Thank you, Mr. Chair.
I think we can talk about how the strategy in this area has changed since day one. I did mention in my opening remarks that this notion of putting in longer-term contracts with a variety of suppliers to ensure a steady stream of arrival of goods is important.
On the steps we've taken, I'll talk specifically about what's on the ground in China. Understanding the market is very critical. There were some changes in export rules, and you need to deal with people who understand what those rules are, so we did engage the embassy overseas to help us in vetting suppliers and relationships with suppliers and making sure they understood the rules for exports.
We also adjusted our logistics process to make sure that, basically, when the product comes out of the factory, we have people there to get it, so we are receiving it directly on the factory floor. We are handling the logistics to take it to a warehouse that we rented at the Shanghai airport. We then have some partners on the ground who help us get clearance, and we take care of the cargo arrangements to bring it back home to Canada. That's an example of the adjustments we're making.
The number of manufacturers we're dealing with is significant, so the final check, I would say, is when we bring it back to Canada. As we get more experience with some of these manufacturers, we're getting a better sense of who's producing high-quality goods and who's having some struggles, and we cycle that back to our folks on the ground in China so we can make whatever adjustments we need to make.