Thank you for the question.
To start with, I would say supply chains are very integrated in the aerospace sector. We don't necessarily see these objectives as mutually exclusive. As we diversify our partnerships, we can continue to strengthen the very important partnerships we have, for example, with Americans. We also have obligations within NORAD and NATO, regarding Arctic sovereignty, and for the defence of the north or North America.
Our supply chains are already highly integrated with the U.S. and Mexico, to a certain extent, and with very large suppliers elsewhere, such as in Europe. It's not a zero-sum game for us. This is an opportunity to reach multiple goals simultaneously. I'm thinking about what happened a few years ago in the context of the Canadian multi-mission aircraft project.
We have turned the page on this. We're looking into the future. What has changed is this focus on sovereign capabilities. Of course, for a country like Canada, we cannot be a jack of all trades. We'll have to be very focused on areas where Canada has competitive strengths, comparative advantages and where we want to focus to develop sovereign capabilities. That requires an earlier engagement with the industry even pre-RFP.
It's through that lens that I see the changes that have occurred in the last few years and the opportunities for Canada. There are many areas where we'll need to keep partnering, and we'll also need to keep buying from other countries.