Grant Isaac
Analyst · Scotiabank.
Let me just step back a bit and provide a bit of a higher level explanation and also just the general comment that I'm not going to reconcile backwards because when you look at what were up to, from a strategic point of view and you think about our committed sales portfolio and we already began with the question from Ralph Profiti about how committed sales are going up. And you remember that we satisfy committed sales from three sources production, purchasing and inventory. That's a very simple equation. Committed sales on one side and production, purchases inventory the other, but it would be incorrect to think of any of those this constant. So think about it as committed sales going up our current commitments go up, we have new demand that we need to fulfill, and as a function well then our target inventory will go up as well because we target 4.5 months of committed sales. So if committed sales are going after our run rate inventory level, it’s going up, so that won’t be a constant. If our production remains largely on target then our purchase is much increased there. So, we’re in a situation where if our inventory is going up as a function of our committed sales going up, we’re going to have to purchase more. But in addition then that guidance on inventory might a little bit out the window, because if purchases are proving harder to obtain product form, location, timing then actually we might have a bit more of precautionary inventory that we would like to build and which will require even further purchasing, which is probably a bit counterintuitive. So, all of that to say, we are going to commit to always looking through the windshield and providing that guidance like Tim did on where we are with our committed sales, where we are with our production, our purchases and our inventory. But because they’re all moving, you kind of have to keep pace with where they’re going rather than where they’ve been. So, in terms of the math, it's laid out in the slide that the Company the presentation, the comments that Tim gave and those are the ones we’re added at the moment. So, if committed sales change you, if we discover that, purchases are harder to combine and decide that we needed a bit more of a precautionary inventory. All of those are variables yet to come. All part of the general strategy that we’re trying to deliver on which is not one of value, it’s one of volume and we’re focusing on say. If this is a market where the price doesn’t incent, our production, we’ll leave it in the ground and chose to buy. So, I’m not sure what numbers you’re calculating and I’m happy to get on the phone afterwards and try to figure it out, but now wouldn’t be the time.