Dabbawalas of Mumbai

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Information about Dabbawalas of Mumbai
Education

Published on October 10, 2012

Author: RajaPanchal

Source: slideshare.net

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

Thank You….

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