$9\mathrm{.}7.*$ Consider $\backslash$deg Figure $9\mathrm{.}9($in $$ Section $9\mathrm{.}3),$ which depicts the BMZ Co$.$ distribution network from its factories in Stuttgart and Berlin to the distribution centers in both Los Angeles and Seattle. This figure also gives in brackets the maximum amount that can be shipped through each shipping lane.In the weeks following the crisis described in L Section $9\mathrm{.}2,$ the distribution center in Los Angeles has successfully replenished its inventory. Therefore, Karl Schmidt $($the supply chain manager for the BMZ Co$.)$ has concluded that it will be sufficient hereafter to ship $130$ units per month to Los Angeles and $50$ units per month to Seattle. $($One unit is a hundred cubic meters of automobile replacement parts.$)$ The Stuttgart factory $($node ST in the figure$)$ will allocate $130$ units per month and the Berlin factory $($node BE$)$ will allocate $50$ units per month out of their total production to cover these shipments. However, rather than resuming the past practice of supplying the Los Angeles distribution center from only the Stuttgart factory and supplying the Seattle distribution center from only the Berlin factory, Karl has decided to allow either factory to supply either distribution center. He feels that this additional flexibility is likely to reduce the total shipping cost.The following table give the shipping cost per unit through each of these shipping lanes.From$\backslash$ ToUnit Shipping Cost to NodeLIBOROHANONYBNLASENodeST$$3,200$$$2,500$$$2,900-$BE$$2,400$$$2,000$$$6,100$BO$$6,800$$$5,400$RO$-$$$5,900$HA$$6,300$$$5,700$NO$$3,100$