciously to convey the urgency of the situation. 5. Be prepared for further action if the situation does not improve.

Vendor delays often surface too late, hindering effective action. To address this, we need to go beyond SLAs. Key Points: Establish clear KPIs: Define specific, measurable performance indicators alongside SLAs. These KPIs should focus on aspects beyond just time, capturing the vendor's overall performance. Objective feedback loop: Use these KPIs for regular evaluations, providing both parties with clear, objective feedback. Micro escalations: These early indicators act as preemptive signals, allowing for proactive intervention before major escalations occur during incidents. By implementing this proactive approach, we can create a collaborative environment where both parties have a clear understanding of expectations and performance.

I’ve dealt with many SLAs both from the vendor perspective and on the customer side. The “Defined Vendor Response time” was always a lynch pin to striking any sort of agreement. (From either perspective) I would definitely double down with the recommendation of leading out with this reference point and contractual obligation first. There’s many times I’ve seen the agreement state the vendor has to start paying out in the event X amount of time has lapsed w/o a response. Apply pressure by escalating the issue up the chain of command.

If reported incident is very serious and vendors incident team is not taking steps on that to resolve that than accordingly escalate it to the higher stack holders so that without any business risk incident can be resolved with proper root cause known on email.

Se um fornecedor não estiver cumprindo suas obrigações contratuais, eu agiria rapidamente para escalar o problema dentro da organização do fornecedor, entrando em contato com a gerência de nível superior. Também envolveria as equipes jurídicas ou de compras da minha própria organização para aplicar pressão adicional e garantir o cumprimento do contrato.

Stop gaps are needful and if the solution is critical, corner solutions might help pending vendor assessments and resolution. 1. Explore alternative solutions to mitigate risk or resolve security incidents during vendor delays. 2. Consider temporary workarounds or use in-house resources. 3. Engage other vendors for quicker responses if necessary. 4. Develop contingency plans for critical services. 5. Reduce reliance on a single vendor by having additional options ready.

Identify Alternatives: Identify alternative vendors or solutions that could address the immediate security needs. Temporary Measures: Implement temporary measures to mitigate the security risk while waiting for a full resolution. This might include additional monitoring or manual interventions. Evaluate Risk: Assess the risks and benefits of switching vendors or solutions in the middle of an incident. Example: If your current vendor cannot resolve a firewall breach, consider temporarily switching to a cloud-based firewall solution that can be quickly deployed.

With finding solution also find and write root cause points so that in future it shouldn’t arise. Also till team works on that, Find an alternative solution to mitigate it.

Ao lidar com atrasos de um fornecedor, eu buscaria soluções alternativas para mitigar o risco ou resolver o incidente de segurança. Isso poderia incluir a implementação de soluções temporárias, utilização de recursos internos ou até a contratação de outros fornecedores que possam oferecer uma resposta mais ágil.

Communication planning is very important. Communication must be tailored to the right audience on a need to know basis. 1. Regularly update stakeholders on the incident status and vendor delays. 2. Provide transparent communication to manage expectations. 3. Inform management and affected parties about the severity and resolution steps. 4. Ensure alignment on the incident's impact and response strategy. 5. Demonstrate proactive handling of the situation.

Communication plays very key role in incident resolution. Once incident happens an immediate call bridge and ticket should be there. All relevant team members should be on that. Each and every resolution points should be mentioned on that ticket.

A comunicação eficaz é essencial em um incidente de segurança. Eu manteria todas as partes interessadas na organização informadas sobre o status do incidente e os atrasos do fornecedor, oferecendo atualizações regulares para a gerência e qualquer outra pessoa impactada. Isso garantiria transparência e ajudaria a alinhar expectativas enquanto as soluções estão sendo implementadas.

Vendor Due Diligence is very important before contractual onboarding and after services rendered for effectiveness. 1. Review the vendor's response time and communication effectiveness. 2. Assess the overall impact of the vendor on incident resolution. 3. Consider renegotiating SLAs or seeking alternate vendors if needed. 4. Improve incident response plans based on review findings. 5. Incorporate lessons learned into future planning and vendor management strategies.

Post-Incident Analysis: Conduct a thorough review of the vendor’s performance once the incident is resolved. Performance Metrics: Measure their performance against agreed SLAs and the actual impact on your operations. Feedback Session: Hold a feedback session with the vendor to discuss what went wrong and how they can improve.

Após a resolução do incidente de segurança, realizaria uma revisão detalhada do desempenho do fornecedor, avaliando o tempo de resposta, eficácia da comunicação e o impacto geral na solução. Com base nessa análise, decidiria se é necessário renegociar os SLAs, buscar fornecedores alternativos ou aprimorar os planos de resposta a incidentes, garantindo uma gestão mais eficaz em futuras situações.

To drive continuous improvement, analyze the root causes of vendor delays and integrate lessons learned into your processes. Develop a feedback loop with vendors to ensure accountability and enhance performance. Regularly update incident response plans to reflect best practices and improve future collaboration and efficiency.

Continues improvement needed to tackle such incidents in near future, do some automations to detect and mitigate such incidents quickly with less manual approach.

Continues improvement needed to tackle such incidents in near future, do some automations to detect and mitigate such incidents quickly with less manual approach.

Após a resolução do incidente de segurança, eu faria uma revisão completa do desempenho do fornecedor, considerando o tempo de resposta, a eficácia da comunicação e o impacto geral na solução. Com base nessa análise, avaliaria se seria necessário renegociar os SLAs, procurar fornecedores alternativos ou melhorar os planos de resposta a incidentes, visando uma gestão mais eficiente em situações futuras.