“We are not using and do not really see price at the lever. For tariffs.”

In context

“n 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 in. So in many ways, we are aligned with what the administration is wanting to do and feel that we are in a position to be able to do that quite effectively. Great. Thanks, Geoff. Next question, please, Dustin. Tim Anderson: Our next question is from Tim Anderson from Bank of America. So I want to ask about long-term guidance, Rob. It was something I asked last quarter. I wanted to ask again. So lots of concerns about KEYTRUDA going into IRA, facing patent expiry at the end of twenty-eight. And in my view, unless you guys kinda give clarity on what that means, downstream at '28. My fear”