Supply chain presentation (Mumbai Dabba wala)

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Mumbai Dabbawala , case in view of Supply chain

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Supply chain presentation (Mumbai Dabba wala)

  1. 1. Dhrubaji Mandal -Dhrubaji Mandal -
  2. 2. • A Dabbawallah is a who supplies the homemade food to the person, Also known as Tiffinwala • Firstly It was started in 1890 in Mumbai with 20 Dabbawallah • Starting cost to client was 2 Anna now its Rs 250 per customer /Month • Working in small group for a decades however in 1954 they were united Together by forming simple cooperation . • Later in 1956 this cooperation was officially registered as a Charitable trust under Mumbai Tiffin box supplier charity trust • Currently as per 2003 data no of Dabbawallah has reached to approx 5142 serving customer around 175040 . • The Average literacy rate is 8th Grade Schooling • Time Taken is 3 hours
  3. 3. • Trust is cooperative body having 3 level management • The Governing council , its president secretary –Top Level • Mukadams ( Team leader /Supervisor) -Middle Level • Dubbawalah’s –Lower Level • Governing council holds meeting on 15th of every month which is attended by all 3 levels and here business policy and problems are discussed . • The Dabbawallah are in group of 20-25 Member supervised by 4 Mukadams • Trust Collect Rs 15 from each Member to maintain welfare fund , for which they provide various facility to its member like loan and others
  4. 4. • Organization Turnover is about Thirty Six Crores annually • Uninterrupted and on time service delivered even in occasions of bad weather and transportation/traffic problems • Dabbawalas are well used to the local areas where they are functioning and make use of short cuts to save time • No error in spite of lunch boxes changing hands six times • During the working hours, they do not take a break or rest and thus no slack is present in the system • They do not use vehicles which require fuel which makes them 0% Fuel reliant • They do not use any modern technology for carrying out the logistics • There are no disputes between the employees and no presence of any union • Unique organization with 99.99% rate of performance • Cost of Service per lunch box is standard price for all • Customer Satisfaction accounts 100% with utmost trust
  5. 5. • Flat Organization • No hire and fire rule • Community based requirement • Sharing Common benefits , Value , ethics • Following the strict discipline like dress code and no liquor consumption at work • Loyalty and trust in their monopoly • Training provided to the new joinees • Owner + Employee is the designation of each • Quarterly Meetings to discuss issues
  6. 6. • The first Dabbawalas Picks up dabba from homes and takes it to near Railway station • The second Dabbawalas sort out the dabbas at railway station according to their destination and put them in luggage carriage accordingly • The third one travels with the dabbas to the railway station nearest to the destination • The Fourth one picks up dabbas from the railway stations and drops them to each individual office • The Process is reversed in the evening with each dabba completing a distance of 60 -70 KM and changing hand and time . • Customer pay out 250 -300 for this service
  7. 7. • Surprisingly there is no use of Information systems or technology for their Supply chain . • A rigorous level of practice over the years has led them to follow for accurate supply chain management and time precision • Dabbawalas use cycles or go by foot to every household. The waiting time to collect a lunch box is maximum 2 minutes • Every Dabbawalas has to assemble at his/her reported collection point at sharp 9. 30 am • From these collection points they assemble at the nearest railway station which is the Aggregation point • The next mode of transport is the trains where the carriers containing lunch boxes are transported to the destination railway stations
  8. 8. • From every Destination station the dabbas are carried over carts, cycles and carriers to the destination zones which are given a specific number. • From these zones, the lunch boxes are carried to the offices or workplaces which reach by lunchtime. • From here the reverse process of delivering the empty lunch boxes back to homes starts. • All through the above process, there is no slack at any point of time • Traffic Jams, pedestrians, delays in train and signals do not stop the functioning. • The trademark white cap wore by these Dabbawalas are known to everyone including the police who don’t interfere in their process
  9. 9. ) CODING OF DABBAS 1-11 CHURCHGATE 12 MARINE LINES 13 GRANT Road 15 DADAR (WEST) 16 DADAR (EAST) 17 ANDHERI (EAST, WEST)
  10. 10. • Coding System is meticulously followed in order to avoid any mistakes involving interchange of lunch boxes, that is, wrong Tiffin box reaching the customer. • As given in the above Diagram, the Coding system can be explained as • BVI: Borivali, a suburb in Mumbai. This denotes the residential station • 9 RC 14: Code for Dabbawalas at destination. This user code is different for each customer • RC: Raheja Chambers, name of a building or office. • E: Code for Dabbawalas at Destination station. For example, E is a code for Nariman Point, Church gate. • Jain: Name/Surname of the customer
  11. 11. 9:30 AM- 10:30 AM 10:34AM-11:20AM 11:20-12:30PM 2:48-3:30PM 1:15 -2:30 PM 12:30 -01:00 PM 3:30-4:40PM
  12. 12. • No over-reliance on technology • Create an integrated performance chain • Acute visibility • Keep it simple. Real simple • Low Cost Delivery • Reliability • Low attrition rate • Decentralization • Suburban Railway Network
  13. 13. • Name in “GUINESS BOOK of World Records”. • Registered with Ripley's “ believe it or not”. • Invited for marriage of Hon. Prince Charles of England on 9th April, 2005 • Documentary called “Dabbawalas, Mumbai's unique lunch service” by two Dutch filmmakers in 1998. Documentaries made by : BBC ,UTV, MTV, ZEE TV, AAJ TAK, TV TODAY, SAHARA SAMAY, STAR TV, CNBC TV 18, CNN, SONY TV, TV TOKYO, NDTV. Invitations from : CII for conference held in Bangalore, IIML, IIMA, CII Cochin, CII Delhi, Dr. Reddy’s Lab Foundation Hyderabad, SCMHRD Pune, SCMHRD Nasik, Sadahana – Pune, Rotary Club – Bangalore, NIQR at Chennai CASE STUDY made by : ICFAI Press Hyderabad & Bangalore , Richard Ivey School of Business – Canada. Also, Included in a subject in Graduate School of Journalism University of California, Berkeley
  14. 14. • Team Work • Time Management • Innovation • Customer Relationship Management • Six Sigma • Logistic & Supply Chain Management
  15. 15. • Keep operational cost as low as possible • Keep capital investment bare minimum • Just serve your customer nothing else • Never deviate from your core competence • Do not over depend on technology • Cooperation inside, Competition outside • Commitment matters, Qualification Doesn’t • Know the implication of failure • Discipline is utmost important for success
  16. 16. THANK YOU

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