Sarin Pharmaceuticals Ltd. Alan Mannik, director of procurement for the Sarin Pharmaceuticals Ltd. (Sarin) Animal Health Division plant in Vancouver, British Columbia, was planning for the transfer of eight products from the company's plant in France. He had a conference call with Francois Simpson from the Sarin facility in Arras, France, on June 11 to discuss details of the transfer. It was Monday, June 2, and Alan needed to prepare for the meeting, which was set up to review purchasing transition issues. He was particularly concerned with the supply of raw materials and packaging. SARIN PHARMACEUTICALS LTD. Founded in 1865, Sarin was headquartered in New York and had a reputation for excellence and innovation in the discovery, development, and manufacturing of medicines for people and animals. In the most recent year, company revenues were $12 billion, with net income of $1.4 billion. The company employed more than 45,000 people who worked in 60 countries. Sarin was organized into four segments: pharmaceuticals, vaccines, consumer health, and animal health. The Pharma- ceutical Division accounted for approximately 70 percent of company revenues, while the Vaccine, Consumer Health, and Animal Health Divisions represented 13 percent, 10 percent, and 7 pereent of Sarin's revenues respectively. The Pharmaceutical Division developed and manufactured medicines for the treatment of a variety of serious and chronic diseases, such as cancer, epilepsy, and heart disease. The Vaccine Division produced pediatric and adult vaccines to prevent a range of infectious disenses, including hepatitis A and B, polio, and influenza. The Consumer Health Division focused on a wide range of consumer health products in the areas of skin care, wellness, oral care, and nutrition. The smallest division, Animal Health, developed and produced medicines for livestock, poultry, and pets. Sarin focused on its strategic mission of discovering, developing, and bringing to market health care products in an effective manner that fulfilled unmet medical needs. As a result, the company had recently divested a number of operations that did not align with the company's strategy. A number of businesses that complemented Sarin's strategy had recently been acquired, and 1.. Suggest any 3 alternatives for the problem 2. Decision Criteria(what goals to achieve out of the solution) and (3) Recommendations