This is what's engaging to the program to implement the solution. From summer 2016 onwards, ABB was looking for a partner to cover all aspects of the implementation. TCS had long lasting partnership also with ABB and strong manufacturing sector expertise. The purpose of the project was to implement an enterprise solution for end to end supply chain visibility and internal collaboration as well as inventory optimization, demand and supply planning and financial reconciliation. What we call cell phone operation planning, there was a global design across 4 ABB divisions, MTS,MTO,CTO,ETO for engineered product and manufacturer product business types to orchestrate all of that. TCS also accompanied ABB as far as the program management with adherence to ABB gate model and governance support. Once delivered, TCS also delivered functional and Technical Support transition from project to operations and business analysis. In order to secure the value is realized, I must say the solution built is ambitious at its mixes in a single tool end to end planning, optimization several business types by planning of opportunity analysis for demand planning in engineer to order products, attach rate planning for configure to order products and more traditionally inventory optimization for make to stock products. Last but not least, three tiers of factories needed to have a consistent end to end planning and resource optimization. This just built the backbone to integrate multiple systems feeding JDA 4 different Saps, CRM applications, configuration tools, PLM and global master data repository. When results for snop pilots are more medium term by nature, the inventory optimization stream value creation was impressive and almost immediate. Only three months after business usage, the targets of inventory reduction were exceeded with a stable customer service rate. Planner skills were obligated, management rules standardized across geographies and our resources were focusing more on analysis, simulation, decision making more than data gathering and crunching. As in the past, this helped a lot of the program to demonstrate the value to management and confirm the business case. TCS has been a great partner, showing resilience and providing the X-ray thought when needed. As far as leadership is concerned, in a decentralized organization like ABB, running a global program is always challenging. The TCS management demonstrated great leadership, in particular to make the most of ABB expert collective intelligence and align business representative under a global core design. This is now the strong foundation of future implementation in the group.