Management is pointing at a live shortage of what it sells and is choosing to let price and mix ration it

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management convey that the company is currently in a position where WHAT IT SELLS IS SCARCER THAN WHAT BUYERS WANT, and that management is deliberately using that scarcity to its own advantage — choosing which business to take, on what terms, and at what price — rather than simply trying to sell more? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent situation that is already true today: (1) A REAL, CURRENT IMBALANCE IN THE COMPANY'S FAVOR. Management indicates that available supply of its product, capacity, inventory, slots, units, people, or service capability is tight relative to what buyers are asking for right now — for example describing being sold out or nearly so, allocating limited output among customers, lead times or wait times extending, order books or utilization at levels the company has not run at before, low availability of the thing it sells, or customers competing to secure access. It must be presented as the company's present condition, not an industry statistic and not a fear about the future. (2) MANAGEMENT IS EXERCISING CHOICE BECAUSE OF IT. Rather than treating tightness only as a problem to be fixed, management describes acting from the strong side of the table: raising or holding firm on price because it can, walking away from or deprioritizing lower-value work, being selective about which customers, contracts, orders, or projects it accepts, requiring better terms, deposits, commitments, or longer duration from buyers, shifting mix toward the most profitable business, or otherwise deciding who gets served first. The essence is that management now sets the terms of trade in these transactions and says so. Both halves should come through as management's own present-tense description of how the company is operating now. The industry, the scarce thing, and the way selectivity shows up may vary widely — physical goods, capacity, expertise, real estate, time slots, regulated licenses, skilled labor, or anything else the company sells. Answer NO if the company is chiefly working to stimulate, win, or defend demand, competing on price, discounting, or describing customers as having the upper hand. Answer NO if tightness is described only as a supply-chain or input problem that hurts the company — shortages of things it BUYS that constrain shipments — without any pricing or selection leverage over its own customers. Answer NO if the imbalance is presented only as an industry-wide condition or forecast rather than something the company is experiencing and acting on. Answer NO if the scarcity is described as temporary catch-up from a disruption that management expects to normalize and is not using to change terms. Answer NO if management merely asserts pricing power, strong demand, a big backlog, or a good quarter without conveying that it is choosing among buyers or dictating terms. Answer NO if the selectivity described is routine credit screening, standard qualification of customers, or ordinary annual price increases. Answer NO if the idea appears only in an analyst's question or characterization that management does not itself adopt. Use only the supplied transcript. Answer only YES or NO.