2010
Assignment SPM 9422 Revriryan Zulkifli
(4045688)
Sharmishta Subramanian (4038770)
LOGISTICS BUSINESS PLAN
Product concept
CONTENTS Product concept ...................................................................................................................................................... 3 The 7 R’s of Sniverse Logistics ............................................................................................................................. 4
Sniverse Supply Chain Overview ............................................................................................................................. 5 Make or Buy Decision...................................................................................................................................... 5 Partner Selection ................................................................................................................................................. 5 Mass customisation vendors ......................................................... .............................................................. .... 5 3PL Partners – Transport & Distribution Based 3PL ........................................................................................ 5 Inventory ................................................................................................................................................................. 6 Logistics organization .............................................................................................................................................. 7 Overall Logistics .................................................................................................................................................. 8 Inbound Logistics ................................................................................................................................................ 8 Production Logistics ............................................................................................................................................ 9 Outbound Logistics ............................................................................................................................................. 9 Reverse logistics ................................................................................................................................................ 10 Marketing Strategy ............................................................................................................................................... 11 Product Development strategy ......................................................................................................................... 11 Pricing strategy.................................................................................................................................................. 12 Distribution strategy (Place) ............................................................................................................................. 12 Promotion Strategy ........................................................................................................................................... 12 Sample Brochure ........................................................................................................................................... 13 Controls and communication ................................................................................................................................ 13 Control System .................................................................................................................................................. 13 Logistics Information and communication systems .......................................................... ................................ 13 Order Processing ............................................................................................................................................... 13 Shipment Tracking............................................................................................................................................. 13 Transport plan ....................................................................................................................................................... 14 Performance measurement .................................................................................................................................. 15 Customer service ......................................................... ................................................................. ..................... 15 Key performance indicators .............................................................................................................................. 16 Product Development ................................................................................................................................... 16 Purchasing ..................................................................................................................................................... 16 Production ..................................................................................................................................................... 16 Logistics ......................................................................................................................................................... 16 Works Cited ........................................................................................................................................................... 17
2
Product concept
LOGISTICS BUSINESS PLAN – SNIVERSE PRODUCT CONCEPT We propose a new product line as a complement to the existing product offerings’ of customised casual every day sneakers that are simplistic in design and yet appeal to the age group of customers between 12 to 40 years of age. The growing trend in sneaker production is being able to customise you own shoes, but at reasonable prices as seen by mass customisation strategies adopted by Keds (Keds, 2010), NikeId. We propose a two pronged strategy that will help increase market penetration and brand appeal. The approach includes: Mass customized sneakers for 3 regions (United States / Western Europe/ South East Asia) basically provided by outsourcing to a mass customisation partner. (Note: customisation is easier if printing technology is used, then users can upload their own pri nts etc and these can be printed o n their shoes)
FIGURE 1 FACTORY LOCATION AND MARKET DISTRIBUTION
The designs available for customization will be limited but provide the customer options to create their own designs where they can choose through an online order system:
Patterns or prints – changes depending on trends and styles
Men, women and kids
Colour of shoe laces
Colour of the sole
3
Product concept
FIGURE 2 SAMPLE STYLES
These designs will be promoted as limited edition designs that keep changing every 3 months, to keep the product line fresh.
THE 7 R’ S OF SNIVERSE LOGISTICS The Right Product
We are going to fulfil the Sniverse demands from our costumer with the exact same requirements that they have ordered through the online store; what they see is what they get. The Right Quality
We are going to deliver these Sniverse sneakers to customers with its quality being controlled. So we will prevent sneakers being sent with defective soles, ripped laces, etc. There is also a possibility for our customers to return the sneakers that they ordered if the quality is not up to specification. The Right Quantity
The Sniverse sneakers will be delivered with the desired quantity to customers. The quantity of sneakers the customers will receive will be the same as their demands. The Right Time
Customers ordering the Sniverse sneakers will receive their order within the specified delivery time. Depending on the location where customers ordered, the delivery times can vary from one t o three weeks. The Right Place
The order will be sent to the address that the customers specified. We will use existing logistics handler companies that are experienced and trusted to arrange a door to door delivery to satisfy our Sniverse customers. The Right Customer
We will have different customizations that customers can choose to modify their Sniverse sneakers ranging from all kinds from models and p atterns that suit every group of customers. The Right Cost Our Sniverse sneakers will be priced at a reasonable price where the majority of different consumer groups can afford. Since we are targeting costumers from an age group as early as twelve years old, which are yet to have full time jobs, we will p rice our sneakers in a way that this age group perceived them a s an affordable sneakers.
4
Sniverse Supply Chain Overview
SNIVERSE SUPPLY CHAIN OVERVIEW
Sniverse Components - Tongue - Shoe Lace - Toe Box - Insole - Midsole - Outersole - Upper - Sock Liner - Packaging - Logo patch
The inbound logistics will be handled by the suppliers
Inbound Logistics
SNIVERSE Inventories and Production
Raw Materials Inventory
Sneakers Assembly
The outbound logistics will be handled by our logistics partner
Logistics Partner
Sending and returning sneakers will be handled by our logistics partner
Global Sniverse Customers
Individuals
Sales Outbound Logistics
Wholesalers
Raw Materials Returned Sneakers
- Ethylene vinyl acetate (EVA) - Liquid silicone, or polyurethane foam - Carbon rubber - Nylon weave with plastic slabs - Nylon overlay with leather - Cloth
Returned Sneakers Inventory
Returned Sneakers
Others
Online resellers
FIGURE 3 SUPPLY CHAIN OVERVIEW
MAKE OR BUY DECISION The ‘buy’ decision seems the most appropriate for the sneaker product-market. The trend among shoe
manufacturers (Reebok International, Collective Brands, New balance) has been to outsource complete shoe production to manufacturers in low cost locations like Indonesia (Jenn Abelson , 2010). Since shoe production is labour intensive, we follow the strategy of other sneaker businesses in order to stay competitive in pricing. [“The US dollar goes further here [Indonesia], there is less bureaucracy, and there are not the same
counterfeiting problems that are pervasive in China and cut into company profits” (Jenn Abelson , 2010)] Hence, production is outsourced to mass customisation vendor (see zazzle.com) through a licensing arrangement and transport to 3PL providers (like DHL, UPS etc.).
PARTNER SELECTION MASS
CUSTOMISATION VENDORS: zazzle.com (manufacture custom t-shirts, sneakers, gifts etc for several
customers) We suggest the following pre-screen criteria on which to make a partner selection: -
Time to produce – most customisation vendors are able to produce the order within 1 day
-
Flexibility
-
Wide supplier base
-
Vendor managed inventory services for raw materials, components and reverse logistics
3PL P ARTNERS – TRANSPORT & DISTRIBUTION BASED 3PL Partner options: DHL, UPS etc Prescreen Criteria: -Distribution and warehouse network in North America, Western Europe and South East Asia -High On time delivery record (minimum 90 percent)
5
Inventory
INVENTORY There will be two inventory types on handling the Sniverse Sneakers. The first inventory is to store the raw materials for making the sneakers. The second inventory is to hold returned sneakers by customers because of several reasons (wrong specification, defective, etc) temporarily before they are re-sorted and placed in retail stores in a discounted price. We will segregate the inventory by using the ABC analysis (Langley, Coyle, Novack, & Bardi, 2009) into classes so that we can group raw materials for sneakers that sell fast, in order to better manage the inventory. The inventory will be stocked with raw materials in bulks, to maximize the economies of scale since buying in bulks will decrease the bulk price. There will be cases where we will deliberately overstock raw materials for sneakers that are bound to have a price increase to enjoy the improved margins between old raw material prices and the new sneakers price.
FIGURE 4 SNIVERSE FACTORY LOCATION
Since we are adopting an approach where customers only order the sneakers online, and the sneakers will be shipped from one factory, this factory where the inventory will be located will be placed in Guangzhou, China where we can employ local labour that are less expensive than those in, for example Europe or in North America. There will be a lot of transportation options available since Guangzhou is located near the coast and near Hong Kong, so the availability of air cargo and ship cargo will be sufficient for components supplier and 3PL partners to manage logistics to and from the Sniverse factory. To maximize profit, we can use the grid technique or approximation to determine the best place to put inventory by placing it nearer to the market so the transportation cost are minimized. With respect to reorder systems, since production is outsourced, decisions regarding the reordering system rest with them. We however recommend a replenishment system, where raw materials are ordered by the customisation partner as and when their stocks fall below a certain level, taking into account lead-times. The push pull boundary lies at the store of inventory or raw materials at the assembly plant. Until this point, raw materials are ordered through forecasting expected demand. Hence raw materials are pushed into the store. However the product is only assembled when a customer places an order for it. When this occurs, the raw materials are pulled out of the inventory.
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Logistics organization
SNIVERSE Inventories and Production
Sniverse Components
I nb o u n d L o g i st i c s
Outbound Logistics
Raw Materials Inventory
Sneakers Assembly
Returned Sneakers Inventory
Sales
Logistics Partners Returned Sneakers
Returned Sneakers
Global Sniverse Customers
Raw Materials
PUSH
PULL
FIGURE 5 DECOUPLING POINT
LOGISTICS ORGANIZATION As a company that manages a sneaker’s brand where most of the overall process are outsourced to third parties. The figure below will describe the organization chart of our company.
SNIVERSE CEO
Legal Representative
Marketing manager
Product Manager
Assistants
Logistics manager
Technical Manager
Financial Manager
Design Manager
FIGURE 6 ORGANISATION CHART
The managers will manage the contracts that the company have with outsourcing partners. Product managers will be responsible for maintaining the quality of the raw materials and the finished sneakers. Logistics manager will manage the transportation of the raw materials and the contracts with 3PL partners that manage the outbound and reverse logistics. Technical manager is maintaining the website for selling the sneakers online.
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Logistics organization
OVERALL LOGISTICS The overall logistics matters such as contracts with suppliers and 3PLs will be handled by the logistics department in the Sneakers Company.
Raw Materials Supplier
•Materials needed to make the sneaker's components will be transported to factories that are
responsible for making sneaker's co mponents
•Finished components will be transported to the factory where these componets will be stiched Component s Supplier
together in order to make sneakers
•In the sneaker's factory, components will be stored in the inventory ready to be used for Inventory
making sneakers that the customers ordered
•Finished sneakers are transported from the factory to the logistic partner's warehouse ready to be Logistics Partner
shipped to the customer's address by land, sea, or air.
•Customers will receive the sneakers from the logistic partners. in case the customers are not satisfied Customers
with the sneakers, they will have to send the sneakers back to the sneakers factory through the logistic partners
•Returned sneakers will be transported by logistic partners back to the sneakers factory to be stored in Logistics Partner
the inventory for further processing
•returned sneakers will be inspected for defects and then sold to new customers or retailers with Inventory
discounted price
FIGURE 7 OVERALL LOGISTICS PROCESS
INBOUND LOGISTICS
Raw Material Suppliers
Raw materials will be transported to factories to make components
Component Suppliers
Components will be transported to the Sneakers factory
Inventory
Components stored in inventory to make sneakers
FIGURE 8 INBOUND LOGISTICS PROCESS
How the inbound logistics works: -
The raw materials needed to make sneakers components explained above are produced in different countries in different continents. These materials will be shipped by the raw material suppliers using land, sea, or air transportation. The transportation contracts are done between the raw material suppliers and the component suppliers.
8
Logistics organization
-
-
Once the raw materials are processed into sneaker components, the component suppliers will ship these components using land, sea, or air transportation to the sneakers factory. The transportation contract is between the component suppliers with the sneakers factory. Components received by the factory from the component suppl iers will be stored in the factory’s inventory to be used later when customer orders sneakers that uses these components.
PRODUCTION LOGISTICS The production process occurs in sequential stages and is labour intensive, for a typical Nike sneaker (CNBC, 2010). Using a simpler sneaker design helps reduce several of these processes for faster and cheaper production.
Raw materials to components
computerized stitching
Skiving of brand logo
Metal detection
quality control
cutting excess component materials
Cleaning of foam for tongue
Spray cement on lining
mould base and stich with covering
packaging
High frequency welding of image
Cut leather/ rubber/ canvas
Stitch and turn the covering
punch lace holes and hand lacing
FIGURE 9 PRODUCTION PROCESS (CNBC, 2010)
OUTBOUND LOGISTICS
Inventory
Components stored in the inventory are used to make sneakers
Logistics Partner (3PL)
Sneakers are transported from the factory to the customer.
Customer
Customers receives the sneakers from the logistic partners.
FIGURE 10 OUTBOUND LOGISTICS
How the outbound logistics works: -
The factory will make the sneakers from the components stored in the inventory according to customer’s specifications. These sneakers will be picked up by 3PL partners from the factory to their own warehouses.
9
Logistics organization
-
-
The contract between the sneakers factory and the 3PL partners is demanding that the 3PL partners picked up finished sneakers from the factory and brought them to their own warehouse and also to ship these sneakers to customer’s address worldwide. From 3PL warehouses, sneakers will be shipped by 3PL partners to distribution centres nearest to the customer’s address by land, sea, o r air transportation. From the distribution centres, 3PL partners still have the responsibility to ship these sneakers to t he doorstep of customers. Customers will receive their sneakers within the promised delivery time. Delivery time can vary based on the distance between the sneakers factory and the customer’s address.
REVERSE LOGISTICS Since customers order online, we also provide them with a return means through our return policy:
R ETURN P OLICY: 1. 2. 3.
The product must be returned to the vendor address within 30 days of receipt in the original packaging. If the product is faulty, or not according to order specifications, the customer will be credited the cost of the product as well as shipping costs for the return. The customer will be credited within 30 days of the return.
Customer
Returns sneakers to return address
Vendor (customiza tion partner)
• Notes reason for return • sorts returnsproduct not faulty are resold/ placed in stock
Inventory
On resale, sneakers are sent to new customer through 3PL
Reason for return sent to product development FIGURE 11 REVERSE LOGISTICS
P ROCESS : 1.
2. 3. 4. 5.
Once the product is returned to the mass customization partner it is put into inventory until resale occurs. If the returned stock in the inventory increases, all items in the inventory are placed on sale through the online portal. In this way the returned sneakers are diverted back into the forward logistics chain. The reason for the return is n oted to keep track of performance measures. If the sneakers are returned due to faulty order processing (wrong colour, style etc.) the item is placed for sale online (perhaps at a discount). If the faults increase beyond acceptable levels, which are not in keeping with our quality standards, the customization vendor incurs a penalty. If the sneaker quality is faulty, the ‘brand’ logo is removed and the sneakers are donated or disposed.
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Marketing Strategy
F LEXIBILITY The plan for this product line rests on the fact that customers are willing to wait a certain period (3 weeks) for their custom-made sneakers to be delivered. The plan is equipped to handle certain scenarios, should they occur:
V OLATILE DEMAND Since the business is designed in such a way that the customer ‘pulls’ the product, we avoid large inventories of the finished product. In terms of materials and components needed to build the sneaker, the items are stocked in inventory based on demand forecasting based on prior sales and seasonal variations (Christmas etc.) Since the reorder system is based on replenishment methods, where the components and materials are reordered when stocks fall to a certain level (we also have safety stock), we anticipate that the model can handle demand fluctuations to an extent.
S UPPLY S HORTAGE If we face shortage in the supply of components for certain sneaker models, we try and influence customer buying decisions through dynamic pricing and promotions (Tang, 2006). This would largely be dependant upon informed marketing decisions. For example, for sneaker models that face a shortage of components, we announce longer lead times or higher prices, whereas for other options that do not have a supply shortage we announce limited availability discounts and so on to influence customers into choosing t hese models. In order to better manage the supply of raw materials and components we choose a mass customisation partner who has a flexible supplier base and thus in the case of a shortage of components or raw materials from one supplier, there is an alternative.
MARKETING STRATEGY The marketing strategy is based on the 4Ps of marketing – product, price, place and promotion. The strategy for each of these is elaborated below.
PRODUCT DEVELOPMENT STRATEGY Two approaches are made for p roduct development: -
Customer Co-creation
The idea is to engage the customer in the design process and let them make their own Sniverse sneaker – to provide them with design ownership. This is done through the online portal containing a design palette or configurator that enables the customer through the various stages in designing their own sneaker. It comes with a visual aid that helps them see their choices reflected in the sneakers (Piller & Kumar, 2006). Benefits from the logistics perspective include lower product returns or exchanges since the customer makes their own shoes depending on what they choose, reduced inventory carrying costs and staffing, and ability to gain information about customer desires more easily that helps in relationship management and brand loyalty (Piller & Kumar, 2006).
11
Marketing Strategy
-
Designer editions
We consider the possibility of adding designer collections to the product line, through limited edition sneakers created by designers that are placed on the website. These sneakers are available at a premium price and for a short period. These products are not available for customisation but can be directly purchased online.
PRICING STRATEGY Pricing strategies are determined by several factors such as cost, competitors, and target customers and so on. We focus on a product line and price range similar to Keds and Converse. We offer prices to match competitor prices. A dynamic pricing strat egy is suggested for promotions, limited editions and designer li nes. Currently competitor offerings are prices at the following range: TABLE 1 COMPETITOR PRICING AND CAPABILITIES
Competitor Keds Converse All star NikeID
Price €
>40 >50 >100
Customization possibilities Can start from clear canvas. No technology add-ons Customizable patterns and colours Customizable materials / technology for running : premade basic style
DISTRIBUTION STRATEGY (PLACE) The main distribution channel to the customer for this product line is through an online portal, for customers to place orders and customise their own sneakers. The options for customisation include colours and patterns for the following: -
Upper
-
Tongue
-
Insole
-
Lining
-
Eyelets
-
Laces
-
Midsole
These options are limited compared to the plethora of options offered by competitors which can frustrate a customer and deplete customer interest in the long run (Piller & Kumar, 2006). Customers get to choose only from a set of available colours and patterns for each of these parts. The aim is to keep changing the colours and patterns available as options for the specified parts of the sneaker every 4 months. The payment is done through credit card, direct transfer or through a PayPal account. The product is then delivered to t he customer through our 3PL provider with 3 weeks lead time.
PROMOTION STRATEGY Interest Events: Promotion is through interest events at schools, universities etc – design competitions etc. Online advertising: Other possibilities include promotional discounts for ‘loyalty’ Sniverse customers who sign up at the website for product newsletter and offers. We also consider targeted online marketing as a promotional strategy. There is also the possibility for the customer to save their designs through a unique identification code that can be accessed by other customers.
12
Controls and communication
Celebrity Endorsement: We endorse certain celebrities in di fferent countries to promote the sneaker brand.
SAMPLE BROCHURE A sample brochure for the Sniverse product ideally contains: -The brand name and Logo -A visualisation of the online configurator and web address -Price range -Sample show styles - Offers and promotions/ celebrity endorsement
CONTROLS AND COMMUNICATION This section elaborates on the required controls and communication in the supply chain:
CONTROL SYSTEM The current logistical system is the MRP system (we assume that our production partner uses MRP). Since most of the Sniverse activities are outsourced to the production partner, except for design aspects, we recommend that no changes be made to the system. Moving to ERP based control would require enterprise wide change. ERP also uses MRP principles for planning and replenishment as the background and hence there is no requirement to change to ERP unless partners also use the same ERP system (Rushton, Croucher, & Baker, 2006).
LOGISTICS INFORMATION AND COMMUNICATION SYSTEMS Since we outsource both production and transportation, information and communication systems would ideally need to be aligned to the systems of partners.
ORDER PROCESSING With respect to order processing, the business plan already suggests the use of a web-based order placement by the customer (Rushton, Croucher, & Baker, 2006). This can also be used to check stocks in place. There is the possibility for the customer to then track their orders online through their unique customer code, provided to them when they placed the order.
SHIPMENT TRACKING Next, transport based 3PLs already use RFID tracking services (DHL, 2008). This could be linked to the order placement site, to let the customer track their shipment. In case RFID tracking is unavailable on certain routes, then regular barcode based tracking will be used (Rushton, Croucher, & Baker, 2006).
13
Transport plan
TRANSPORT PLAN Transportation of raw materials The transportation fleet needed to transport raw materials to the sneaker component manufacturers will be managed by raw material suppliers. Cargo trucks ranges from a straight truck configuration to 5-axle tractor semitrailer configuration are used in the road and cargo ships to transport raw materials through the sea. The selection criteria for the raw material transportation are cost and capability. Since the demand for raw materials will be in a large quantity, transportation by air is not financially viable since in order to transport large amount of materials using air will incur a huge amount of cost. Also ground transport can handle large amount of cargo with less cost involved.
FIGURE 12 TRUCK SIZES
Transportation of sneakers components The transportation fleet for transporting sneakers components to the factory’s inventory will be handled by the suppliers. Like raw materials, components will be transported using cargo trucks on the road and cargo ships in the sea. The selection criteria for components transportation are cost, capability and security. Large amount of components need to be shipped to the inventory so to satisfy cost and capability, ground transportation by using cargo trucks and sea transportation with cargo ships are preferred. Time is not really an important criterion here since the order for components can be ordered weeks or months before with the help of forecasting data. Security is also an important criterion because accidents or theft involving these sneakers components will affect order lead time thus reducing customer satisfaction. Transportation of sneakers to customers From the factory, the finished sneakers will be shipped to ordering customers by 3PL partners e.g. DHL and UPS. These logistics partners will use fleets ranges from air cargo to for transportation between continents, cargo trucks for transportation between their distribution centres, and small vans for the last-mile transportation to customer addresses. Selection criteria for these fleets are -
transit time reliability accessibility security
Since transit time is important in order to fulfil order lead time, transportation by air will be used because it is fast and the amount of orders originating from the same area will not be that large so transporting them by air will not be too expensive. Reliability is important to make sure that customers received their orders on time, so using well known 3PL partners such as DHL and UPS can ensure the reliability criteria. Insurance coverage will be used accompanying the sneakers to ensure the sneakers security and small vans will be used by 3PL partners in order for an easy access to customer address to deliver the sneakers.
14
Performance measurement
Documentation Documentation will be used to maintain the shipping of raw materials to finished sneakers. Raw material supplier will use Invoice document to charge the components supplier for the shipment and components supplier will also use invoice documents to char ge the sneakers factory for the shipment of components.
FIGURE 13 BILL OF LADING SAMPLE
Bill of lading will be used by 3PL partners obtained from the sneakers factory while shipping the finished sneakers to customers. Claims document can be used by recipients of the shipment in case that they want to recoup monetary losses to the shipper because the shipper fails to protect the shipment and the goods are damaged.
PERFORMANCE MEASUREMENT CUSTOMER SERVICE Customer service plays an important part of the business model for customised sneakers. One of the key aspects of delivering mass customised sneakers is that there is a larger lead time than the traditional method of buying sneakers in a retail outlet. In order to compete with other brands of customised shoes, delivery needs to occur within the specified time period. We propose a dynamic delivery period depending on regions, ranging from 1 week to 3 weeks, depending on where the customer is based. Supply problems will be tacked through dynamic pricing and discounts, as elaborated earlier. Sneakers can be customised through a customer friendly, easy to use configurator, that enables users to save their designs and preferences for better customer service in the future. Faulty orders or products can be returned, as elaborated in the return policy.
15
Performance measurement
KEY PERFORMANCE INDICATORS Performance can be measured in terms of Key Performance Indicators (KPI) for the following aspects of the business:
PRODUCT DEVELOPMENT We measure two aspects to make product development a dynamic process based on customer feedback: -Sales percentage (Quantitative) Since two forms of product development are proposed (customer co-creation and designer editions), it is important to monitor the sales percentage o f designs created through each of these methods.
-Return reasons (Qualitative) Reasons for product returns related to design, material quality etc. are fed back into the product development process to maintain the quality of the sneakers (this links the reverse logistics system to product development). This way, any potentially serious issues with the sneakers can be recognised early, pre-empting reputation damage.
PURCHASING -Supplier default Supplier defaults (shipment delays, material quality on delivery) result in longer lead times for product delivery and could result in lost sales or customer dissatisfaction. This would especially be a problem during peak demand periods and will hence need to be monitored.
PRODUCTION -Return reasons are also used to check for production related issues. This is used to ensure that the mass customisation provider maintains appropriate quality levels
LOGISTICS -Delivery delays/ lost shipments Customer complaints based on delayed deliveries will be tracked to ensure that sneakers are delivered within the specified time period. This is done to ensure on-time delivery and also to prevent lost shipments. The responsibility can be transferred to 3PL transport partners through contract agreements.
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Nike:
http://www.cnbc.com/id/22742572/?photo=23 DHL. (2008, August 18). Retrieved Decemeber 1, 2010, from DHL and METRO Group start largest RFID rollout in
France: http://www.dhl.com/en/press/releases/releases_2008/logistics/180808.html Jenn Abelson . (2010, May 29). The Boston Globe. Retrieved November 8, 2010, from Local sneaker firms are making
it
in
Indonesia:
http://www.boston.com/business/articles/2010/05/29/local_sneaker_firms_are_making_it_in_indonesia/ Keds.
(2010).
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Design
Your
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Shoes:
http://www.kedscollective.com/design-your-own/women Langley, J., Coyle, J. J., Novack, R. A., & Bardi, E. J. (2009). Managing Supply Chains: A Logistics Approach. SouthWestern. Piller, F., & Kumar, A. (2006). Mass customization: providing custom products and services with mass production efficiency. Journal of Financial Transformation, Special Issue on "The Finance Factory" , 125-131. Rushton, A., Croucher, P., & Baker, P. (2006). The Handbook of Logistics and Distribution Management. London: Kogan Page. Tang, C. S. (2006). Robust strategies for mitigating supply chain disruptions. International Journal of Logistics: Research and Applications Vol. 9, No. 1 , 33 –45.
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