“But we do believe that working with the Navy customer, the continued infusion into that supply chain will help stabilize.”

In context

“e that they can manage this growth. But we're pretty comfortable that we can execute the growth. Our focus is really on operations and execution. And those will be the two key drivers of the profitability in that group. Ronald Epstein: Got it. Got it. And then maybe back to the kind of the naval side of the house and the supply chain. Could you give us any color on where there are actual weaknesses in the supply chain where investment has to be made? Phebe Novakovic: So I'd say in the large -- in the single-source, sole-source suppliers who are, by definition, critical. And the Navy has focused quite intensely on those particular products and supply chain items. And I think they've been pretty explicit about where some of that might be. And I think it's best to think about it that way. But we do believe that working with the Navy customer, the continued infusion into that supply chain will help stabilize. But they are the pacing item now for Electric Boat. Operator: And we will take our next question from Doug Harned with Bernstein. Douglas Harned: On marine, the Navy recently described some shipbuilding delays really across programs. And the one that really stood out was Columbia-class delays reported on the turbines and the bow. Can you give us a sense of changes you've seen in schedule that affect you kind of across the program base and particularly on Columbia? Phebe Novakovic: So I think you've articulated what the Navy has said. I will tell you, our throughput and productivity has been strong on Columbia. It enjoys the highest national security priority. So we have done pretty well on Columbia and are increasing our throughput on Columbia. So then it's really those pacing items th”