Dabbawala

In this supply chain concept of dabbawalas the level of integration is situational and varies from process to process. Since there is no written agenda behind the boundaries of action of a dabbawala the process and its constraints can’t be strictly demarcated. But the business process links are well managed, even if there are some discrepancies, which can’t be avoided as mostly illiterates run this system. The focus is to identify the number of process links, which are to be managed effectively. The character of these links and the contextual setting affect the amount and the type of the relationships optimal for a focal organization. The emphasis is given for the closer relationships and partnerships that are implemented with key suppliers or customers in the case of large corporations. As companies focus on fewer suppliers, the vertical structure becomes narrower as in the case of dabbawalas. Managing all the relationships as partnerships would be time consuming for the organization. Supply Chain with many tier 1 customers or suppliers require much of the company’s resources and the limit the number of process links that can be integrated and closely managed. Different types of business process links can be identified: 1) managed process links, 2) monitored process links, 3) not managed process links and 4) non-member process links.

Managed Process Links

The process integration with the focal organization and the suppliers are decided by the managed process links. The Mumbai Metro Railway service forms the managed process link of the dabba distribution system. The bottleneck constraints for this process link are1) Weather, 2) Delay of train, 3) Strike in city and 4) Traffic problems. Here the system of dabbawalas can be compared with “service to order” and “just in time” philosophy. The Logistics service is rendered for the customers as and when required. The addition of a client is an ordered addition of the requirement. As and when the client enrolls for...