Tom Gentile: Right. Well, what we’ve given you is the production schedule that we have from our customer. What they determine is their production rate and how they — you’ll have to talk to them. But what we wanted to do here is give you what we have — I mean these schedules have to be put in place for us long in advance. And that’s a schedule that we have right now is to produce 420 units and to have two rate breaks in the back half of the year. So, we just wanted to give you clarity and transparency into what our production schedule is.
Mark Suchinski: No, I would also think of it this way. Boeing has said by in 2025, they’re going to go to 52 aircraft per month. So, that’s — we’re getting close to 18 months away from that time frame. So, at some point in time, in order to hit 52 aircraft per month, there’s going to have to be rate breaks. All of that can happen in 2024. So again, I think, again, what Boeing is saying they’re delivering to their customers, that’s what they do. We’re focused on what do we have to do to meet our contractual commitments to deliver to Boeing and what they pull from us is their decision at this point in time. But again, Tom talked about two rate breaks. One of them will help us get to the 420 deliveries this year, the other one will bring people in and working capital, but the real benefit from a delivery standpoint really doesn’t take place until 2024.
Noah Poponak: Okay. And maybe just one more on the topic. Is supply chain actually better? Are the bottlenecks coming to you, coming to Boeing saying, hey, we’re now ready to go? Or is it you and Boeing and those that aren’t bottlenecks are saying, let’s just start gunning for it and that will help pull the bottlenecks along?
Tom Gentile: No, the supply chain is better. The way I would measure it is just shortages — part shortages. And our shortages are still elevated, as I said, two or three times higher than what they would be at steady state, but they’re less than half of what they were at some point in 2022. So, we’ve definitely seen improvement in the supply chain. Now that said, there’s always about a dozen suppliers that are in deep distress that we’re having to work with. And often, by the way, we’re working closely with Boeing on those suppliers. We actually have right now about 70 people out in the field, Spirit People as well as contractors, working with individual suppliers on the rate deliveries. And in addition to that, we are working on bringing some work in.
We have our fab unit, which can help cover, and we also move work to other suppliers that have capacity to level load the system. But the shortages are still higher than they should be, but they’re less than half of what they were and so that’s why I can say there’s been some improvement in the supply chain.
Noah Poponak: Appreciate all the detail. Thank you
Operator: Thank you, Noah. We have our next question from Peter Arment from Baird. Peter, your line is now open.
