The document summarizes the history and operations of the Mumbai Dabbawalas. It discusses that the Dabbawalas have been delivering home-cooked lunches to office workers in Mumbai since 1890. It provides details on the Nutan Mumbai Tiffin Box Suppliers Association (NMTBSA) that oversees the operations, including employee numbers, areas served, and meals delivered daily. The document also outlines the Dabbawalas' coding system and includes examples. It performs a SWOT analysis and discusses the Dabbawalas' organizational structure and achievements, concluding that their low-cost and customer-focused model has achieved notable success.

2. Presented by-
Ekta Sharma
Hemant Gaur
Himani Panwar
Rajan Chhangani
Shubham Jain
Founder - Mahadeo Havaji
Bachche
Founded - 1890

3. Raghunath Medge(left)
Ganganath Talekar

4.  History of Mumbai Dabbawalas.
 What is NMTBSA?
 SWOT Analysis
• Strength
• Weakness
• Opportunities
• Threat
 Organizational Structure.
 Coding system of Dabbawalas.
 Examples of Tiffin codes.
 Achievements.
 Conclusion.

5.  Mumbai Dabbawala carrying and
delivering freshly made food from home
in lunch boxes to office workers.
 Dabba – Box
 Started in 1890 under British rule
125 years old and recognized as the best
case of network management in the
world even by the management gurus
and growth.
Highly specialized trade

6. NMTBSA
(NutanMumbaiTiffinBoxSuppliersAssociation)
• History
• Charitable trust
• Average literacy rate
• Total area coverage
• Employee strength
• No. of tiffins
• Time taken
• Started in 1880
• Reg. in 1956
• 8th grade schooling
• 60 kms
• 5000+
• 200000
• 3 hrs
 4,00,000 transactions every day.

7. Team work, discipline, honesty.
Time management, ownership and pride in
the work.
Customer satisfaction, low operational
cost.
Process consistency, service commitment.
Satisfaction of team members
Financial independence for the small group
of Dabbawalas.
1. STRENGTH

8. 2. WEAKNESS
Highly dependent upon Mumbai local
trains.
Limited access to education limits
diversification of members to other
business/jobs.
Limited fund for the association limits the
governing body to implement welfare
schemes.

9. 3. OPPORTUNITY
Tie up with caterers to serve variety of meals i.e.,
diet food, Chinese, continental food, food for
fasting.
Expanding network in other cities.
 Generating revenue by promoting other brands.
 Diversification by offering miscellaneous services
like Courier, Rail/bus ticketing etc.
Booking of service through internet and SMS.
Opportunity of expansion of service on the
routes of Mumbai Metro.

10. 4. THREAT
Flexi timing/ work from home culture.
During high alerts in the city they have to
face a lot of problems in getting their self
and all the lunch boxes checked so this
creates problem and also the time is being
wasted.
Catering services offering Tiffin services.
Paper food vouchers and smart cards.

11. President
Vice President
General Secretary
Treasurer
Directors (9)
Mukadams (800)
Members (5000)

12. VLP : Vile Parle
(Suburb in Mumbai)
9EX12 : Code for Dabbawalas
at Destination
E : Express Towers
(Building Name)
12 : Floor No.
E : Code for Dabbawalas at
Residential Station
3 : Code for Destination Station
(E.g.. Narima Point )
Coding :-

14.  ISO 2000 Certificates to Dabbawalas
 Six Sigma Certification by Forbs group
 Outstanding service organization awarded
by NIQR
 Marketing through Dabbawala many T.V.
Channels and newspaper

15.  It keeps operational cost as low as possible.
 It keeps capital investment bare minimum &
give first priority to customers because they
think that customer is not the Raja but
Maharaja.
 Deviation from your core competency can
reduce focus and affect current sales and
profits negatively.
 Technology is to support business and
business is not there to support technology.
 There is flat organization.