Tech Mahindra’s Sourcing and Procurement
Solutions
Leveraging Ariba On Demand Spend Management Suite
Copyright © 2013 Tech Mahindra. All rights reserved.
1
Agenda
Challenges, Trends and Business Imperatives driving Sourcing
Transformations
Our Solution
Sourcing Investments
Our Capabilities and Experience
Our Value Proposition
Challenges, Trends and Business Imperatives
driving Sourcing Transformations
Objectives of the Sourcing and Procurement Organization
To be successful, Procurement organizations must develop capabilities and allocate
resources effectively to manage across a wide range of critical processes
Strategic
Sourcing
Analyze
Demand
Analyze
Supply
Market
Develop
Sourcing
Strategy
• Sourcing process feedback
and improvements
• Sourcing opportunities
• Performance management
requirements
Supplier
Management
Monitor
Contract
Compliance
Price data
Service performance data
Off-contract spend data
Customer satisfaction levels
Process cost and
compliance data
• Purchasing trend data
Request
•
•
•
•
Contract commitments
Service level agreements
Process changes
Policy changes
Track
Evaluate
Measure Identify and
Evolve
Savings
Supplier
Customer
Address
Supplier
Capture Performance Satisfaction Leakage Relationships
•
•
•
•
•
Transaction
Management
Negotiate
Execute
Select
Terms and Supplier
Supplier(s)
Conditions Contracts
Order
Purchase
• Performance management
process
• Standard metrics
• Issue escalation support
Service
Track
Report
• Focused on reducing non personnel
cost base
• Periodic – typically every 1-5 years
• Selects supplier solutions and
negotiates contract terms and
conditions
• Ensures contract compliance
• Manages integration of new supplier
solutions and purchasing processes
• Identifies sourcing opportunities
• Supports continuous improvement
focus
• Ensures purchasing process transaction
efficiency
• Manages day-to-day supplier
relationship
• Addresses customer satisfaction issues
• Captures/reports transaction and
process information to support Strategic
Sourcing and Supplier Management
activities
Market Trends: The New Normal in Spend
Spend in Cloud Vs Spend under Management
You will operate with:




Fewer people,
Less infrastructure
Lower cost structure
Higher volatility & risks
Success will require:
 More agility
 Variable & flexible
operating models
 Greater responsiveness
and collaboration across
your value chain
Technology platform for automating and optimizing
commerce processes shared among trading partners
Community of pre-enabled trading partners to quickly
discover, connect, and collaborate
Capabilities to augment internal resources with alwayson category expertise and commerce services
Companies will increasingly rely on a technology-enabled business process where technology
and capabilities are managed outside their enterprise and where collaboration between various
parts of the value chain will become even more important.
Forces Driving Business: Voice of Customer
What are customers demanding and business drivers
 Improved operational efficiencies
 Enhanced business value
 Reduce sourcing and procurement
costs
 Increase spend under management
 Procurement Landscape rationalization
 Rationalize vendor base
 Address
unconventional
spend
categories Viz. Services, Packaging
and
Marketing,
Fuel
and
Energy,
Logistics and Travel
 Improve Contract Compliance
 Normalize
and
Improve
Spend
Visibility
Rapid, low-cost; low-risk deployment of supply management solutions and services
Significantly Cheaper Pay as you go model compared to behind the firewall solutions
Our Solution
Spend Management in Cloud
Tech Mahindra’s Sourcing Solution
Technology platform for automating and optimizing commerce processes shared
among trading partners
Community of pre-enabled trading partners to quickly discover, connect, and
collaborate
Capabilities to augment internal resources with always-on expertise and commerce
services
Ariba a leading provider of collaborative
business
commerce
solutions
and
provides the technology and community
platform
for
business-to-business
commerce, delivering the most efficient
and effective way for
Tech Mahindra a leading provider of
Spend Management Solutions brings in
capabilities and experience in Sourcing,
Contract
Management,
Procurement,
Invoice Management and Spend Analytics
services
Tech Mahindra’s Sourcing Solution
Virtual Center of Sourcing and Procurement Excellence – How it Works?
Review
Demand and
Supply
Strategy
TechM Consultant
– Client Location
Develop specifications and
Conduct Market Analysis
Evaluate Bids and Conduct
Negotiations
Implement, Savings and
continuous improvement
TechM BPO
TechM IPO China
Direct
TechM– Technology
+ In direct
Global Supply Base - Indirect
IPO India
- Direct
India Supply Base - Direct
Global supply base
Data Services
Transactional Procurement
Develop RFP and Solicit
Bids
China supply base
Client Sourcing &
Procurement Mgr
Procure -2-Pay Process
Outsourcing
Our Solution - Approach
Tech Mahindra team will utilize its proven Strategic Sourcing approach to address your
sourcing requirements
4 weeks
Review Demand and
Supply Strategy
Gather current
category spend
and volume
Review contracts
and commitments
2 weeks
6 weeks
Develop
Specifications and
Conduct Market
Analysis
Develop
RFP and
Solicit Bids
Create spec sheet
Draft RFI/RFP
Develop industry and
vendor overview
Distribute and
support supplier
questions and
responses
8 weeks
Evaluate Bids
and Conduct
Negotiations
Analyze responses
Vendor
negotiating/feedback
4 weeks
Implement
and Achieve
Savings
Draft Contract
Implementation
and Roll Out
Usually multiple rounds
Review forecasts or
major future changes
Identify demand
management
opportunities
Identify potential
opportunities
Develop target and
vendor list
Recommend sourcing/
negotiating
strategy
Develop scoring
and analytical
templates
Develop target
SLAs
Vendor
selected?
The timelines presented above are indicative . We
would need insights into the commodities being
sourced, current stage of vendor development,
technologies being used to source etc
Key Definitions & Understanding

“Project” means a specific sourcing project in a particular services or commodity category
initiated by Subscriber for Subscriber’s internal use and benefit, and can consist of any one
event or more related events

An “Event” include: (a) on-line auction, (b) sealed bid, (c) e-negotiation, (d) a RFQ, RFI, or
RFP, or (e) Quick Survey.

A Project will be counted for purposes of Usage Limits only in the Month in which
the Project is created within the Solution

A monthly Project cap is assumed and calculated at 5X the licensed User count.
 “User” means an individual Subscriber employee or contractor who is provided with access
to the Ariba Sourcing solution which permits the User to perform any activities and access
any functionality available to Subscribers on the Solution, and permits the User to receive
Enablement Services as described in the applicable Documentation.
 “Team Member” means an individual Subscriber employee or contractor who is provided
access to the Ariba Sourcing Professional solution to perform limited activities on the
Solution (contrasted with Users who are provided with access to additional functionality).
Team Members do not include suppliers or other third parties (other than Subscriber’s
contractors) interacting with Subscriber via the Ariba Sourcing Solution.
 The minimum Subscription Term for this package is three years.
Our Capabilities & Experience
TechM can bring together procurement and supply chain
competencies of multiple groups to maximize impact of Client’s
procurement transformation
Operations and Supply Chain Strategy
• Belgium-based management consultancy
specializing in Supply Chain and Logistics
• Experience in Supply Chain planning,
network
design
and
performance
improvement
• Around 65 Consultants
Business and Procurement Strategy
 A Chicago based Business Consulting
Group Company
• Deep
expertise
in
category
management, strategic sourcing and
Procurement
organization
transformation
 Around 50 Consultants
Sourcing Group
• 120 Procurement specialists based
primarily in China and India
• Multi-industry Procurement
expertise in Engineered Products
and Manufacturing Services
• Network of 300+ pre-qualified
suppliers
Procurement
Center of
Excellence
Procurement Operations Group
• India-based group providing
outsourced Procurement,
Customer Support, FAO and other
services to customers worldwide
• Expertise in Managed Procurement
Services
• 10000 + member group
Procurement Technology Services Group
 Over 10 years experience and more than 150
associates
 More than 5 million person hours of experience
 Partnered
with
best
of
breed
spend
management application providers like Ariba,
SAP SRM, Oracle, BasWare, Zycus
Sourcing Group Expertise: TechM’s International Sourcing and
Procurement offices in China and India
TechM
Program
management
Product sourcing
Component /
subsystem sourcing
Raw Material
sourcing
•
120 + Sourcing Engineers with Technology & Quality
Background - China and India
•
Sourcing worth > US $ 300 Mn / yr
•
20-25% savings on sourcing from China
•
Average of 6+ years experience from different industry
verticals
•
100% localization of resources with Bilingual skills
•
300+ qualified suppliers
Engineering
Change
Management
Labs
Qualification
Tech Mahindra’s broad range of categories expertise
Sample Areas of Competence
Direct Materials
Metals
–
–
–
and Plastics
Steel
Aluminum
Rare Metals
Machined Components
– Castings
– Extrusions
– Stampings
– Forgings
– Roll-forming
Plastics
– Polyethylene
– Polystyrene
Plastic
–
–
–
Components
Injection Molding
Compression Molding
Plastic Extrusion
Other
– Electronics/Embedded
Design
– Motors
– Pumps
– Tires
– Glass
– Gases and Chemicals
– Heat Treatment
– Paint
Indirect Materials
MRO
Pallets
Packaging
Utilities
Cleaning Supplies
Chemicals
Safety Supplies
Fasteners
Corporate & Overhead
Telecomm-Related
– Long-Distance / Local
– Cellular
IT-Related
– LAN/Desktop
– Data Centers
– PCs and Peripherals
Media/PR-Related
– Media Buying
– Public Relations
Overhead and Administrative
– Office Supplies
– Furniture & Fixtures
– Temp Services
Facilities-Related
– Security
– Signage
– Property Management
Professional Services
– Consulting
– Legal
HR and Benefits
– Pension
– Relocation
Tech Mahindra’s experience across Strategic Sourcing,
Technology and Procurement operations
Function
Representative Experiences


Strategic Sourcing



Technology


Low Cost Country
Sourcing





Procurement Process
outsourcing experience

For a leading provider to the Nuclear Industry, conducted comprehensive Strategic Sourcing
and Supply Management initiative for direct material and MRO categories
For a Large US based brewery company, helped establish Strategic Sourcing group , helped
source ingredients, marketing equipment , indirect material, and logistics Ocean Freight)
functions. Accelerated capture of savings, established and trained new organization, and
navigated regulatory issues. Savings exceeded $150 million.
For an RV manufacturer, conducted comprehensive manufacturing and spend assessment and
defined sourcing strategy for major commodities
For a leading steel manufacturer performed spend analysis and sourced MRO items resulting
in savings upto 10%
For a leading oil major in US currently support ing their global Ariba instances Level 1 functional
help desk, Level 2 production and Level 3 application support
For a Large Indian steel conglomerate implemented complete suite of Ariba spend
management solutions
For a Large Pharmaceutical company currently providing upgrade and application support
services
Helped qualify 3rd party plastics labs in China for US consumer major
Supplier qualification for an AutoTier 1 Electronics customer in China
LCCS for motors for a US based consumer durables major for their washing machines and
been able to source 1.5 Million motors worth $14.5 Million and helped save 10% on the spend
US based Truck OEM – Sourced finished goods from India – Savings 22% on TCO basis
For a large US based contract procurement provider provided procurement order processing
and RFQ processing support
For a large large US and UK based expense software provider supported their procurement
research, spend analytics and expense management processing support
Our
Proposition
Our Value Proposition
We work closely with our clients and leverage internal staff and build internal skills
Key Tech Mahindra Differentiators

Structure work and relationships around how clients want to be served. We almost always have a
client team who works alongside of us in order to build client experience. We firmly believe the clients
must own the sourcing process and lead all negotiations. We support the sourcing group and use our
expertise and tools to shorten the time to vendor negotiation and selection.

Leverage a repository of tools and methodologies that can help speed the process. These include:
- Category overviews and vendor profiles that can be used with clients
- Category sourcing strategies that can be used as a foundation for client specific opportunities
- Standard RFIs and RFPs for all the direct commodities (Auto Components, Metal Sheets, Castings,
Forgins, Fuel Cells, Wafers, Electrodes, Indirect goods and services categories etc that will provide
the baseline for Client’s RFPs

Employ seasoned professionals with a unique blend of sourcing and technical skills from across the
Mahindra family of companies. We can call upon our technical experts as necessary to speed the RFP
development process.

Provide the experience of blue-chip firms, but more flexibly and cost-effectively and deploy smaller,
more experienced teams than do other top-tier firms. The team serving customers has sourced these
services multiple times before and can shorten the time to RFP and to contracting
Sourcing Projects Key Activities and Deliverables
Sourcing Event Support Services - Work Breakdown Structure
Steps
Activity
Sub-activity
1 Supplier Research
TechM will provide Customer with an initial list of suppliers and a projectspecific RFX for use as a tool to understand suppliers’ capabilities
• Supplier Research will target the appropriate number of suppliers and
regions, based on the commodity being sourced and Customer’s unique
requirements within the following regions:
• Maximum of 5 suppliers will be targeted to receive the RFX event
2 Data Management
TechM will provide Customer with data and specification management
Execution
support for creating a data package that is comprehensive, commodityspecific, and logically lotted.
• Data Collection Template - TechM will provide a commodity-specific Data
Collection Template for Customer, explain the definition and relevance of
all fields, and advise Customer on how to populate the template.
• Data Collection – TechM will conduct regular meetings to facilitate this
stage.
• TechM will conduct up to three missing data reviews. The first review will
occur following TechM’ receipt of 90 percent of the requested
items/information. After each review, TechM will compile a detailed
‘missing data’ report.
• This service does not include collection by TechM of Customer’s data, for
example: pulling drawings/specs/prints from a Customer location or
repository; accessing and pulling information from Customer ERP, MRP,
or other data repositories; contacting incumbent or other suppliers to
collect tooling information or other data
Sourcing Projects Key Activities and Deliverables
Sourcing Event Support Services - Work Breakdown Structure
Steps
Activity
Sub-activity
3 RFX Creation and
• TechM will manage the RFI distribution, collection and verification for
Management
Customer
• Access to the project documentation
• Navigating through the project site
• Understanding the project timeline and key supplier steps
• Knowing the major project milestones
• Obtaining answers to all project-related questions
• When necessary, TechM will add an RFx Addendum that provides
information on TechM’s role in supplier coordination and instructions for
contacting TechM to ask questions
4
Auction and Price
Negotiations
• Supplier troubleshooting
• Surrogate bidding services
• Proactive supplier management
5
Project Close out
TechM will prepare a document for Customer that summarizes project
knowledge, such as the strategy employed, supplier responses, and other
information gained during the project. This document will be provided to
Customer in a standard TechM format. TechM will conduct a close-out call
to review results of the project.
A Case in Example- Strategic Sourcing @ Global Soft drink and
Beverage Company
e-Sourcing
 Strategic sourcing process using an
electronic tool
 Execute, expedite, support & optimize
sourcing
TCCC eSourcing Center of Excellence
(CoE)
 Established in 2003
 Part of the Global Procurement Best
Practices initiatives
 Implement best practices of eSourcing
and
 Gain Total Cost of Ownership benefits
using eSourcing
 eSourcing imperative at TCCC
 Develop procurement process
efficiencies
 Produce tangible cost savings
 Build a world class procurement
organization by 2006
 Implement best practices
A Case in Example: Tech Mahindra’s Role
• Part of The Client Company’s e-Sourcing CoE
team
• Consulting around Mindflow eSourcing suite &
Sourcing process
• Requirements gathering in consultation with
Category managers
• Mapping the requirements in Sourcing tool
• Suggesting suitable sourcing strategies, if
needed
• Training Category managers and Suppliers in
Sourcing
• End to End Event management (RFI / RFQ /
RFP / RA)
• Run what-if optimization scenarios (Business
Constraints) as needed by category managers
• Testing Sourcing application and suggesting
suitable enhancements
• Managed 150 events per year both on direct &
indirect
A Case in Example: EVENT SNAPSHOT
Juices
USD 500 mn
• Apple,
• Orange,
• Pineapple, etc
Recruitment Agency
(Reduced Cycle time 30%)
Meeting and Events
Planning
(Spend approx USD 25 mn)
Direct Spend
Cycle time
pressure
Freight
Sales & Marketing Equipment
•Spend approx USD 40mn •Spend approx USD 1bn
• Savings USD 4.8 mn
• Savings USD 50mn)
Indirect Spend
Indirect Spend
Client
Corporate
Consumers
Bottlers
and Mfg
Plant
Direct Spend
Ingredients• Caramel,
• Ascorbic,
• Salt, etc
Indirect Spend
Service
DCs
Indirect Spend
Customers
Indirect Spend
•Coolers,
Small Package Dist
•Truck,
•Spend approx USD 13 mn •Ocean Freight •Vending Machines,
• Fountain,
• Savings USD 1.2 mn)
•Payment Systems
Cycle Time
Pressures
Custom Specialty
Merchandise
(Reduced cycle time
by 30%)
Strategic Sourcing Framework
Define User
Requirements/
Specifications
“Profile” the
Commodity
Develop the
Sourcing
Strategy
Supply Agreements
Define Supplier
Metrics
Develop Metric
Tracking Process
Select
Suppliers
Transition
Collaborate with
Supplier on Perf.
Mgt
Negotiate &
Contract
Implement
& Monitor
Performance
Steady-State Agreements
and Supplier Management
Execute Supplier
Relationship Mgt.
Monitor Supplier
Performance
Workshop-Strategic Sourcing Process
Define User
Requirements/
Specifications
Identify
Stake holders
Identify
Requirements
Analyze
Requirements
Validate with
Stake holders
Profile the
Commodity
Spend
Analysis
Demand
Management
Build Total Cost
Model
Analyze Supply
Market
Develop the
Sourcing Strategy
Identify
Sourcing
Objectives
Analyze
Supplier
Perspectives
Develop
Sourcing
Strategies
Build a
Business Case
Validate/Gain
Approval
Select Suppliers
Identify all
potential
suppliers
Develop
Evaluation
approach
Develop
Supplier
shortlist
Engage
Supplier
Evaluate
Responses
Negotiate &
Contract
Negotiate
Supplier
Contract
Sign
Agreements
Implement
& Monitor
Performance
Sign
Agreements
1
Define User
Requirements/
Specifications
Identify
Stake holders
 Identify internal Stake
holders
 Identify who
determines the buying
criteria and
specifications.
 Identify who makes
the buying decisions.
Define User Requirements & Specifications
Profile the
Commodity
Identify
Requirements
 Interview stake
holders to collect
purchase
requirements,
criteria, and
specifications.
 Consolidate all
stake holder
requirements.
 Prioritize
requirements.
Develop the
Sourcing
Strategy
Analyze
Requirements
 Evaluate customer
requirements
 Assess criticality
and risks to business
in meeting the
requirements
Select
Suppliers
Negotiate &
Contract
Implement
Validate with
Stake holders
 Check findings
with relevant
stakeholders
 Agree on priorities
 Challenge
customers to
determine “needs”,
“wants” and “nice to
haves”
Objective – Definition, Validation and Freezing of Stake Holders Requirement
2
Define User
Requirements/
Specifications
Profile the
Commodity
Spend
Analysis
Define Data
Elements
Develop a data
collection process
Analyze data
across supplier,
category, customer
and other
dimensions
Develop the
Sourcing
Strategy
Demand
Management
Define
communication
Process of key
demand events to
procurement
Consensus
forecasting process
between procurement
and the customer
Monitor forecast
against actual spend
Profile the Commodity
Select
Suppliers
Build Total Cost
Model
Identify the different
cost components –
Product cost,
acquisition cost,
maintenance cost,
inventory carrying
cost, administrative
costs etc
Negotiate &
Contract
Implement
Analyze Supply
Market
Conduct Market
Research – key
players, trends
Supplier’s value chain
analysis
Analyze supplier –
customer bargaining
power. Apply
frameworks like
Porter’s 5 forces etc
Objective - Proactively develop global view of Demand & Supply Sources
3
Define User
Requirements/
Specifications
Identify
Sourcing
Objectives
Assess category
business impact –
category sourcing
matrix
Analyze sourcing
objectives
Profile the
Commodity
Analyze
Supplier
Perspectives
Analyze
attractiveness of
the buyer account
Understand
relative value of the
buyer’s business
Develop the
Sourcing
Strategy
Develop
Sourcing
Strategies
Review best
practices
Evaluate
applicability of
each sourcing
tactics
Select strategies
for each category
Develop Sourcing Strategy
Select
Suppliers
Build a
Business Case
Negotiate &
Contract
Validate/Gain
Approval
Assess the baseline
total cost of
ownership
Validate strategies
and business case
with stakeholders
Estimate the
improvement
potential
Gain approval from
senior management
and stakeholders on
the chosen strategies
& priorities
Document sourcing
opportunities
Implement
Objective – Freeze on a Sourcing Strategy Plan for Optimum Benefits
4
Define User
Requirements/
Specifications
Identify all
potential
suppliers
Profile the
Commodity
Develop
Evaluation
approach
Develop the
Sourcing
Strategy
Develop
Supplier
shortlist
Identify sources to
locate suppliers
Develop
framework
Obtain a list of all
possible suppliers
Determine
evaluation &
Review supplier
process criteria
data &
performance
expectations
Research and
obtain supplier
capability data
Evaluate
capabilities &
develop shortlist
Engage
Supplier
Select
Suppliers
Select Suppliers
Negotiate &
Contract
Evaluate
Responses
Receive and
Determine
compile supplier
methods to
engage suppliers responses
Draft the
RFQ/RFP
document to
exchange
information w/
suppliers
Check responses
for completeness
Organize data for
analysis
Evaluate data
Issue RFQ/RFP Summarize the
results
Objective- Holistically Evaluate various suppliers
Implement
5
Define User
Requirements/
Specifications
Profile the
Commodity
Develop the
Sourcing
Strategy
Negotiate
Supplier
Contract
Select
Suppliers
Negotiate & Contract
Negotiate &
Contract
Sign
Agreements
Develop negotiation
strategies & plans
Prepare for the
agreement award
Form negotiation teams & meeting
schedule negotiations
Conduct negotiations
(eSourcing, Reverse
Auctions)
Develop Negotiation
Feedback
Conduct meeting to make
final decision
Gain relevant approvals
Notify suppliers of award
decision
Sign agreement
Objective- Arrive at the best possible supply agreement
Implement
6
Define User
Requirements/
Specifications
Profile the
Commodity
Develop the
Sourcing
Strategy
Select
Suppliers
Implement
Negotiate &
Contract
Sign
Agreements
Develop transition
plan
Develop
communication plan
Manage risk
Objective- Arrive at the best possible supply agreement
Implement
Typical Strategic Sourcing Diagnostic Exercise
High Level Project Plan Approach – detailing stages, t
asks, milestones, benefits
Stage
1 – Classification of
Services and Products
2- Map Current Supply Base
3- Identify and Plan Efficiency
Opportunities
4-Implement Plan (phased)
5- Delivery (phased)
Objectiv
e
Define a structure to classify
Products and Services
Map current suppliers to the
defined classification structure
Analyse Supplier mix to identify
efficiency savings.
Prepare a delivery plan
Implement Contract Plan
Implement Supplier Adoption
Plan
Implement Contracts
Implement e-tools
Task(s)
Each Service Area to define a
two tier structure to classify
products and services
Merge service structures into
a common definition for
Products and Services
Sign off Structure
Review AP Supplier spend data
and map current suppliers to
product and services structure
Identify contracted suppliers
Identify non contracted
suppliers
Identify Strategic Suppliers
(dependency)
Identify “at risk” spend
Sign off mapping
Analyse ratio of suppliers within
each category to identify
opportunities for aggregation
Identify opportunities for
contracting of non-contract
spend
Identify opportunities to remove
maverick spend (compliance to
contract)
Identify opportunities for
transactional savings (ecatalogues, p-cards, e-invoicing)
Sign off plans
Develop specifications
Undertake tender exercise
Implement Supplier Adoption
Plan
oSeminars
oInterviews
oTraining)
Implement Contracts
Supplier Management
Implement e-tools
Benefits measurement
Benefits
Awareness & Understanding
of Products and Services used
by the Business
A defined common structure
for definition of products and
services
Understand the Supplier mix for
each product and service
Understand contracts in
operation
Understand non contract & non
compliant spend
Understand the dependencies
and risks within the supply chain.
Identify contract saving
opportunities
Identify transactional efficiency
savings
Prioritise Savings
Prepare Contracting plan
Prepare Efficiency Plan
(supplier adoption)
Develop Framework
Contracts
Supplier Adoption to e-tools
Benefit realisation
Target
4 Weeks
4 Weeks
2 Weeks
Dependent on 3
Dependent on 4
Thank you
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Copyright © 2013 Tech Mahindra. All rights reserved.
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Copyright © 2013 Tech Mahindra. All rights reserved.
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