I would say, tactically and maybe strategically, depending on how the whole new world order is post-COVID. But I think it was Adam, who was asking the questions and prompting the discussion around, geez, topline is holding pretty good, again, proxy for our diversification.If you can kind of handicap for the COVID costs, I think margins this year -- I think at the beginning of the year, we said that last year, last couple of years margins have been 3.4%, 3.5%. It's more permanent. And we made a decision to do it, because if we can do it properly and get to the other side of this with the new structure as COVID starts to clear up, think it gives us a really really nice foundation to run the company.Okay, great. Importantly, the growth has been intentional and targeted at end markets that offer accretive margin and cash flow profiles.With the success in diversifying the business, we feel it is an appropriate time, especially amid the current economic landscape, to take steps to proactively optimize our cost structure and improve operational efficiencies.Therefore, during Q3, we've taken steps to reduce our worldwide workforce. Just logistically, people can't get them done in the middle of COVID.So, the puts and takes on that are, if you look at our Healthcare, Packaging business for fiscal '18, then you move to '19, then you move to '20, '21 and '22, I think that sector of our business is on a really good trajectory.Thank you. In terms of where you think that inventory is pointed directionally, do you expect to stay somewhat elevated as customers look to keep some buffer stocks, and are those supply constraints or do you see that coming down over time?So, in Q2, Matt, the inventory shot up to 70 days. I think -- I don't recall, I think it was the September call, where we were in this trade tariff deal that was kind of the headlines of the day and COVID took over and trade tariffs has kind of taken a backseat, at least in terms of headlines.I believe what we said is there would be some costs -- our budgeting, if you will, for FY'20 had suggested that the first half of '20, there was cost in there, around trade tariffs, as some customers were looking to hedge China.
I appreciate everyone taking time to join our call today.
Our customers understand we have a business to run.
Revenue for our EMS segment was $3.9 billion, down 2% year-over-year. But as we think about the fiscal '21 plan that you laid out that had that $4 EPS number, if I think about what's going on today, you've got an incremental $50 million cost optimization on top of it. For lack of a better description, we look at this call as having a conversation with investors. I would -- if I had to think about what we may see in September, is with the shape of our Green Point business, with the shape of Mobility, with our significant diversification inside of JGP, and then you add to it the tremendous growth we've had in the Healthcare, Packaging side, I would say over time that maybe some of the cyclicality you saw in the business -- specific to DMS -- two, three years ago, will flatten out of it.Okay, that makes sense. I'm just wondering if this is facilitating less of a concentrated footprint?
I think net-net our travel dollars on an annual basis will come down.I think we'll use more digital tools.
So, I'll give it my best. And just as my follow-up, Mike, regarding the balance sheet, it looks like your inventory days were down sequentially, which is credible, certainly taking into account the supply constraints that you and your customers saw.
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