“So as you look at 2025, we're well-positioned with inventory to be able to mitigate anything we could see in the short term.”

In context

“t we're doing. And in that regard, you know, we've been very focused, and I tried to highlight this in the script. We've actually had started to change and rebalance our supply chain strategy going back actually beginning with the Tax Cut and Jobs Act. Where we started moving more towards being able to have US for US Europe for Europe, and Asia for Asia. And we've been in the process of doing that. That was a big part of where we announced that we've spent $12 billion since that time to date. And then we expect to spend an additional 9 plus billion dollars I expect, frankly, that number is gonna grow. Going forward. So we have already been in the process of changing our supply chain. But what we've done is specifically in the near term, we have, I think, done a good job of managing our M. So as you look at 2025, we're well-positioned with inventory to be able to mitigate anything we could see in the short term. And then in the medium to long term, we've already started to identify where we can either reposition our own manufacturing, so, change the priorities of existing plants, bring on external manufacturing, in some cases, to bridge gaps. And then finally, to build internal manufacturing long term. So that we have that in our base going forward. So, really, as I look at it, short term, I think we're in a good shape. Medium and long term, we're taking the steps to position ourselves. And that really is our main efforts. We are not using and do not really see price at the lever. For tariffs. Just given there's always limitations in what you can do there. So for us, it's more about how do we optimize our supply chain. But, again, a lot of what we're doing now, frankly, we were already underway i”