Let me start with the where and with a kind of timeframe for production. I think many who have studied this topic are familiar with the global supply chain. There are global suppliers of molybdenum around the world. These are the reactor producers or reactor-based suppliers. They include Nordion, through their relationship with AECL in Canada; IRE, through their relationship with three reactors in Europe; and Covidien, through their relationship with a number of reactors in Europe. Also, there are folks down in South Africa operating the SAFARI reactor, and the name of that firm is NTP.
There's a new reactor that has come online in Poland and is offering some promise of additional supply to the global medical isotope community. Also, there's a new reactor that has been built and is in the process of having its production ramped up so that it can also be a contributor to the global supply of molybdenum.
That's what the reactor supply chain looks like today.
As we look at the medium term, we see a number of solutions that we hope will come online in the future. There are solutions in various geographic locations, with some proposed in the United States that are in the medium term to the long term. Others are proposed in other geographies of the world. Either these exist today and will go online in the future to potentially produce molybdenum, or they are others that will be built in new geographies.
Looking at the timeframe for molybdenum production, or technetium production, as in our case, it is really a real-time supply chain. At Lantheus, what we see during normal times is a five-times weekly basis, and during less than normal times, it's something less than that. What we see is ourselves sourcing material from these global suppliers. In the event the materials come in from Canada, it takes about an hour and a half for us to transport material to our site from the finishing site at Nordion. In the case of NTP and South Africa, it takes in excess of 24 hours to transport that material from the reactor site following the finishing process to our site just outside of Boston.
Once that material is delivered to our site, at either eight o'clock in the morning or eight o'clock in the evening, depending on the run time or the start time of our run, it then takes us about eight to twelve hours, depending on the size of the run and different parts of the manufacturing process, to produce, perform quality testing, and then release those generators. Those then go into our distributional logistics system and are then distributed to locations throughout North America--to include Canada--and then also to some small number of international locations.
That supply chain, and the logistics portion of the supply chain, brings us full circle in most cases to where, ideally, we can see a patient dose being delivered to a patient only 24 hours after our first manufacturing step conducted at the home office at the Billerica site. Doses that started being manufactured as a generator at eight o'clock in the morning on a Monday, as an example, could go into a patient as early as eight o'clock in the morning on Tuesday.
It is very, very much a real-time supply chain. It is one where we carry no inventory because of the half-life and decay of the product and one that needs to be very reliable in order to ensure that we're getting the patients what they need and getting the doctors, ultimately, what they need to do their job for the medical imaging community.
When we look at how we guarantee the supply to Canada, I think it's important for everyone to understand that we have a very, very significant Canadian business as part of our portfolio at Lantheus. That part of the business in Canada is a very, very important part of our business. We work extremely hard across our customer base, both in the United States and in Canada, and for some of those global locations that I described, to ensure that we are equitably distributing the material that we are able to source from these global reactor producers.
We have that approach of equitability regardless of where that supply is coming from. We're really working to ensure that the maximum number of our customers and, ultimately, their patients can be supplied under any of the supply chain circumstances that may exist at any given time.
Could you restate the last question for me?