Irоngаte Lоgistics is а regiоnаl Canadian freight and warehousing company that has recently won a large contract to supply a national grocery chain with same-day delivery across three Prairie provinces. Fulfilling the contract requires a significant upgrade in throughput speed and order accuracy — performance levels Irongate has never operated at before. Leadership has responded by hiring 40 additional warehouse workers and purchasing new scanning equipment. However, four months into the contract, order error rates remain high, deliveries are frequently late, and the grocery client has issued a formal warning. Warehouse supervisors say that workers are largely left to figure out picking and packing on their own, with no standardized steps in place. Meanwhile, long-tenured staff openly resist changes to how they have always done the job, and a supervisor was recently overheard telling new hires to "ignore the new system and just do what works." Using the concepts of resource allocation, process management tools, and culture, diagnose what is undermining Irongate's strategy execution. For each concept, identify one specific gap visible in the scenario and recommend one concrete action management should take to address it.