I'll chime in.
I'll build a bit on something Dave Miller said. We are facing waves of inconsistency, so you get what you plan for. In terms of resiliency, we work very closely with incredible partners in the rail industry and others to be able to very quickly respond when things take place.
To your earlier question, the impact was hundreds of millions of dollars because of the Ambassador Bridge. It's not just the Ambassador Bridge. We face rail strike threats and blockades, and we have to be able to respond to these things quickly. The more that you can plan in advance for these things, the better.
One other aspect, building on what Brian said, is that with a technology change to electric vehicles, for example, the supply chain will change as well. While we have sourced engines and transmissions for 100 years, we're going to now source batteries. The batteries will need to source minerals. Some companies have different strategies for how to approach that, but in our case it will involve more ownership or investment in some of the aspects of that supply chain.
As we would describe it, we have these enormous tiers of suppliers—often three or four—but we'll be more engaged and even take equity positions, as we're doing in Quebec, where we're building cathode active material processing.