Upload
harun-rasheed
View
248
Download
1
Embed Size (px)
Citation preview
7/25/2019 Mumbai's Dabbawala SCM
1/14
National Management Programme-28 / Energy Management 2015-16NMP-28/EM 2015-16
Term: IV (Jan-Mar 2016)
Management e!elo"ment In#tit$te - %$rgaon
Supply Chain Management&a#e-0'
M$mai aaalla*
II NameName
11 28NMP06 Arun Kumar R.
22 28NMP24 Md. Harun Rasheed
'' 28NMP41 Shubhajyoti Saha
++ 28NMP8 Rajee! Kumar
55 28NMP81 Shita" Mayaba #esaiPresentation Date:20-Jan-2016Presentation Date:20-Jan-2016
,&M&a#e Pre#entation
7/25/2019 Mumbai's Dabbawala SCM
2/14
Mumbai Dabbawalla-Inception
7/25/2019 Mumbai's Dabbawala SCM
3/14
ProcessCapabilities
7/25/2019 Mumbai's Dabbawala SCM
4/14
1
23
n4
1
23
n4
Individualhomes
Milkmanroute
Hub-Hubtransfers
Hub-spoketransfers
DABBAA!!AH S"PP!#CHAI$ D%SI&$
7/25/2019 Mumbai's Dabbawala SCM
5/14
Milkman 'oute
$ Fixation of weight and volume of tin's in a particular region based
on commute- mostl ccle
$ !ecision on time slots" deliver fre#uenc and maximum number of
$in's for a !abbawallah
$ !evelopment and evaluation of various route and dabbawallah
alternatives
$ %ontingenc plans- at least & redundant dabbawallahsHub-Hub transfer
$ peed of sorting the dabbas
$ (llocation of dabbawallahs for each grouping
$ )sing trains for transfer
Hub-spoke transfer$ !ecision on time slots based on location
$ *o of dabbawallahs to each oce+location based on volume
$ !evelopment and evaluation of various route and dabbawallahalternatives
ADAP(%D S"PP!# CHAI$ M)D%!S-!)CA(I)$ S('A(%
,aximum each" ,inimum $ime
7/25/2019 Mumbai's Dabbawala SCM
6/14
ource-open boo.publishers/com
7/25/2019 Mumbai's Dabbawala SCM
7/14
Infrastructure 'e*uirement
$ )se of ,umbai0s life line for ,umbai0s food line
$ )se of %cles" and carts- ow cost investments
$ (ssets are having ver low maintenance cost
$ )se of ublic spaces near tation for orting of $in
$ ow cost oces for administrative wor.
$ *o investment in $echnolog" *o other miscellaneous cost
(lmost ero 5 operating cost and ero 5 investment with ixsigma performance
7/25/2019 Mumbai's Dabbawala SCM
8/14
Baton 'elay + 'e,un,ancy check
,ultiple orting 6 %hec.points in place to avoid error
7/25/2019 Mumbai's Dabbawala SCM
9/14
$ %he &rou' stru(ture is a""o)ed *or inde'endent o'erations
$ +a(h &rou' is maintained its o)n 'oo" o* (ustomers
$ +a(h &rou' is a"so entire"y inde'endent to a(,uire ne) (ustomers
$ -t had no (entra"ied data ban/
$ %he %rust (ommittee dea"t on"y )ith those matters that the mu/adams
deemed ne(essary *or dis(ussion at the month"y meetin&.
$ #e(entra"iation ma/es (ohesion bet)een di**erent &rou's and o'erationa"autonomy 'ro!ide *o(us on de"i!ery e**e(ti!eness and im'ro!ement.
&roup Management
7/25/2019 Mumbai's Dabbawala SCM
10/14
uccess Factors!ow-Cost Deliery$%ustomi7ed charges for di8erent segments
'eliability$imited %ustomers$9or. 6 ive in %lans which leads to better co-ordination
Decentrali.ation
$:roup !ecisions were (utonomous$;wn ;perations so focus on e8ectiveness
Perceie, %*uality$
7/25/2019 Mumbai's Dabbawala SCM
11/14
F)$)< ;F !(==(9((
$ !icult for others to replicate the suppl chain networ. which useslocal trains
$ )ni#ue segment of customers preferring home food will sta in nearfuture
$ !abbawallas are alread exploring possibilit to use their networ. for
mar.eting- erfetti >an ,elle alread used to deliver samples of theirmango?i77
$ (lso the networ. is used for deliver of other products- alread having
a tie up with Flip.art and future group
$ ow income" high human labour" discouraged oungsters" reducingpreference for home food are all the future challenges faced b!abbawallas
7/25/2019 Mumbai's Dabbawala SCM
12/14
en.atesh"@ 9hat ou can learn from adabbawalla@" edi8/com
7/25/2019 Mumbai's Dabbawala SCM
13/14
7/25/2019 Mumbai's Dabbawala SCM
14/14
Structure an, Compensation(he (rust ha, a three-tier structureB $he *utun ,umbai $in =ox upplier%harit $rustC
$