菲斯克汽車 (FSR) 2023 Q3 法說會逐字稿

Hello, and welcome to the Fisker Inc. Third Quarter 2023 Earnings Call. (Operator Instructions) I will now turn the conference over to Frank Boroch, Vice President of Treasury and Investor Relations. Please go ahead.

您好，歡迎參加 Fisker Inc. 2023 年第三季財報電話會議。 （操作員指示）我現在將會議交給財務和投資者關係副總裁 Frank Boroch。請繼續。

Thank you, operator. Hello, everyone, and welcome to Fisker's third quarter earnings call. As the operator mentioned, I'm Frank Boroch, VP of Treasury and Investor Relations. Joining me on today's call are Henrik Fisker, Chief Executive Officer; David King, Chief Technology Officer; and Dr. Geeta Gupta-Fisker, Chief Financial Officer and Chief Operating Officer.

謝謝你，接線生。大家好，歡迎參加菲斯克第三季財報電話會議。正如操作員所提到的，我是財務與投資者關係副總裁 Frank Boroch。與我一起參加今天電話會議的還有執行長 Henrik Fisker；大衛金，首席技術長；財務長兼營運長 Geeta Gupta-Fisker 博士。

Please note that today's discussion includes forward-looking statements about our expectations. Actual results in future periods are subject to risks and uncertainties that could cause our results to differ materially from those mentioned. These risks include those set forth in the press release we issued earlier today as well as those more fully described in our filings with the Securities and Exchange Commission.

請注意，今天的討論包括有關我們期望的前瞻性陳述。未來時期的實際結果受到風險和不確定性的影響，可能導致我們的結果與上述結果有重大差異。這些風險包括我們今天早些時候發布的新聞稿中列出的風險以及我們向美國證券交易委員會提交的文件中更全面描述的風險。

Today's discussion also includes certain non-GAAP measures, including non-GAAP operating expenses. Quantitative reconciliations of our non-GAAP financial information to the most directly comparable GAAP financial information appears in today's earnings release. With that, I'm happy to turn the call over to Henrik.

今天的討論還包括某些非公認會計原則措施，包括非公認會計原則營運費用。我們的非 GAAP 財務資訊與最直接可比較的 GAAP 財務資訊的定量調整出現在今天的收益發布中。至此，我很高興將電話轉給 Henrik。

Thank you, Frank. Good afternoon, everyone. Thank you for joining us today for our third quarter 2023 earnings call. I want to thank all our stakeholders, teams and partners for all their hard work and continued progress we have made in 2023. The third quarter marks a strong progress for Fisker as we continue to ramp vehicle production and deliveries of the Fisker Ocean. Raised additional proceeds through an upsized financing transaction, continued to spread our brand with new Fisker facilities, test drives and pop-up events in several cities across the U.S. and Europe, and adjusting pricing for the 3 ocean trims. All of these actions continue to position us for long-term sustainable and profitable growth.

謝謝你，弗蘭克。大家下午好。感謝您今天參加我們的 2023 年第三季財報電話會議。我要感謝所有利益相關者、團隊和合作夥伴的辛勤工作以及我們在 2023 年取得的持續進展。隨著我們繼續提高 Fisker Ocean 的車輛產量和交付量，第三季標誌著 Fisker 取得了巨大進展。透過擴大融資交易籌集了額外資金，繼續透過新的菲斯克設施、在美國和歐洲多個城市的試駕和快閃活動來傳播我們的品牌，並調整了 3 個海洋修剪的定價。所有這些行動繼續為我們的長期可持續和獲利成長奠定了基礎。

As our focus shifts towards ramping deliveries, it's incredible to see our product land in the driveways of more and more consumers every day. And I personally met a lot of customers who admires early adopters and supporters of the Fisker brand. We have an amazing production ramp, which has proven its ability to already have manufactured almost 9,000 units, 9,000 units, a level other EV manufacturers taken 4 to 5 full quarters to achieve and solid demand. But we have not been able to follow through with deliveries fast enough. People have paid and are waiting for their cars, and some of them are really getting annoyed and that's something that we need to do something about.

隨著我們的重點轉向增加交付量，令人難以置信的是，每天看到我們的產品出現在越來越多消費者的車道上。我個人遇到了很多欽佩菲斯克品牌早期採用者和支持者的客戶。我們擁有驚人的產量成長，這證明了我們有能力製造近 9,000 輛、9,000 輛，這是其他電動車製造商花了 4 到 5 個完整季度才能達到的水平，而且需求強勁。但我們未能足夠快地完成交付。人們已經付款並正在等待他們的汽車，其中一些真的很惱火，這是我們需要做的事情。

So what are we going to do? As we shift focus, we have to focus on ramping deliveries. It's an incredible -- so we have to really think about how do we get more real estate, how do we get more people. And that's some of the most important things that we're doing right now. We are basically hiring about 20 to 30 people a week. We are opening new facilities this month. And as you can see, the curve is going really fast up when it comes to deliveries in the last 2 weeks.

那我們要做什麼呢？當我們轉移注意力時，我們必須專注於提高交付量。這是令人難以置信的——所以我們必須真正考慮如何獲得更多的房地產，如何吸引更多的人才。這是我們現在正在做的一些最重要的事情。我們基本上每週招聘 20 到 30 人左右。我們本月將開設新設施。正如您所看到的，過去兩週的交付量曲線上升得非常快。

We also have more logistic partners. We started out with just 1 logistic partner, and we have actually have multiple logistics partners at this point in time. And all this, I think you will see in November and December a really, really rapid growth in deliveries. How do we continue this strong growth? We have increased our marketing efforts and have just started TV and print advertising to increase our brand awareness as we want to keep our incredible momentum going.

我們還有更多的物流合作夥伴。一開始我們只有 1 個物流合作夥伴，但目前我們實際上已經擁有多個物流合作夥伴。所有這一切，我認為您將在 11 月和 12 月看到交付量的非常非常快速的增長。我們如何繼續這種強勁的成長？我們加強了行銷力度，並剛開始電視和平面廣告，以提高我們的品牌知名度，因為我們希望保持令人難以置信的勢頭。

We also have changed our price strategy, both in Europe, U.S., and Canada and it's working. We are seeing customer's interest moving from ultra to extreme. And even though we don't get the IRA tax discount for our customers, we have a very competitive pricing in the U.S., and we are seeing ongoing strong demand for our unique product. In Europe, we are even more competitively priced, even lower than pretty much all the Chinese segment competitors and, of course, our European competitors as our own factory is in Europe with lower logistic costs, combined with our direct-to-customer sales model. All Continental Europe and U.S. markets are up and running -- sorry, and U.K. market up and running. Germany is the strongest market in Europe with customers coming from German premium brands that adopted Fisker Ocean.

我們也改變了歐洲、美國和加拿大的價格策略，並且正在發揮作用。我們看到客戶的興趣從極端轉向極端。儘管我們的客戶沒有獲得 IRA 稅收折扣，但我們在美國的定價非常有競爭力，而且我們看到對我們獨特產品的持續強勁需求。在歐洲，我們的價格更具競爭力，甚至低於幾乎所有中國細分市場的競爭對手，當然還有我們的歐洲競爭對手，因為我們自己的工廠位於歐洲，物流成本較低，再加上我們直接面向客戶的銷售模式。所有歐洲大陸和美國市場都已啟動並運行——抱歉，英國市場也已啟動並運行。德國是歐洲最強大的市場，客戶來自採用 Fisker Ocean 的德國高端品牌。

When I was in Germany a couple of days ago, I actually asked to call 3 random customers in Germany. And I wanted to find out why they bought the Fisker Ocean, what was the top reasons. And all 3 actually happened to come from a BMW car, and they all said it was about sustainability. They wanted to be with a brand that not only made only electric cars but also had top priority and focus on sustainability. Some of the features they liked in the vehicle apart from that was basically the California Mode, the solar roof and even the Taco tray's. So that's obviously unique features that nobody else have, and I think that again put us in a really unique competitive situation.

幾天前我在德國的時候，我實際上要求打電話給德國的 3 個隨機客戶。我想知道他們為什麼購買 Fisker Ocean，最主要的原因是什麼。而這 3 個人其實都來自一輛寶馬汽車，而且他們都說這是關於永續發展的。他們希望與一個不僅生產電動車、而且優先考慮永續發展的品牌合作。除此之外，他們喜歡這輛車的一些功能基本上是加州模式、太陽能屋頂，甚至還有墨西哥捲餅托盤。因此，這顯然是其他人沒有的獨特功能，我認為這再次使我們處於真正獨特的競爭境地。

Let's go to the detailed Ocean update. As mentioned earlier, we are encouraged to have delivered 1,097 vehicles in Q3 and exceeded that pace in just the month of October, and November is tracking even higher. Now that we have filled our outbound logistic pipeline of finished vehicles moving through various stages, we can provide consumers with more accurate delivery estimates and strategically ramp our deliveries. With a demonstrated ramp in production well underway, this heightened focus on our delivery capability will reduce the gap between production and delivery times. We have continued to add sales and service team members to support this strategic focus. Our total number of marketing sales and service employees has increased more than 4x since the end of 2022. This remarkable team continues to work around the clock to bring world-class vehicles to consumers.

讓我們來看看詳細的海洋更新。如前所述，我們在第三季度交付了 1,097 輛汽車，並在 10 月就超過了這一速度，而 11 月的銷量甚至更高。現在，我們已經填滿了經過各個階段的成品車的出境物流管道，我們可以為消費者提供更準確的交貨估計，並策略性地增加我們的交貨量。隨著生產的順利進行，對交付能力的高度關注將縮小生產和交付時間之間的差距。我們不斷增加銷售和服務團隊成員來支持這項策略重點。自 2022 年底以來，我們的行銷銷售和服務員工總數增加了 4 倍多。這個卓越的團隊繼續日以繼夜地工作，為消費者帶來世界一流的汽車。

Not only are we expanding into new markets but also expanding within existing markets. In Europe, businesses are responsible for a large share of vehicle purchases, more than in the U.S. For example, in the U.K., over 50% of new vehicles were sold to businesses last year. Employer fleet programs are quite popular, especially those where companies offer their employees the ability to lease a vehicle with pretax money. Fisker is negotiating over 20 agreements with operators in Europe that will provide broader consumer access to the Fisker Ocean and represent a new growth channel for us. These agreements could add tens of thousands of potential Ocean customers.

我們不僅拓展新市場，也在現有市場內拓展。在歐洲，企業購買的車輛佔很大比例，比美國還要多。例如，在英國，去年超過 50% 的新車銷售給企業。雇主車隊計劃非常受歡迎，尤其是那些公司為員工提供稅前租賃車輛能力的計劃。 Fisker 正在與歐洲營運商談判 20 多項協議，這些協議將為消費者提供更廣泛的 Fisker Ocean 存取權限，並為我們提供新的成長管道。這些協議可能會增加數以萬計的潛在海洋客戶。

It has been exciting to see the positive feedback and reviews from early customers and third-party sources. We also recognize we are continuing to pursue to optimize the user experience, and we are pleased to have recently rolled out our first over-the-air software update to address bugs and enhance the driving experience. Very few companies actually have OTA capabilities for in-depth engineering functionality of the vehicle beyond entertainment functions. I'm happy to say that Fisker does. Our new Chief Technology Officer, David King, will address these updates and over-the-air software strategy further in his comments. Additionally, we launched a series of how-to tutorial videos designed to help Ocean owners navigate their way around the Fisker Ocean.

看到早期客戶和第三方來源的正面回饋和評論令人興奮。我們也意識到，我們正在繼續追求優化用戶體驗，我們很高興最近推出了我們的第一個無線軟體更新，以解決錯誤並增強駕駛體驗。實際上，很少有公司具備 OTA 能力，能夠實現娛樂功能以外的車輛深度工程功能。我很高興地說菲斯克做到了。我們的新任技術長 David King 將在評論中進一步討論這些更新和無線軟體策略。此外，我們還推出了一系列操作教程視頻，旨在幫助 Ocean 所有者在 Fisker Ocean 中導航。

Fisker Ocean Max Range Challenge, a competition to see who can lock the longest range of Fisker Ocean, recently concluded. We are excited to see who emerged among the contestants in each country as a winner of our $1,000 prizes and who will be the grand winner of them all and win an all-expense trip out to our manufacturing facility in Graz, Austria. With deliveries already underway in 10 countries, we are poised to rapidly expand in coming quarters. Our deliveries in the third quarter of exactly 1,097 cars is the fastest first full year quarter delivery ramp of any U.S.-based EV OEM.

Fisker Ocean 最大射程挑戰賽近日落下帷幕，這場比賽旨在檢驗誰能鎖定 Fisker Ocean 的最長射程。我們很高興看到誰從每個國家的參賽者中脫穎而出，贏得了 1,000 美元的獎金，誰將成為所有大獎的獲勝者，並贏得免費參觀我們位於奧地利格拉茨的製造工廠的機會。目前已在 10 個國家/地區開始交付，我們準備在未來幾季迅速擴張。我們第三季交付了 1,097 輛汽車，是所有美國電動車 OEM 中全年第一季交付量成長最快的。

And I want to thank our team for making this all possible. To date, we have delivered over 3,000 Oceans, with many more en route to customers and people are still anxiously waiting to get theirs. I know some customers in the U.S. wondered why we started -- already started delivering Ocean Extreme models in Germany a few weeks ago. Well, we have actually sold out of the Ocean Extremes in Germany, meaning we have delivered all of the ones in Germany, so we have to start now delivering the Ocean Extremes. And that's actually quite exciting that we're able to do it that fast and we already are seeing strong demand for Ocean Extreme. And of course, Germany is the biggest market in Europe, as I mentioned earlier.

我要感謝我們的團隊讓這一切成為可能。到目前為止，我們已交付超過 3,000 個 Ocean，還有更多正在交付給客戶的途中，人們仍在焦急地等待收到他們的。我知道美國的一些客戶想知道我們為什麼開始——幾週前已經開始在德國交付 Ocean Extreme 模型。嗯，實際上我們在德國的 Ocean Extremes 已經賣完了，這意味著我們已經在德國交付了所有的產品，所以我們現在必須開始交付 Ocean Extremes。事實上，我們能夠如此快速地做到這一點，而且我們已經看到對 Ocean Extreme 的強勁需求，這實際上是非常令人興奮的。當然，正如我之前提到的，德國是歐洲最大的市場。

And now future product updates. In August, we held a product vision day in Southern California, showcasing Fisker's exciting future product lineup, including PEAR, a radical new segment-busting compact SUV designed to capture a large addressable market; Ronin, a luxury sports car; and Alaska in a segment of its own. Now that several OEMs have postponed their EV programs, this sweet spot is about the size of a Ford Ranger, so the Alaska fits right in a new segment where there's currently no EVs. And it's got unique features. Of course, it's got more luxury than the counterparts that have gasoline engines. And it will have a flexible bed between 4.5 foot to 7.5 foot. And the price is confirmed to start at $45,900. That really puts it in a complete unique segment.

現在還有未來的產品更新。 8 月，我們在南加州舉行了產品願景日，展示了 Fisker 令人興奮的未來產品系列，其中包括 PEAR，一款顛覆細分市場的全新緊湊型 SUV，旨在佔領廣闊的潛在市場； Ronin，豪華跑車；和阿拉斯加也有自己的一部分。現在，一些原始設備製造商已經推遲了他們的電動車項目，這個最佳位置大約是福特 Ranger 的大小，因此阿拉斯加正好適合目前沒有電動車的新細分市場。並且它有獨特的功能。當然，它比汽油引擎的同類產品更豪華。它將有一個 4.5 英尺到 7.5 英尺之間的靈活床。價格確定為 45,900 美元起。這確實使它處於一個完全獨特的細分市場。

And after this event, we brought these vehicles to Munich and put them on display ahead of the automobile show in Munich. Lots of consumers and commercial buzz, including from other OEMs interested in potential collaboration with Fisker, which could quickly increase our scale and manufacturing for these vehicles, including platform sharing and manufacturing.

在活動結束後，我們將這些車輛帶到了慕尼黑，並在慕尼黑汽車展之前進行了展示。許多消費者和商業熱議，包括對與菲斯克潛在合作感興趣的其他原始設備製造商的議論，這可以迅速擴大我們這些車輛的規模和製造，包括平台共享和製造。

Our communication with Foxconn is progressing. In fact, I just talked to them this weekend and we expect to finalize these plans very soon. And of course, it is to manufacture the PEAR in the Foxconn facility in Ohio. And this vehicle has 35% less parts than a similar-sized EV so it's quite unique. And we will also have a surprise around the L.A. Auto Show, which is about in a week's time, where we will actually show the production and [indiscernible] version of the PEAR to journalists, and it will be available to see at our [grow lounge] for about a week during the L.A. Auto Show.

我們與富士康的溝通正在取得進展。事實上，我這個週末才剛和他們談過，我們希望很快就能敲定這些計畫。當然，是在俄亥俄州的富士康工廠生產 PEAR。而且這款車的零件比類似尺寸的電動車少了 35%，因此非常獨特。我們還將在大約一周後的洛杉磯車展上帶來驚喜，屆時我們將向記者實際展示 PEAR 的生產版本和 [音頻不清晰] 版本，並且可以在我們的 [grow休息室]在洛杉磯車展期間大約一周。

Another excitement -- exciting development in the quarter was our announcement that Fisker will adopt the North American charging standard on its vehicles starting in 2025. We signed an agreement with Tesla that will provide our customers with access to over 12,000 additional Superchargers around the U.S. and Canada.

本季度另一個令人興奮的進展是我們宣布Fisker 將從2025 年開始在其車輛上採用北美充電標準。我們與Tesla 簽署了一項協議，將為我們的客戶提供使用美國各地12,000 多個超級充電站的機會加拿大。

Sustainability. As I mentioned, it's one of our strongest pillars in the company, and ESG remains at the core of everything we stand for at Fisker. In the third quarter, we published our annual ESG report that reflects the value-driven culture we have created across our people, processes, products and how deeply rooted sustainability is in our business. And it's paying off. It is differentiating us from any of our competitors, as I just mentioned earlier. This report is an important tool that we use for ongoing CO2 reductions and to apply for future vehicle programs. This ongoing analysis helps us work toward our goal to create a climate-neutral vehicle.

可持續性。正如我所提到的，這是我們公司最強大的支柱之一，ESG 仍然是我們在 Fisker 所主張的一切的核心。第三季度，我們發布了年度 ESG 報告，反映了我們在人員、流程、產品中創造的價值驅動文化，以及永續發展在我們業務中的根深蒂固。它正在得到回報。正如我之前提到的，它使我們有別於任何競爭對手。該報告是我們用於持續減少二氧化碳排放並應用於未來車輛計劃的重要工具。這項持續的分析有助於我們朝著創造氣候中和車輛的目標努力。

We also expanded our ESG reporting frameworks to now include reporting through the Carbon Disclosure Project, CDP. I'm also proud to announce that we just kicked off our carbon-neutral car that will be based on the PEAR, and it will arrive in 2027, way earlier than what anybody else have announced. And next week, Fisker is hosting a sustainability roundtable for journalists on November 18 to elaborate on our ESG initiatives, discuss how we accomplish the lowest possible carbon footprint of any electric SUV and to encourage deeper engagement on these important topics as we are showing the production version of the PEAR and the Alaska Electric pickup in about a week's time.

我們還擴展了 ESG 報告框架，現在包括透過碳揭露計畫 (CDP) 進行報告。我還很自豪地宣布，我們剛剛推出了基於 PEAR 的碳中和汽車，它將於 2027 年上市，比其他人宣布的要早得多。下週，Fisker 將於11 月18 日為記者舉辦可持續發展圓桌會議，詳細闡述我們的ESG 舉措，討論我們如何實現電動SUV 盡可能最低的碳足跡，並鼓勵在我們展示產品時更深入地參與這些重要主題PEAR 版本和 Alaska Electric 皮卡將在大約一周內推出。

My optimism about the future of our products is extremely strong. We have a unique place in the automotive market. We have strong demand, and I expect us to keep growing with a potential strategic partner in the works where we can grow even faster. But first, we need to increase the speed of deliveries and we are in the middle of doing just that. I appreciate all of you that are joining us on the journey toward a clean future for all.

我對我們產品的未來非常樂觀。我們在汽車市場擁有獨特的地位。我們有強勁的需求，我希望我們能夠與潛在的策略夥伴一起不斷發展，讓我們能夠更快地發展。但首先，我們需要提高交付速度，我們正在這樣做。我感謝你們所有人加入我們，共同邁向所有人的清潔未來。

Before I turn the call over to our new Chief Technology Officer, David King, I'd like to say a few words of introduction about him. I have known David for many years, going back to our time together at Aston Martin. He's a world-class leader, a tremendous engineer who as Fisker's SVP and leader of Fisker Magic Works, our special vehicle division, have played a vital role in the company's growth. He excels at uniting teams and empowering creativity. I'm confident that he will provide the expertise and enthusiasm for innovation that we need to take Fisker to the next level as we accelerate Ocean production and deliveries and prepare to launch PEAR, our EV pickup truck and Ronin. And with that, I'm now pleased to turn the call over to David.

在將電話轉接給我們新任技術長 David King 之前，我想先簡單介紹一下他。我認識大衛很多年了，可以追溯到我們在阿斯頓馬丁一起度過的時光。他是一位世界級的領導者，一位出色的工程師，作為 Fisker 的高級副總裁和 Fisker Magic Works（我們的特種車輛部門）的領導者，在公司的發展中發揮了至關重要的作用。他擅長團結團隊和激發創造力。我相信，他將為我們提供所需的專業知識和創新熱情，幫助我們加快 Ocean 生產和交付，並準備推出 PEAR、我們的電動皮卡和 Ronin，將 Fisker 提升到新的水平。現在，我很高興將電話轉給大衛。

Thank you, Henrik, for those kind words. I'm very proud of what we've achieved together so far and honored to take on the role of Chief Technology Officer. The entire Fisker team has a wonderful opportunity in front of us to build on the launch of the Ocean and create more world-class vehicles with cutting-edge technology.

謝謝亨里克的客氣話。我對我們迄今為止共同取得的成就感到非常自豪，並很榮幸擔任首席技術長。菲斯克整個團隊面臨著一個絕佳的機會，可以在推出 Ocean 的基礎上再接再厲，利用尖端技術創造出更多世界一流的車輛。

We are entering a new phase for the company now, now that our engineering release process is complete for all our Ocean trim levels. And whilst we continue to work hard on supporting and improving the Ocean with our initial over the year updates based on customer feedback, the engineering team is fully engaged and working diligently on our upcoming product pipeline, the PEAR compact SUV and the Alaska pickup, and striving to deliver the innovation and the engineering excellence that is expected in a Fisker. More on those products shortly.

我們現在正在進入公司的一個新階段，我們所有海洋裝飾級別的工程發布流程都已完成。雖然我們繼續努力支持和改進海洋，根據客戶反饋進行了一年中的初步更新，但工程團隊全力投入並努力開發我們即將推出的產品線：PEAR 緊湊型 SUV 和阿拉斯加皮卡，以及努力提供Fisker 所期望的創新和卓越的工程設計。稍後將詳細介紹這些產品。

But first, staying with Ocean. Now we are almost through with delivering our top limited edition Fisker Ocean Ones, we are excited to get the Extreme, Ultra, and Sport trims into the hands of our customers as well in the coming months. And I wanted to highlight something in particular about the Sport. This is Fisker's most affordable trim and is a front-wheel drive vehicle. What it trades versus the Extreme and Ultra in the ultimate range of performance, it gives back with impressive driving dynamics, in particular, its nimble and sporty handling on account of its lighter weight. It's a lot of fun.

但首先，要和海洋在一起。現在，我們的頂級限量版 Fisker Ocean Ones 的交付即將完成，我們很高興在未來幾個月內將 Extreme、Ultra 和 Sport 飾件交到客戶手中。我想強調一下這項運動的一些特別之處。這是菲斯克最實惠的裝飾，也是一輛前輪驅動車。與Extreme和Ultra的終極性能相比，它提供了令人印象深刻的駕駛動力，特別是由於重量較輕而帶來的靈活和運動操控。其樂無窮。

Now that we have thousands of cars in the hands of our customers, we are rapidly gathering real-world data that we are using to continually improve our vehicles. And I'd like to thank all our first adopter customers for their feedback, both good and bad. With all this feedback, along with the anonymous fleet cloud data that we are gathering real-time from our customer fleet, we are continually working to iron out bugs, improve performance of features and functions and roll these out in frequent OTA updates.

現在，我們的客戶手中擁有數千輛汽車，我們正在快速收集真實世界的數據，並使用這些數據來不斷改進我們的車輛。我要感謝所有第一批採用者客戶的回饋，無論好壞。憑藉所有這些回饋，以及我們從客戶車隊即時收集的匿名車隊雲端數據，我們不斷努力消除錯誤，提高特性和功能的性能，並透過頻繁的 OTA 更新推出這些內容。

It is a huge benefit to have a connected car and connected customers, and this monitoring will continue to grow as we deliver more vehicles and will allow us to further optimize and refine performance. This depth of OTA capability is something that very few car companies have, but I'm proud to say that we do, and this capability will continue to improve from here.

擁有連網汽車和連網客戶是一個巨大的好處，隨著我們交付更多車輛，這種監控將繼續成長，並使我們能夠進一步優化和完善效能。這種深度的 OTA 能力是很少有車企具備的，但我很自豪地說我們有，而且這種能力將在此基礎上不斷提高。

With regards to the Ocean updates that we've rolled out, we recently completed the new OTA update 1.10. This was in direct response to early customer feedback and included optimization to the electronic stability program, including improved traction control on surface changing roads, refinements to [Regen] braking, improved energy management and connectivity for remote functions, along with some other tweaks. Amongst much positive feedback we've had from many customers, the center screen UI/UX system has been highlighted as very intuitive, simple and enjoyable to use. And we have further improvements and feature enhancements ready for OTA release imminently.

關於我們推出的海洋更新，我們最近完成了新的 OTA 更新 1.10。這是對早期客戶回饋的直接回應，包括對電子穩定程序的最佳化，包括改進路面變化道路上的牽引力控制、改進 [Regen] 煞車、改進能源管理和遠端功能連接，以及其他一些調整。在我們從許多客戶那裡得到的正面回饋中，中央螢幕 UI/UX 系統被認為非常直觀、簡單且易於使用。我們也準備了進一步的改進和功能增強，以便立即進行 OTA 發布。

This ability to continually refine and enhance vehicle software and release it through our cybersecurity system and OTA platform means that the customer experience will continue to be enhanced throughout the life of the vehicle, building on the foundation that we've released to introduce new features and make broad updates across various aspects of the vehicle. So far, we have 4 waves of updates deployed on vehicles in the U.S. and Europe, 2 of which have successfully been updated on over 2,000 cars to date.

這種不斷完善和增強車輛軟體並透過我們的網路安全系統和OTA 平台發布的能力意味著，在我們已發布的基礎上，客戶體驗將在車輛的整個生命週期中持續增強，以引入新功能和對車輛的各個方面進行廣泛的更新。到目前為止，我們已在美國和歐洲的車輛上部署了 4 波更新，其中 2 波更新迄今已成功更新到 2,000 多輛汽車。

And it should be noted that this is all in-house capability. And I'd like to give a shout-out to our engineering team. Their competence and dedication has allowed us to develop an incredible first product at a very rapid rate. Having such an impressive team completely owned in-house is a key component of our Fisker strategy. Our ongoing investment in great people and processes means our OTA updates will further improve in speed and efficiency, allowing us to deliver our road map of new features and functions on a regular basis. Over the next few months, we will be rolling out updates that include energy data on the solar sky roof, adaptive drive control with radar cruise control, auto-hill hold and several others.

應該指出的是，這都是內部能力。我想對我們的工程團隊表示讚揚。他們的能力和奉獻精神使我們能夠以非常快的速度開發出令人難以置信的第一個產品。擁有如此令人印象深刻的完全內部團隊是我們 Fisker 策略的關鍵組成部分。我們對優秀人才和流程的持續投資意味著我們的 OTA 更新將進一步提高速度和效率，使我們能夠定期提供新功能和功能的路線圖。在接下來的幾個月裡，我們將推出更新，包括太陽能天頂的能源數據、帶雷達巡航控制的自適應驅動控制、自動坡道保持等。

Now let me update you on PEAR and Alaska. We have been investing to build great competence in computer-aided engineering, or CAE, which allows us to accurately test almost all aspects of the vehicle virtually, reducing development time spent on crash safety, NVH, dynamics, powertrain, digital performance and other testing. Everything we've learned from the Ocean program is being embedded and enhanced, and we are now using this for the next programs, allowing us to dramatically reduce development time, so much so that we are already entering the prototype phase for Alaska where we will build a fleet of fully representative vehicles to generate physical test data to validate our CAE results before moving to production release.

現在讓我向您介紹 PEAR 和阿拉斯加的最新情況。我們一直在投資培養電腦輔助工程(CAE) 方面的強大能力，這使我們能夠準確地虛擬測試車輛的幾乎所有方面，從而減少在碰撞安全、NVH、動力學、動力總成、數位性能和其他測試上花費的開發時間。我們從海洋計劃中學到的一切都正在被嵌入和增強，我們現在將其用於下一個計劃，使我們能夠大大減少開發時間，以至於我們已經進入阿拉斯加的原型階段，我們將在該階段建立一支具有完全代表性的車輛車隊，以產生實體測試數據，以在進入生產版本之前驗證我們的CAE 結果。

And the PEAR, as was announced at the August 3 product vision day, will feature our own new Blade Central Computer, which will deliver 6.2 teraflops of compute performance with seamless 5G and WiFi connectivity. We are excited to preview a short demo of this functionality during the L.A. Auto Show later this week.

正如 8 月 3 日產品願景日所宣布的那樣，PEAR 將採用我們自己的新型 Blade 中央計算機，該計算機將提供 6.2 teraflops 的計算性能以及無縫 5G 和 WiFi 連接。我們很高興在本週稍後的洛杉磯車展上預覽此功能的簡短演示。

Not only are we hard at work on the future high-volume programs, but my small team in the U.K. is busy developing several exciting niche projects, including the Force E off-road package for Ocean. As an off-road enthusiast and rally driver myself, I'm particularly looking forward to testing the Force E very soon. I think it's going to be quite a beast.

我們不僅在努力開發未來的大批量項目，而且我在英國的小團隊也正忙於開發幾個令人興奮的利基項目，包括 Ocean 的 Force E 越野套件。身為越野愛好者和拉力賽車手，我特別期待盡快測試 Force E。我認為這將是一個相當猛獸。

Just in wrapping up, I know from personal experience of driving an Ocean daily for the past 3 months that we have created an outstanding vehicle. I'm very proud to have played a part and all of our talented team has accomplished in-house and with our world-class partners to deliver the Ocean to market. And I'm now even more proud to step up to lead the technical team into our next exciting phase of product development. Thank you. I will now turn the call over to Geeta.

總結一下，我從過去 3 個月每天駕駛 Ocean 的個人經驗中得知，我們創造了一輛出色的車輛。我非常自豪能夠參與其中，我們所有才華橫溢的團隊都在內部並與我們的世界級合作夥伴一起完成了將海洋推向市場的任務。現在，我更加自豪能夠挺身而出，帶領技術團隊進入產品開發的下一個令人興奮的階段。謝謝。我現在將把電話轉給吉塔。

Thank you, David. I would like to begin by expressing my gratitude to the entire Fisker team, all our suppliers and our customers who are with us on a very exciting journey. The creation of a worldwide electric vehicle brand and the launch of a new vehicle involves intense dedication and concentration and a team working tirelessly across all hours. And it truly is exhilarating to witness the initial results of our efforts as more and more Oceans find their way to driveways across U.S. and in 9 European countries. It seems like it was only yesterday that we started developing the program.

謝謝你，大衛。首先，我要向整個 Fisker 團隊、所有供應商和客戶表示感謝，他們與我們一起經歷了非常令人興奮的旅程。全球電動車品牌的創建和新車的推出需要高度的奉獻精神和專注力，以及團隊全天候不懈的工作。隨著越來越多的海洋生物進入美國和 9 個歐洲國家的車道，見證我們努力的初步成果確實令人興奮。我們好像就在昨天才開始開發該程式。

For 9 calendar months in 2023, it is remarkable the achievements we have made as a company. Beginning with approval to sell the Ocean in both North America and Europe, we have now produced thousands of vehicles and are well on our way to delivering them across our broad array of markets at a scale and pace at which no other EV company has expanded. As we have seen an increase in our production ramp and with a stabilized supply chain, our focus for the remainder of the year is on our software rollout, our service and delivery network. Our goal is to shrink the time between production of the vehicles and delivery so our customers can enjoy the world-class Fisker Ocean as quickly as possible.

2023 年的 9 個日曆月裡，我們作為一家公司所取得的成就是令人矚目的。從獲准在北美和歐洲銷售 Ocean 開始，我們現在已經生產了數千輛汽車，並且正在以其他電動車公司無法比擬的規模和速度向廣泛的市場交付它們。由於我們的產量增加且供應鏈穩定，因此我們今年剩餘時間的重點是軟體的推出、服務和交付網路。我們的目標是縮短車輛生產和交付之間的時間，以便我們的客戶能夠盡快享受世界一流的菲斯克海洋。

Let me provide you with an update on vehicle production and deliveries. We continue to make great progress in ramping up vehicle production, including ensuring there is a steady supply of parts from our suppliers, including the impact from summer shutdown in August. 4,725 vehicles were produced in Q3, and that's up from 1,022 in Q2, a production ramp up to the tune of 430%. With the production process hitting its stride, our tough priority has moved to supporting the growth and scale of our outbound logistics, delivery network, launching multiple sites across EU and North America preparing vehicles with latest software for delivery to our customers.

讓我向您提供有關車輛生產和交付的最新資訊。我們在提高汽車產量方面繼續取得巨大進展，包括確保供應商的零件供應穩定，包括八月夏季停產的影響。第三季生產了 4,725 輛汽車，高於第二季的 1,022 輛，產量增加高達 430%。隨著生產流程的順利進行，我們的首要任務已轉向支援我們的出境物流和交付網路的成長和規模，在歐盟和北美建立多個站點，準備配備最新軟體的車輛以交付給我們的客戶。

In the third quarter, we delivered 1,097 vehicles, up from 11 in the prior period, an almost 10,000% increase. Let me provide some additional color on the delivery cadence during Q3, which grew from 86 vehicles to 279 vehicles in August to 732 vehicles in the last month. During 3Q, delivery efficiency was impacted by a variety of items that we are already improving. What we faced are logistical challenges as we ramped our truck and last-mile transportation partnerships, and we streamlined our processes which were compounded by a limited charging infrastructure at various processing centers. And in order to alleviate them, we are now adding mobile charging and static skids.

第三季度，我們交付了 1,097 輛汽車，高於上一季的 11 輛，增幅近 10,000%。讓我對第三季的交付節奏提供一些額外的信息，交付節奏從 8 月的 86 輛增加到 279 輛，再到上個月的 732 輛。在第三季度，交付效率受到我們已經在改進的各種專案的影響。當我們加強卡車和最後一哩運輸合作夥伴關係時，我們面臨的是物流挑戰，並且我們簡化了流程，而各個處理中心的充電基礎設施有限，使流程變得更加複雜。為了緩解這些問題，我們現在添加了行動充電和靜電防滑裝置。

And in addition to that, we also had some real estate constraints. On real estate, we experienced COVID delays, which impacted the timing of our permitting and construction schedules. We have multiple initiatives underway that will continue to improve our delivery efficiency. For example, we now have multiple sites ready that are ready to do go pickups and home delivery and will be ready by the end of the year. We're already thinking ahead for 2024 and accelerating the acquisition of Fisker real estate, as we conducted a survey where more of our customers want to pick up their vehicle from a Fisker facility as opposed to home delivery, which is also faster.

除此之外，我們還面臨一些房地產限制。在房地產方面，我們經歷了新冠疫情的延誤，這影響了我們的許可時間和施工進度。我們正在進行多項舉措，將繼續提高我們的交付效率。例如，我們現在已經準備好多個站點，可以進行提貨和送貨上門服務，並將在今年年底準備就緒。我們已經在展望 2024 年並加速收購 Fisker 房地產，因為我們進行了一項調查，發現更多的客戶希望從 Fisker 工廠取車，而不是送貨上門，送貨上門也更快。

We are in the process of opening up a dozen new locations in North America, which will increase our throughput and provide more options for consumers. I recently visited our contactless pickup location in Long Island in New York. And it is a very central location, very exciting location, and we have more and more locations that are coming up. In parallel, we have added now 3 more delivery partners. We've introduced customer pickups and also something called Fisker Direct, where dedicated Fisker employees, they drive vehicles to customers if the distances are under 60 miles and give a personal tour of the vehicle. We have had employees from all different various parts of the organization participate in this initiative, and this has been a delight for several of our customers who enjoy listening to how the UI was developed or how the car was designed or how the propulsion works.

我們正在北美開設十幾個新地點，這將增加我們的吞吐量並為消費者提供更多選擇。我最近參觀了我們位於紐約長島的非接觸式取貨地點。這是一個非常中心的位置，非常令人興奮的位置，我們即將開設越來越多的地點。同時，我們現在又增加了 3 個交付合作夥伴。我們推出了客戶接送服務以及一種名為 Fisker Direct 的服務，如果距離低於 60 英里，Fisker 的專職員工就會將車輛開給客戶，並提供個人參觀車輛的服務。我們組織內各部門的員工都參與了這項計劃，這對我們的一些客戶來說是一件很高興的事情，他們喜歡聆聽 UI 的開發方式、汽車的設計方式或推進裝置的工作原理。

This strategy increases our geographic reach and delivery volume capacity. Streamlining data integration to provide more accurate real-time information flow will also help us more efficiently plan and schedule deliveries. We are in the process of integrating the ETAs and delivery schedules so we will be able to provide customers with more accurate home deliveries as we move forward, which I know has been an annoyance to several customers in the recent times.

這項策略擴大了我們的地理覆蓋範圍和交付量。簡化資料整合以提供更準確的即時資訊流也將幫助我們更有效地規劃和安排交付。我們正在整合預計到達時間和送貨時間表，以便隨著我們的進展，我們將能夠為客戶提供更準確的送貨上門服務，我知道這最近讓一些客戶感到煩惱。

Fast forward to October, we delivered over 1,200 vehicles in October alone, more than the entire third quarter and November month-to-date deliveries point to further growth versus October, illustrating the ongoing efficiency improvements in our delivery ramp. As Henrik mentioned earlier, till date, we have delivered over 3,000 vehicles, and we have 100 more on the way to customers. The ramp in production and deliveries is coming at an opportune time where we are benefiting from several cost tailwinds. For example, our predominantly euro-denominated supply of contracts are benefiting from ForEx exchange rates that are close to their lowest levels in nearly 2 decades. Raw material and battery prices have also continued to ease, favorably impacting our input costs.

快進到 10 月份，我們僅在 10 月份就交付了 1,200 多輛汽車，超過了整個第三季度和 11 月至今的交付量，表明我們的交付量持續提高。正如 Henrik 之前提到的，到目前為止，我們已經交付了 3,000 多輛汽車，還有 100 輛正在交付給客戶。生產和交付量的增加恰逢其時，我們受益於多種成本因素。例如，我們主要以歐元計價的合約供應受益於接近近 20 年來最低水準的外匯匯率。原物料和電池價格也持續下跌，對我們的投入成本產生有利影響。

Before moving on, I want to comment a bit on a few larger macroeconomic issues that are at play. Interest rates are near 20-year highs, and they are, of course, impacting consumer spending. And we have seen a direct response from several OEMs who are pushing out their EV production time lines. This reduced industry supply is to a certain extent possible for Fisker as it gives us more runway to develop our amazing portfolio of vehicles and allow us to continue to stand out as a high-quality option for consumers who are making EV purchasing decisions to stay and for us to gain a larger market share. In addition, our commitment to sustainability and the EV transition is unwavering.

在繼續之前，我想對一些正在發揮作用的更大的宏觀經濟問題發表一些評論。利率接近 20 年來的高點，當然會影響消費者支出。我們已經看到幾家原始設備製造商的直接回應，他們正在推遲電動車的生產時間表。行業供應的減少在一定程度上對菲斯克來說是可能的，因為它為我們提供了更多的跑道來開發我們令人驚嘆的車輛產品組合，並使我們能夠繼續脫穎而出，成為做出電動車購買決定的消費者的高品質選擇，以保持和為我們贏得更大的市場份額。此外，我們對永續發展和電動車轉型的承諾堅定不移。

Turning to supply chain. We continue to make progress with most of our suppliers, successfully ramping and maintaining high quality. However, during this ramp phase, we still do expect to experience the occasional bottleneck from few suppliers that may have challenges meeting a high volume target in a very short period of time. Supply chain task force is engaged and deployed in the field working to support our suppliers to achieve our mutual objectives.

轉向供應鏈。我們繼續與大多數供應商取得進展，成功提高並保持高品質。然而，在這個階段，我們仍然預期少數供應商偶爾會遇到瓶頸，這些供應商可能面臨在很短的時間內實現大批量目標的挑戰。供應鏈工作小組參與並部署在現場，致力於支持我們的供應商實現我們的共同目標。

To give you an example, winter tires. Most countries where we sell in Europe have laws making driving on winter tires obligatory from the month of November to the month of March. We experienced a shortage of winter tires that is now getting resolved. Absent successful resolution, this could slow us down in the winter months in Europe. By adjusting our near-term production plan, we provide our suppliers additional opportunity to focus on ramping while maintaining quality, while at the same time, we redouble our efforts on our delivery ramp.

舉個例子，冬季輪胎。我們在歐洲銷售的大多數國家都有法律規定，從 11 月到 3 月必須使用冬季輪胎。我們遇到了冬季輪胎短缺的問題，現在正在解決。如果沒有成功解決，這可能會減慢我們在歐洲冬季的速度。透過調整我們的近期生產計劃，我們為供應商提供了額外的機會，讓他們在保持品質的同時專注於提高產量，同時，我們加倍努力提高交付量。

In the U.S., as I mentioned earlier, we are adding Fisker real estate to meet the surprising high demand for in-person facility vehicle pickup as opposed to home delivery. There are just a few examples of how we continue to stay nimble and adjust incoming feedback and changing business needs or market conditions.

正如我之前提到的，在美國，我們正在增加 Fisker 房地產，以滿足對現場取車而不是送貨上門的令人驚訝的高需求。這裡僅舉幾個例子，說明我們如何持續保持彈性、調整收到的回饋以及不斷變化的業務需求或市場條件。

Now turning to our Q3 results, balance sheet and outlook for the remainder of 2023. Our third quarter revenue totaled $71.8 million, driven primarily by initial Ocean vehicle sales. During the quarter, we delivered 1,097 vehicles. Our third quarter cost of goods sold totaled $83.9 million, which included $18.2 million of noncash inventory adjustment impact associated with initial production ramp. As our production ramp continues, we expect inventory adjustments to diminish. In the quarter, GAAP gross margin was negative 17% and non-GAAP gross margin was 9%, which excludes the inventory adjustment. We have additional impacts from FX, geographic mix and higher input costs with a first-in first-out inventory treatment that collectively shaved another few points of the margin, which would have ended up in the mid-teens if they were added back.

現在轉向我們的第三季業績、資產負債表和 2023 年剩餘時間的展望。我們第三季的收入總計 7,180 萬美元，主要由初始海洋車輛銷售推動。本季度，我們交付了 1,097 輛汽車。我們第三季的銷售成本總計 8,390 萬美元，其中包括與初始產量提升相關的 1,820 萬美元非現金庫存調整影響。隨著產量的持續增加，我們預計庫存調整將會減少。本季度，GAAP 毛利率為負 17%，非 GAAP 毛利率為 9%（不含庫存調整）。我們還受到外匯、地理組合和更高的投入成本以及先進先出庫存處理的額外影響，這些影響共同削減了另外幾個點的利潤，如果將它們加回來，最終會達到十幾歲左右。

The positive adjusted gross margin demonstrates the benefit of our unique vehicle capabilities within the company and points towards a faster path towards positive EBITDA. Our Q3 operating expenses totaled $87.4 million, which was down 38% year-over-year and down 1% over quarter as launch-related R&D expenses continue to taper off while marketing sales and service investments increased. Loss from operations was $99.6 million, a 29% year-over-year improvement and a 13% quarter-over-quarter increase. Net loss totaled $91 million or $0.27 loss per share compared to $0.49 loss per share last year. Capital expenditures came in at $30.5 million for the quarter as launch-related milestone payments diminished.

調整後的正毛利率證明了我們在公司內獨特的車輛能力的優勢，並指出了實現正 EBITDA 的更快途徑。我們第三季的營運支出總計 8,740 萬美元，年減 38%，較上季下降 1%，原因是與產品發布相關的研發支出持續減少，而行銷銷售和服務投資增加。營運虧損為 9,960 萬美元，較去年同期改善 29%，較上季增加 13%。淨虧損總計 9,100 萬美元，即每股虧損 0.27 美元，而去年每股虧損 0.49 美元。由於與發布相關的里程碑付款減少，本季資本支出為 3,050 萬美元。

We maintained a very disciplined approach to accessing capital markets to bolster our business strategy. During the quarter, we raised an additional $150 million of gross proceeds from an existing investor to the same innovative financing structure as previously announced agreement in July. This served to further bolster the balance sheet while also increasing the amount of additional gross proceeds that can be offered to $550 million of a 0% coupon senior unsecured convertible notes due in 2025. We finished Q3 with $625 million in cash and restricted cash. This cash balance excludes approximately $50 million in VAT receivables that we expect to receive as refunds or we monetize against upcoming sales taxes as we continue to sell cars in various European countries.

我們在進入資本市場方面保持了非常嚴格的方法，以支持我們的業務策略。在本季度，我們從現有投資者那裡額外籌集了 1.5 億美元的總收益，採用與先前 7 月宣布的協議相同的創新融資結構。這進一步增強了資產負債表，同時也增加了可用於2025 年到期的5.5 億美元0% 息票優先無擔保可轉換票據的額外總收益。第三季結束時，我們擁有6.25 億美元的現金和限制性現金。該現金餘額不包括約5000 萬美元的增值稅應收款，我們預計這些應收款將作為退款收到，或隨著我們繼續在歐洲各國銷售汽車，我們將透過即將徵收的銷售稅來貨幣化。

Turning to our outlook. Neither our production nor demand are limiting our deliveries, but rather it's the delivery and the service infrastructure. We have a great product and our customers want the product. We are in the process of dramatically overhauling our service and delivery infrastructure to keep up with the demand until the delivery process has reached our goal, which we expect later this year. We have now come to a stable production volume within an extremely fast and a very compressed time frame that has never been done before by an EV company.

轉向我們的展望。我們的生產和需求都沒有限制我們的交付，而是交付和服務基礎設施。我們有一個很棒的產品，我們的客戶也想要這個產品。我們正在大幅改革我們的服務和交付基礎設施，以滿足需求，直到交付過程達到我們的目標，我們預計將在今年稍後實現這一目標。現在，我們在極快且非常壓縮的時間內實現了穩定的產量，這是電動車公司以前從未做到過的。

As we work to scale our outbound logistic operations and we optimize our delivery and service network, we are updating our production guidance for 2023 to a range of 13,000 units to 17,000 units. This is a very prudent change that we need to do to enable our global delivery and logistics platform to scale so we can serve our customers even better, and we are not sitting on inventory. This is also essential for our continued capital expenditure and parts and vehicle inventory discipline to better manage our working capital. This may be short-term pain and it may not be something that Wall Street wants to hear but it is extremely responsible for us, and it is essential for us that we do this for the long term to provide great service for our customers and set the organization for seamless growth.

隨著我們努力擴大出境物流業務並優化我們的交付和服務網絡，我們正在將 2023 年的生產指南更新為 13,000 輛至 17,000 輛。這是我們需要進行的一項非常謹慎的改變，以使我們的全球交付和物流平台能夠擴展，以便我們能夠更好地為客戶服務，而且我們不會坐擁庫存。這對於我們持續的資本支出以及零件和車輛庫存紀律以更好地管理我們的營運資金也至關重要。這可能是短期的痛苦，也可能不是華爾街想聽到的事情，但這對我們來說是極其負責的，對我們來說，長期這樣做是至關重要的，以便為我們的客戶提供優質的服務，並設定無縫成長的組織。

As our delivery capability expands, our delivery efficiency should improve, and with it, working capital will become almost organic. Logistics from Europe to ultimately last-mile delivery to a customer in the U.S. is very complex, and several customers may not understand it as several customers, when they see on their web or app that a vehicle is produced, they are wondering why do they not get it within a few days. So let me explain a little bit of the complexity.

隨著我們交付能力的擴大，我們的交付效率應該會提高，隨之而來的是，營運資金將幾乎成為有機的。從歐洲到最終最後一英里交付給美國客戶的物流非常複雜，幾個客戶可能不理解這一點，因為多個客戶在他們的網路或應用程式上看到車輛已生產時，他們想知道為什麼他們想要生產汽車。幾天之內得不到它。讓我解釋一下其中的複雜性。

As vehicle units get produced by Magna and they get handed over by Magna to Fisker, they arrive in a compound 20 kilometers away. They await a rail to get to the port of the Brugge in Belgium. At that point in time, they await getting on a vessel and they make their way to 5 chosen ports here in the U.S. As they arrive at the ports, they get required software updates as we are consistently releasing software during the course of previous several weeks, and we will continue to release software.

當麥格納生產車輛並將其移交給菲斯克時，它們到達 20 公里外的一個大院。他們等待鐵路前往比利時布魯日港。那時，他們正在等待上船，然後前往美國的 5 個選定港口。當他們到達港口時，他們會獲得所需的軟體更新，因為我們在過去幾週內一直在發佈軟體，我們將繼續發布軟體.

These vehicles then make their way to vehicle processing centers all over the U.S. for final predelivery inspection and preparation for delivery to our customers. This entire journey can take anything from 5 to 8 weeks, more than what happens when a vehicle is going to a European customer. Our overall non-GAAP SG&A, R&D, plus CapEx guidance for 2023 remains in the range of $565 million to $640 million with SG&A moving higher and CapEx decreasing. Collectively, this guidance balances our asset-light model, disciplined cost management and prudent investment plans. I want to again express my gratitude to the entire team for their dedicated efforts and steadfast commitment to the launch of an exceptional vehicle.

然後，這些車輛將被送往美國各地的車輛處理中心，進行最終的交付前檢查並準備交付給我們的客戶。整個旅程可能需要 5 到 8 週的時間，比車輛交付給歐洲客戶的時間還要長。我們對 2023 年非 GAAP SG&A、研發以及資本支出的整體指引仍維持在 5.65 億美元至 6.4 億美元之間，SG&A 上升，資本支出下降。總的來說，該指南平衡了我們的輕資產模式、嚴格的成本管理和審慎的投資計劃。我想再次向整個團隊表示感謝，感謝他們為推出一款卓越的車輛所做的辛勤努力和堅定承諾。

We have made tremendous progress in an extremely short period of time. Launched an amazing high-volume product. Deliveries have started in 10 countries. Fisker team members are present in 15 countries, positioning us to introduce the Fisker brand and Fisker Ocean to more and more customers. We are now happy to take your questions. Operator, could you go to our first question, please?

我們在極短的時間內取得了巨大的進步。推出了令人驚嘆的大批量產品。已開始在 10 個國家/地區出貨。 Fisker 團隊成員遍佈 15 個國家，這使我們能夠向越來越多的客戶介紹 Fisker 品牌和 Fisker Ocean。我們現在很樂意回答您的問題。接線員，您能回答我們的第一個問題嗎？

(Operator Instructions) I'd like to now turn the call back over to Frank for a couple of pre-submitted questions. Please go ahead.

（操作員說明）我現在想將電話轉回給弗蘭克，詢問幾個預先提交的問題。請繼續。

Thank you. We'll start with some of the questions from the retail community. Question one, are there any updates in regards to U.S. manufacturing plans with Foxconn? And while it's anticipated that the PEAR and Alaska maybe built in the U.S., are there plans for the Ocean to be built in the U.S. if at all? Fisker vehicles could be eligible for the U.S. federal tax incentive.

謝謝。我們將從零售業提出的一些問題開始。問題一，富士康在美國的生產計畫有什麼更新嗎？雖然預計梨號和阿拉斯加號可能會在美國建造，但海洋號是否有計劃在美國建造（如果有的話）？菲斯克汽車可能有資格享受美國聯邦稅收優惠。

Yes. Thanks, Frank. So let me touch on Foxconn. We have mentioned during the earnings call, I am in contact with Foxconn, and I will say we have to finalize an agreement for manufacturing this year. So I am quite optimistic that we are very close to finalizing agreement. Obviously, we will announce it when it's done. It is a complex agreement but it's definitely in its end phase.

是的。謝謝，弗蘭克。讓我談談富士康。我們在財報電話會議上提到，我正在與富士康聯繫，我會說我們必須在今年敲定一項製造協議。因此，我對我們非常接近敲定協議感到非常樂觀。顯然，我們會在完成後宣布。這是一項複雜的協議，但肯定已經進入最後階段。

When it comes to -- and by the way, it goes for the same with Alaska. We are talking to Foxconn about Alaska as well but we're also talking to some OEMs about sharing the Alaska platform and potentially building in their factory in the U.S. So that's still on the table. I expect we will have to make these decisions very soon. On the Ocean, it will depend where we end up with Alaska, for example, because there can be synergies there. But we are already looking at potential ways we can manufacture the Ocean here in the U.S. And yes, we need to manufacture eventually here because we will -- it's more sustainable. We will cut down on the transport times. We'll make more money on it. So absolutely, it's something that we eventually will do.

順便說一句，阿拉斯加也是如此。我們也在與富士康談論阿拉斯加，但我們也在與一些原始設備製造商討論共享阿拉斯加平台並可能在他們在美國的工廠進行建設，所以這仍然在討論中。我預計我們很快就會做出這些決定。例如，在海洋方面，這將取決於我們在阿拉斯加的最終目的地，因為那裡可以產生協同效應。但我們已經在尋找在美國製造海洋的潛在方法。是的，我們最終需要在這裡製造，因為我們會——它更永續。我們將減少運輸時間。我們會賺更多的錢。所以絕對是我們最終會做的事情。

Thank you, Henrik. Next question is, we've heard talk of a slowdown in EV sales with companies like some of the Detroit brands reducing their production forecast. Is Fisker prepared for a market that's slowing down and what measures is it taking to protect its interest?

謝謝你，亨里克。下一個問題是，我們聽說電動車銷售放緩，一些底特律品牌等公司降低了產量預測。菲斯克是否為市場放緩做好了準備？它正在採取哪些措施來保護自己的利益？

So I think, first, if you look at the big picture, what really happened, there was a lot of excitement about EVs 2, 3 years ago and maybe even longer, 4 years ago. And some companies brought up EVs because there was probably the impression that as long as you had an EV, it would sell. I think reality is that there was not many EVs that came out that had segment-leading features. So why would you buy some of these new EVs when there was other EVs on the market that still were better? I think that's what we have seen.

所以我認為，首先，如果你縱觀全局，看看到底發生了什麼，2、3 年前，甚至更久，4 年前，人們對電動車感到非常興奮。一些公司提出了電動車，因為可能給人的印像是，只要擁有電動車，它就會暢銷。我認為現實情況是，具有細分市場領先功能的電動車並不多。那麼，當市場上有其他更好的電動車時，為什麼還要購買其中一些新電動車呢？我想這就是我們所看到的。

However, with Ocean, we have a segment leader. We have the longest range of any SUV sold in either Europe or U.S. in our class. And that is a segment leader and now there's a reason to buy an Ocean. Secondly, as I mentioned earlier, we have features that nobody else have that a lot of the customers love, California mode, solar, et cetera. And if you want these features, there's only 1 car you can buy and that's a Fisker Ocean, and I think that's why we see continued demand.

然而，透過 Ocean，我們擁有了細分市場的領導者。在歐洲或美國銷售的同類 SUV 中，我們的續航里程最長。這是一個細分市場的領導者，現在有理由購買 Ocean。其次，正如我之前提到的，我們擁有許多客戶喜愛的其他人所沒有的功能，例如加州模式、太陽能等等。如果你想要這些功能，你只能買一輛車，那就是菲斯克海洋，我認為這就是我們看到持續需求的原因。

Of course, what are we doing if for whatever reason, the demand would slow? Well, as Geeta mentioned, our vehicle is homologated globally actually. So we are going into Canadian market this year. We are expanding in Europe. We just expanded into 3 new markets in Europe about a month ago, starting delivering there. And in first quarter next year, we're expanding into several other European markets we are not in yet, for example, Spain and Italy, and we still have many markets in Eastern Europe as well.

當然，如果因為某些原因需求放緩，我們該怎麼辦？嗯，正如吉塔所提到的，我們的車輛實際上是在全球範圍內獲得認證的。所以我們今年將進軍加拿大市場。我們正在歐洲擴張。大約一個月前，我們剛擴展到歐洲的 3 個新市場，並開始在那裡交付。明年第一季度，我們將擴展到我們尚未涉足的其他幾個歐洲市場，例如西班牙和義大利，而且我們在東歐也有許多市場。

We do have basically importers for regions we normally wouldn't go in asking us to become importers of those regions. So that's another area we could take. Finally, we have announced we're going into China next year. So all these new markets actually helps us keeping the momentum and the growth. So I don't see really for us, at this point in time, a lack of demand and a lack of possibilities to expand our geography.

我們確實有一些地區的進口商，我們通常不會要求我們成為這些地區的進口商。這是我們可以採取的另一個領域。最後，我們宣布明年將進入中國。因此，所有這些新市場實際上都有助於我們保持動力和成長。因此，目前我並不認為我們確實缺乏需求，也沒有擴大我們的地理範圍的可能性。

And I want to mention something else, very important. We have a vehicle that is, in the U.S., considered a compact SUV. In Europe and China, it's probably more of a medium size. It is a universal product that sells globally. If you're sitting -- if I were sitting on a full-size pickup truck, it would be great for the U.S. but probably couldn't sell it anywhere else in the world. If I were sitting on a full-size SUV, same issue. But very few people buy full-size SUVs outside U.S. But we have a global product. And I think we have shown it. So our main issue now is we've got to figure out how do we get it as fast as possible to our customers, meaning in big, big bundles and not just 100 a day. We got to get to our 300 a day as fast as we can, and we have already put that in motion, and I expect that we'll get there very soon.

我還想提一件事，非常重要。我們的車輛在美國被視為小型 SUV。在歐洲和中國，它可能是中等尺寸。它是一種暢銷全球的通用產品。如果你坐在 - 如果我坐在一輛全尺寸皮卡車上，這對美國來說會很棒，但可能無法在世界其他任何地方出售它。如果我坐在一輛全尺寸 SUV 上，同樣的問題。但很少有人在美國以外購買全尺寸 SUV，但我們擁有全球產品。我認為我們已經展示了這一點。因此，我們現在的主要問題是我們必須弄清楚如何盡快將其交付給客戶，這意味著要大量捆綁，而不僅僅是每天 100 個。我們必須盡快達到每天 300 次的目標，我們已經開始實施這一目標，我希望我們很快就能實現這一目標。

Great. And the last question from the retail community. With deliveries delayed, how is Fisker addressing customer support? And how fast can Fisker reps reach customers when a driver has questions?

偉大的。零售業的最後一個問題。由於交貨延遲，菲斯克如何解決客戶支援問題？當司機有疑問時，Fisker 代表能夠以多快的速度聯繫客戶？

Well, so we, of course, recognize, as I mentioned in my script earlier, that we have a gap in our service and delivery infrastructure. The first thing we've done is in terms of our marketing sales and service employees, it's actually increased more than 4 times since the end of 2022. So we are hiring in every area. We are hiring in home delivery, Fisker Direct, a team that delivers vehicles to you. We are also ramping up our real estate initiatives. We increased the number of our delivery partners.

嗯，所以我們當然認識到，正如我之前在腳本中提到的，我們在服務和交付基礎設施方面存在差距。我們做的第一件事是行銷銷售和服務員工方面，自 2022 年底以來實際上增加了 4 倍多。所以我們正在各個領域進行招募。我們正在招募送貨上門服務 Fisker Direct，這是一個為您送貨車輛的團隊。我們也加大了房地產項目的力度。我們增加了送貨合作夥伴的數量。

In addition to that, we have also set up a call center where customers can call in and ask questions about their delivery and ask questions about their service. We actually have currently an initiative ongoing in the company called Excellence in Service, where we have put a group of experts together to look at how they can reach out to all the customers because we still are obviously in the thousands -- still in the single-digit thousands, and to make sure that if there are pending accessories or if there's any area that we need to support customers with, including any software upgrades or any questions about the vehicle or any dents or scratches the customer needs help with or any usability issues, we are constantly informing and engaging the customers.

除此之外，我們還設立了一個呼叫中心，客戶可以致電詢問有關他們的交付的問題以及有關他們的服務的問題。實際上，我們公司目前正在進行一項名為「卓越服務」的計劃，我們將一組專家聚集在一起，研究如何接觸到所有客戶，因為我們顯然仍然有數千名客戶，仍然處於單一客戶群中。- 數千位數，並確保是否有待處理的配件或是否有任何我們需要為客戶提供支援的領域，包括任何軟體升級或有關車輛的任何問題或任何凹痕或划痕，客戶需要幫助或任何可用性問題，我們不斷通知客戶並讓他們參與其中。

So all customers may not have received a phone call, but every customer will as this task force embarks on making sure that all our customers are heard. We're also in the journey of hiring mobile techs all over the country. We already have a very substantial pool of technicians, almost bordering to 75 technicians, and this will keep growing so we can serve our customers no matter which part of -- which state you're in or which part you're in, as long as our mobile techs have their toolkits and a computer and they have the ability to repair your vehicle.

因此，所有客戶可能都沒有接到電話，但每個客戶都會接到電話，因為該工作小組開始確保我們所有客戶的聲音都能被聽到。我們還在全國招募行動技術人員。我們已經擁有非常龐大的技術人員隊伍，幾乎接近 75 名技術人員，而且這一數字還將繼續增長，因此無論您身處哪個州或哪個地區，我們都可以為我們的客戶提供服務，只要因為我們的行動技術人員有他們的工具包和計算機，他們有能力修理您的車輛。

We have partnered with various body shops across the country, so if there are any cosmetic issues, those can easily be dealt with. We are currently utilizing a global network with a third-party called ADESA. But as I mentioned earlier, we have our own locations coming live, which will also have capabilities of service. Now we typically do not expect customers to come to our facilities, and we will come to you, pick up your vehicle. But certain facilities will also allow customers to visit if that is more convenient. Now our remarkable team continues to work around the clock to bring our world-class vehicles. And again, I want to remind everybody that we have a 1-844 number where customers can call to receive immediate assistance or they can also e-mail their queries typically.

我們與全國各地的多家車身修理廠合作，因此如果有任何外觀問題，都可以輕鬆解決。我們目前正在利用一個名為 ADESA 的第三方的全球網路。但正如我之前提到的，我們有自己的地點即將上線，這些地點也將具備服務能力。現在，我們通常不希望客戶來到我們的設施，我們會來找您，拿您的車輛。但如果更方便的話，某些設施也將允許顧客參觀。現在，我們卓越的團隊繼續晝夜不停地工作，以帶來我們世界一流的車輛。我想再次提醒大家，我們有一個 1-844 號碼，客戶可以撥打該號碼以獲得即時幫助，或者通常也可以透過電子郵件發送查詢。

Thank you. Operator, can we please go to the line for the next question?

謝謝。接線員，我們可以轉到線路回答下一個問題嗎？

Your next question comes from the line of John Babcock of Bank of America.

你的下一個問題來自美國銀行的約翰·巴布科克。

I guess just starting out, if you could just provide a little bit more clarity on the production. I mean, it sounds like basically what you're doing is point back production in part to make sure that you can deliver the vehicles in a reasonably expedient fashion but also at the same time, not building inventory. If you could just provide some clarity on that, and also whether you're having any challenges in getting the vehicles built. I just want to make sure I fully understand that setup.

我想這才剛開始，如果你能提供一些關於製作的更清晰的資訊的話。我的意思是，聽起來基本上你所做的就是回點生產，部分是為了確保你能夠以相當方便的方式交付車輛，但同時，而不是建立庫存。您能否澄清一下這一點，以及您在製造車輛方面是否遇到任何挑戰。我只是想確保我完全理解該設定。

Yes. So I think on production, I want to reiterate, as I mentioned earlier, we have absolutely 0 challenges in ramping up production. In fact, we even have days where we have hit 200 units a day. Absolutely no challenges in building vehicles and absolutely no challenges in getting parts into the factory and building up vehicles. As Henrik mentioned, we've already built up a very healthy inventory of 9,000 units.

是的。因此，我認為在生產方面，我想重申，正如我之前提到的，我們在提高產量方面面臨的挑戰絕對是零。事實上，我們甚至有過每天銷售量達到 200 台的日子。製造車輛絕對沒有挑戰，將零件送入工廠和製造車輛也絕對沒有挑戰。正如 Henrik 所提到的，我們已經建立了 9,000 件非常健康的庫存。

Where we are today is the lag between getting the vehicles from Europe into U.S. as I explained in detail. And along the way, we are also, of course, performing software updates as we are releasing software on a continued manner, and this creates a certain lag or delay as the vehicle arrives in U.S. and processing. As we built up a very healthy inventory, we think it's very prudent and it would almost be irresponsible to not control that inventory in a more responsible manner and also to make sure that we don't have too many vehicles sitting around. Since these are all presold, we want to get the vehicles as fast as we can to the customer.

正如我詳細解釋的那樣，我們今天所處的情況是車輛從歐洲進入美國之間的滯後。當然，在此過程中，我們也在持續發佈軟體時執行軟體更新，這會在車輛抵達美國並進行處理時造成一定的延遲或延遲。由於我們建立了非常健康的庫存，我們認為這是非常謹慎的，如果不以更負責任的方式控制庫存並確保我們沒有太多車輛閒置，幾乎是不負責任的。由於這些車輛都已預售，我們希望盡快將車輛交付給客戶。

So it's a conscious, very prudent approach to make sure we manage our inventory, customer expectations, provide a world-class experience and also do proper cash management. It also goes to show that as we ramp up our service and delivery infrastructure, along with that, we can completely ramp to our ultimate target, which as Henrik mentioned, was 300 units a day.

因此，這是一種有意識、非常謹慎的方法，可確保我們管理庫存、滿足客戶期望、提供世界級的體驗並進行適當的現金管理。它還表明，隨著我們加強服務和交付基礎設施，我們完全可以實現我們的最終目標，正如 Henrik 所提到的，每天 300 台。

Got you. That's perfect. And then just 1 follow-up here. As it pertains to Foxconn, as you're working to finalize the contract there. Assuming that is ultimately completed, how far along is the Foxconn facility? So in other words, is it at the point where you'd be able to produce vehicles there in 2025? Or might it be pushed back a little bit because there's still a decent bit of setup that needs to be done within the facility to get vehicle production to that state?

明白你了。那很完美。然後這裡只有 1 個後續行動。因為它與富士康有關，因為你正在努力敲定那裡的合約。假設最終完工，富士康工廠還有多遠？換句話說，到 2025 年你們就能在那裡生產汽車了嗎？或者可能會推遲一點，因為工廠內仍然需要進行一些適當的設置才能使車輛生產達到該狀態？

No, you're correct. We are still on target to start producing vehicles in 2025, as fast as we can make them.

不，你是對的。我們的目標仍然是在 2025 年開始生產車輛，盡可能快速地生產。

Your next question comes from the line of Chris McNally of Evercore.

您的下一個問題來自 Evercore 的 Chris McNally。

And again, I appreciate the detail on the growing pace. So just a follow-up on John's conversation. Maybe to start, there will be a focus on, Geeta, you mentioned the cash cycle. And with the big working capital outflow in Q3, as you sort of closed the gap on production versus deliveries in Q4, could you just talk about how we should see that working capital change into Q4 and maybe the beginning of next year as that's probably the biggest swing on your free cash flow?

再次，我很欣賞關於增長速度的細節。這是約翰談話的後續內容。也許首先，我們會關注吉塔，你提到了現金週期。隨著第三季度營運資本的大量流出，隨著第四季度生產與交付的差距縮小，您能否談談我們應該如何看待營運資本轉變為第四季度，也許是明年年初，因為這可能是您的自由現金流的最大波動是什麼？

Yes. I mean, Chris, I think our goal, like I mentioned earlier, was to bridge the gap between what you produce and what you deliver. And there was always -- there will always be a lag, of course. But I think that the goal is to get that gap shorter and shorter and shorter. And I don't think we're ready to give guidance for 2024 yet but I think it's very obvious what we can produce.

是的。我的意思是，克里斯，我認為我們的目標，就像我之前提到的那樣，是彌合你生產的東西和你交付的東西之間的差距。當然，總是會有滯後。但我認為我們的目標是讓這個差距越來越短。我認為我們還沒有準備好為 2024 年提供指導，但我認為我們可以產生什麼是非常明顯的。

And it's -- as we mentioned, we have a goal as to where we want to go to when it comes to actual deliveries. So I think our goal is to have pretty much, at the most, the inventory that's in transit and to come very close to have a very high level of efficiency of the inventory that's at hand. So typically, the 5 to 8 weeks is something that you can shorten. Time on a boat is time on a boat, but the goal is to make sure that we ensure that everything at hand is very quickly delivered to the customer.

正如我們所提到的，我們有一個目標，就是在實際交付方面我們想要達到的目標。因此，我認為我們的目標是最多擁有相當多的在途庫存，並且非常接近現有庫存的高效率。因此，通常情況下，您可以縮短 5 到 8 週的時間。在船上的時間就是在船上的時間，但我們的目標是確保我們確保手邊的所有東西都能很快交付給客戶。

Maybe 1 thing I could just add, Chris, to this is if you look at how fast we were able to deliver the Oceans, the Ocean Ones in Europe, they're pretty much delivered. I mean, Germany is the biggest market. We already delivered all the Ocean Ones there, and we are now already delivering the Extreme and we'll start Ultra and Sport in a few weeks as well. So that's obviously something where once we catch up, you can see how fast it will go. We just have to model it correctly and get the big -- much bigger throughput here in the U.S. But we have shown we can do it. In Europe, we've already shown we can do it in the last few weeks, so I think you'll see a very fast ramp also in the U.S.

也許我可以補充的一件事是，克里斯，如果你看看我們能夠以多快的速度交付海洋，歐洲的海洋一號，它們幾乎已經交付了。我的意思是，德國是最大的市場。我們在那裡交付了所有的 Ocean One，現在我們已經交付了 Extreme，我們也將在幾週內開始交付 Ultra 和 Sport。所以很明顯，一旦我們趕上，你就可以看到它會走多快。我們只需正確建模並在美國獲得更大的吞吐量，但我們已經證明我們可以做到。在歐洲，我們已經在過去幾週證明了我們可以做到這一點，所以我認為您也會在美國看到非常快的成長。

I think also, Chris, just to highlight that as we get our real estate going, what we found is that contrary to what we believe during COVID that customers don't want to pick up the vehicles, customers actually do want to pick up their vehicles. So as we get our real estate organized, we will be able to provide more pickup locations throughout the country, and that should also help speed up some of these deliveries.

克里斯，我想強調的是，隨著我們的房地產不斷發展，我們發現，與我們在新冠疫情期間所認為的客戶不想提車相反，客戶實際上確實想提車汽車。因此，當我們整理好我們的房地產後，我們將能夠在全國範圍內提供更多的取貨地點，這也應該有助於加快其中一些交付的速度。

We were and we have been using what they call enclosed trucks. There's a shortage of enclosed trucks in the U.S., especially given our matt paint vehicles, and we have encountered just a shortage of enclosed trucks to get the cars to our customers. Those are the logistical challenges that we want to overcome.

我們曾經並且一直在使用他們所謂的封閉式卡車。美國缺乏封閉式卡車，特別是考慮到我們的啞光油漆車輛，而且我們遇到了將汽車運送給客戶的封閉式卡車短缺的情況。這些都是我們想要克服的後勤挑戰。

And then 2 follow-up questions just on timing, I guess on rectifying some of the issues. The first is, how long do you think the delivery infrastructure, as you, Henrik, you talked about some of the some of the hiring patterns? Do you think this is sort of a 1- to 2-quarter issue or could it be longer? And then Geeta on, just wanted to give you the ability to talk about the delay in the 10-Q. Obviously, there's some statements on material weakness. Again, just given the personnel changes, how long before that's rectified as well?

然後是關於時間的兩個後續問題，我想是為了修正一些問題。首先是，當你，Henrik，你談到一些招募模式時，你認為交付基礎設施需要多長時間？您認為這是一到兩個季度的問題還是可能更長？然後 Geeta 繼續說道，只是想讓您能夠談論 10-Q 中的延遲。顯然，有一些關於物質弱點的陳述。再說一遍，人事變動了，多久才能得到糾正？

Yes. So look, we are a growth company so it's not like we're expecting that in 1 month, we are up at a certain level and then we stop hiring and now we just keep delivering. We're going to be hiring and growing for many, many years. However, when we talk about the immediate need is to get to the 300. And I think we will be able to do that by the end of this year. We are opening, I think it's about 3 or 4 facilities in the next -- with the next month.

是的。所以看，我們是一家成長型公司，所以我們不像我們預期的那樣，在 1 個月內，我們達到了一定水平，然後我們停止招聘，現在我們只是繼續交付。我們將持續招募和發展很多年。然而，當我們談論當前的需求時，我們的目標是達到 300 家。我認為我們將能夠在今年年底之前做到這一點。我們即將開業，我想下個月會開設 3 到 4 個設施。

So like Geeta mentioned, the difference is if you think about sending out 100 trucks to 100 people versus inviting, just on 4 places, 25 people, [indiscernible] to come and pick up the car, you can probably even invite 100 people on each of these locations. So now you can much quicker get to these 300 a day. And that's something we have -- we have not been able and I'm sure people may not understand that. Unfortunately, we could not invite people to ADESA, It's an enclosed compound where no people is allowed to enter. They're in the middle of nowhere where people barely can drive and it's just not a facility you can do deliveries. So that impacted us much more negatively than we originally had thought. And we immediately changed that in the last couple of months, and we are now ready to start these mass deliveries at our own facilities.

所以就像Geeta 提到的，差別在於，如果你考慮向100 人發送100 輛卡車，而不是邀請，只是在4 個地方，25 人，[音頻不清晰] 來取車，你甚至可以每個地方邀請100 人這些地點。因此，現在您每天可以更快地達到這 300 個。這是我們所擁有的——我們還沒有做到，我相信人們可能不理解這一點。不幸的是，我們無法邀請人們來到ADESA，這是一個封閉的大院，任何人都不允許進入。它們位於偏僻的地方，人們幾乎無法開車，也不是可以送貨的設施。因此，這對我們的影響比我們最初想像的要大得多。在過去的幾個月裡，我們立即改變了這一點，現在我們準備在我們自己的工廠開始大規模交付。

Chris, to answer the second part of your question, Q3 was a highly complex quarter. Went from $800,000 of revenue to $71 million of revenue. In multiple countries, ForEx, very complex accounting along with convertible notes and accounting for derivatives. So we experienced quite a lot of complexity in the business, and as you rightly pointed out, personnel changes as well.

克里斯，回答你問題的第二部分，第三季是一個非常複雜的季度。收入從 80 萬美元增至 7,100 萬美元。在多個國家，外匯、可轉換票據和衍生性商品會計都非常複雜。因此，我們的業務經歷了相當多的複雜性，正如您正確指出的那樣，人員也發生了變化。

We, of course, continue to understand all these different areas. We are continuing to hire. We do have already 3 controllers in place, 2 in the U.S., 1 in Europe, and we continue to strengthen the team. We continue to add more experts within the team. Some other areas that were extremely complex were because of contract manufacturing, things like raw material inventory accounting and finished goods inventory accounting, things that we had not done before and extremely complex as you look at IT integrations with Magna, in-house integrations.

當然，我們會繼續了解所有這些不同的領域。我們正在繼續招募。我們確實已經有 3 名控制員，其中 2 名在美國，1 名在歐洲，我們將繼續加強團隊實力。我們繼續在團隊中增加更多專家。其他一些極其複雜的領域是由於合約製造、原材料庫存會計和成品庫存會計等我們以前沒有做過的事情，當你看看與麥格納的 IT 整合和內部整合時，這些事情非常複雜。

So these are unfortunately growing pains and we are addressing all these different areas so we can also mature our systems, hire more people, hire more talent to address all these different areas, and it's a work in progress. We are working tirelessly, very hard to get the queue done, so more to come on that.

因此，不幸的是，這些都是成長的煩惱，我們正在解決所有這些不同的領域，以便我們也可以成熟我們的系統，僱用更多的人，僱用更多的人才來解決所有這些不同的領域，這是一項正在進行的工作。我們正在不知疲倦、非常努力地完成隊列工作，因此還有更多工作要做。

Your next question comes from the line of Nick Amicucci of Cowen.

您的下一個問題來自 Cowen 的 Nick Amicucci。

Just a couple for me. Just thinking about just in regards to all of this hiring 20 to 30 people a week, yet only a $20 million increase in SG&A and kind of operating expenses staying flat, just wanted to know how to kind of think about that, given the SG&A level in 3Q and how we should think about it going into 4Q. And then along the same lines, increasing your real estate footprint across different geographies, yet CapEx is decreasing. So just wanted to kind of round out those operating expenses and understand what we could kind of think of as run rate.

對我來說只是一對。只是想一下，考慮到所有這些每週僱用 20 到 30 名員工，但 SG&A 只增加了 2000 萬美元，並且運營費用保持不變，只是想知道考慮到 SG&A 水平，如何考慮這一點在第三季度以及我們應該如何考慮進入第四季。然後沿著同樣的思路，增加不同地區的房地產足跡，但資本支出卻在減少。因此，我只是想整理一下這些營運費用，並了解我們可以將其視為運行率。

Yes. So I think on SG&A, it will absolutely continue to increase because we're going to continue to hire people, hire technicians, tools. We're going to continue to lease facilities. We are not buying real estate so we don't own real estate on the books. The main CapEx is obviously any refurb or any list or any tools we put in. That's, to be honest, not that major compared to the overall facility and payroll and hiring people within that facility. So we will continue to expand our footprint.

是的。所以我認為在SG&A方面，它絕對會繼續增加，因為我們將繼續僱用人員、僱用技術人員和工具。我們將繼續租賃設施。我們不購買房地產，因此我們在帳面上不擁有房地產。主要的資本支出顯然是我們投入的任何翻新或任何清單或任何工具。說實話，與該設施內的整體設施、工資和招聘人員相比，這並不是那麼重要。因此，我們將繼續擴大我們的足跡。

And obviously, at some point, there is a ratio of how many sales agents and how many delivery agents and how many service agents you have. But the one lesson that we definitely learned is that we are going to overcapacitize so we can provide a stellar service to our customers. So when we look at our next production ramp or we add additional models, we are prepared and ready. So I think that we could have potentially invested in real estate and started hiring maybe a couple of quarters earlier, but we did not foresee that the delivery infrastructure or service infrastructure or permitting would be so difficult. So I would expect SG&A to continue growing.

顯然，在某些時候，您擁有的銷售代理數量、交付代理數量以及服務代理數量之間存在一定的比例。但我們確實學到的一個教訓是，我們將產能過剩，以便我們能夠為客戶提供一流的服務。因此，當我們考慮下一個生產計劃或添加其他型號時，我們已經準備好了。因此，我認為我們可能會投資房地產並可能提前幾個季度開始招聘，但我們沒有預見到交付基礎設施或服務基礎設施或許可證會如此困難。因此，我預計 SG&A 將繼續成長。

Got it. That makes sense. And then just with regards to kind of the deliveries again, so 3,000 kind of to date so that would imply roughly like an exit rate of around 45 vehicles a day. It just seems like -- it seems like a steep ramp to the end of the year to get to 300. I understand that opening multiple different areas where you're able to pick them up. But wanted to kind of confirm to you guys had mentioned additional logistics partners.

知道了。這就說得通了。然後就交付量而言，迄今為止已交付 3,000 輛，這意味著每天大約有 45 輛車的退出率。看起來，到今年年底，要達到 300 個，這似乎是一個陡峭的斜坡。我理解，要開放多個不同的區域，你可以在其中拾取它們。但想向你們確認是否提到了其他物流合作夥伴。

Are those in the process? Because I know kind of going back a couple of quarters, there was some kind of more growing pains with the logistics partners just being able to get enough vehicles on the ships and stuff like that. It seems like that's probably not going to be an issue. But just wanted to see how long of a ramp period there is associated with that to try and get -- I mean, is that able to be done in a month to get to that 300 vehicle number?

那些正在處理中嗎？因為我知道，早在幾個季度之前，物流合作夥伴就能夠在船上獲得足夠的車輛和類似的東西，就會遇到一些更多的成長煩惱。看來這可能不會成為問題。但只是想看看與此相關的斜坡期需要多長時間才能嘗試獲得 - 我的意思是，是否能夠在一個月內完成以達到 300 輛車的數量？

Yes, I can answer part of the question. So I think the 45 numbers are a little bit skewed because obviously, every day, we are increasing the number of deliveries. So if I have to look at the last couple of days, we were almost close to 100 deliveries. So I think the ramp is very, very steep as we move forward.

是的，我可以回答部分問題。所以我認為 45 個數字有點偏差，因為顯然我們每天都在增加交付數量。因此，如果我必須看一下過去幾天的情況，我們的交貨量幾乎接近 100 份。所以我認為隨著我們前進，坡道非常非常陡。

In addition to that, you asked what are some challenges. So some of the challenges that I alluded in my script was, one of the challenges we have is the charging infrastructure when we are at the facilities. So the slower charging, we obviously want to deliver vehicles that are charged to 80% or above, and slow charging or L2 charging is obviously something that slows down. So one of the things we've done is have in certain parts like in California, we can get mobile fast charging or we can drive vehicles to a nearby fast charger now. That obviously is not scalable so what we're doing is we're getting these static skids with fast charging at some of these facilities.

除此之外，您也問了一些挑戰是什麼。因此，我在腳本中提到的一些挑戰是，我們面臨的挑戰之一是我們在設施中的充電基礎設施。所以充電速度越慢，我們顯然希望交付充電到80%或以上的車輛，而慢速充電或L2充電顯然會減慢速度。因此，我們所做的事情之一是在某些地區（例如在加利福尼亞州），我們可以實現行動快速充電，或者我們現在可以將車輛開到附近的快速充電器。這顯然是不可擴展的，所以我們正在做的就是在其中一些設施中透過快速充電來獲得這些靜電防滑裝置。

In addition to that, getting our own real estate would also help significantly because we have our own people, we can work around the clock. In some of these locations we have, there could be unionized labor, where there are restrictions of how many hours a day one can work, we can work. So access to some of those facilities with limited time frames. And then finally, as I mentioned earlier, home deliveries where you need an enclosed truck is a little bit of a challenge just because of the reduced number of enclosed trucks availability.

除此之外，擁有自己的房產也會有很大幫助，因為我們有自己的員工，我們可以全天候工作。在我們擁有的其中一些地點，可能有工會，在那裡，人們每天可以工作多少小時，我們可以工作。因此，可以在有限的時間內使用其中一些設施。最後，正如我之前提到的，需要封閉式卡車的送貨上門有點挑戰，因為可用的封閉式卡車數量減少了。

But increasing the number of logistic partners have helped us. We're also looking at some IT integrations with some bigger logistic partners to help moving forward. I personally think that as we have a mix of pickups with home deliveries, this ratio will vastly improve. And I expect that more than 50% of our delivery should be a pickup or something under 60 miles that we deliver direct to the customer.

但物流合作夥伴數量的增加對我們有幫助。我們也正在考慮與一些更大的物流合作夥伴進行一些 IT 集成，以幫助向前發展。我個人認為，由於我們將取貨和送貨上門結合起來，這個比例將會大大提高。我預計我們超過 50% 的交付應該是取貨或直接交付給客戶的 60 英里以內的物品。

Maybe just 1 last thing I can add. I think if you look at any car company in the world during the first 6 months of ramp, those vehicles always demand more care than once you're up and running because you might be doing actual flashing software, you might be adjusting certain things, and that's normal in any car ramp. So I would say at this point, we are now up at a point where the cars we get delivered, there's no more adjusting. There's no more flashing. It's really over the year updates that we are doing, and that's way easier.

也許我可以補充最後一件事。我認為，如果你看看世界上任何一家汽車公司在前6 個月的坡道期間，這些車輛總是比你啟動和運行時需要更多的照顧，因為你可能正在做實際的閃存軟體，你可能正在調整某些事情，這在任何汽車坡道上都是正常的。所以我想說，在這一點上，我們現在已經到了交付汽車的地步，沒有更多的調整了。沒有再閃爍了。這確實是我們一年來所做的更新，而且這更容易。

And then as Geeta mentioned, people coming in and picking up cars at our facility is totally different because we cannot have people coming on these other external facilities. It's not allowed. So that's going to make a huge change.

然後，正如吉塔所提到的，人們進入我們的設施並取車是完全不同的，因為我們不能讓人們進入這些其他外部設施。這不被允許。所以這將會帶來巨大的改變。

Your last question comes from the line of Chris Pierce of Needham.

你的最後一個問題來自李約瑟的克里斯·皮爾斯（Chris Pierce）。

I just got -- I wanted to get -- I know you don't want to talk about '24, but is it safe to assume that backing into production in the fourth quarter of this year will be around 9,000 units. That's the low end of the spectrum for '24 because of what you're pulling back on production? Is that the right way to think about it broadly?

我剛剛得到——我想得到——我知道你不想談論 24 年，但可以安全地假設今年第四季度恢復生產的數量將達到 9,000 輛左右。這是 24 年的低端產品，因為你們正在削減生產？這是廣泛思考這個問題的正確方法嗎？

Sorry...

對不起...

I didn't really -- I think this was not clear. Would you...

我真的沒有——我認為這還不清楚。你會...

Sorry. Would you mind repeating the question again?

對不起。您介意再重複一次這個問題嗎？

Yes. So your 13,000 to 17,000 production guidance for the year, you can back into around 9,000 units in the fourth quarter. Is that a low quarterly run rate for '24, like a baseline assumption because you're pulling back production right now? I just want to get a sense how to think about '24 without a specific number.

是的。因此，今年的產量指引為 13,000 至 17,000 輛，第四季可恢復到 9,000 輛左右。 24 年的季度運行率是否較低，就像基準假設一樣，因為您現在正在縮減生產？我只是想了解如何在沒有具體數字的情況下思考「24」。

No. I don't think that it's an indication of what can be achieved in '24. I think pulling back production simply means that we are being more pragmatic about inventory. And I think from a production run rate, we have made investments both with suppliers and with Magna to achieve what we can achieve. So I don't think this is an indication of guidance for 2024 in any way.

不，我不認為這顯示 24 年可以實現什麼目標。我認為縮減產量僅僅意味著我們在庫存方面更加務實。我認為從生產運行率來看，我們已經與供應商和麥格納進行了投資，以實現我們能夠實現的目標。因此，我認為這絕不是 2024 年指導的跡象。

Okay. And the 300 -- you kind of mentioned the number 300 a couple of times. Just to confirm, 300 was ideal production per day at Magna, but 300 is also ideal deliveries per day in the fourth quarter. I just want to make sure I fully understand (inaudible).

好的。還有 300——你多次提到了 300 這個數字。需要確認的是，麥格納每天 300 輛是理想的產量，但第四季每天 300 輛也是理想的交貨量。我只是想確保我完全理解（聽不清楚）。

Yes. So 300 a day is a daily production rate that we have currently the capability, if we wanted to, if we have the capability and we could deliver those vehicles, we could make that at Magna. Of course, it's a fully capacitized production. It would, of course, mean that we would also have to ramp suppliers since Magna would require suppliers to be capacitized at that rate as well. But of course, the main thing there is that you have to be able to catch up to production with deliveries for that rate.

是的。因此，每天 300 輛是我們目前擁有的能力的日生產率，如果我們願意，如果我們有能力並且我們可以交付這些車輛，我們可以在麥格納製造。當然，這是一個完全產能的生產。當然，這意味著我們也必須增加供應商，因為麥格納也要求供應商以相同的速度增加產能。但當然，最重要的是您必須能夠以該速度趕上生產和交付。

Okay. And then just lastly, so now if we had to narrow it down, the 1 big surprise factor because you guys are producing these vehicles in Austria and you knew they were going to come to the U.S. So that part wasn't new, but what's new is the difficulties at ADESA. That's what you kind of came to realize and that's what you're looking to solve right now. That was a surprise fact there?

好的。最後，如果我們必須縮小範圍，那麼第一個令人驚訝的因素是，因為你們在奧地利生產這些車輛，並且知道它們將來到美國。所以這部分並不新鮮，但是什麼？新的是ADESA 的困難。這就是您逐漸意識到的問題，也是您現在想要解決的問題。這是一個令人驚訝的事實嗎？

I think that's correct. We had, during COVID, anticipated more home deliveries, easier home deliveries, and we are now seeing that it just is not going fast enough for the home deliveries. We also saw people are happy to come and pick up the car if they can get it a week earlier at one of our facilities, which is why we accelerated getting our own facilities, like I mentioned. I think, Geeta, how many facilities have we now signed?

我認為這是正確的。在新冠疫情期間，我們曾預計會有更多的送貨上門服務，更容易的送貨上門服務，但現在我們發現，送貨上門的速度還不夠快。我們也看到，如果人們能夠提前一周在我們的某個設施取車，他們會很樂意來取車，這就是為什麼我們加速建立自己的設施，就像我提到的那樣。我想，吉塔，我們現在已經簽署了多少設施？

I think we're actually in almost around 15 facilities where we have either the facilities have opened, like we have in Huntington Beach, and I mentioned the one in Long Island. We have in Tempe, Arizona. We have Owings mills. So we have almost 15 facilities where they're either opened or LOI signed.

我認為我們實際上有大約 15 個設施，其中一些設施已經開放，就像我們在亨廷頓海灘的設施一樣，我提到了長島的設施。我們在亞利桑那州坦佩有。我們有 Owings 工廠。因此，我們有近 15 個設施已開業或已簽署意向書。

So I think this is where we have pivoted over to now so we can do much more deliveries. And that's why we are confident to get to 300 because we actually will have the infrastructure. We just realized that the infrastructure with this outsourced facilities just wasn't going to work.

所以我認為這就是我們現在已經轉向的地方，這樣我們就可以進行更多的交付。這就是為什麼我們有信心達到 300 個，因為我們實際上將擁有基礎設施。我們剛剛意識到，這種外包設施的基礎設施根本無法發揮作用。

We're now out of time for any further questions. I would now like to turn the call over to Henrik Fisker for some closing remarks.

我們現在沒有時間回答任何進一步的問題了。現在我想將電話轉給亨里克·菲斯克（Henrik Fisker），讓他發表一些結束語。

Well, first of all, thank you, everyone, for listening. I would like to say that we did see some surprises here in our deliveries, as we have talked about most of the time, but we saw them actually a couple of months ago. So we have obviously made adjustments going out, getting more real estate quicker, hired more people than we anticipated. We have also seen, as our original idea was to be a fully digital car company where everything was done digitally, we have seen people actually like to meet people or get on the phone and talk to a real person. So this is things that we have accelerated up and adjusted to.

嗯，首先感謝大家的聆聽。我想說的是，我們在交付中確實看到了一些驚喜，正如我們大部分時間都在談論的那樣，但我們實際上是在幾個月前看到的。因此，我們顯然已經做出了調整，更快地獲得更多的房地產，僱用了比我們預期更多的人員。我們也看到，由於我們最初的想法是成為一家完全數位化的汽車公司，一切都以數位化方式完成，所以我們看到人們實際上喜歡與人見面或打電話與真人交談。所以這是我們已經加速和調整的事情。

And I think it's one of the strengths of our company, that we've been able to adjust to the situation. We have a great manufacturing facility. We have great demand. The last part of the puzzle is getting these deliveries right, and I'm convinced that with our team, we can do it. And I'm really excited about the next coming week and next couple of months. So thank you very much, everyone, and thank you to the Fisker team as well.

我認為這是我們公司的優勢之一，我們能夠根據情況進行調整。我們有一個很棒的製造工廠。我們有很大的需求。難題的最後一部分是正確交付這些產品，我相信透過我們的團隊，我們可以做到這一點。我對接下來的一周和接下來的幾個月感到非常興奮。非常感謝大家，也感謝菲斯克團隊。

This concludes today's conference call. You may now disconnect.

今天的電話會議到此結束。您現在可以斷開連線。