rewrite Specifically, I think you should go with a mix of choices 2 and 6. Having the right procedures in place to make sure everyone knows the company's expansion objectives and where it wants to go would boost productivity and, by extension, earnings. These suggestions are in keeping with the ownership's wish to make our product available in more places as we continue to expand westward. Long-term, I believe we'd also like to broaden our reach eastward, which is why I could consider reopening a facility in Cincinnati or, if necessary, operating multiple facilities concurrently. My proposed strategy minimises expenses while striking a reasonable balance between emissions and transportation costs if we have no plans to expand in that direction. To get better pricing as we expand, we should also investigate implementing longterm partnerships with our logistics partner. We expect our purchasing power to rise significantly, thus it's important that the 3PL we choose has sufficient accessible volume to match our demands. In choosing new locations, we must prioritise our growth strategically to minimise the financial impact on our current customers. This calls for the launch of groups of stores that may serve as a logistical and production backbone