“And as I say, over time, we should see some real stabilization within the supply chain, but it's going to take a bit of time.”

In context

“rder to execute the program of record. That's been pretty well documented by the Navy and the Congress, frankly. So we'll continue to manage our margin performance as best we can. We have a number of -- as you well know, we've talked about before, a number of issues that drive our costs and drive them up. And to the extent that we have reduced costs and improved productivity will continue to do so. We've done a pretty good job there, but not enough to offset the cost impact. We're going to continue to manage those costs and drive them down and improve our productivity as well. So all of that, again, will go help offset and cover some of the cost increases that may yet occur. We've factored into the -- into our thinking, known risks, but it's the unknown unknowns that are always out there. And as I say, over time, we should see some real stabilization within the supply chain, but it's going to take a bit of time. Operator: Our next question comes from Myles Walton from Wolfe Research. Myles Walton: Thanks for the color on the deliveries on the 700. I'm curious, though, it seems like those causes are the same as what we talked about in the third quarter. So just from a trajectory perspective, what was evolving in the fourth quarter that you're now feeling much more comfortable just progressing? Phebe Novakovic: Yes. I think one of the things that we did in the -- that we didn't identify in the third quarter was the induction of the airplanes into delivery or into completions without the engines. That was a significant factor. And the implications of that didn't become clear until a bit later. But some of this is learning. In retrospect, you might have done something a little different. But on a goi”