Read the paragraphs below and answer the questions. a) A global product company with $10B sales revenue across more than 130 countries was suffering from a highly complex manufacturing footprint which was not aligned with the clients main markets. The client was losing sales and profitability due to high order fulfillment cycle times, high manufacturing costs, and low productivity performance in its key operations. An internal consultant designed the global manufacturing footprint strategy based on clearly defined customer and market requirements. As a consequence, the team agreed to realign the operations footprint from 23 to 15 operations by implementing a more balanced global footprint closer to key customers and/or distribution centers. The transformation delivered shorter order fulfillment cycle times while simultaneously reducing manufacturing costs by up to 10% and improving overall productivity and flexibility. These results led to a gross margin improvement by 5%. Describe in detail the operational strategy in this case. b) What are the different supply chain issues that a manager can face when formulating the supply chain decisions of a company?