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Company's name
Who is managing the relationship
1. Company description
Overall description of company activities
Total revenues
Breakdown of revenues in main activity areas
Chair or CEO bio
Company champions' bio
Established in 1945, Mahindra and Mahindra is the flagship company of the Mahindra Group, with annual revenues o
companys core automotive and farm equipment business is comprised of the farm equipment sector which realized g
34,820 Cr.) in FY2012, up 34% from FY2011. Mahindra and Mahindras Farm Equipment Division is a top-selling glob
sales of 236,666 tractors in FY2012, an increase of 10% from FY2011 and has a presence in more than 40 countries
than 1,000 dealers worldwide. In the Indian market, Mahindras market share is 41%. Mahindra and Mahindra entere
2010-2011 after acquiring of a 38% stake in EPC Industries Limited, one of the leading micro-irrigation companies in
manufactures tractors at four state-of-the-art plants in India, two in China, three in the US, and one in Australia, groun
agricultural hubs. Mahindra has over 1000 dealers, with widespread distribution across India.
Revenues
Total revenues
FY2011-12
US$15.4 billion
FY2012-13
Breakdown of revenues of key Action Platform focus areas latest available year
Areas
2011-12
Farm equipment
US$6.4 billion
ny activities
le year
Bios
Ashok Sharma Chief Executive - Auto and Farm Strategy, Agri and Allied Business
Mr. Ashok Sharma is the CEO for Auto and Farm Strategy, Agri and Allied Business at Mahi
and business excellence in the auto and farm businesses, agribusiness, engine application
Division of Mahindra in 1998 as General Manager, Sales. He has made significant contribut
business excellence. More recently, he has played a key role in expanding Mahindra's agrib
Mahindra in 1998, he was with Godrej & Boyce, Videocon International, and Daewoo Electr
has Bachelors in Mechanical Engineering from VJTI Mumbai and a Masters in Managemen
Anirban Ghosh, Vice President, Strategic Planning and New Business Development, Farm
Mr. Ghosh is the Vice President, Strategic Planning and New Business Development at Ma
Hewlett-Packard Division, Blue Star Ltd in 1987 and worked for Modi Xerox a few years lat
Mahindra Ltd in 1999, and has handled various positions in Sales, Marketing and Strategy.
2009. Mr. Ghosh has been a Board Member of the Association of Equipment Manufacturer
experience. He has been the visiting faculty and guest lecturer at IIM Ahmedabad, IIM Indo
among others. He has also been a member of the Board of Marketing Studies, NMIMS, Mu
Jadavpur University, Kolkata and was in the Fellow Program at IIMA
Shyam Sundar Vembar is Vice President for Agribusiness at Mahindra and Mahindra Ltd.
he held positions as Chief Executive Officer of Monsantos Vegetable Seed Division. Direct
International marketing lead and country head of Indonesia, as well as a variety of other ma
Hindustan Unilever where he managed sales and brands. He has an MBA from the Indian
Engineering from the National Institute of Technology, Tiruchirappalli.
Mr. Vikram Puri is the Chief Executive Officer of Mahindra Shubhlabh Services Ltd., a branc
management positions in several companies engaged in the production and marketing of ag
ventures with Asian and European companies in both horticultural and biotechnology, aimed
Asian Markets. Mr. Puri holds a Masters of Science in Agriculture (Plant Breeding & Geneti
Management degree from the Indian Institute of Management, Ahmedabad (IIMA). He has re
Sweden and Holland. With over 27 years of experience in agricultural inputs, plantation man
led Mahindra Agribusiness to emerge as the leading fresh grape exporter to Europe.
Agri and Allied Business at Mahindra & Mahindra, where he is responsible for strategy
agribusiness, engine application and spare business units. He joined the Farm Equipment
He has made significant contributions in the areas of strategic planning, quality and
ole in expanding Mahindra's agribusiness and Powerol operations. Before joining
International, and Daewoo Electronics with positions in sales and marketing. Mr. Sharma
bai and a Masters in Management Studies from Jamnalal Bajaj.
New Business Development at Mahindra and Mahindra Ltd. Mr. Ghosh began his career with
ed for Modi Xerox a few years later. He joined the Farm Equipment Sector, Mahindra and
in Sales, Marketing and Strategy. He was the President of Mahindra USA Inc. from 2007 to
ciation of Equipment Manufacturers, USA and has extensive teaching and academic
cturer at IIM Ahmedabad, IIM Indore, Mudra Institute of Communications and Advertising
of Marketing Studies, NMIMS, Mumbai. Mr. Ghosh earned his BE in Electrical Engineering from
am at IIMA
at Mahindra and Mahindra Ltd. Prior to this position, Mr. Vembar worked at Monsanto where
s Vegetable Seed Division. Director of Global Business Development in the same division,
ia, as well as a variety of other management positions. Mr. Vembar started his career at
. He has an MBA from the Indian Institute of Management, Calcutta and a B Tech in Chemical
uchirappalli.
Shubhlabh Services Ltd., a branch of Mahindra and Mahindra. Mr. Puri has held senior
he production and marketing of agricultural inputs and outputs. He has launched joint
cultural and biotechnology, aimed at delivery of products to the Indian and South East
iculture (Plant Breeding & Genetics) from the Punjab Agricultural University, and a
ent, Ahmedabad (IIMA). He has received specialized training in process technology from
agricultural inputs, plantation management, horticulture and agri-biotechnologies, Mr. Puri
grape exporter to Europe.
Contact information
ASHOK SHARMA may be reached at:
SHARMA.ASHOK@mahindra.com | +91 98920 62832 | Farm Equipment
sector, 5th Floor, EPU Building, Gate 4, Akurli Road, Mumbai, India
Contact information
ANIRBAN GHOSH may be reached at:
Ghosh.Anirban@mahindra.com | +91 22 6648 31 80 | Farm Equipment
sector, 5th Floor, EPU Building, Gate 4, Akurli Road, Mumbai, India
Contact information
SHYAM VEMBAR may be reached at:
Vembar.Shyam@mahindra.com | +91 22 66483018 | Farm Equipment
sector, 5th Floor, EPU Building, Gate 4, Akurli Road, Mumbai, India
Contact information
VIKRAM PURI may be reached at:
PURI.VIKRAM@mahindra.com | + 91 022 6648 3016 | Mahindra & Mahindra
(Tractor Division)
Gate No.2, Akurli Road, Kandivili (E), Mumbai - 400 101
Established in 2000, Mahindra Shubhlabh Services Ltd. (MSSL) is the agribusiness arm of the Mahindra Group, a $6
multi-utility vehicles in India (2010). MSSLs mission is to integrate the agriculture value chain from agri-inputs to farm
commodities. MSSL provides products, services and knowledge needed to run productive farms, ranging from seeds
materials and distribution services. Initially, MSSL focused on standard field crops such as basmati rice, maize, barle
sunflower, and mustard. MSSL has since expanded operations to engage farmers in higher value crops including gra
gherkins, garlic, onions, potatoes and crops destined for the seed industry. At present, within the agri-inputs area, MS
related to seed potato, wheat, maize and sunflower seed, as well as a range of Agrochemicals. The company has es
centers in various parts of India and reaches 5,000 farmers in eight states.
MSSL leverages its relationship as an input supplier to establish mutually beneficial relationships with farmers. MSSL
contract farmers to meet the quality requirements for exports by signing a contract with specific quality standards. Fa
can access global markets and multinational supermarkets and gain awareness of the latest technologies for farming
extension officers. The farmers working as contract growers benefit from receiving higher gross margins due to highe
price risk due to minimum guaranteed price, and minimized production risks from infestation and weather changes du
MSSL. MSSL plays a crucial role in developing and maintaining value chains supporting the livelihoods of Indian far
s Ltd. (MSSL)
Farm Machinery
Source:
Date:
Related documents
Identifying Opportunities for Inclusive Business with Mahindra and
Farm Machinery
Related documents
Geographical footprint
Name
ALL INDIA
Andhra Pradesh
Arunachal Pradesh
Assam
Bihar
Delhi
Chhattisgarh
Goa
Gujarat
Haryana
Himachal Pradesh
Jammu and Kashmir
Jharkhand
Karnataka
Kerala
Madhya Pradesh
Maharashtra
Manipur
Meghalaya
Mizoram
Nagaland
Punjab
Odisha
Rajasthan
Sikkim
Tamil Nadu
Tripura
Uttar Pradesh
Uttarakhand
West Bengal
TOTAL number of states
Code
AP
AR
AS
BR
CT
GA
GJ
HR
HP
JK
JH
KA
KL
MP
MH
MN
ML
MZ
NL
PB
OR
RJ
SK
TN
TR
UP
UT
WB
Presence
(mark
with an X)
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
18
l footprint
Number of branches or
exclusive dealers
2
3
Type of company
Input suppliers
Financial institutions
Agro-entrepreneurs and producer
organizations
Karnataka
Source
in
Madhya Pradesh
Thank you for the interaction with the officials from Karnataka at ICRISAT on the occ
widespread productivity enhancement and in conjunction with the infrastructure being
done by Quality Consortium of India (QCI I may not have got the full form correct) i
good on-ground action in agriculture.
The Development Commissioner had a few specific questions for us and I can see yo
As a follow up to the meeting and in response to your questionnaire let me say that:
1.
Mahindra is strongly committed to the Bhoochetana PPP (8/10)
2.
The main roles we can play are:
a.
Providing end-to-end agronomy solutions without buyback (Agri-Doctor sim
b.
Providing end-to-end solutions with buyback for pulses and / or grapes if possib
c.
Manufacture of farm equipment that will enhance mechanization
d.
Implementation of watersheds and other water conservation solutions
e.
Drip irrigation
3.
Therefore our areas of interest are
a.
Extension and advisory services
b.
Supply of inputs
c.
ICT services
d.
Irrigation
e.
Farm Equipment
f.
Value Chain development (pulses / grapes)
4.
Choice of Districts
No preferences as of now. Will be guided by suitability for pulses / grapes. If these va
the districts offered by the State Government.
5.
The PPP should focus on fruits and vegetables / pulses / cotton crops w
farming on his land he will want input on other crops he is growing as well (lea
6.
Payment arrangements
a.
The experiment must not be in the CSR space and hence, at the minimum, the
results achieved. Result benchmarks must be pre-decided.
b.
The payment mechanism must not be cumbersome else the project will be stillb
c.
Individual companies should bite only as much as it can chew as the success o
covered.
7.
Participation in June
Only if arrangements are adequate. So some of the interventions will not happen in J
8.
Other companies
Important to have other companies with PPP experience and with productivity enhan
6.
Payment arrangements
a.
The experiment must not be in the CSR space and hence, at the minimum, the
results achieved. Result benchmarks must be pre-decided.
b.
The payment mechanism must not be cumbersome else the project will be stillb
c.
Individual companies should bite only as much as it can chew as the success o
covered.
7.
Participation in June
Only if arrangements are adequate. So some of the interventions will not happen in J
8.
Other companies
Important to have other companies with PPP experience and with productivity enhan
ch 12, 2013
om Karnataka at ICRISAT on the occasion of the Bhoochetana review. The program is a fantastic one in the space of
njunction with the infrastructure being created by the Bounteous Karnataka project and the co-ordination work being
ay not have got the full form correct) in Karnataka which I learnt about yesterday, the state is likely to see a lot of
cific questions for us and I can see you have incorporated them in the questionnaire.
without buyback (Agri-Doctor similar to Dr. Wanis concept of Farmers Friend used in Bhoochetana)
ck for pulses and / or grapes if possible in Karnataka
nhance mechanization
water conservation solutions
s)
tability for pulses / grapes. If these value chains are not possible then it will be guided by improvement potential in
getables / pulses / cotton crops where the farmer can earn more money. If the farmer practices mixed
er crops he is growing as well (learning from Agri Doctor pilot)
pace and hence, at the minimum, the costs of operation must be covered with additional returns being linked with
re-decided.
mbersome else the project will be stillborn and will not scale
much as it can chew as the success of the project will be in the results delivered and not in the area / farmers
the interventions will not happen in June.
perience and with productivity enhancement experience in the project, hence UPL, Jain.
pace and hence, at the minimum, the costs of operation must be covered with additional returns being linked with
re-decided.
mbersome else the project will be stillborn and will not scale
much as it can chew as the success of the project will be in the results delivered and not in the area / farmers
the interventions will not happen in June.
perience and with productivity enhancement experience in the project, hence UPL, Jain.
n the space of
on work being
ee a lot of
a)
potential in
s mixed
linked with
armers
linked with
armers
Date received:
Overall objectives
Key Measures under the shared value
platform and quantitative targets for
2020
A1.
Dec-12
A6.
B1.
B2.
50,000 agro-entrepreneurs
supported
B2.
B3.
B4.
Irrigation
Key measures under the shared
value platform and quantitative
targets for 2020
B7.
B8.
Farm equipment
Key measures under the shared
value platform and quantitative
targets for 2020
B11.
B12.
B14.
B16.
B17.
ommitment
Not known
Not known
Year
2012 Symposium
2013 Symposium
Symposium
Who from company participated
Vikram Puri, CEO, Mahindra ShubhLabh Services
Ltd.
Shyam Vembar, VP Agribusiness
Ashok Sharma, Chief Executive
Anirban Ghosh, VP
Steering Committee
Year
Who participated
Anirban Ghosh
Anirban Ghosh
Anirban Ghosh
Jul-12
Oct-12
Dec-12
Action Group
Value Chains
Producer Organizations
Agri-finance
Natural Resources
Subsistence to Commercial
Next Generation
Agri-finance
Meet
Activity
PPPs Expert Group
Inputs Expert Group
HBS Field Studies
Collaborations Meets
Date
eetings
Who from company participated
Gyaneshwar Tewari, General Manager
Anirban Ghosh
Shyam Vembar
Vinod Menon, Director General Manager
Anirban Ghosh
Vikram Puri, CEO
Shyam Vembar
Meets
Who from company participated