“And let's say that for 2023, it should be at least an incremental $1 billion at least.”

In context

“ducts through the pipeline or our cost should be significantly lower. Now we have to be very smart about how we go about doing that because we've got incredible products in the pipeline, and there's a huge opportunity on that front, but we also have to balance the quality as well. And so, when it comes to our engineering, I think you should think about it that way, and that's what we're going after. Our supply chain, there are issues across the supply chain. It cost us, as we talked about last year, at least $1 billion in premiums that we had to pay, increased freight premiums on chips, premiums on disruption that we called our suppliers because our schedule stability was probably worst in class and fixing that and the root cause it gets to that will drive incredible opportunities for us. And let's say that for 2023, it should be at least an incremental $1 billion at least. And then when you look at our manufacturing system and you go through our plants, you look at the level of working capital we have in, you look at our production schedules, you look at the complexity and what it does for time that takes us to build a vehicle. And you understand just how inefficient that is. And then you bring that back through that -- complexity back through the supply chain, and you talked about the number of changeovers that our suppliers have to make to produce the complexity that we have and the time that, that adds to production and the time that it adds the cost and the issues that it drives through. So those are just some of the tip of the iceberg or the things we're going after. And then if you go back and you look at it, as I said in my remarks, just you look at”