This document provides an overview of the Mumbai Dabbawala system through a presentation. It defines a Dabbawala as a person who collects, delivers, and returns lunch boxes for workers in Mumbai. It details that over 5000 Dabbawalas deliver over 200,000 lunch boxes daily across 70 km using bicycles and trains. The system has very low error rates and the Dabbawalas have operated for over 124 years with no strikes or legal issues, demonstrating it is one of the most efficient supply chain systems in the world.

2. Case Studies
Presentation by- Aditya Adhane 17301
Harvard

3. Index
• Definition
• Who areDabbawala’s?
• History
• Organization Structure
• Process
• Coding System
• Relay & Hurdle Race
• Setbacks
• Records
• Management Principle
• Conclusion

4. Definition - Wikipedia
• A Dabbawala; is a person in India, most commonly in
Mumbai, who is part of a delivery system that collects
hot food in lunch boxes from the residences of workers
in the late morning, delivers the lunches to the
workplace utilizing various modes of transport,
predominantly bicycles and the railway trains, and
returns the empty boxes to the customer's residence that
afternoon.

5. Who are Dabbawala's
• Mumbai Dabbawala is oneof the mostefficient SCM systems in
theworld
• More than 5000 Dabbawala’s
• More than 200,000 Dabba’sdelivered and returned everyday
• This worksout to 40 Dabba'sand approx. 60 kgs each
Dabbawalacarries.
• That's 120 tons of food Daily

6. Who are Dabbawala's
• Dabbachangesat least 6 hands before being delivered and same
while returning from journey
• Dabbacollection todelivery it takeapprox 3 to 4 hours
• Total area covered is approx 70kms
• Value added services - money,spectacles, keys aresometimes
sent through Dabba
• Standard price forall - weight, distance, space , theycharge
approx Rs.350 permonth

7. Who are Dabbawala's
• Each Dabbawala earns approx Rs.5000 to Rs.6000 permonth
• Diwali bonus is extra monthssalary
• Excluding the Mumbai Train service, all other modeof
transport are manual and no technology isused
• Theywould nevertell you the trains were late, they will
always deliveryour tiffin before the time.

8. History
• Started in 1890 - started with 1 Dabbawalaand 1 customer
• Charitable trust - registered in 1956, No Strike record since
1890
• Dabbawala business is 124 years old , No Police or court case
since 1890
• Average Literacy rate is 8th grade schooling and 50% are
illiterate
• The Dabbawala's are literate to the level of only
understanding alphabets and numbers.
• Average age of Dabbawala is 52 years , there is no retirement
age
• Many dabbawalla are 3rd generationinheritors

9. Organization Structure
• There are 800 Mukkadam’s
• Each Mukkadam has approx20
Dabbawala's reporting to him.
• The highest age Dabbawala isalways
the Mukkadam
President
1
Vice
President
1
General
Secretary
1
Treasurer
1
Directors
9
Mukkadam
800
Members
5000

10. Process
9.30 A.M-10.30A.M:- Pick up dabba from
Residence/Caterer and being it to Andheri
station.
10.34A.M-11.20A.M:- Journey in local train.
11.20A.M-12.30P.M:- Unloading and sorting
at destination station.
12.30P.M- 1.00P.M:- Delivery to respective
customers.
1.15P.M- 2.30P.M:- Collection of empty
dabba.
2.45P.M-3.30P.M:- Sorting at destination
station.
3.30P.M- 4.40P.M:- Returning dabba to
Resident/ Caterer.

11. Coding System
Error Rate - 1 mistake in 16 millionend
deliveries

12. Relay & Hurdle Race
• Unpunctual customer
• Physical distance
• Large number of Dabba’s
• Mumbai Traffic
• Crowded trains
• Multiple handovers
• Scattered pickup and drop offdestinations

13. Setbacks
• 1969 - Nationalization of Banks
• 1975 - 22 days of Railwaysstrike
• 1982 - textile mill workersstrike
• 1993 - serial bomb blast in Mumbai
• 2006 - Mumbai Floods
• 2008 - terrorist attacks in Mumbai

14. Records
• Record with Guinness Book of worldrecord
• Ripley's believe it ornot
• World record in best time management.
• No Alcohol Drinking during business hours.
• Wearing White Cap during business hours
• Carry Identity Cards

15. Management Principle
• Keep operational cost as low as possible
• Just serveyourcustomers, nothing else matters
• Customer is not King (Raja), theyare king of king
(Maharaja)
• Co-operation inside, competitionoutside
• Commitment matters, Qualificationdoesn't
• High salaryalone cannot retainemployees
• Flat organization, fastdecision

16. Conclusion
• Zero % Fuel
• Zero % technology
• 99.999999 % performance
• Zero % investments
• Zero% disputes
• 100% Satisfaction

18. Questions?