“we've got the fourth quarter guided in a position that allows us to accomplish that goal.”

In context

“ing. Wild Fable is a perfect example of that, when we get those both right, the fashion plus the right price point, the right fabrication and colors, we see the consumer respond. Michael Fiddelke: On the inventory side, Karen, we've touched a little bit on this already. But if you look at the balance sheet, we're up about 3% year-over-year as we closed the quarter. And we feel good that we're well positioned to be in stock across the balance of the holiday season. If you walk through the front doors of a Target store right now or see us online, it's great to see an excellent trim set. It's great to see the newness in apparel. And so we think we're well positioned for the holidays. It's also important that we finish the year clean from an inventory perspective, and we feel really good that we've got the fourth quarter guided in a position that allows us to accomplish that goal. Brian Cornell: Jim? James Lee: And then on CapEx, as I mentioned in my remarks, we'll close this year at about $3 billion or slightly lower than that. And then looking out to 2025, as we look at our pipeline of new stores and remodels and technology and supply chain investments, we're anchoring at about $4 billion to $5 billion of CapEx for 2025. Brian Cornell: Operator, I know we're running a little long, but why don't we take 1 last question today. Operator: Our last question comes from Robbie Ohmes with Bank of America. . Robert Ohmes: I think one thing that would be helpful, is there any sort of how should we think of what the onetime impacts are from supply chain inefficiencies and receipt timing? And is there any way to quantify the pressures that were sort of onetime in the third q”