The Mumbai Dabbawala system has reliably delivered home-cooked lunches to office workers in Mumbai since 1890. Each day, over 130,000 lunchboxes are transported throughout the city using a unique system. Dabbawalas are organized into small, self-managed groups with flexible roles. Through simplicity, buffers, and strict adherence to their coded process, they achieve an extraordinary on-time delivery rate despite Mumbai's complex transportation system.

1. MUMBAI DABBAWALA’S
PRESENTED BY,
AUM SWASTIK PANDA
22BSPDD01C038
IBS, DEHRADUN

2. WHO IS DABBAWALLA ??
WHO DELIVER MEALS PREPARED IN
CUSTOMERS’ HOMES TO THEIR OFFICES AND
THEN RETURN THE EMPTY DABBAS
(METAL LUNCHBOXES) THE SAME DAY.

3. HISTORY OF DABBAWALLA’S
THE MUMBAI DABBAWALA SERVICE IS LEGENDARY FOR ITS
RELIABILITY. SINCE IT WAS FOUNDED, IN 1890.
THE DABBAWALAS IN THE CITY HAVE AN ASTOUNDING SERVICE
RECORD. EVERY WORKING DAY THEY TRANSPORT MORE THAN
130,000 LUNCHBOXES THROUGHOUT MUMBAI, THE WORLD’S
FOURTH-MOST-POPULOUS CITY.

4. MAJOR FEATURES

5. SWOT ANALYSIS OF DABBAWALA
Strengths:
Simplicity in organization with
innovative service
Coordination, team spirit, & time
management
Low operation cost
Customer Satisfaction
Low Attrition Rate
Weaknesses:
High dependability on local trains
Funds for the association
Limited Access to Education

6. Opportunities:
Wide range publicity
Operational cost is low
Catering
Threats:
Indirect competition is being faced from
caterers like Maharaja community
Indirect threats from fast foods and
hotels
Change in timings
Ticket restaurant

7. It has attracted worldwide attention and visits by Prince
Charles, Richard Branson, and employees of Dabbawalla.

8. OVERALL SYSTEM
THE DABBAWALAS HAVE AN OVERALL SYSTEM WHOSE BASIC
PILLARS
1) ORGANIZATION
2) MANAGEMENT
3) PROCESS &
4) CULTURE

9. ORGANIZATION DESIGN
How dabbawala works:https://www.youtube.com/watch?v=dX-
0el2wuEU&pp=ygUdbXVtYmFpIGRhYmJhd2FsYSBkZXNpZ24gdmlkZW8%3D

10. MANAGEMENT: A SELF-ORGANIZED
DEMOCRACY
THE DABBAWALAS ESSENTIALLY MANAGE THEMSELVES WITH
RESPECT TO HIRING, LOGISTICS, CUSTOMER ACQUISITION AND
RETENTION, AND CONFLICT RESOLUTION.
EACH DABBAWALA IS AN ENTREPRENEUR WHO IS RESPONSIBLE
FOR NEGOTIATING PRICES WITH HIS OWN CUSTOMERS.

11. CONTINUED….
WHEN SOMEONE WANTS TO JOIN A LOCAL DABBAWALA
GROUP, HE CAN JOIN VERY EASILY.
WORKERS WITH MORE THAN 10 YEARS OF EXPERIENCE
SERVE AS SUPERVISORS, OR MUQADDAMS.

12. PROCESS: SIMPLICITY, FLEXIBILITY, & RIGOR
FOR THE DABBAWALAS, HAVING THE RIGHT PROCESS IN PLACE
MEANS MORE THAN SIMPLY IMPLEMENTING EFFICIENT WORK
FLOWS.
IT ALSO INCUDES' THE WAY INFORMATION IS MANAGED, THE
USE OF BUILT-IN BUFFERS, AND A STRICT ADHERENCE TO
STANDARDS.

13. SIMPLE CODE

14. BUFFER CAPACITY
• EACH GROUP HAS TWO OR THREE EXTRA WORKERS WHO FILL
IN WHEREVER THEY ARE NEEDED, AND ALL MEMBERS ARE
CROSS-TRAINED IN DIFFERENT ACTIVITIES: COLLECTING,
SORTING, TRANSPORTING, FINANCE, AND CUSTOMER
RELATIONS.

15. CONCLUSION
• THE DABBAWALAS SHOW THAT WITH THE RIGHT SYSTEM, AN
ORGANIZATION DOESN’T NEED EXTRAORDINARY TALENT TO
ACHIEVE EXTRAORDINARY PERFORMANCE.
• THE DABBAWALAS, TOO, ARE FACING CHALLENGES AS THEIR
MARKET UNDERGOES A TRANSFORMATION. BUT WITH
JUDICIOUS ADJUSTMENTS TO THEIR FOUR PILLARS, THEY MAY
CONTINUE TO ACHIEVE AMAZING RESULTS.

16. THANK YOU FOR YOUR
PATIENCE LISTENING