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Dabbawallahas of Mumbai

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History and Introduction Mumbai Dabbawala - carrying and delivering freshly

made food from home in in Dabba i.e. lunchbox to officeworkers

Managed by Nutan Mumbai Tiffin Box Suppliers Charity

Trust 5000 strong organization started with one employee in

1885

128 years old and growth 5-10% annually (NY Times-2007)

Mission is to serve customers on time

Three point success formula Timely delivery

Courteous attitude and behavior 

Understanding special needs of customer  ’

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Organizational Structure

Executive committee Elected after every 5 years Organized monthly

meetings Dealt with operational

issues Mukadam

Team lead of 5-8 Sorting, apprentice

training, maintaining

payment records, disputeresolution, client baseexpansion and customer satisfaction

Profit Center 

 Aggregation of 7-8Mukadams to form a group

VICE PRESIDENT

GENERAL SECRETARY

TREASURER

MEMBERS ( 5000 )

MUKADAMS

Executive

Committee of 13 Members

DIRECTORS ( 9 )

PRESIDENT

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Operations SC of Dubbawallahas

Pick up Dabbas fromResidence/Caterer 

Bicycle/pushcart drive tonearest suburban railway

station

Sorting according todestinations

Local train journey to hubs

Unloading and bundling atmajor hubs

Local train journey todestination

Unloading and sorting atDestination station.

Delivery to respectivecustomers.

Collection of Empty Dabbas

Sorting according todestinations

Local train journey to hubs

Unloading and bundling atmajor hubs

Local train journey to sourcestation

Unloading at source station

Returning Dabbas toResidence/Caterer 

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Operations Flow of operations

Hub1: Dadar 

Hub2 : Bandra

Hub3 :Andheri

2

3

7

4

5

6

Distribution

By Carriers

at lunchtime

To offices

Point of Aggregation

And Sorting

C DB

A E

Collection from home

1

Hub4 : Kurla

 A, B, C, D and E: Suburban source stations

1 to 9 : Destination stations

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Operations Delivery Code

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 AnalysisStrengths

1) Teamwork, honesty and discipline

2) Time management

3) Sense of ownership

4) Low operational cost

5) Customer Satisfaction6) No dependency on fuel, technology

and investment

Weakness

1) High dependence on local trains

2) Funds for association

3) Limited access to education

4) Limited scope s for members for diversification to other jobs

SWOT Analysis

Opportunities

1) Tie ups with caterers for variety of 

foods2) Opportunity of expansion on other 

routes with Metro and BRTS

3) Generation of revenue by promoting

other brands

Threats

(Impact on future business)

1) Shrinking customer base andcustomer loyalty

2) Fast food joints and small restaurants

3) Work from home culture/Flexi timing

4) Paper food vouchers and smart cards

like Food Plus by HDFC

5) Catering services offering Tiffin

services

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Performance Statistics

Six Sigma Performance Error of one in 16 million transactions (99.999999%

accuracy )

No technological backup to achieve this accuracy

Cost of service

200 to 300 per month

Varies as per time, distance, ease of collection and

destination

Turnover is Rs. 42 Crores annually

[1,75,000*200*12= 42 Crores]

Earnings per member is Rs.5000-6000

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Management Learning

Keep operational costs low

Keep capital investment bare minimum

Never deviate from your core competency

Just serve your customer and nothing else Built services around existing infrastructure

Commitment matters and not just the qualification

Know the implications of the failure

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References

http://www.dabbawala.in/ 

http://mumbaidabbawala.in/ 

Dr. Pawan Agarwal Speeches:

https://www.youtube.com/watch?v=EZVTZivWwbg  http://www.youtube.com/watch?v=N25inoCea24 

http://articles.timesofindia.indiatimes.com/keywor 

d/dabbawalas 

http://en.wikipedia.org/wiki/Dabbawala