A project must export 150 packages to the customer, but only 30 packages have been cleared for shipment. The logistics manager sent details to the customer two weeks ago and set up weekly conference calls, but the customer has not joined the calls. How should the project manager handle this?

The correct answer is to find the root cause and discuss customer engagement because this proactively addresses the core problem. The project is experiencing a significant delay in shipments, and the customer is unresponsive. Before taking drastic measures, understanding why the customer isn't engaging or why packages aren't clearing is crucial. This aligns with effective stakeholder management and problem-solving. Requesting a contract change is premature without understanding the current issues. Informing the customer that packages cannot be manufactured is an extreme and likely untrue statement that escalates the problem unnecessarily. Requesting an extension is a reactive measure that doesn't address the underlying communication and clearance issues.