Published on October 10, 2012
Kajal Kumari 32074 Pankaj Kela 32082 Raja Panchal 32086 Swati Vashisth 32098 Sumit Saha 31110 Institute of Rural Management Anand (IRMA)Da b b a wa l l a h : O n -T i m e
Background A highly specialized trade that is over a century old and has become integral to Mumbais culture. The Dabbawallah originated in 188o when India was under British rule At present the main customers of the Dabbawallahs are the office goers in Mumbai 5000 individuals delivers around 130,000 dabbas to offices throughout Mumbai Takes advantage of Mumbai’s pioneering railway system
Customers Difficult for office goers to carry dabbas in overcrowded trains Dabbas give the working class an option to have home cooked and healthy food A bond of trust between the customers and Dabbawallahs Affordable for consumers, punctuality id the key Word-of-mouth for acquiring new customers
Organisation Structure Three tier structure: Executive committee Mukadams Dabbawalas Executive committee involved in overseeing the functioning of the entire system Mukadams act as supervisors to a loosely coupled group of of about 25 members and help in troubleshooting disputes and oversee coding, sorting , loading- unloading, collection and payments Dabbawallahs are responsible for collecting dabbas and returning to their respective homes
Operations Extensive railway system enabling a centipede like delivery system Hub n Spoke distribution system, railway station sorting and distribution points (hubs), with delivery routes as spokes Coding system Cross Trained Particular notion of customer service (serving food is like serving god)
Hub-n-spoke Model ofdistribution
A day in life of Dabbawallah
Dabbawallah Chain link System RailwaySame Clan Recruitment Bicycle Transportation & CartsReferences Uneducated Employee Flat Motivation & Organisa Grievance tion Handling Color Coding Structure Sorting time Customer Swift Commitme Redressal nt
Weak-links in the chain-link ofDabbawallahs Each Dabbawalla can carry a maximum of 30-35 dabbas per day. This limits that maximum revenue that can be earned at the given charges Synchronization of new customers
Replicability of the system The fit between the different activities locks out imitators • Extensive Mumbai sub-urban railway network • Longitudinal geography of the region • Working population demographics • Shared value-system in the work force
Chain-link system <=> Genericvalue chain Both the systems require clear understanding of the activities and the under-lying linkages Both focus on achieving operational efficiency through integration of activities Chain-link system gives scope for understanding empirical relations between activities Generic value chain consists of well-defined activities across organizations
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