How would you run the first 90 days after taking over Logistics

Problem Statement Description

Product context: Amazon is a commerce, logistics, media, devices, and cloud company; its products include Marketplace, Prime, Prime Video, Alexa devices, ads, fulfillment, and AWS.

You have just taken over Amazon Logistics, a high-scale operating environment responsible for reliably moving packages through fulfillment, sortation, middle mile, last mile, and returns. The business serves multiple customer groups: retail customers expecting accurate delivery promises, sellers depending on fast and predictable fulfillment, delivery partners and associates operating under tight constraints, and internal teams that rely on logistics performance to support selection, convenience, and cost efficiency.

The interview asks how you would run your first 90 days as the new product or business owner. This is an execution question, so the focus is not on inventing a new product idea, but on how you would assess the current state, align stakeholders, identify the highest-leverage problems, sequence work, manage operational risk, and create a cadence for measurable improvement.

Your response should reflect Amazon’s scale and operating principles: customer obsession, operational excellence, long-term thinking, and flywheel economics. The logistics environment may involve competing priorities such as delivery speed, cost-to-serve, capacity utilization, safety, reliability, partner experience, and peak-season readiness.

The experience should consider:

- How you would establish a clear 90-day operating plan across diagnosis, prioritization, execution, and communication.

- Which customer, seller, associate, driver, and partner pain points you would investigate first.

- What data, metrics, operational reviews, and field observations you would use to understand current performance.

- How you would identify owners, dependencies, and decision rights across fulfillment, transportation, product, engineering, operations, finance, and customer service.

- How you would sequence initiatives without disrupting live logistics operations or degrading customer promises.

- What go/no-go criteria, escalation paths, rollback plans, and risk controls would be needed for operational changes.

- How you would communicate progress, trade-offs, and decisions to senior leadership and frontline teams.

The goal is to describe a practical first-90-days execution approach that shows structured leadership in a complex, high-volume logistics business, while balancing speed of action with careful diagnosis, cross-functional alignment, and measurable customer and operational outcomes.