Deere & Co.

Worldwide Logistics

1.0 Case Study

As a manufacturer and distributor of agriculture equipment, as well as a broad range

of construction and forestry equipment, Deere & Co. had a lot riding on the smooth
flow of its logistics function. FedEx Logistics provided outsourced transportation
services to 11 Deere facilities across North America. But with each of Deere's
individual business units responsible for its own logistics activities, and with each unit
negotiating a separate service agreement with the FedEx facility, costs and services
tended to differ across the units. Deere's manager of logistics design asked a summer
intern student to evaluate the company's logistics agreement with FedEx, with a view
to identifying opportunities for standardizing costs and services across the business
units. The logistics manager is expecting a report containing details of each
operation's work-flow and cost information, as well as some recommendations for
updating Deere's outsourcing arrangements with FedEx Logistics.

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2.0 Introduction

John Deere & Co. manufactures and distributes agricultural equipment as well as
a broad range of construction and forestry equipment. The company is partnered with
FedEx in order to maintain the logistics flow involved with the company’s
transactions. FedEx is responsible for providing outsourced transportation services to
11 Deere facilities across the US and Canada. The 11 Deere facilities have different
service agreements with FedEx in terms of cost and service depending on the type of
business unit.
With different prices and services across the facilities, management is trying to
identify opportunities to standardize costs and services across the business units. The
goal of this case study is to update Deere and Co.’s logistics by recommending how
the company should proceed.
For this company, the role of the supply chain management is one of the most
important element to include in their organization. Supply chain management is an
essential element to operational efficiency. Supply chain management encompasses
the entire process of manufacturing and distributing physical goods, from supplier’s
supplier to customer’s customer. Business functions that are within the realm of
supply chain management include forecasting and planning, procurement and
purchasing, manufacturing and assembly, warehousing and distribution, shipping and
transportation, returns and refurbishment, inventory management and order
management. Or, stated more simply, supply chain management includes the
functions of plan, buy, make, store, move, sell and return.
Supply chain management can be applied to company success, as well as within
societal settings, including medical missions, disaster relief operations and other kinds
of emergencies, cultural evolution, and it can help improve quality of life. Because of
the vital role, supply chain management plays within organizations. Employers seek
employees with an abundance of supply chain management skills and knowledge.
Basically, the world is one big supply chain. Supply chain management touches
major issues, including the rapid growth of multinational corporations and strategic
partnerships, global expansion and sourcing, fluctuating gas prices and environmental
concerns. Each of these issues dramatically affects corporate strategy and bottom line.
Because of these emerging trends, supply chain management is the most critical
business discipline in the world today.

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 The logistic of supply chain management is that logistics is the portion of supply
chain management that encompasses distribution, transportation and inventory
management. To put it in context with the simplified description given above
regarding the supply chain management functions of plan, buy, make, store, move,
sell and return, logistics is the store and move functions.
It is not unusual for transportation costs alone to be more than 10% of revenue.
For many companies, transportation is the single largest cost element on their
financial statements. Transportation costs are often double the expense of
warehousing and inventory carrying costs. Which means that warehousing and
inventory costs can be 5% of revenue, which is no small matter. And every dollar
saved in transportation costs goes straight to the bottom line. So, why don’t
corporations focus more attention on streamlining logistics to reduce costs.
Way to manage the supply chain management is that supply chains irons are a
highly-complex, yet very necessary ingredient to nearly any successful business
venture speculation. An efficient supply chain supplying string requires detailed
knowledge cognition of the minute mechanics behind each whole tone of a product's
journey, plus a big-picture understanding agreement of how those mechanics
effectively support the process as a whole. Which is where supply chain management
strand direction comes in. The concept of supply chain string management encourages
professionals to consider every step, from sourcing and manufacturing to distribution
and sales. Ultimately, a well-oiled supply chain string should reduce costly time
delays wait in product distribution, and facilitate better profits lucre for a higher ROI.
However, in order this to be effective, even the best supply chain managers managing
director need the support of the right tools. Several studies have found uncovering
that, companies that embrace an efficient supply chain management system are more
likely to see larger returns retort than companies with unorganized methods.
The risk of having Supply chain management is that, when attempting to get the
most out of a small budget, it can be easy to overlook the risks associated with supply
chains. Whether global or local, companies must constantly be aware of each aspect
of their supply chain. Because each supply chain is a complex collection of links,
people, companies and procedures are numerous distinct sets of potential
vulnerabilities and risk factors. As a system of interacting parts, when one part of the
supply chain falters, the rest are prone to disruption too, leading to huge financial
losses, and even damage to some company's reputation.

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 In order to keep every part of the business running smoothly, suppliers,
manufacturers, and retailers must be able to manage supply chain risks. This process
begins with considering internal data and the tools that are available.

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3.0 Background of the Company

3.1 Background of Deere & Co. :

One of the five oldest companies in the United States, Deere & Co. is the world's
largest manufacturer of agricultural equipment and a major U.S. producer of
construction, forestry, and lawn and grounds care equipment. John Deere
manufactures a wide range of products, with several models of each in many cases.
Agricultural products include tractors, combine harvesters, cotton harvesters, balers,
planters or seeders, silage machines and sprayers. They also have construction
equipment includes excavator, loader, tracked loader, backhoe, skid-steer and grader.
Moreover, they includes forestry equipment such as harvesters, forwarders and
skidders. The company manufactures lawn mowers and also is a manufacturer of
consumer and commercial equipment and snow throwers as well as a supplier of
diesel engines and powertrains for example axles and transmissions that is used
especially in heavy equipment. They also have other products were snowmobiles, all-
terrain vehicles and Starfire.
Deere & Co. began when John Deere, who developed the first commercially
successful, self-scouring steel plow, closely parallels the settlement and development
of the Midwestern United State. Deere moved to Illinois and invented the first
commercially successful steel plow in 1837. Since its founding in 1837, John Deere
history has seen a great many changes in its business, its products and its services. In
1837, John Deere, blacksmith and inventor, had little more than a blacksmith shop, a
piece of discarded polished steel and an idea that would help farmers, changing the
face of agriculture for all time. The company uses different logo colors for
agricultural and construction products. In 1842, Deere entered a business partnership
with Leonard Andrus and purchased land for the construction of a new two-story
factory. John Deere served as president of the company until 1886. The company was
reorganized again in 1868, when it was incorporated as Deere & Co. In 1869, Charles
began to introduce marketing centers and independent retail dealers to advance the
company's sales nationwide. They also made aircraft parts, ammunition, and mobile
laundry units to support the war effort during World War II.
In 1947 John Deere introduced its first self-propelled combine, the model 55. In
the mid-1950s, Deere introduced attachable corn heads, allowing crop producers to

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cut, shell and clean corn in one smooth operation. In 1956, Deere & Co. bought-out
the German tractor manufacturer. Since entering the tractor business in 1918 John
Deere had focused on two-cylinder machines. The new generation of power
introduced at Deere Day in Dallas was very different from anything Deere had built
before. The new line of four and six-cylinder tractors. These tractors were
mechanically similar to the new generation tractors they replaced they featured
redesigned sheet metal. These tractors were essentially the same machines as the Iron
Horses they replaced but with significant upgrades.
The company has factories throughout the world and distributes its products in
more than 160 countries through independent retail dealers which is nearly 5,000
worldwide. It is also active in financial services such as retail and lease financing and
insurance. moreover, they provides health care benefit management services to nearly
900 companies and government agencies in eight states. Deere has been an industry
innovator since John Deere introduced the first successful self-cleaning steel plow in
1837. At that time, most Americans lived on farms. Now, many of Deere's customers
belong to the upper five percent of the nation's farmers, who take in 80 percent of the
net farm income. These farmers run big farms that need sophisticated equipment.
As of 2014, Deere & Co. employed approximately 67,000 people worldwide, of
which half are in the United States and Canada, and is the largest agriculture
machinery company in the world. In 2016, it was listed as 97th in the Fortune 500
America's ranking and was ranked 364th in the Fortune Global 500 ranking in 2016.

3.2 Background of FedEx:

FedEx Corporation is an American global courier delivery service company

headquartered in Memphis, Tennessee. The name "FedEx" comes from the name of
the company's original air division, “Federal Express”, which originated in 1973 and
was used until 2000. FedEx is known for delivering packages on time to almost
anywhere in the company is known for its overnight shipping service, but also for
pioneering a system that could track packages and provide real-time updates on
package location, a feature that has now been implemented by most other carrier
services. FedEx Corporation is uniquely positioned to leverage the power of networks
to help connect to the high-tech, high-speed global marketplace. In 1973 FedEx began
service in 25 cities with a fleet of 14 Dassault Falcon aircraft and 389 employees. The

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company developed during the 1970s and one which, nearly three decades later, it
continues to dominate. The market leader has restructured for the 21st century and is
now composed of five major operating companies: FDE- FedEx Express, FDEG-
FedEx Ground, FXFE- FedEx Freight, FDCC- FedEx Custom Critical, and FedEx
Trade Networks.Operating in 211 countries, FedEx Express is the world's largest
express shipping company. FedEx Ground ships small packages by ground and is the
second largest provider of such services in North America. FedEx Freight provides
regional freight deliveries on a less-than-truckload basis. FedEx Custom Critical
serves customers who need very critically timed shipments. Finally, FedEx Trade
Networks furnishes a variety of consulting, customs brokerage, and information
technology services. Every business day FedEx makes almost five million physical
shipments and processes over 100 million electronic transactions. FedEx thus uses its
planes, ground vehicles, and electronic technologies to speed up transportation so that
companies and individuals can transfer time-sensitive material across vast distances in
virtually seamless fashion.

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4.0 Case Analysis

Nowadays, with the economic environment is increasing, organizations have to

find new technique to improve their competitive advantage. Having a good supply
chain management have now become a strategic function in positioning competitive
among all other competitors. The relationship between buyers and suppliers is very
important. In old days, the relationship between buyers and suppliers are considered
an arm’s length transaction. But nowadays, this relationship is changing and moving
towards a more collaborative approach. This is because that now suppliers are an
important sources to gain competitive advantage. Thus, helps the organization to
operate in global markets by using the supplier’s expertise and knowledge. Every
organization need to actually develop world class suppliers that helps in building long
term relationships, reduction in costs and improve the quality, cost, delivery and
services.
It is very crucial to maintain the relationship with the suppliers for the success of
the organization. In some ways, the relationship can help organization to make a
better understanding on how their suppliers work and how It can benefit their
business. Furthermore, the relationship can make a better placing order, being clear
about the deadlines and paying on time. For some suppliers, they offer superior deals
with an organization if they promise to use them fully.
This case study shows that FedEx provides logistic service to eleven of Deere’s
facilities and each of the branches of Deere negotiated individual deals with FedEx, so
there are currently eleven deals active. Because there are eleven deals, certain services
and prices differ between branches. This shows that they have not made a great
relationship in the early stage of the agreement. Deere do not understand the
importance of information technology to help them in achieving a better relationship.
Information technology could assist in the integration of the different parts of the
supply chain within Deere’s company. There are different integrated strategies and
one of them is allocation network strategies. The issues like location of warehouse
and the capacities are related to the allocation network strategies. The allocation
network strategy maintain the facility that how should the information is being flowed
between the management and supply chain members. It helps provide the reduction in
the total holding and logistics costs. The allocation network strategies are specifically
related to the reduction in the logistic and as well as the holding cost of the

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organization.
Other strategies like manufacture source strategy is the integrated strategy which
include the logistics and production costs. It also related with the impact of producing
in large volumes to reduce the fixed cost for the production but the production in
heavy volume may increase the transportation cost and the logistic cost and
production in small batches is related to the high fixed but the balance between them
can be maintained by the manufacture source strategy of the organization.
Moreover, there is an integrated strategy that called record organizes strategy.
This strategy connected with the decisions concerning the inventory control system of
the organization. Inventory control strategy includes economic order quantity to
reduce the holding and ordering costs. It also determines the quantity to be stored.
This very strategy can be used for the avoidance of overstocking and understocking.
Lastly, the integrated strategy also includes technology and choice support
system. Technology is deals with each and every part of the organization whether it is
related to the inventory, production and revenue. This give meaning that the
technology is a choice support system of the organization.
Deere’s company have to know some major problem with logistic outsourcing
that is happening around the world. This can help them in better understanding on the
outsourcing arrangements with FedEx Logistics. The most obvious problem when it
comes with logistics outsourcing is concerning the relationship between the
outsourcing organization and the logistics service provider. This relationship are
cause by the organization failure to manage the providers properly and both
organization and provider have no common understanding. This situation happen
when insufficient sharing of business information between both of the company.
which can lead to the tendency to constrain the opportunities of the provider and
create tensions in the relationship.
To counter the problem many organization should use the interactive approach.
This would lead to benefits in several respects. When making a decision, the potential
consequences of logistics outsourcing should be understood by both companies. Both
companies have to make more interaction in determining the agreements, the
capabilities of the provider and the cost and benefits with different types of
arrangement. Then, the quality of the services have to be secured. Both company have
to be in close contact for any arrangement so that the plan went smooth. In result, both
company involves in joint learning and teaching instead of one company control the

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other.
Moreover, the condition of the outsourcing arrangement must be flexible.
Meaning the arrangement can be change over time. Therefore, the agreement can be
modified according with what new situation might occur. Without this flexibility,
there will be a bias in the degree of involvement.
Successful logistics outsourcing can provide many benefits to both organizations
and logistics providers. However, there are some problems concerning for both of the
company and ways to deal with the problems. Besides that, many strategies can be
implemented by companies to assist in the integration of the different parts of the
supply chain.

4.1 Brief analysis into employees reveals the pitfalls with FedEx

A research and look into employees themselves revealed that the logistic
management provided but FedEx is not up to the expectations in certain areas.
Deere’s employee dealing with FedEx was dissatisfied about their Central
management. On the contrary they were content about the on-site relationships and
the service as well. Each of the 11 business unit were very pleased about the
warehousing service provided.
Each of the 11 business units felt that there was a lack of standardization on the
service being provided, similar services were being charged differently, this resulted
in a lack of consistency and coordination in the branches of Deere & Co.

5.0 Discussion

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 As previously discussed John Deere has 11 facilities that have quite a degree of
freedom in their business activities. John Deere & Co. manufactures and distributes
agriculture equipment as well as a broad range of construction and forestry equipment
In the day to day business activities, it requires very effective and efficient supply or
distribution of logistics and goods. Being a huge company of such carriage and a
value chain that is so interconnected, the firm requires immense support from its
logistics team. Handling a logistics team this big, is extensively hard and requires
distinguished expertise which not many can arrange and accommodate. The logistics
supplied has to be made sure that it is untouched, damaged and of sound quality.
More importantly, there lies the need for goods, services to be delivered to the
customer at the right time unharmed. This is the most vital. As customers only judge a
product only from the value and convenience the product can provide. Say if a
product for example, a tractor, is delivered to a customer after the intended use of it. It
is useless. Hence, John Deere & co. had to choose wisely and picked FedEx in order
to maintain the logistics flow involved with the company’s transactions.
Owing to the nature of the business, the geographic location which across the US
and Canada, and their corporate culture, the facilities had been overseeing their own
logistics need and the 11 different facilities have their own negotiated deals and
agreements with FedEx. This may sound absurd but a single company has 11 active
agreements in their logistic outsourcing. It has come here due to the different needs of
the different business unit and the lack of coordination. Since there are 11 active
deals, it is transparent that the elements and requirement of the service also differ a
little in terms of requirements.
As there are 11 deals there are facilities, they are all different business units. This
means that the activities performed by them are different as well. Different may mean
that they are differently conducted by management showing inefficiencies. All 11
Deere & Co. facilities operate under a different level of on-site transportation service.
Different activities suggest a different need for logistics that require slightly
differentiated services, which means that FedEx may incur additional cost or risk.
Initially reasoning from this, many agreements charge higher prices on similar kind of
services. Such variation for each facility indicates lack of standardization. Need for
different services , associated inflated cost indicates and infers that the local managers
of these facilities are not performing, showing they have their own individual

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operating principle that do not best reflect or benefit the interests of the establishment
as  a an entity. This is very risky as there might raise dilemma in-between employees
as similar goals in different facilities are being dealt in different ways. Many business
functions require coordination, as employees strive to organize and communicate
information from one facility to the other. There is a loss of time and money which
are very crucial to any business. This shows that many facilities are being
unproductive in on-site transportation services, and they are incurring cost which
needs to be consolidated, revised. The service provided by FedEx has been
auspicious, but costing aren’t. This clearly highlights the need for a standardized on-
site transportation service contract.
The logistic services provided by FedEx has served FedEx well, some issues may
pertain, showing rooms for improvement. The three main services that FedEx
provides are:
i. Centralized transportation management
Dispatchers are provided with one dashboard that gives them a comprehensive
look at all the transportation assets that are available to them at any given time. This
allows companies to keep track of metrics such as driver performance and fuel usage,
which in turn allows the companies to make more informed business decisions. FedEx
here selects the routes, it handles and makes payments on the freight bills which is
transportation cost.
ii. On Site transportation management
Facilitates interactions between an organization's order management system
(OMS) and its warehouse management system (WMS) or distribution center (DC).
FedEx conducts shipment planning and scheduling. It deals with expediting, takes
care of damaged claims and manages majority of the on-site tasks.
iii. Warehousing
Supports the day to day operations in a warehouse. FedEx handles inbound
material and also handles returnable container management. Eight warehouses in total
were being managed by FedEx.

Summarizing from what has been discussed, the most important issues that exist
are the not standardized services and prices being charged. At the same time, the
central management functions were unsatisfactory.
5.1 What are the options that are available to John Deere?

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 In order to tackle the price and service discrepancies, the first line of action would
be to increase coordination amongst channel partner (FedEx) and the 11 business
units. This indicates to schedule meetings with the stakeholders. They must discuss
issues that concern with the agenda for an ideal logistic service. Finally, the agenda is
to create a universal contract and agreement that is standardized and decreases
dilemma and increases the overall effectiveness resulting from coordination &
integration amongst the business unit and value chain. If FedEx is not very
cooperative or helpful there still are other options that Deere can undergo.
Insourcing all logistic services. Undergoing such an option would transfer all
responsibility of logistics to themselves, giving them more control over logistics. This
would also mean they have to acquire much resource, lay out a high initial investment
and at the same time Deere is no logistics company, it has no specialization and may
actually incur more cost by trying to insource all logistic services.
Insource some of the services provided by FedEx. With this strategy, Deere could
focus, research and analyze the tasks done by FedEx and decide if they could do it
better and more efficiently themselves. If so, they can do it themselves. It has to find
an efficient model to do this which requires much research. Deere could think of
insourcing the central transportation management.
Other alternatives that are available to Deere are maintaining the current model
and conduct the usual business as it was. Other than that they could considering firing
FedEx as their logistics partner and hire someone new who could provide similar
services. Firing is usually very unlikely because of the much developed rapport and
relationship. Additionally, FedEx already has a deep understanding of the business
nature, while a new logistic provider would not be aware to such extent. A new
logistic provider brings in temporary inefficiencies and increases the risk of a much
reputable business.

6.0 Recommendations

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 Generally, a supply chain manager must identify which of their suppliers are
potential and have capabilities which they could assist in generating innovations in
products and services. The procurement organization plays an important role,
whereby the process should be more effective and efficient in terms of executing and
enabling the process flow and seek for every possible chances and ways to enhance
and integrate current processes by leveraging supplier capabilities. Therefore, it is
crucial and important in selecting the right supply chain management method. Excess
inventory can be an obstacle in achieving optimum financial performance. In that
context, procurement and logistic have to ensure that the company have sufficient
supply to meet the demand in order to generate continual sakes. Optimizing the
delivery of product should at least be attained in order to  allow better sales support.
Looking into John Deere & Co., they are constantly embarking many products
and supplies every single day. Currently, they are even extending their global reach in
Brazil, Russia, India, and China, and engaging in product line expansion. Therefore,
supply chain management is the core as well in making sure they achieve excellence
at every step while providing the best value to their customers. Alongside of the
supply chain it involves many parties such as buyer, factory operations, new product
development, logistics, strategic sourcing, supplier development, supplier diversity,
dealer parts management and much operational division.
There are several recommendations for John Deere as well to have a better
improvement throughout the procurement. First and foremost, it is suggested that
John Deere should make one universal contract with FedEx. It would be better operate
and at least a guideline in standardization. Lacking of standardization could be chaotic
in implementing and planning and there might be indirect cost or contingency cost
unexpectedly charged. In order to be fair, the cost of service would be more
transparent and there would be a threshold and idea for John Deere whether to execute
the plan. It will also create a long term business to business relationship with a more
concrete trust. Furthermore, business partner should be having customization of
contracts to gain mutual agreement in order to achieve each other goal. As John Deere
stated before that if they ensure the farmers are doing well so their equipment and
agricultural machineries products would be trading well too. FedEx should adapt the
same concept as well to ensure the distribution and cost are done as promised.
Therefore, with a contract FedEx would be providing a more promising and satisfying

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freight service.
On the other hand, John Deere are recommended to insource the centralized
management. Insourcing is a business operation decision which are carried out to
sustain control of crucial production or competencies. It is widely used regardless any
operations to minimize charges of tax expenses, labor or even freight costs.
Insourcing is also referring to bringing a third party outsourcer to work inside of a
firm’s operational facility. Moving into centralized management, it refers to a
managerial practice in such that most decision makers or top management level who
possess the authority, control, responsibility and takes account for the whole
organization are located in one central focused office which probably may be the
headquarter. Indeed, both John Deere and FedEx should insource the centralized
management whereby both of them should have their own employees to work under a
same division which it could have be more efficient. It is about bridging and having
stronger connections to each other. Bringing in outsourcer to work inside the firm
would be better understanding each others needs and wants. It could benefit both
parties with a double winning situation. There are examples in executing this
recommendation. John Deere should have a meeting with logistics managers from the
11 different facilities. Discuss and identify the issues encountered by each of the
managers, subsequently highlight and focusing in solving the issues. Discuss the
solution and issues with FedEx management. Apparently, the FedEx management
should take action in creating better solutions and to handle the existing issues and
problems. Assuming that the FedEx management couldn’t solve nor handle a specific
solution. In that case, John Deere & Co. must seek for alternative logistics service
providers as well to solve the existing issue. Below is the flow chart on the example
applied.

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 Thirdly, FedEx should continue to manage on-site service and warehousing.
Logistics and transportation is what FedEx specialized for. FedEx also handles
centralized transportation management which it involves managing inbound less than
truckload and shipping routes and consolidations. On the other hand, FedEx is doing
quite well in handling freight bills, audit and payments. FedEx on-site transportation
management also involves shipment planning, scheduling, dealing with expediting,
maintaining carrier performance, guarantees damaged claims and many more. As
stated on the previous paragraph, it is more of a reason in having a universal contract.
Focusing on shipment planning and scheduling, FedEx could integrate their service by
showing freights location on GPS real time to know when and how it is arrived to the
intended destinations on accurate estimated time and real-time tracking system would
allow John Deere to have a better service. Nevertheless, implementation of tracking
and mobile technologies would improve efficiencies and minimize costs and
inaccuracies. FedEx and John Deere should take advantage of technology such as
RFID, voice picking, mobility, warehouse automation systems and warehouse
management systems in application mode as mobile technologies are rising rapidly. In
terms of warehousing, FedEx is also doing a great job in handling inbounds material
for John Deere which also handles returnable container management. Therefore,
sustaining the relationship with FedEx on logistics and certain procurement

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management would be a top up point for John Deere efficiency.

7.0 Conclusion

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 Our case analysis on Deere & Co. and FedEx shows that FedEx provides logistic
service to eleven of Deere’s facilities and each of the branches of Deere negotiated
individual deals with FedEx, so there are currently eleven deals active. Because there
are eleven deals, certain services and prices differ between branches. This shows that
they have not made a great relationship in the early stage of the agreement.
There are some options that Deere can undergo to solve the problem. The first
options is to increase coordination amongst channel partner (FedEx) and the 11
business units. This indicates to schedule meetings with the stakeholders. They must
discuss issues that concern with the agenda for an ideal logistic service. Other option
is insourcing all logistic services. Undergoing such an option would transfer all
responsibility of logistics to themselves, giving them more control over logistics.
Moreover, by insource some of the services provided by FedEx. With this strategy,
Deere could focus, research and analyze the tasks done by FedEx and decide if they
could do it better and more efficiently themselves. Other alternatives that are available
to Deere are maintaining the current model and conduct the usual business as it was.
Other than that they could considering firing FedEx as their logistics partner and hire
someone new who could provide similar services.
After considered all the options, we come out with some recommendation for
Deere & Co. For example, John Deere should make one universal contract with
FedEx. It would be better operate and at least a guideline in standardization. Other
than that, both John Deere and FedEx should insource the centralized management
whereby both of them should have their own employees to work under a same
division which it could have be more efficient. It is about bridging and having
stronger connections to each other. And lastly, Deere & Co. should let FedEx to
continue to manage on-site service and warehousing.

8.0 References

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