The work is done, just i got a feedback from professor:do you know this kind ref

The work is done, just i got a feedback from professor:do you know this kind referencing??
Greetings, The example provided serves as a reference for the correct citation style.
The following is an exemplary answer for this assignment. Boeing’s 787 Dreamliner represents a significant leap in aircraft design and manufacturing, made possible by a complex global network that is both a strength and a source of challenges. Unlike previous models, where production was largely centralized, the 787’s components are manufactured and even assembled into larger sections by partners all over the globe. [1] This international collaboration was envisioned with the goals of reducing costs, tapping into specialized expertise, and creating strategic partnerships. The resulting network includes sections manufactured in Italy, the United States, Japan, Canada, Australia, and other countries. [2] Sections and components are then transported to Boeing’s assembly plants in Washington and South Carolina for final assembly. To manage this integrated production system, Boeing worked with IBM and Dassault Dassault Systemes to create a massive project life cycle management system to control costs and provide uniformity across suppliers. [3] While innovative, this network presented Boeing with unprecedented logistical and coordination challenges. The reliance on a global supply chain introduced vulnerabilities, particularly production delays. Suppliers would often have trouble meeting Boeing’s rigorous schedule and quality standards. [4] Delays at one supplier could have a cascading effect, causing work to stall farther down the value chain and leading to increased costs. Delays and quality control issues would often force Boeing to rely on its own more costly union workforce to finish work left incomplete by suppliers. [5] Additionally, the sheer logistics of transporting large components, such as wings and fuselage sections, from different corners of the world to the assembly plants in the United States, was not only costly but also complex, involving specialized transportation methods like the Dreamlifter, a modified 747 designed specifically to transport 787 components. [6] Despite challenges, Boeing believed in the underlying global network model, and focused on improving its execution. [7] To address quality control issues, Boeing increased its oversight of suppliers, assigning Boeing employees to supplier factories, and taking a more active role in supplier operations. [8] The company also spent an additional $2 billion in research and development funds to address problems at Tier 1 suppliers in Japan, Italy, and South Carolina. To mitigate the risk of supply chain disruptions and delays, Boeing further diversified its supplier base and invested in developing stronger relationships with key suppliers. This not only reduced reliance on any single supplier but also encouraged a more collaborative approach to solving problems. Boeing also created the Production Integration Center, a massive high-tech operations monitoring hub to provide around-the-clock “situational awareness and …real-time problem resolution” for the 787 production line. [9] While the scale of this global production network posed significant challenges in coordination, quality control, and logistics, it has also been a source of strength for the 787 program. It allowed Boeing to leverage global expertise, access new markets, reduce production costs, and ultimately produce one of the most advanced commercial aircraft. The lessons learned from the 787 program have also provided valuable insights into managing complex global supply chains, insights that Boeing can apply to future aircraft programs.
(Jacob Delaney) References 1. McDonald, Kotha (2015) “Boeing 787: Manufacturing a Dream” Harvard Business School Publishing, page 3, paragraph 2 2. Ibid, page 17 3. Ibid, page 4, paragraph 4 4. Ibid, page 7, paragraph 4 5. Ibid, page 7, paragraph 2 6. Ibid, page 6, paragraph 4 7. Ibid, page 8, paragraph 2 8. Ibid, page 8, paragraph 9 9. Ibid, page 10, paragraph 1