If we're talking just ships, sir, I think what we're saying is that it's the contracting process. If we're talking large ships, we've selected shipyards to build those ships. We've assigned those ships.
The problem is when we get into contracts, or how we get into contracting and how we manage the projects. The requirements drive us to have to put quite a bit of extra overhead into the way we manage. As we like to say, we should be spending the money on steel, not paper. That's not to say anything against the paper industry, but we have to find ways of streamlining the way we're doing the contracting. If we can do that, we can deliver the ships more quickly. A design phase shouldn't take us 24 or 36 months. We should be reducing that to half and finding ways we can bring those costs down.
That's the key message we're trying to bring from the association. If we do that, we're building ships faster. We're also generating more capability within our membership. We're delivering more product, and at the end of the day, the federal fleet is being renewed.
To Shannon's earlier point, we can keep up. We believe we can keep up to the labour requirements both internally.... All our members have internal training programs, and some of them are affiliated with American or European partners. They can bring or help bring those trained people to Canada so that we can build our own capability internally.