Note: Answer should not be more than 7 lines.

Laura Cronenberg, the CEO of Tots & Teens, sipped her black tea in the lounge of Shahjalal International Airport and took some time to collect herself before her flight departed. The past few days had been a whirlwind, and she was still trying to make sense of how her work life had transitioned so abruptly from celebration to crisis. On Monday she'd been feting T&T's employees in acknowledgment of the company's fiscal-year performance. The New Jersey-based children's clothing retailer had increased its profits by 5%, and Laura had gathered everyone at headquarters for a champagne toast. But then T&T's chief operating officer, Jim Zappa, had pulled her aside to tell her the shocking news: A garment factory in Bangladesh that produced and packaged merchandise for T&T and other retailers had collapsed in the middle of a workday. She and Jim booked flights right away, landed in Dhaka the following morning, and took a car to the disaster site. It was a horrible scene. Bulldozers were clearing large debris, rescue workers were searching for survivors, and a group of mothers sobbed and held up pictures of their missing sons and daughters. The area looked like the aftermath of an earthquake. According to news reports, the building had been constructed quickly and cheaply with substandard materials on a filled-in pond. More than 2,000 workers had perished, and many more were injured. Surveying the wreckage, Laura felt queasy. The human loss was devastating, and as a mother herself, she didn't want to imagine what the parents of the dead and injured workers were going through. But she had to stay strong; she had a job to do. company would have to find a way to support the victims and their families and to tighten up oversight of its supply chain. Even more pressing, it needed to find a replacement facility. The fall line, which typically accounted for 80% of T&T's revenue, was scheduled to go into production in two weeks. Laura had to quickly decide if another Bangladesh contractor could do the work or if she should shift to a factory they were already using in China She and Jim spent the rest of the day touring other facilities, and the next morning they returned to Shahjalal, en route to Shenzen, where they would visit one of their Chinese contractors. We can expand operations, no problem," Kevin Chen, the owner of the Shenzen factory, told them. We already use China for a large percentage of our manufacturing, and so far we've been happy," Jim said. "They've been doing this for a long time, and they're good at it." "But with an increased production load, will they be able to handle quick turnarounds? This was a big issue for T&T. Formerly, it took about six months for the company to design a piece of clothing, send it into production, and get it into stores. But now, because of competition from fast-fashion retailers and the capricious demands of buyers, many T&T lines were restyled every four weeks. The Dhaka factory had manufactured those products. Laura sighed, She turned back to Jim. "What else do we need to consider?" "The cost of labor in China is significantly higher and rising. But my main concern is risk. Right now we're spread out among China, Bangladesh, and, to a lesser extent, Vietnam, Cambodia, and a few other countries. If we move more of our manufacturing into China, we'll have 50% of our production there and we'll be..." Laura finished his sentence: "Exposed." Jim nodded. I worry about what will happen if costs spike further. We can't afford to have the margins drop on half our merchandise. Even worse, there could be a worker strike-or a natural disasterwhich would mean half our goods delayed or destroyed. The same scenarios had already occurred to Laura. Q1) After this mishap at Bangladesh production facility what options does TnT have in respect to manufacturing, and according to you which is the best option