Leadership recognized recurring delivery issues that, while low in frequency, were creating customer dissatisfaction and internal rework. However, limited visibility across organizing and packing processes made it difficult to pinpoint where errors were originating and which issues truly mattered.

At the time, there was no single, fact-based view on the types, drivers, and relative impact of out-of-box failures, increasing the risk of assumption-driven fixes and local optimizations.

With logistics and operations teams fully focused on day-to-day execution, a structured and objective approach was required to diagnose the problem quickly and define improvement priorities without disrupting ongoing operations.