We do have a vendor agreement. You can have arbitration, as an example. That's what you can do at a point in time. I don't remember the last time we won an arbitration, to be very honest.
There is something that I think is essential for the committee to understand. As a retailer, if I don't have goods to sell—I am not selling here this morning—I need to get the goods, so I need my vendors. The vendors are more important than we may have a tendency to believe, I think.
That's where it changed, the parameters around a vendor. You treat them fairly, they treat you back fairly, and, at the same time, you define prices.
When you define a price, you define the cost of transportation, the packaging costs, where the product is coming from and the utilities and rights. If everybody can put what I call a “menu of net landing costs” and define their cost, and it makes sense, why would Costco say no to the vendor? There is no good reason, so at the end of the day, all of that is part of the respect you build with your vendors.
There is the mechanism because you always have big vendors and, as a company, you do millions of dollars in sales. You really have to respect the contract you have in place, obviously, but those things, generally speaking, are solved on a face-to-face basis.