Despite relatively strong corporate profits, U.S. companies remain cautious. Inventory growth is likely to be much like it was last year: modest and slow.
Five years after the official end of the Great Recession in June 2009, U.S. companies continue to be cautious about inventory holdings, despite relatively strong corporate profits and record-setting equity markets and asset appreciation.
Anemic gross domestic product (GDP) growth rates and the end of "hyperglobalization" have made many companies apprehensive of ramping up production. Real GDP growth in the United States averaged 3.2 percent per year between 1980 and 2007. Since the end of the Great Recession (December 2007-June 2009), real GDP growth has averaged just 2.3 percent. Currently, IHS is forecasting 2014 real GDP growth at 2.1 percent, a point below the 2.2-percent rate registered in 2013. Despite that low growth forecast for this year, significant improvement is expected in 2015 and 2016, with growth rates ranging from 2.8 percent to 3.4 percent. The improved performance is expected to be broad-based, with sizable gains in exports, residential fixed investment, nonresidential fixed investment, and consumer spending.
Article Figures
[Figure 1] Manufacturing and trade (inventory/sales ratio)Enlarge this image
[Figure 2] Real stock of inventories (billions of chained US dollars, end of period)Enlarge this image
Comeback for domestic auto sales
First-quarter domestic U.S. sales were subdued due to an unseasonably cold winter that put a damper on housing, retail sales, and auto sales. However, the second quarter is looking significantly better.
Leading the way are U.S. auto sales, which have been doing relatively well after a pause in the first quarter. Sales of new light vehicles topped 16.9 million units SAAR (seasonally adjusted annualized rates) in June—the highest monthly figure since July 2006. For the second quarter, the average was 16.5 million units SAAR, up from an average of 15.6 million units for the first quarter. This is notable because there have only been three other instances of quarter-to-quarter growth of 1 million units SAAR or higher over the past 15 years. The "Keep America Rolling" programs during the fourth quarter of 2001 and "Cash for Clunkers" in the third quarter of 2009 each exceeded SAAR growth of 2 million units. The third was SAAR growth of approximately 1 million units registered in the first quarter of 2006.
This year's second-quarter recovery, while unsustainable from a long-term perspective, does reflect the resilience of the U.S. consumer assisted by continuing loose credit conditions—including a rising subprime loan mix and longer loan terms—that help support new vehicle sales, especially as incentive levels have remained relatively steady over the past two months.
Looking forward to the second half of this year, we do not expect the robust second-quarter auto sales growth to persist in the third and fourth quarters. In addition, the strong growth rates experienced since 2010 are likely to subside, and for the next two and a half years auto unit sales are likely to be in the 16.3- to 16.7-million-unit SAAR range.
Inventory growth: Slow going
Since the end of the Great Recession, U.S. business (manufacturing, wholesale, and retail) inventory-to-sales ratios have been hovering between 1.25 and 1.31 (see Figure 1). The uptick in the latter half of 2012 was due to aircraft orders, most notably Boeing's 787-9, also known as the "Dreamliner." Aircraft and aircraft parts have long production cycles and thus contribute to a significant boost in input inventories.
Manufacturing inventories took a serious hit in the beginning of 2008 due to the onset of the Great Recession and the global financial crisis. It took four and a half years (through the second quarter of 2012) for manufacturing inventories to return to pre-crisis levels. Between the second quarter of 2010 and the latter part of 2012, inventory growth was relatively strong, supported by stronger sales and exports. Since then, however, that trend has been slightly muted due to the relatively slow economic growth in many emerging markets.
Slower growth in many emerging markets has also been a drag on manufacturing sales growth, which started slowing down in 2012 due to weak exports of goods to those markets. Our manufacturing inventories outlook for Q3/2014 through Q4/2016 is a little brighter, though, as domestic consumer spending is expected to pick up in the latter part of 2014 and many eurozone countries are beginning to grow at a slightly faster pace. However, there is considerable downside risk for global trade growth due to potential oil-price spikes, a possibility while uncertainty concerning the future of Iraq remains and the turmoil in the Middle East as a whole continues.
Real wholesale inventories were not affected during the early part of the Great Recession as compared to manufacturing inventories. But real wholesale inventories took a hit in the fourth quarter of 2008 and did not recover until the third quarter of 2012. One reason is that wholesale inventories are greatly affected by domestic agriculture yields. The drought in the summer of 2012, which reduced U.S. corn and soybean yields, substantially mitigated inventory growth until the third quarter of 2013, when agricultural yields returned to normal levels.
Real retail inventories, the first to be affected by the Great Recession, took the longest to recover. Retailers have been extremely cautious with their inventory holdings, since their margins are very tight and the financial health of many U.S. households has deteriorated substantially. Household median income adjusted for inflation is currently 8 percent below its 2007 level and is not expected to recover until 2020. In addition, e-commerce retail sales have gained significant traction over the year, and many "cyber stores" have a significantly lower inventories-to-sales ratio than do traditional brick-and-mortar stores.
Wholesale inventories increased at an average of 1.5 percent over the past four quarters, and retailers experienced inventory growth at a 1.1-percent clip over the same period.
As shown in Figure 2, our forecast is for all three sectors to experience moderate inventory growth, with retail inventory growth likely to outpace that for manufacturing and wholesale over the next two years. Retail inventory is expected to increase at 1.1 percent per quarter on average over the next two years, while manufacturing and wholesale inventories are each projected to grow at a more modest pace of 0.6 percent per quarter over the same period. In other words, the best way to describe the near- and medium-term outlook for inventory is "more of the same."
Shippers today are praising an 11th-hour contract agreement that has averted the threat of a strike by dockworkers at East and Gulf coast ports that could have frozen container imports and exports as soon as January 16.
The agreement came late last night between the International Longshoremen’s Association (ILA) representing some 45,000 workers and the United States Maritime Alliance (USMX) that includes the operators of 14 port facilities up and down the coast.
Details of the new agreement on those issues have not yet been made public, but in the meantime, retailers and manufacturers are heaving sighs of relief that trade flows will continue.
“Providing certainty with a new contract and avoiding further disruptions is paramount to ensure retail goods arrive in a timely manner for consumers. The agreement will also pave the way for much-needed modernization efforts, which are essential for future growth at these ports and the overall resiliency of our nation’s supply chain,” Gold said.
The next step in the process is for both sides to ratify the tentative agreement, so negotiators have agreed to keep those details private in the meantime, according to identical statements released by the ILA and the USMX. In their joint statement, the groups called the six-year deal a “win-win,” saying: “This agreement protects current ILA jobs and establishes a framework for implementing technologies that will create more jobs while modernizing East and Gulf coasts ports – making them safer and more efficient, and creating the capacity they need to keep our supply chains strong. This is a win-win agreement that creates ILA jobs, supports American consumers and businesses, and keeps the American economy the key hub of the global marketplace.”
The breakthrough hints at broader supply chain trends, which will focus on the tension between operational efficiency and workforce job protection, not just at ports but across other sectors as well, according to a statement from Judah Levine, head of research at Freightos, a freight booking and payment platform. Port automation was the major sticking point leading up to this agreement, as the USMX pushed for technologies to make ports more efficient, while the ILA opposed automation or semi-automation that could threaten jobs.
"This is a six-year détente in the tech-versus-labor tug-of-war at U.S. ports," Levine said. “Automation remains a lightning rod—and likely one we’ll see in other industries—but this deal suggests a cautious path forward."
Maersk’s overall view of the coming year is that the global economy is expected to grow modestly, with the possibility of higher inflation caused by lingering supply chain issues, continued geopolitical tensions, and fiscal policies such as new tariffs. Geopolitical tensions and trade disruptions could threaten global stability, climate change action will continue to shape international cooperation, and the ongoing security issue in the Red Sea is expected to continue into 2025.
Those are difficult challenges, but according to Maersk, a vital part of logistics planning is understanding where risk and weak spots might be and finding ways to dampen the impact of inevitable hurdles.
They include:
1. Build a resilient supply chain As opposed to simply maintaining traditional network designs, Maersk says it is teaming with Hapag-Lloyd to implement a new East-West network called Gemini, beginning in February, 2025. The network will use leaner mainliners and shuttles together, allowing for isolation of port disruptions, minimizing the impact of disruptions to supply chains and routes. More broadly, companies should work with an integrated logistics partner that has multiple solutions—be they by air, truck, barge or rail—allowing supply chains to adapt around issues, while still meeting consumer demands.
2. Implementing technological advances
A key component in ensuring more resilience against disruptions is working with a supply chain supplier that offers advanced real-time tracking systems and AI-powered analytics to provide comprehensive visibility across supply chains. An AI-powered dashboard of analytics can provide end-to-end visibility of shipments, tasks, and updates, enabling efficient logistics management without the need to chase down data. Also, forecasting tools can give predictive analytics to optimize inventory, reduce waste, and enhance efficiency. And incorporating Internet of Things (IoT) into digital solutions can enable live tracking of containers to monitor shipments.
3. Preparing for anything, instead of everything Contingency planning was a big theme for 2024, and remains so for 2025. That need is highlighted by geopolitical instability, climate change and volatility, and changes to tariffs and legislation. So in 2025, businesses should seek to partner with a logistics partner that offers risk and disruption navigation through pre-planned procedures, risk assessments, and alternative solutions.
4. Diversifying all aspects of the supply chain Supply chains have felt the impact of disruption throughout 2024, with the situation in the Red Sea resulting in all shipping having to avoid the Suez Canal, and instead going around the Cape of Good Hope. This has increased demand throughout the year, resulting in businesses trying to move cargo earlier to ensure they can meet customer needs, and even considering nearshoring. As regionalization has become more prevalent, businesses can use nearshoring to diversify suppliers and reduce their dependency on single sources. By ensuring that these suppliers and manufacturers are closer to the consumer market, businesses can keep production costs lower as well as have more ease of reaching markets and avoid delay-related risks from global disruptions. Utilizing options closer to market can also allow companies to better adapt to changes in consumer needs and behavior. Finally, some companies may also find it useful to stock critical materials for future, to act as a buffer against unexpected delays and/or issues relating to trade embargoes.
5. Understanding tariffs, legislation and regulations 2024 was year of customs regulations in EU. And tariffs are expected in the U.S. as well, once the new Trump Administration takes office. However, consistent with President-elect Trump’s first term, threats of increases are often used as a negotiating tool. So companies should take a wait and see approach to U.S. customs, even as they cope with the certainty that further EU customs are set to come into play.
For an island measuring a little less than 14,000 square miles (or about the size of Belgium), Taiwan plays a crucial role in global supply chains, making geopolitical concerns associated with it of keen interest to most major corporations.
Taiwan has essentially acted as an independent nation since 1949, when the nationalist government under Chiang Kai-shek retreated to the island following the communist takeover of mainland China. Yet China has made no secret of the fact that it wants to bring Taiwan back under its authority—ambitions that were brought to the fore in October when China launched military drills that simulated an attack on the island.
If China were to invade Taiwan, it could have serious political and social consequences that would ripple around the globe. And it would be particularly devastating to our supply chains, says consultant Ashray Lavsi, a principal at the global procurement and supply chain consultancy Efficio. He specializes in solving complex supply chain, operations, and procurement problems, with a special focus on resilience. Prior to joining Efficio’s London office in 2017, he worked at XPO Logistics in the U.S. and the Netherlands.
Lavsi spoke recently with David Maloney, Supply Chain Xchange’s group editorial director, about what might happen if China moves to annex Taiwan—what shortages would likely arise, the impact on shipping lanes and ocean freight costs, and what managers should be doing now to prepare for potential disruptions ahead.
It’s no secret that China has ambitions on Taiwan. If China were to attempt to seize control of Taiwan, how would that affect the world’s supply chains?
There would be wide-ranging disruptions around the world. The United States does a lot of trade with both China and Taiwan. For example, the U.S. imports about $470 billion worth of goods from China, while China imports about $124 billion from the U.S. Meanwhile, Taiwan is the No. 9 trading partner for the U.S. So all of this trade could come to a halt, depending on the level of conflict. Supplies would likely be disrupted, and trade routes could be affected, resulting in delays and higher shipping costs.
Furthermore, there would likely be disruptions to trade not just between the U.S. and China, but also across the board. It could very well be that the NATO members get involved, that South Korea gets involved, that Japan gets involved, the Philippines get involved, so it could very quickly spiral into widespread disruptions.
We’ve seen big changes in the way businesses in Hong Kong operate since Britain handed control of Hong Kong over to China nearly 30 years ago. If China were to succeed in bringing Taiwan under its authority, would we see a similar outcome?
Indeed, I would expect so. I read recently that since around 2020, foreign direct investment in Hong Kong has dropped by nearly 50%, from $105 million to $54 million. The drop was primarily because of increased regulatory oversight. There are now a lot of restrictions on freedom of speech as well as tighter control over business operations. Something similar could very well happen in Taiwan if China were to succeed in taking over the island.
As you mentioned, the United States conducts a lot of trade with both Taiwan and China, and both countries have become strategic supply chain partners. Beyond the diplomatic considerations, what would a military or economic conflict mean for the United States?
There is a lot of trade in goods like agricultural products, aircraft, electronic components, and machinery, and our access to all of those items could be cut off. On top of that, China controls 70% of the world’s rare earth minerals [which are crucial for the production of a wide variety of electronic devices]. So any conflict in the region would almost certainly result in many disruptions, particularly in critical sectors like technology and electronics—disruptions that would lead to shortages and increased costs.
Trade routes would also be affected, resulting in delays and higher shipping costs. U.S. companies would need to seek out alternative suppliers for critical materials or components they currently source in China, if they haven’t already. And if they haven’t lined up alternative suppliers, any hostilities could result in a complete halt in production.
What effect would such a move have on the global economy?
It’s been quite a few years since economies have just been localized. Any disruption now has widespread ripple effects across the world. As we discussed, any conflict between the United States and China naturally pulls in countries like Japan, South Korea, the Philippines, and the NATO countries, and it can very quickly spiral out.
Look at the semiconductor, or chip, shortages. If you recall, back in 2021, those shortages led to almost a half-trillion-dollar loss for the automakers, who lost out on sales of 7.7 million vehicles because they couldn’t meet demand. We could see a repeat of that situation—maybe even on a larger scale.
I found this statistic interesting—we often talk about the semiconductor shortages during the pandemic, but if you look at true production numbers, the actual production of chips went up from 2020, to 2021, to 2022. The shortage was driven not by a drop in production, but rather, by a surge in demand for PCs from people working from home. That demand has since dwindled, but we’d still face a major semiconductor shortage if much of the production were halted. So that’s going to be a very big change, a very big disruption.
Of course, the United States, along with a number of other countries, has taken steps to reduce its exposure to risk by bringing some semiconductor production back to its own shores. But it will take time to get those operations up and running, and their output would still be just a drop in the bucket compared to what’s needed. So what would a takeover of Taiwan mean for the overall semiconductor flow?
It essentially stops, right? Let me paint a picture that illustrates the importance of the Taiwanese semiconductor industry to global manufacturing. Semiconductors go into everything from cars to military equipment to computers to data centers to microwaves—they are in everything around us. Taiwan produces 60% of the world’s semiconductors and more than 90% of the advanced chips. Just let that sink in: More than 90% of all the advanced chips produced worldwide come from Taiwan, primarily from a big fabrication company called TSMC.
So the complexity and the precision required to make advanced semiconductors, combined with the limited number of companies around the world, make Taiwan’s position unmatched. The second-largest producer after TSMC is South Korean-based Samsung, which produces 18%, so that’s the gap that we are talking about.
As you rightly said, there are efforts by governments across the world to reduce their reliance on Taiwan. For example, TSMC is building three fabrication facilities in Arizona—the third with funding from the U.S. government. The first plant is set to go live next year and the third by 2030. But even once all three plants are up and running, the production volumes won’t be close to what TSMC produces in Taiwan. It’s going to take years to reduce our reliance on production in Taiwan. If that supply is cut off, the ripple effect will be tremendous.
Setting aside the historical and political claims China has made on Taiwan, is Taiwan’s dominance in the semiconductor industry a main reason why China has set its sights on it?
It could be. China has been investing heavily in chip production—for instance, today, most, if not all, of the chips in the latest Huawei phones are locally produced in China. But China is still quite a few years behind TSMC. So that’s definitely going to be one of the big factors, right? One article that I found very interesting declared that chips are the new oil. If you control chip production, you control the global market.
Let’s talk about the implications for shipping lanes. If you take a look at the map, you realize that the Taiwan Strait is a very important shipping lane for containerized goods coming out of both China and Taiwan. If China were to institute a military blockade, how would that affect the world’s container flows?
That flow would be affected tremendously. The Taiwan Strait plays a crucial role in global shipping, particularly for goods moving between Asia and the rest of the world. It is one of the busiest shipping lanes, and any blockage would severely disrupt global container flows.
Now let me put that into perspective. Fifty percent of the world’s containerships pass through the Taiwan Strait—50%. That’s a huge number. By comparison, the Suez Canal handles about 20% of global trade. Or to use another measure: 88% of the world’s largest ships by tonnage passed through the Taiwan Strait in 2022.
I’ve been reading up on this in the past few months and it seems that a military blockage is a very likely scenario—one that would cripple Taiwan’s economy without a full-scale invasion. So instead of a mounting a full-on attack, China might just block the strait, which would lead to delays in the delivery of goods, affecting global supply chains and causing shortages across Asia and the U.S.
Given the escalating tensions between China and Taiwan, should shippers and manufacturers be preparing today for a potential conflict?
Businesses have to begin preparing today. If businesses were to say, “Okay, I’m going to wait until the conflict breaks out, and then figure out what I’ll do,” it will be too late. You’re done. Your production comes to halt. You can no longer satisfy your customer requirements. So proactive measures are an absolute requirement.
What should they do to prepare?
I would urge manufacturers and shippers to take what’s essentially a two-pronged approach.
First, you need to segment and identify your critical components, based on how crucial they are to your production operations and the risk associated with their sources, where they’re coming from. After you segment them, you list your top-priority items—the critical components that you absolutely cannot do without. You then split your supply chain into two, so that you have a much more redundant supply chain built for those critical items and then a second supply chain for everything else.
To build redundancy, you establish multiple suppliers and diversify them geographically. You also build in stringent contingency measures, which could include strategic stockpiling, nearshoring, and friendshoring, which is where you store inventory with an ally or in a friend consortium, as well as buying alternative components wherever possible. So all of those measures need to be put in place for the components that you’ve identified as absolutely critical for your production.
What is the second prong?
The second prong is the need to manage increased costs. There’s no getting away from higher costs, right? If you’re holding more inventory, you have higher inventory carrying costs. And if you’re diversifying your supply base, that means you don’t have as much leverage [with individual suppliers]. You’re also going to be managing multiple supply chains, which requires an increase in human capital because you’ll need more people to manage the more complex supply chains that you’re putting in place.
One way to manage costs could be by implementing strategic sourcing programs across the board that are aimed at mitigating some of the expenses. By taking these steps, manufacturers can safeguard their operations against potential disruptions and ensure continuity.
A lot of U.S. companies have been nearshoring to Mexico, which has now become the United States’ leading trade partner. Is that a simple solution for companies looking to reduce their reliance on Asia?
It is one of the solutions. But you won’t be able to replace your Asian supply base immediately—as with semiconductors, it may take a few years to build out that capacity.
So you need to start stockpiling essential components now—particularly if you won’t be able to find alternatives. You want to make sure that you’re holding the right amount of inventory of the components that you absolutely need. So nearshoring is an option, but you need to be careful what you move to Mexico.
Is that because moving production to Mexico will raise your costs compared to sourcing in Asia?
Yes, production costs will be higher compared to a place like Vietnam, where wages are currently lower than in Mexico. It might reduce the logistics cost, but I think there’s still a net increase overall because you’ll have higher expenses for things like regulatory compliance. Plus you’ll have the one-time cost of setting up the facilities.
Ideally, you’ll never have to face these problems we’ve been talking about, but it’s always better to be prepared.
Editor’s note:This article first appeared in the November 2024 issue of our sister publication DC Velocity.
As we look toward 2025, the logistics and transportation industry stands on the cusp of transformation. At the Council of Supply Chain Management Professionals (CSCMP), we’re committed to helping industry leaders navigate these changes with insight and strategy. Here are six trends that we believe will form the competitive landscape of tomorrow.
1. Digital transformation and data integration: Technology continues to reshape every facet of logistics. Advanced analytics, artificial intelligence, and machine learning are becoming increasingly integrated into supply chain operations, driving efficiency, reducing costs, and enabling proactive decision-making.
For companies to succeed, they must invest in technologies that enhance data accuracy and facilitate seamless information sharing. Those that do so will be able to better anticipate disruptions, optimize routes, and improve customer satisfaction.
2. Sustainability: As the global community continues to prioritize environmental responsibility, the logistics sector faces growing pressure to reduce its carbon footprint. The adoption of electric vehicles, alternative fuels, and optimized routes can reduce emissions significantly, and many organizations are setting ambitious targets to lower their environmental impact.
3. Supply chain resilience and flexibility: The capacity to pivot quickly in response to disruptions, whether due to natural disasters, geopolitical tensions, or global pandemics, is no longer a luxury but a necessity. Companies are increasingly adopting flexible supply chain models and focusing on diversification to mitigate risk.
4. Nearshoring and reshoring: Bringing manufacturing closer to home—either by relocating it back to the country of origin (reshoring) or moving it to neighboring regions (nearshoring)—not only enhances supply chain agility but also reduces transportation costs, lowers emissions, and lessens exposure to global disruptions. Companies that embrace these approaches can strengthen their competitive positioning, helping them respond more effectively to fluctuations in demand while maintaining cost efficiency and meeting sustainability goals.
5. Workforce development: The logistics industry is facing a talent shortage, particularly in skilled labor and technology-focused roles. As we advance into a more digitalized landscape, we need a workforce proficient in tech and adaptable to change. Organizations must focus on upskilling and reskilling programs to equip their teams with the necessary knowledge.
6. E-commerce and last-mile solutions: E-commerce growth shows no signs of slowing, and with it comes the challenge of meeting rising consumer expectations for fast, reliable, and sustainable delivery. Last-mile logistics remains one of the most complex and costly segments of the supply chain. Innovative solutions, such as urban microfulfillment centers, autonomous delivery vehicles, and drone deliveries, are paving the way for more efficient last-mile solutions.
Looking Ahead
The future of global logistics and transportation holds both challenges and opportunities. At CSCMP, we are committed to supporting our members through these changes, fostering collaboration and sharing insights to navigate the path forward.
The landscape of 2025 may be unpredictable, but with strategic foresight and a commitment to adaptability, we can shape a prosperous future for logistics and transportation. Together, let’s continue to lead the way forward.
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As I assume the role of Chair of the Board of Directors for the Council of Supply Chain Management Professionals (CSCMP), I fondly reflect on the more than 10 years that I’ve had the privilege of being part of this extraordinary organization. I’ve seen firsthand the impact we have had on individuals, companies, and the entire supply chain profession.
CSCMP’s journey as an organization began back in 1963. It has since grown from a small, passionate community to the world’s premier association for supply chain professionals. Our mission—to connect, educate, and develop supply chain professionals throughout their careers—remains not only relevant, but vital in today’s world.
As we look ahead, the opportunities are vast. What stands out the most to me is simply this:We are stronger together. Every individual brings a unique perspective, and it’s through our collective wisdom and efforts that we will continue to advance the work we do. The road ahead is not one we travel alone. It’s a path we navigate as a community—one united in purpose and direction.
My vision for the year ahead centers around growth—growth in our global reach and, perhaps even more importantly, growth in how we engage and support each other. We have tremendous opportunities for international expansion, especially in Europe, the U.K., Mexico, Central and South America, and Canada. I’m happy to share that we're already seeing progress in our reach to these regions.
I'm incredibly excited about the potential for even more growth ahead. One of the initiatives I am most passionate about is our Centers of Excellence. These centers will provide members the space to engage deeply in key supply chain disciplines. I invite each of you to dive into these areas, share your experiences, and contribute to the innovative solutions we develop together. There will be plenty of opportunity to do so. These centers are not only academic spaces—they are hubs for innovation, where we can share best practices and work together to solve our industry’s biggest challenges.
Education and thought leadership will continue to be at the heart of what we do. By expanding our research capacity, we will offer cutting-edge insights that keep our members at the forefront of industry trends and innovation. Through our platforms, we will create even more opportunities for connection and collaboration—ensuring that every voice is heard. Your insights, curiosity, questions, and engagement will drive the transformation we seek. We all play a part in the advancement of our industry and our profession.
Our impact begins with membership. Expanding collaborations with public, private, and nonprofit sectors will give us new ways to drive progress. In a world where our ecosystem is even more interconnected than ever before, the ability to engage with diverse stakeholders will help us unlock new solutions and truly make a difference on a global scale. None of this would be possible without the strong foundation that has been built over the years by serving our supply chain community. Each of you holds the ability to shape the future of the supply chain, and I can’t wait to see what we will achieve together.