Abhishek Sinha: Yeah, thanks for squeezing me in. So just one question on supply chain, just last one. I know you have answered a lot. Is there any way you can quantify the impact, whether on revenues or in terms of number of units, what the exact impact could have been — was there, there was no supply chain impact, what the revenues or the units could have been?
Marc Bedard: Yes, Abhi, I mean, well not easy to say. Obviously, we’ve been managing those supply chain challenges. So we’ve been hiring the people we needed accordingly with our production schedule. So the good news is that we have a good, solid order book and this is where it starts. And when you’re looking at the number of buses and trucks we can do, we’re very well equipped to do that. But I spoke about this earlier. I mean, I think part of — we’re being very careful with the capital spend. And capital spend is not only CAPEX, it’s also about OPEX. It’s also about operation and making sure you’re making money on every single buses and trucks that you’re selling, and this is what we’re doing. So we align all of our spending according to the economic conditions, including everything.
So not easy to answer. I mean, if there was no supply chain challenges, I mean, units we could have done, but obviously, we could have done a lot more units than the ones that we did last year.
Abhishek Sinha: And did you face more issues on the Canada side or the U.S. supply chain?
Marc Bedard: Well, I would say it’s on both sides of the border. I mean we have a lot of suppliers on both sides of the border. So we’re trying to be as local as possible. But we’re — it’s really like the landed cost and the quality, that’s always top of mind for us. So we have suppliers in Canada. We have suppliers in the United States. We have suppliers in some other countries as well. We’re trying to avoid any authoritarian countries, and we will not — as you know, we will not be doing business with authoritarian countries in a few years from now. But I won’t — I don’t think there’s any significant difference between Canada and U.S. right now. I think it’s really a matter of understanding and really knowing your supplier because they have their own challenges.
Sometimes, they will be manufacturing in some other countries as well for some components that they’re putting into the components that the they are selling us. So our game is really to stay very close to them and make sure we understand their business and we understand their lead times and we have a full transparency on when they will deliver the products. But I don’t see any significant difference between the two countries.
Abhishek Sinha: Sure, thanks for that. Just one last, if I could. On the batteries, if I understand that you switched to BMW because looking for more robust, more powerful battery. When you are making your own, I’m trying to understand like if you could provide some color on what’s the differentiating factor, I know you talked about the cost, is there anything else that adds on with this charging speed, more power? And what does it do to the margin — immediate margin impact for you guys in terms of any kind of quantification, how accretive would that be?
