the north american class 5-7 production has steadily increased from 201,000 in 2013 to 237,000 in 2015. according to a january 2016 report by act research , north american class 5-7 production levels are expected to be relatively flat in 2016 at 233,000 and gradually increase to 273,000 in 2020. we believe the demand for north american class 5-7 in 2016 will be relatively stable . in 2015 , approximately 49 % of our revenue was generated from sales to north american md/hd truck oems . our remaining revenue in 2015 was primarily derived from sales to oems in the global construction equipment market , aftermarket , oe service organizations , military market and other commercial vehicle specialty markets . demand for our products is driven to a significant degree by preferences of the end-user of the commercial vehicle , particularly with respect to heavy-duty trucks . unlike the automotive industry , commercial vehicle oems generally afford the end-user the ability to specify many of the component parts that will be used to manufacture the commercial vehicle , including a wide variety of cab interior styles and colors , the brand and type of seats , type of seat fabric and color and specific interior styling . in addition , certain of our products are only utilized in north american class 8 market , such as our storage systems , sleeper boxes and privacy curtains , and , as a result , changes in demand for heavy-duty trucks or the mix of options on a vehicle can have a greater impact on our business than changes in the overall demand for commercial vehicles . to the extent that demand for higher content vehicles increases or decreases , our revenues and gross profit will be impacted positively or negatively . demand for our construction products is dependent on the vehicle production and demand for new commercial vehicles in the global construction equipment market and generally follows certain economic conditions around the world . our products are primarily used in the medium-and heavy-duty construction equipment markets ( weighing over 12 metric tons ) . demand in the medium-and heavy-duty construction equipment market is typically related to the level of larger scale infrastructure development projects such as highways , dams , harbors , hospitals , airports and industrial development , as well as activity in the mining , forestry and other raw material based industries . we believe there is a bias toward continuing softness in global construction and agriculture markets in 2016. we generally compete for new business at the beginning of the development of a new vehicle platform and upon the redesign of existing programs . new platform development generally begins at least one to three years before the marketing of such models 31 by our customers . contract durations for commercial vehicle products generally extend for the entire life of the platform , which is typically five to seven years . our long-term strategy our long-term strategic plan is a roadmap by product , geographic region , and end market to guide resource allocation and other decision making to achieve our long-term goals . to that end , we evaluated our opportunity to grow organically by end market . we currently believe we have approximately 5 % market share of the addressable global truck , bus , construction and agriculture end markets . accordingly , we believe we have significant opportunity to grow organically in our end markets . we evaluated our product portfolio in the context of this organic market growth opportunity and our ability to win in the marketplace . our core products are seats , trim and wire harnesses and our complementary products include structures , wipers , mirrors and office seats . we expect to realize some geographic diversification over the planned period toward asia-pacific . we also expect to realize some end market diversification more weighted toward the agriculture market , and to a lesser extent the construction market . we intend to allocate resources consistent with our strategic plan ; and more specifically , consistent with our core and complementary product portfolio , geographic region and end market diversification objectives . we periodically evaluate our long-term strategic plan in response to significant changes in our business environment and other factors . although our long-term strategic plan is an organic growth plan , we will consider opportunistic acquisitions to supplement our product portfolio , and to enhance our ability to serve our customers in our geographic end markets . strategic footprint we continuously review our manufacturing footprint to ensure we efficiently utilize our resources . in december 2015 , management announced a restructuring and cost reduction plan , which is expected to lower operating costs by $ 8 to $ 12 million annually when fully implemented as of the end of 2017. pre-tax costs associated with these actions , including associated capital investment , were $ 0.8 million in 2015 and are expected to be $ 6 to $ 8 million in 2016 and $ 4 to $ 6 million in 2017. the majority of these costs are employee-related separation costs and other costs associated with the transfer of production and subsequent closure of facilities . recently issued accounting pronouncements see note 2 to our consolidated financial statements in item 8 in this annual report on form 10-k for a description of recently issued and or adopted accounting pronouncements . consolidated results of operations the table below sets forth certain operating data expressed as a percentage of revenues for the periods indicated ( dollars are in thousands ) : replace_table_token_8_th 32 year ended december 31 , 2015 compared to year ended december 31 , 2014 c onsolidated r esults revenues . on a consolidated basis , revenue decreased $ 14.4 million , or 1.7 % , to $ 825.3 million for the year ended december 31 , 2015 compared to $ 839.7 million for the year ended december 31 , 2014 . story_separator_special_tag the increase in gtb segment revenues is primarily a result of : a $ 49.5 million , or 15 % , increase primarily in oem north american md/hd truck revenues ; a $ 2.2 million , or 3 % , increase in aftermarket revenues ; a $ 3.9 million , or 13 % , increase in oem bus revenues ; and a $ 5.3 million , or 13 % , increase in revenues from other markets . in 2015 , the classification of some sales by end market were changed for certain customers . these classification changes were applied to prior periods above to conform to current year presentation . gross profit . gtb segment gross profit increased $ 21.9 million , or 36.8 % , to $ 81.4 million for the year ended december 31 , 2014 from $ 59.5 million for the year ended december 31 , 2013 . included in gross profit is cost of revenues which consists primarily of raw material and purchased component costs for our products , wages and benefits for our employees and overhead expenses such as manufacturing supplies , facility rent and utilities costs related to our operations . cost of revenues increased $ 39.0 million , or 9.4 % , as a result of an increase in raw material and purchased component costs of $ 31.7 million , salaries and benefits of $ 4.7 million and overhead of $ 2.6 million . as a percentage of revenues , gross profit increased to 15.2 % for the year ended december 31 , 2014 from 12.6 % for the year ended december 31 , 2013 . the increase in gross profit resulted from the increase in sales volume as well as non-recurrence of machinery and equipment and it asset impairments incurred in 2013 amounting to $ 2.7 million . this was offset by closure costs of $ 1.3 million associated with our tigard , oregon facility and an impairment charge of $ 0.8 million resulting from the sale of our norwalk , ohio facility . selling , general and administrative expenses . selling , general and administrative expenses consist primarily of wages and benefits and other overhead expenses such as marketing , travel , legal , audit , rent and utilities costs , which are not directly or indirectly associated with the manufacturing of our products . gtb segment selling , general and administrative expenses increased $ 0.9 million , or 3.0 % , to $ 28.9 million for the year ended december 31 , 2014 from $ 28.0 million for the year ended december 31 , 2013 . the increase in selling , general and administrative expenses is primarily the result of additional spending incurred in 2014 to support enhancements in the manner to which we go to market . global construction and agriculture segment results 36 replace_table_token_12_th revenue . gca segment revenues increased $ 34.4 million , or 12.1 % , to $ 317.2 million for the year ended december 31 , 2014 from $ 282.8 million for the year ended december 31 , 2013 . the increase in gca segment revenue is primarily a result of : a $ 24.7 million , or 17 % , increase in north american oem construction revenue ; a $ 4.4 million , or 210 % , increase in agriculture revenues ; and a $ 5.4 million , or 4 % , increase in revenues from other markets . in 2015 , the classification of some sales by end market were changed for certain customers . these classification changes were applied to prior periods above to conform to current year presentation . gross profit . gca segment gross profit increased $ 5.2 million , or 21.4 % , to $ 29.6 million for the year ended december 31 , 2014 from $ 24.4 million for the year ended december 31 , 2013 . included in gross profit is cost of revenues which consists primarily of raw material and purchased component costs for our products , wages and benefits for our employees and overhead expenses such as manufacturing supplies , facility rent and utilities costs related to our operations . cost of revenues increased $ 29.1 million , or 11.3 % , as a result of an increase in raw material and purchased component costs of $ 23.5 million , salaries and benefits of $ 1.2 million and overhead of $ 4.4 million . as a percentage of revenues , gross profit increased to 9.3 % for the year ended december 31 , 2014 from 8.6 % for the year ended december 31 , 2013 . the increase in gross profit resulted from the increase in sales volume , partially offset by foreign currency exchange transaction impacts of $ 1.0 million . selling , general and administrative expenses . selling , general and administrative expenses consist primarily of wages and benefits and other overhead expenses such as marketing , travel , legal , audit , rent and utilities costs , which are not directly or indirectly associated with the manufacturing of our products . gca segment selling , general and administrative expenses increased $ 2.6 million , or 13.6 % , to $ 21.9 million in the year ended december 31 , 2014 from $ 19.3 million for the year ended december 31 , 2013 . the increase in selling , general and administrative expenses primarily resulted from the increase in additional spending incurred in 2014 to support enhancements in the manner to which we go to market . liquidity and capital resources cash flows our primary source of liquidity during the year ended december 31 , 2015 was cash generated from the sale of our various products to our customers throughout the year . we believe that cash from operations , existing cash reserves , and availability under our revolving credit facility will provide adequate funds for our working capital needs , planned capital expenditures and cash interest payments through 2016 . however ,

net cash used in financing activities was $ 16.0 million for the year ended december 31 , 2015 compared to $ 0.5 million provided by financing activities for the year ended december 31 , 2014 , and $ 0.9 million used in financing activities for the year ended december 31 , 2013 . the increase in net cash used in financing activities for the year ended december 31 , 2015 primarily resulted from the redemption of $ 15 million of our 7.875 % notes . the net cash provided by financing activities for the year ended december 31 , 2014 resulted from loan proceeds taken against our life insurance policies to fund deferred compensation payments 37 totaling $ 1.0 million . the net cash used in financing activities for the year ended december 31 , 2013 primarily related to the surrender of common stock by employees upon vesting of their restricted stock . as of december 31 , 2015 , cash held by foreign subsidiaries was $ 25.8 million . if we were to repatriate any portion of these funds back to the u.s. we would accrue and pay the appropriate withholding and income taxes on amounts repatriated . we do not intend to repatriate funds held by our foreign affiliates , but rather intend to use the cash to fund the growth of our foreign operations . debt and credit facilities as of december 31 , 2015 , our outstanding indebtedness consisted of an aggregate of $ 235.0 million of 7.875 % senior secured notes due 2019 ( the “ 7.875 % notes ” ) . in addition , we had $ 2.5 million of outstanding letters of credit under various financing arrangements and $ 37.5 million of borrowing capacity under our revolving credit facility , which is subject to an availability block and minimum availability commitment . revolving credit facility on november 15 , 2013 , the company and certain of our subsidiaries , as borrowers ( collectively , the “ borrowers ” ) entered into a second amended and restated loan and security agreement ( `` second arls agreement '' ) with bank of america , n.a .


 Write a concise suspicious activity report of the following text delimited by triple backquotes. Return your response as a formal report which covers the key points highlighting the location,dates,entity names and account holder information in chronological order of the text.
     ```net cash used in financing activities was $ 16.0 million for the year ended december 31 , 2015 compared to $ 0.5 million provided by financing activities for the year ended december 31 , 2014 , and $ 0.9 million used in financing activities for the year ended december 31 , 2013 . the increase in net cash used in financing activities for the year ended december 31 , 2015 primarily resulted from the redemption of $ 15 million of our 7.875 % notes . the net cash provided by financing activities for the year ended december 31 , 2014 resulted from loan proceeds taken against our life insurance policies to fund deferred compensation payments 37 totaling $ 1.0 million . the net cash used in financing activities for the year ended december 31 , 2013 primarily related to the surrender of common stock by employees upon vesting of their restricted stock . as of december 31 , 2015 , cash held by foreign subsidiaries was $ 25.8 million . if we were to repatriate any portion of these funds back to the u.s. we would accrue and pay the appropriate withholding and income taxes on amounts repatriated . we do not intend to repatriate funds held by our foreign affiliates , but rather intend to use the cash to fund the growth of our foreign operations . debt and credit facilities as of december 31 , 2015 , our outstanding indebtedness consisted of an aggregate of $ 235.0 million of 7.875 % senior secured notes due 2019 ( the “ 7.875 % notes ” ) . in addition , we had $ 2.5 million of outstanding letters of credit under various financing arrangements and $ 37.5 million of borrowing capacity under our revolving credit facility , which is subject to an availability block and minimum availability commitment . revolving credit facility on november 15 , 2013 , the company and certain of our subsidiaries , as borrowers ( collectively , the “ borrowers ” ) entered into a second amended and restated loan and security agreement ( `` second arls agreement '' ) with bank of america , n.a .
```    
 Suspicious Activity Report : the north american class 5-7 production has steadily increased from 201,000 in 2013 to 237,000 in 2015. according to a january 2016 report by act research , north american class 5-7 production levels are expected to be relatively flat in 2016 at 233,000 and gradually increase to 273,000 in 2020. we believe the demand for north american class 5-7 in 2016 will be relatively stable . in 2015 , approximately 49 % of our revenue was generated from sales to north american md/hd truck oems . our remaining revenue in 2015 was primarily derived from sales to oems in the global construction equipment market , aftermarket , oe service organizations , military market and other commercial vehicle specialty markets . demand for our products is driven to a significant degree by preferences of the end-user of the commercial vehicle , particularly with respect to heavy-duty trucks . unlike the automotive industry , commercial vehicle oems generally afford the end-user the ability to specify many of the component parts that will be used to manufacture the commercial vehicle , including a wide variety of cab interior styles and colors , the brand and type of seats , type of seat fabric and color and specific interior styling . in addition , certain of our products are only utilized in north american class 8 market , such as our storage systems , sleeper boxes and privacy curtains , and , as a result , changes in demand for heavy-duty trucks or the mix of options on a vehicle can have a greater impact on our business than changes in the overall demand for commercial vehicles . to the extent that demand for higher content vehicles increases or decreases , our revenues and gross profit will be impacted positively or negatively . demand for our construction products is dependent on the vehicle production and demand for new commercial vehicles in the global construction equipment market and generally follows certain economic conditions around the world . our products are primarily used in the medium-and heavy-duty construction equipment markets ( weighing over 12 metric tons ) . demand in the medium-and heavy-duty construction equipment market is typically related to the level of larger scale infrastructure development projects such as highways , dams , harbors , hospitals , airports and industrial development , as well as activity in the mining , forestry and other raw material based industries . we believe there is a bias toward continuing softness in global construction and agriculture markets in 2016. we generally compete for new business at the beginning of the development of a new vehicle platform and upon the redesign of existing programs . new platform development generally begins at least one to three years before the marketing of such models 31 by our customers . contract durations for commercial vehicle products generally extend for the entire life of the platform , which is typically five to seven years . our long-term strategy our long-term strategic plan is a roadmap by product , geographic region , and end market to guide resource allocation and other decision making to achieve our long-term goals . to that end , we evaluated our opportunity to grow organically by end market . we currently believe we have approximately 5 % market share of the addressable global truck , bus , construction and agriculture end markets . accordingly , we believe we have significant opportunity to grow organically in our end markets . we evaluated our product portfolio in the context of this organic market growth opportunity and our ability to win in the marketplace . our core products are seats , trim and wire harnesses and our complementary products include structures , wipers , mirrors and office seats . we expect to realize some geographic diversification over the planned period toward asia-pacific . we also expect to realize some end market diversification more weighted toward the agriculture market , and to a lesser extent the construction market . we intend to allocate resources consistent with our strategic plan ; and more specifically , consistent with our core and complementary product portfolio , geographic region and end market diversification objectives . we periodically evaluate our long-term strategic plan in response to significant changes in our business environment and other factors . although our long-term strategic plan is an organic growth plan , we will consider opportunistic acquisitions to supplement our product portfolio , and to enhance our ability to serve our customers in our geographic end markets . strategic footprint we continuously review our manufacturing footprint to ensure we efficiently utilize our resources . in december 2015 , management announced a restructuring and cost reduction plan , which is expected to lower operating costs by $ 8 to $ 12 million annually when fully implemented as of the end of 2017. pre-tax costs associated with these actions , including associated capital investment , were $ 0.8 million in 2015 and are expected to be $ 6 to $ 8 million in 2016 and $ 4 to $ 6 million in 2017. the majority of these costs are employee-related separation costs and other costs associated with the transfer of production and subsequent closure of facilities . recently issued accounting pronouncements see note 2 to our consolidated financial statements in item 8 in this annual report on form 10-k for a description of recently issued and or adopted accounting pronouncements . consolidated results of operations the table below sets forth certain operating data expressed as a percentage of revenues for the periods indicated ( dollars are in thousands ) : replace_table_token_8_th 32 year ended december 31 , 2015 compared to year ended december 31 , 2014 c onsolidated r esults revenues . on a consolidated basis , revenue decreased $ 14.4 million , or 1.7 % , to $ 825.3 million for the year ended december 31 , 2015 compared to $ 839.7 million for the year ended december 31 , 2014 . story_separator_special_tag the increase in gtb segment revenues is primarily a result of : a $ 49.5 million , or 15 % , increase primarily in oem north american md/hd truck revenues ; a $ 2.2 million , or 3 % , increase in aftermarket revenues ; a $ 3.9 million , or 13 % , increase in oem bus revenues ; and a $ 5.3 million , or 13 % , increase in revenues from other markets . in 2015 , the classification of some sales by end market were changed for certain customers . these classification changes were applied to prior periods above to conform to current year presentation . gross profit . gtb segment gross profit increased $ 21.9 million , or 36.8 % , to $ 81.4 million for the year ended december 31 , 2014 from $ 59.5 million for the year ended december 31 , 2013 . included in gross profit is cost of revenues which consists primarily of raw material and purchased component costs for our products , wages and benefits for our employees and overhead expenses such as manufacturing supplies , facility rent and utilities costs related to our operations . cost of revenues increased $ 39.0 million , or 9.4 % , as a result of an increase in raw material and purchased component costs of $ 31.7 million , salaries and benefits of $ 4.7 million and overhead of $ 2.6 million . as a percentage of revenues , gross profit increased to 15.2 % for the year ended december 31 , 2014 from 12.6 % for the year ended december 31 , 2013 . the increase in gross profit resulted from the increase in sales volume as well as non-recurrence of machinery and equipment and it asset impairments incurred in 2013 amounting to $ 2.7 million . this was offset by closure costs of $ 1.3 million associated with our tigard , oregon facility and an impairment charge of $ 0.8 million resulting from the sale of our norwalk , ohio facility . selling , general and administrative expenses . selling , general and administrative expenses consist primarily of wages and benefits and other overhead expenses such as marketing , travel , legal , audit , rent and utilities costs , which are not directly or indirectly associated with the manufacturing of our products . gtb segment selling , general and administrative expenses increased $ 0.9 million , or 3.0 % , to $ 28.9 million for the year ended december 31 , 2014 from $ 28.0 million for the year ended december 31 , 2013 . the increase in selling , general and administrative expenses is primarily the result of additional spending incurred in 2014 to support enhancements in the manner to which we go to market . global construction and agriculture segment results 36 replace_table_token_12_th revenue . gca segment revenues increased $ 34.4 million , or 12.1 % , to $ 317.2 million for the year ended december 31 , 2014 from $ 282.8 million for the year ended december 31 , 2013 . the increase in gca segment revenue is primarily a result of : a $ 24.7 million , or 17 % , increase in north american oem construction revenue ; a $ 4.4 million , or 210 % , increase in agriculture revenues ; and a $ 5.4 million , or 4 % , increase in revenues from other markets . in 2015 , the classification of some sales by end market were changed for certain customers . these classification changes were applied to prior periods above to conform to current year presentation . gross profit . gca segment gross profit increased $ 5.2 million , or 21.4 % , to $ 29.6 million for the year ended december 31 , 2014 from $ 24.4 million for the year ended december 31 , 2013 . included in gross profit is cost of revenues which consists primarily of raw material and purchased component costs for our products , wages and benefits for our employees and overhead expenses such as manufacturing supplies , facility rent and utilities costs related to our operations . cost of revenues increased $ 29.1 million , or 11.3 % , as a result of an increase in raw material and purchased component costs of $ 23.5 million , salaries and benefits of $ 1.2 million and overhead of $ 4.4 million . as a percentage of revenues , gross profit increased to 9.3 % for the year ended december 31 , 2014 from 8.6 % for the year ended december 31 , 2013 . the increase in gross profit resulted from the increase in sales volume , partially offset by foreign currency exchange transaction impacts of $ 1.0 million . selling , general and administrative expenses . selling , general and administrative expenses consist primarily of wages and benefits and other overhead expenses such as marketing , travel , legal , audit , rent and utilities costs , which are not directly or indirectly associated with the manufacturing of our products . gca segment selling , general and administrative expenses increased $ 2.6 million , or 13.6 % , to $ 21.9 million in the year ended december 31 , 2014 from $ 19.3 million for the year ended december 31 , 2013 . the increase in selling , general and administrative expenses primarily resulted from the increase in additional spending incurred in 2014 to support enhancements in the manner to which we go to market . liquidity and capital resources cash flows our primary source of liquidity during the year ended december 31 , 2015 was cash generated from the sale of our various products to our customers throughout the year . we believe that cash from operations , existing cash reserves , and availability under our revolving credit facility will provide adequate funds for our working capital needs , planned capital expenditures and cash interest payments through 2016 . however ,

