Operator: Your next question comes from the line of Matt Ramsay from TD Cowen. Your line is open.
Matt Ramsay: Good afternoon, Jensen, Colette. Congrats on the results. I wanted to ask I guess a two-part question, and it comes at what Stacy was just getting out on your demand being significantly more than your supply, even though supply is improving. And I guess the two sides of the question are, I guess, first for Colette, like how are you guys thinking about allocation of product in terms of customer readiness to deploy and sort of monitoring if there’s any kind of build-up of product that might not yet be turned on? And then I guess Jen-Hsun, for you, I’d be really interested to hear you speak a bit about the thought that you and your company are putting into the allocation of your product across customers, many of which compete with each other, across industries to smaller startup companies, to things in the healthcare arena to government.
It’s a very, very unique technology that you’re enabling and I’d be really interested to hear you speak a bit about how you think about quote/unquote fairly allocating sort of for the good of your company, but also for the good of the industry. Thanks.
Colette Kress: Let me first start with your question, thanks, about how we are working with our customers as they look into how they are building out their GPU instances and our allocation process. The folks that we work with, our customers that we work with, have been partners with us for many years as we have been assisting them both in what they set up in the cloud, as well as what they are setting up internally. Many of these providers have multiple products going at one time to serve so many different needs across their end customers but also what they need internally. So they are working in advance, of course, thinking about those new clusters that they will need. And our discussions with them continue not only on our Hopper architecture, but helping them understand the next wave and getting their interest and getting their outlook for the demand that they want.
So it’s always a moving process in terms of what they will purchase, what is still being built and what is in use for our end customers. But the relationships that we’ve built and their understanding of the sophistication of the build has really helped us with that allocation and both helped us with our communications with them.
Jensen Huang: First, our CSPs have a very clear view of our product road map and transitions. And that transparency with our CSPs gives them the confidence of which products to place and where and when. And so they know their — they know the timing to the best of our ability. And they know quantities and of course allocation. We allocate fairly. We allocate fairly. We do the best of our — do the best we can to allocate fairly and to avoid allocating unnecessarily. As you mentioned earlier, why allocate something when the data center’s not ready. Nothing is more difficult then to have anything sit around. And so, allocate fairly, and to avoid allocating unnecessarily. And where we do — the question that you asked about the end markets, that we have an excellent ecosystem with OEMs, ODMs, CSPs and, very importantly, end markets.
What NVIDIA is really unique about is that we bring our customers, we bring our partners, CSPs and OEMs, we bring them customers. The biology companies, the healthcare companies, financial services companies, AI developers, large-language model developers, autonomous vehicle companies, robotics companies. There’s just a giant suite of robotics companies that are emerging. There are warehouse robotics to surgical robotics to humanoid robotics, all kinds of really interesting robotics companies, agriculture robotics companies. All of these startups, large companies, healthcare, financial services and auto and such are working on NVIDIA’s platform. We support them directly. And oftentimes, we can have a twofer by allocating to a CSP and bringing the customer to the CSP at the same time.
And so this ecosystem, you’re absolutely right that it’s vibrant. But at the core of it, we want to allocate fairly with avoiding waste and looking for opportunities to connect partners and end users. We’re looking for those opportunities all the time.
Operator: Your next question comes from the line of Timothy Arcuri from UBS. Your line is open.
Timothy Arcuri: Thanks a lot. I wanted to ask about how you’re converting backlog into revenue. Obviously, lead times for your products have come down quite a bit. Colette, you didn’t talk about the inventory purchase commitments. But if I sort of add up your inventory plus the purchase commits and your prepaid supply, sort of the aggregate of your supply, it was actually down a touch. How should we read that? Is that just you saying that you don’t need to make as much of a financial commitment to your suppliers because the lead times are lower or is that maybe you’re reaching some sort of steady state where you’re closer to filling your order book and your backlog? Thanks.
Colette Kress: Yeah. So let me, highlight on those three different areas of how we look at our suppliers. You’re correct. Our inventory on hand given our allocation that we’re on, we’re trying to, as things come into inventory, immediately work to ship them to our customers. I think our customer appreciates our ability to meet the schedules that we’ve looked for. The second piece of it is our purchase commitments. Our purchase commitments have many different components into it, components that we need for manufacturing. But also, often we are procuring capacity that we may need. The length of that need for capacity or the length for the components are all different. Some of them may be for the next two quarters, but some of them may be for multiple years.
