“And we've made good strides in the last month, and we're -- we see a line of sight to getting back, not all the way to prepandemic rates in the next quarter or two, but a good bit of the way.”

In context

“ith essentially 1 billion -- excuse me, 1.6 million employees, 1.6 million employees, mostly -- most of them, of course, are in operations. During the quarter, we had a peak of 1.7 million, and we were able to work that down by the end of the quarter. So, we have certain ability with contractors and all to adjust headcount. But for the most part, our employees are what we call blue badges or permanent Amazon employees. And now, we work on getting productivity up. It's a combination of productivity at the employee level, but it's also a matter of productivity of the -- and harmonization of the network, having the right demand in the right -- excuse me, the right capacity and the right demand matched at the warehouse level and the transportation node level. So, that's what we're working on. And we've made good strides in the last month, and we're -- we see a line of sight to getting back, not all the way to prepandemic rates in the next quarter or two, but a good bit of the way. And that's what we're firmly focused on and working on, and that's in the warehouses and also in transportation. Is there a second half to that question? Okay. Go ahead. Operator: Our next question comes from Eric Sheridan with Goldman Sachs. Eric Sheridan: Thanks for taking the question. And I hope you're both well. Maybe if I could, just sticking on the capacity issues for a minute. In terms of the $4 billion number you're calling out, maybe the first part of the question would be, is that entirely the additional issues that are now front and center versus the issues we talked about from Q4 into first half of '22 from a logistics and supply chain standpoint where we had talked about permanent versus transient cost nature of that $4 billion as you move through the first half of the year?”