Operator: And your next question comes from the line of John Ivankoe from JPMorgan.
John Ivankoe : I know in previous calls, we’ve kind of talked about maybe some opportunities around indirect spend, low-hanging fruit, I think maybe some unaddressed previously was previously used. Where are we in that journey? I guess how much is kind of showing up that you actually might want to consider? And is this just maybe getting more out of your current spend? Or is actually reducing total dollar spend part of the opportunity?
Dirk Locascio : John, Dirk. Thanks for the question. So it really is — we’ve progressed where we’ve now identified a number of opportunities. We’ve begun to go after them. Expect to see some modest dollars show up later this year and then ramp up over the course of next year. So good progress since we talked about it last quarter and it really is a lot about optimizing our current spend. And so in these cases, as you’ve heard us talk about, we’re targeting typically trying to offset our cost inflation as much as we can with productivity. And this would be one of those levers as we try to do that. So good progress and we think there’s plenty of opportunity ahead.
John Ivankoe : And Dave, from your perspective as you’ve kind of come in and have kind of seen the way that US Foods was previously structured? Are there any kind of thoughts that are emerging, the longer that you get on — spend time in the seat or just maybe things other than just some of the regional structures that you’ve done and things that can be differently? And your continued exposure to the CHEF’STORE, is that a business that we should expect increased capital and over time? Or is that under evaluation?
David Flitman : Yes. So I feel very good about the momentum that we’ve got. CHEF’STORE. I’ll just take that one quickly. Obviously, the complication around the systems conversion that we’ve had here has made it a little difficult to get a handle on underlying volumes and those sort of things. Still believe very much in the value of the business case and the synergies with broadline and we’ll be looking as we get the system stuff behind us to get the right data leakage to prove that to ourselves. But opportunistically, going forward, as I’ve said last quarter, I see a lot of opportunity really in all areas of the P&L. Importantly, I’d point you to what I said last quarter, is that we ramp up this thinking around continuous improvement in productivity and efficiency in that 3% to 5% range.
We’ll have more to say about that. But as Dirk just highlighted, the intent to offset inflation by getting more efficient and productive every year is a constant theme that you will see us talk about here going forward in the business. And I believe that’s a fairly significant change in the organizational thought process here. But more to come on that in the future.
Operator: Your next question comes from the line of Alex Slagle from Jefferies.
Alex Slagle : Just a couple of follow-up questions. One, I wonder if you could clarify how the new routing software benefit to come, I guess, in ’24? Is that already contemplated in your views of being able to get toward that previous $1.7 billion EBITDA target for ’24? Or could there be upside relative to that or related to this?
David Flitman : Yes, there always could be upside, but that was contemplated as part of the long-range plan when the company put that out in the $1.7 billion target for next year.
Alex Slagle : Got you. And on turnover and retention, I guess any additional color there on the progress through the 2Q, I guess, driver turnover you’ve gotten that back toward ’19 levels already and warehouse turnover was still above. But maybe just some updates on how far you’ve gotten, where that goes next?
