You're right that there are many lessons learned through any type of risk to or any type of stress on our supply chain. What we've done is collaborate on a different level.
I think the national agenda has shifted. As a national organization, we work very closely with many provinces, as you said, on all kinds of critical supplies. Today, that could be a medication, but tomorrow it could be an OR product, a medical device. It's about understanding the true source of the issue, number one.
Number two is that as we start to collaborate, it's about understanding how to make things more predictable. We've heard about encouraging domestic suppliers. They need predictability, and this opportunity for us to band together as a national voice and bring our volumes to the market is critical for their sustainability, as well as for the demand forecast that I mentioned earlier. We need that planning. That's often why we run into these issues, even during non-critical and non-crisis time periods.
Those lessons learned can continue to serve us, but only when we have our national strength. Again, a national policy will help us to reinforce that agility and some of that resiliency, and, as we heard earlier, make it a faster and more streamlined process, particularly for the products at risk.
We're talking about pharmaceuticals here, but it can be any of those products as well.