mumbai dabawalla

7/24/2019 Mumbai Dabawalla

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By : Piyush

Manav

Mumbai DabawalA


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INTRODUCTION

Dabbawalla is a person in India, mostcommonly found in the city of Mumbai, whois employed in a unique service industry

whose primary business is collecting thefreshly cooked food in lunch boxes from theresidences of the oce workers, deliveringit to their respective workplaces andreturning the empty boxes back to thecustomers residence by using variousmodes of transport!


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HISTORY

It was the time when India was under the "ritishrule! "ritish people who came to the colony did notlike the local food! A #arsi banker employed aperson to bring home$made food to site of work!%is colleagues too liked this idea and started

availing this service! &tarted a lunch deliveryservice with about '(( men in ')*(!haritable trust registered in '*-. as /M0"&A

1/utan Mumbai 0in "ox &uppliers Association2 3it was being headed by president, 4aghunathMedge, who was assisted by a general secretary, atreasurer and a director! Almost they covered .($5( kms! 0otal strength of employees -(((, numberof dabbas 6,((,((( i!e! 17,((,((( transaction a


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APPROACHES FOR GOOD SUPPLYCHAIN MANAGEMENT:

SIX SIGMA PERFORMANCE: In '**), 9orbes:lobal maga;ine conducted a quality assurancestudy on the Dabbawalas< operations and gave it a&ix &igma eciency rating of **!******= theDabbawalas made one error in six milliontransactions! .$ &igma refers to a qualityimprovement and business strategy conceptstarted by Motorola in the >nited &tates in '*)5!

In statistical terms, .$&igma is the abbreviatedform of . standard deviations from the mean,which mathematically translates to about 8!7defects per million!


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DISCIPLINE:' 4eporting to duty on time!6 "ehave properly!

8 4espect the customers!7 /o alcohol drinking during business hours!- ?earing white cap during business hours!. arry identity cards!

LATEST MARKETING STRATEGY: Marketing pamphlets inthe @Dabba! &tar 0B hired the services of Dabbawalas todistribute the pamphlets of Amitabh "acchan anchored@C" reaching 6 lakhs Mumbaikars in ust 7 days!Maharashtra government propagates %IB awarenessthough Dabbawalas channel! ampaigns done for manycompanies in Mumbai! Dabbawalas are the fastest andmost economic method to reach the nook and corner ofMumbai! 0his brings additional earning for Dabbawalas!


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ORGANISATIONAL STRUCTURE !ORKING STYLE


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SUPPLY CHAIN: A collecting dabbawala, usually on bicycle,collects dabbas either from a worker


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CODING: Eunch boxes are usually marked in several waysF1'2 abbreviations for collection points, 162 colour code forstarting station, 182 number for destination station and 172

markings for handling dabbawala at destination, building andGoor! 0he dabbawalas have started to embrace technology,and now allow for delivery requests through &M&! A colour$coding system identiHes the destination and recipient!

"LP: Bile #arle 1suburb in Mumbai2# $EX%&: ode forDabbawalas at Destination, EX: xpress 0owers 1buildingname2, %&:

9loor no! E: ode for Dabbawala at residential station, ':


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UNINTERRUPTED SER"ICES: 0he service is almostalways uninterrupted, even on the days of severe weathersuch as monsoons! 0he local dabbawalas and populationknow each other well and often form bonds of trust!Dabbawalas are generally well accustomed to the localareas they cater to, and use shortcuts and other low proHleroutes to deliver their goods on time! &ince ')*(, when thedabbawalas formally came into existence, none of them

had ever gone on strike until 6('' when the membersdecided to head towards A;ad Maidan to support Anna%a;are in his campaign against corruption!

ECONOMIC ANALYSIS: ach dabbawala, regardless ofrole, is paid about eight thousand rupees per month! Jnemonths Diwali bonus from customers! 0he /ew Kork0imes reported in 6((5 that the '6-$year$old dabbawala

industry continues to grow at a rate of -L'( per year!Nero fuel, ;ero investment, ;ero modern


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S!OT ANALYSIS: STRENGTHS:

'2 '(( Achievements in$

O 0eamwork, discipline, honesty

O 0ime management

O Jwnership 3 #ride in work

O ustomer satisfaction

O Eow operational cost, processconsistency

O &ervice delivery of six sigma

O &ervice commitment 1/o strikesince inception2

O &atisfaction of team member

1due to low attrition2O 9ull proof delivery model

through color coding

O 9inancial independence!

O Pust in time approach

62 ( dependence upon$

O 9uel in last mile servicedelivery

O 0echnology related processcomplexities

O Investment


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!EAKNESS:

' %ighly dependent on Mumbai

local trains

6 Eimited fund Gow of theassociation limits the governingbody to implement welfareschemes

8 Eimited Access to ducation,

limit diversiHcation of members toother business obs

OPPORTUNITY:

' 0ie up with caterers to servevariety of meals i!e! diet food,hineseQcontinental food, food for

fasting6 Jpportunity on the expansion of

services on the routes of Mumbaimetro 3 "40&

8 :enerating revenue by promotionof other brands

7 xpanding networks in othercities

THREAT:

' 0hreats from fast food oints 3small restaurants

6 9lexi L timing R work from home

culture8 9ood courts at mall R mega

structures

7 atering services oSering tinservices

- #aper food vouchers 3 smartcards i!e! food plus by %D9

. JM#0I0J4&F 0he maorcompetitors of Mumbaidabbawala are Magic$o$meal,9ood plus by %D9, 9ast 9oodchains, restaurants, road$sidevendors, >dipi chain, food box

etc! ompetition is diSerent hereno manufacturing, onlydistribution!

Bu(# H)*+ ,))- . Th+ USP ),Da//a0a1a nu11i2+s (h+

(h3+a(4


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CONCLUSION:In this highly technologically advanced timeTdabbawalas are working absolutely withouttechnology! 0hey have an excellent supply chain,

despite the fact that they dont even know what itmeans! Most of the people working with them aresemi$literate but still they read the tin codecorrectly and deliver it! 0heir attitude of

competitive collaboration is equally unusual,particularly in India! 0heir excellent sense of deepcommitment, sense of work ethics andunparalleled time management system are best inplace!

mumbai dabawalla

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