1. Dabbawalas of Mumbai- Large Service Supply Chain

2. Leading without Suits and Ties Talks on Best Practices at CII, IIMs, IITs, companies Regularly sought by print media and electronic media Common queries –How do they recruit? –Working of incentive system with “equal pay for all”? –Do they know their clients? –Robustness of distribution channel? –Dealing with growth? –Competitors? –World is changing! Not dabbawalas?

3. Facts 2003: 5000 recruits, 175, 000 clients 350,000 deliveries 75 kms of public transport Failure: once in two months, one in 15 million Rs 380 million per annum

4. Structure Three tier structure: –Executive committee –Mukadams –Dabbawalas Role of Groups (a profit centre with 8 mukadams) Culture similarity of the staff Distinct local entity of dabbawalas –Known for reliability and work ethic –Helped by commuters

5. Distribution Network Baton relay system Hub and spoke arrangement No historical, theoretical legacy in the design No use of computer technology Coding system –Decentralized at the group level Workday schedule 30-35 deliveries (manageable) Sorting, loading and unloading at peak rush hours 4 handlings of a dabba in a day- coding essential

6. Distribution Network K-BO-10-19/A/15 Clients name is not even existing Easy coding scheme as the level of literacy is not very high

7. Operating Environment Competitors: Fast Food chains, restaurants and road-side vendors, Udipi chain etc. Competition is different: –NO MANUFACTURING, ONLY DISTRIBUTION

8. Success Factors Low cost delivery –Rs. 150 -200 Delivery reliability –Entrepreneurs, not employees –No strikes –Flat structure –Referrals from friends and relatives –No dilution of service culture

9. Success Factors Decentralization Perceived equality –Effort different, same remuneration Suburban Railway Network –Foodline of the city

10. Future Key concerns –Shrinking customer base and loyalty Loss of textile mill workers in 80s amd 90s Each group authorized to target new customers (school children etc.) –Lifestyle changes Not a major damage for the business –Workforce management Next generations do not seem to be greatly interested Not many incentives for good workers Not many disincentives wither (no firing)

11. Future Sales and Marketing reps of companies? –Approach Only for sample products, flyers Not for products with billing Want to keep meal delivery simple and manageable Replicate to other cities –Distribution network –Working population –Preponderance of long commuting times