1) Reebok produces NFL replica jerseys and faces uncertain demand that is highly seasonal and dependent on player and team performance. To manage costs and flexibility, Reebok uses a postponement strategy of producing blank jerseys offshore and finishing production in the US.
2) A newsvendor model is used to determine optimal inventory levels of blank and dressed jerseys for New England by calculating overage and underage costs and critical stocking ratios to maximize expected profit.
3) The model estimates selling 85,179 jerseys for $986,000 in profit with some unsold inventory, and up to 87,055 jerseys and $1,048,819 in profit
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
Forecasting recommendation
Forecast Methodology
Obermeyer used combination of the “panel consensus” and “Delphi method” of qualitative forecasting for sales forecasts
We used a single period inventory model to estimate the financial risk of underestimating and overestimating demand
Single point forecast data provided is limiting. More complicated forecasting techniques require actual data collected over time
Recommend next sales forecast results are summarize and redistribute to the team. Given results new questions should be asked of the team in regards to what assumptions to apply in the decision making process
Forecast Assumptions
Initial 10,000 unit order is riskier due to lack of demand information. Second 10,000 unit order is less risky because of better demand information on each style.
The expected lose from liquidating inventory due to overestimating demand is assumed to be 8% of the wholesale price
The cost of lost profit from underestimating demand is assumed to be 24% of the wholesale price
The second order will allow us to adjust for quantities of each style based on better demand information
Reduce the number of styles handled to lower complexity of planning and risk profiles
Study fashion in Europe rather than waiting for Las Vegas shows
Reduce production lead times, as the preparation of raw materials takes a long time. For example:
To improve efficiencies, dye basic colors early in the year and fashion colors later in the season
Dyers could be offered a long-term contract regarding Greige goods
Develop relationships with big-time suppliers that are able to meet tight times and requested demand
Increase distribution channels and service level requirements
Collect and utilize historic data from previous years to better determine future trends
Where possible, obtain feedback from retailers prior to Vegas
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
Forecasting recommendation
Forecast Methodology
Obermeyer used combination of the “panel consensus” and “Delphi method” of qualitative forecasting for sales forecasts
We used a single period inventory model to estimate the financial risk of underestimating and overestimating demand
Single point forecast data provided is limiting. More complicated forecasting techniques require actual data collected over time
Recommend next sales forecast results are summarize and redistribute to the team. Given results new questions should be asked of the team in regards to what assumptions to apply in the decision making process
Forecast Assumptions
Initial 10,000 unit order is riskier due to lack of demand information. Second 10,000 unit order is less risky because of better demand information on each style.
The expected lose from liquidating inventory due to overestimating demand is assumed to be 8% of the wholesale price
The cost of lost profit from underestimating demand is assumed to be 24% of the wholesale price
The second order will allow us to adjust for quantities of each style based on better demand information
Reduce the number of styles handled to lower complexity of planning and risk profiles
Study fashion in Europe rather than waiting for Las Vegas shows
Reduce production lead times, as the preparation of raw materials takes a long time. For example:
To improve efficiencies, dye basic colors early in the year and fashion colors later in the season
Dyers could be offered a long-term contract regarding Greige goods
Develop relationships with big-time suppliers that are able to meet tight times and requested demand
Increase distribution channels and service level requirements
Collect and utilize historic data from previous years to better determine future trends
Where possible, obtain feedback from retailers prior to Vegas
Forecast uncertain demand products
Choose the suitable place for production
Better forecast
Use both quantitative + qualitative method
Analyze historical data => forecast future trend
Use weighted factors (weighted average independent forecasts)
Shorten forecasting duration
The case study optimizes the HP DeskJet printer supply chain by redesigning the network using component commonality and risk pooling. The redesign leads to considerable savings to the business.
Manzana Insurance is the second largest insurance company founded in California in 1902. • They operated through a network of autonomous branch offices in California, Oregon and Washington. Each branch is treated as a separate profit and loss centre. • Manzana does not directly interact with public but instead has its 2000 agents who represents Manzana. • Fruitvale was one of the Manzana’s smaller branches, with 3 underwriting teams and 76 agents. Our case concern is the falling performance and hence the profitability on Property Insurance for this branch.
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
The "mi adidas" Mass Customization InitiativeYoussef Alaadin
Case Study: The "mi adidas" Mass Customization Initiative - Submitted as a partial requirement for the fulfillment of Introduction to Marketing course - MBA Degree - The German University in Cairo - Spring 2011
Forecast uncertain demand products
Choose the suitable place for production
Better forecast
Use both quantitative + qualitative method
Analyze historical data => forecast future trend
Use weighted factors (weighted average independent forecasts)
Shorten forecasting duration
The case study optimizes the HP DeskJet printer supply chain by redesigning the network using component commonality and risk pooling. The redesign leads to considerable savings to the business.
Manzana Insurance is the second largest insurance company founded in California in 1902. • They operated through a network of autonomous branch offices in California, Oregon and Washington. Each branch is treated as a separate profit and loss centre. • Manzana does not directly interact with public but instead has its 2000 agents who represents Manzana. • Fruitvale was one of the Manzana’s smaller branches, with 3 underwriting teams and 76 agents. Our case concern is the falling performance and hence the profitability on Property Insurance for this branch.
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
The "mi adidas" Mass Customization InitiativeYoussef Alaadin
Case Study: The "mi adidas" Mass Customization Initiative - Submitted as a partial requirement for the fulfillment of Introduction to Marketing course - MBA Degree - The German University in Cairo - Spring 2011
21 May 2019 B.Sc. – Supply Chain Management (elective).docxvickeryr87
21 May 2019
B.Sc. – Supply Chain Management (elective)
Reebok NFL Replica Jerseys: A Case for Postponement
e Kai Foerstl
Professor of Supply Chain Management & Logistics
German Graduate School of Management and Law (GGS)
mailto:[email protected]
Kai Foerstl | 2
Planning Question
Reebok NFL Replica Jerseys: A Case for Postponement
How should Reebok plan and manage inventory to manage costs while
providing the flexibility required to meet demand for NFL Replica jerseys?
Source: Stephen C. Graves 2005
Kai Foerstl | 3
Guiding Questions for the Reebok Case Analysis
Reebok NFL Replica Jerseys: A Case for Postponement
Consider the case “Reebok NFL Replica Jerseys: A Case for Postponement”.
Please address the following questions and use Excel for calculations:
Please submit the excel-file and
Submit a three page word-document in which you provide notes on your approach and give clear answers
to each (sub-)question.
Preparation Questions:
1. Given the uncertainty associated with player demand, how should Reebok approach
inventory planning for NFL replica jerseys? Consider the newsvendor model. What is the
cost of underage for a dressed jersey? What is the cost of overage for a dressed jersey?
How might Reebok decide between dressed jerseys and blank jerseys?
2. Using the forecast for the New England Patriots, analyze the cases where (a) dressed
jerseys are used for the star players and blank jerseys for the other players and (b) blank
jerseys are used for all players. For each case: What is the optimal quantity of dressed
jerseys to order for each player? For blank jerseys? What profit do you expect for Reebok?
How much and what type of inventory is expected to be left over at the end of the season?
3. Could Reebok use a “partial postponement” strategy, satisfying demand for each star player
with dressed and with blank shirts? What would be the advantages of such a strategy? How
should Reebok determine the order quantities under such a strategy? (Calculations for such
a strategy are a little tricky, therefore sketch your reasoning in your report)
Kai Foerstl | 4
Outline of Case Discussion
Reebok NFL Replica Jerseys: A Case for Postponement
Discuss business context, nature of demand, the
sales cycle, key success factors, failure modes
Discuss supply chain, planning cycle, planning
challenges
Frame as single-season planning problem; relate to
newsvendor model
Develop approach and key insights with NE Patriots
example
Report on findings for NFL
Kai Foerstl | 5
Licensed Apparel Business
Reebok NFL Replica Jerseys: A Case for Postponement
Situation Impact
Reebok received an NFL
exclusive license in 2000
Highly seasonal & very uncertain
demand for player jerseys
Teams are more predictable, but
correlated with success
Hot-market players and teams
emerge during season
High margins, fashion .
E commerce - sincronizzare la domanda e l'offertaConcordia Srl
E-COMMERCE – SINCRONIZZARE LA DOMANDA E L’OFFERTA PER GARANTIRE LA DISPONIBILITÀ DEL PRODOTTO E IL GIUSTO ASSORTIMENTO | Relatore Francesco Stolfo | Workshop del Global Summit E-commerce & Digital 2015
GARANTIRE LA DISPONIBILITÀ DEL PRODOTTO E IL GIUSTO ASSORTIMENTO IN TEMPO DI ...Concordia Srl
L’uso di internet nella vita di tutti i giorni, oltre ad aver modificato radicalmente i nostri modelli di vita, ha influenzato notevolmente il nostro potere d’acquisto, ampliando la conoscenza dell’offerta dei prodotti e dei servizi. Oggi siamo molto più esigenti e selettivi di un tempo.
Che effetto produce questo cambiamento nei processi logistici? Si vendono più prodotti ma in quantità minori di qualche anno fa.
Come deve essere affrontato il fenomeno conosciuto come “effetto long-tail”?
Nel corso dell’incontro saranno presentati casi reali di aziende alle prese con questa nuova importante sfida.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
1. CASE: Reebok NFL Replica Jerseys:
A Case for Postponement
Prepared by: Shaheen Sardar
SCM Lab. Department of Industrial and
Management Engineering, Hanyang
University, South Korea
2. Reebok Introduction
• Type: Subsidiary
• Parent: Adidas
• Industry: Sports equipment
• Products: Sportswear, Footwear
• Founded: 1895 (as J.W. Foster and Sons)
• Founder: Joseph Williams Foster
3. Reebok Vision Statement
“Continue to bring
inspiration to
present and future athletes,
while
maintaining the
company's standard of quality
for
its products.”
4. Reebok Mission Statement
“At Reebok, we see the world
a little differently
and
throughout our history have made our mark
when we’ve had the courage
to challenge convention.
Reebok creates products and marketing
programs that reflect the brand’s unlimited
creative potential.”
5. Reebok Product Line
1) Shoes (athletic)
2) Apparels (clothing)
3) Sports equipment (accessories)
4) Exercising/ health products
5) Personal grooming
6. Reebok Logistics Facts
• 40 Main Footwear Factories in 8 Countries
• 600 Apparel Factories in 29 Countries
• 450 Raw Material Suppliers
• 27 Freight Forwarders
Transportation modes include Ship, Truck, Rail and Air
• 34 Custom Brokers
• Over 5,000 purchase orders placed each month
10. How should Reebok plan and
manage inventory to manage
costs while providing flexibility
required to meet demand for
NFL Replica jerseys?
11. Licensed Apparel Business
Situation Impact
Reebok received an NFL exclusive
license in 2000
Highly seasonal & very uncertain
demand for player jerseys
Teams are more predictable, but
correlated with success
Hot-market players and teams
emerge during season
High margins, fashion item
Demand driven by availability
Unsold jerseys can become instantly
obsolete – trades; design changes
No direct competition for product –
100% market share
Demand is concentrated over five
month period
If product is not quickly available
to meet demand the opportunity is
lost
Lost sales cost more than inventory
overstocks, but come with a high
risk of obsolescence
12. Channel Strategy and
Practices:
•Many uncontrollable Factors:
•Players and Teams generate demand based on
performance
•Players get hurt, Players trade teams, Teams do poorly
•Team changes colors, design
•Forecast Demand?
•Postponement Production?
“HOT” Items
• 1-2 weeks lead time
• New Player Jerseys, Championship T-Shirts, New Color Jerseys,
New Designs
“STABLE” Items
• 3-12 weeks lead time
13. Postponement Strategy
A business strategy
that
maximizes possible benefit
and
minimizes risk
by
delaying further investment
into a product or service
until the last possible moment
14. Two-stage production with postponement
1. Take advantage of lower labor costs by outsourcing the
production of blank jerseys to Central America.
2. Optimize service levels by souring the final assembly in
the US. This also creates local jobs in the areas of textile
and silk-screen printing.
15. Reebok carefully structured its supply chain to handle different
types of items based on customer demand patterns, items such as
hats, jerseys, shirts etc.
Offshore Manufacturing of blank Jerseys in Central America
Low costs, Treaties, Human rights regulation, Distance.
Reebok Finishing Facility for screen printing and embroidering
in US.
The cost of lost sales is greater than the cost to ship, unpack,
16. Supply > Demand
•Problem Now:
Should Reebok:
• Sell to discounters?
• Keep blank jerseys for Next
year?
17. Supply Chain Challenges
Purchase Order Management
• Lack of complete purchase order visibility to trading
partners to manage lead time & inventory.
• Difficult to extend internal systems to link different
supply chain parties.
• Difficult to accurately implement customer specific
services (e.g. ASN, pre-ticketing, labeling, mark-for-store).
18. Supply Chain Challenges
Transportation Logistics Management
• Different carriers, different ways to trace & track.
• Non-completeness of consignment check point.
• Manual processes for smaller carriers, air and
exceptions.
• Last minute inventory management difficult.
19. Communication Methods: Fax, Mail, Couriers, site visits,
EDI, proprietary file transfers
the Old Way
Country
Liaison
Offices
Label
Providers Banks
Factories
Raw
Material &
&
Component
Suppliers
Transportation
Providers
Customs
Reebok
HQ
Drop
ship
customers
Reebok
Trading
Hong
Kong
20. the New Way
Business-to-Business data sharing /Vendor Neutral E-Hub/ Hosted
Environment (ASP model)
Communication Methods: Workflow, message alerts, back
office integration with reporting capabilities
Reebok HQ
Country/
Liaison
Offices
Raw
material &
Component
supplies
Factories
Banks
Employees
Drop
ship
customers
Customs
Transportation
Providers
Label
Providers
Custom-built
e-HUB with LINE,
a division of container
port operator, Hutchison
Whampoa
in Hong Kong
Reebok
Trading
Hong
Kong
40. Sales Results
Expected units sold for all of New England would be
85179 units, based on a stocking plan of 118485 units.
The net profit would be $986000.5
41. Possibility to deal with unmet demand
• We assumed that blank jerseys would never be used to
meet unmet demand from selected players.
• In reality, if blank jerseys were available (as indicated
by the quantity shown as E(Sold), then extra blanks
would be used to meet the unmet demand.
Best Case situation
• Jerseys were available to satisfy all unmet
demands for all player jerseys.
42. Best Case situation
Expected units sold increases by the 1875
units met with blanks to 87,055 and total
expected profits increase to $1048819.524.
43.
44.
45.
46.
47.
48.
49.
50. References
• Simchi-Levi, E., & Kaminsky, P. (2008). Designing and managing the supply chain:
Concepts, strategies, and cases (3rd edition). United-States: McGraw-Hill.
• Rietze, S. M. (2006). Case studies of postponement in the supply chain (Masters
dissertation, Massachusetts Institute of Technology).
http://dspace.mit.edu/handle/1721.1/34601#files-area
• Parsons, J. C. W. (2004). Using a newsvendor model for demand planning of NFL
replica jerseys (Masters dissertation, Massachusetts Institute of Technology).
http://dspace.mit.edu/handle/1721.1/28506
• Graves, S. C., & Parsons, J. C. (2005). Using a newsvendor model for inventory
planning of NFL replica jerseys. In Proc. MSOM Conference.
• http://dspace.mit.edu/bitstream/handle/1721.1/71720/15-762j-spring-
2005/contents/lecture-notes/reebok_draftscg.pdf
• http://www.reebok.com
• http://en.wikipedia.org/wiki/Reebok