So, that’s good progress. We’ve got consistent manufacturing execution systems that we’re implementing. The one in Greenville should be done this year. We have a couple in other facilities, done a good job on all the shared services. So, in that case, that would be done. The facility moves have been done. But the team is looking at each and every function and process and continuing to optimize it. So, like I said, we did the easy stuff and now we’re going function-by-function, relooking at the policies, the procedures, the systems and continuing to look at ways to optimize the business, which will make us faster and ultimately take cash out. So, I’ll go with two-thirds of the way through. I’ll lateral to Michelle, see if she agrees with me and then have her give some supply chain insight.
Michelle Turner: I always agree with you, Chris. But just to add a little bit more color, I think a great example of where we’re continuing on this next phase is around our real estate and our footprint consolidation efforts. And so to Chris’ point, we took the low-hanging fruit in the first couple of years. Byron Green and his real estate team have really been focused on what’s the next phase of that. We’re in the middle of a two-year plan to take out an additional 10% as a result — 10% of our overall sites as a result of this current operating environment where we have more of a hybrid workforce. So, it’s continuing to be an evolution that’s going to continue to pay dividends for. It’s really helping to offset some of the macro inflationary challenges that are permeating across the industry.
And then just to give a little bit more color from a supply chain perspective, I talked about our 2023 guide. And the word I would use is — to describe it as a balanced approach. Again, the guide assumes it’s consistent with our second half 2022 performance. But just to make this a little bit more tangible, I think it’s helpful to think about what’s different as we think about 2023 versus what remains the same at the start of, say, 2022 or at the end of 2021. So, I’ll illuminate a few things for you because I think it helps bound the risk as you think about our guidance. Frankly, it’s how we’re managing the business internally. So, what’s the same? What’s the same is we do continue to see hiccups from an overall supply chain ecosystem perspective.
This is consistent across our industry and other industries. This is something that’s become a bit of the new norm. What’s also consistent is we do continue to be on a 90-day allocation process with our microelectronic chip manufacturers. And this is a really important point because even when we continue to see the improvements like we did within Q4, the reality is the insights that we’re getting to our supply from a chip perspective is good for about 90 days out. Then it gets more nebulous as we get into the latter part of the year. And then finally, I know we’ve put some of this within our Q3 earnings call. But just a reminder, 25% of our portfolio, which is different than our peers, is tied to in product deliveries. But if we’re short on chips or we’re short on washers or nuts, we’re not going to be able to deliver that radio or that turret.
