Final Dabbawala Chennai - Services Management_1

VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR

A Feasibility Report on

Dabbawallas in Chennai

By:

Archit Mehrotra(09BM8012)

Balaji Murali(09BM8015)

Divyan Kavdia(09BM8017)

Piyush Padgil(09BM8037)

Rohit Khandelwal (09BM8042)

Ajeet Singh Kharra(09BM8062)

Ved Pal(09BM8077)


Table of Contents

EXECUTIVE SUMMARY .......................................................................................................3

DABBAWALLAS: AN INTRODUCTION ...........................................................................4

CHOICE OF CITY ....................................................................................................................4

CHENNAI: THE NEW DABBAWALLA‟S DESTINATION ...................................................... 5

VALUE PROPOSITION OF THE SERVICE ............................................................................. 5

CHALLENGES............................................................................................................................... 6

MAJOR COMMERCIAL AND RESIDENTIAL HUBS IN CHENNAI .................................... 6

ORGANIZATION STRUCTURE...........................................................................................9

ROLES AND RESPONSIBILITIES........................................................................................... 10

JOURNEY OF DABBAWALLA .......................................................................................... 10

CODING PROCESS............................................................................................................... 11

PRICING STRATEGY .......................................................................................................... 12

OTHER COSTS ........................................................................................................................... 13

SALARY ........................................................................................................................................ 13

REVENUE RECORDS ANALYSIS................................................................................... 13

HR ASPECTS .......................................................................................................................... 15

RECRUITMENT PROCESS ...................................................................................................... 15

PROS AND CONS OF THE PROCESS ................................................................................................... 15

TRAINING PROGRAM ............................................................................................................... 16

SERVICE RECOVERY TECHNIQUES .......................................................................... 16

TERMS AND CONDITIONS ...................................................................................................... 16

OTHER FEASIBLE SERVICES................................................................................................ 17

ANALOGY BEHIND SELECTION OF DRESS............................................................ 17

APPENDICES .......................................................................................................................... 18

APPENDIX 1: MAP OF SUBURBAN RAILWAY AND BUS NETWORK ........................... 18

APPENDIX 2: TRAIN TIMINGS................................................................................................ 19

APPENDIX 3: RAILWAYS FARE LIST .................................................................................... 22


EXECUTIVE SUMMARY

Dabbawaala‟s have long served as „Food line‟ of Mumbai. Can their model be

replicated elsewhere? Will such venture be successful and sustainable? We try to answer

these questions in this report. We have studied in detail if the dabbawaala can operate in

the city of Chennai. Chennai is a city which houses a broad range of industry and also

broad range of people. People with different gastronomical preferences. One canteen in a

company may not be able to serve to the needs of different people. Sure Dabbawaala‟s will

be a boon to the working class community in Chennai, But is this a feasible proposition?

For Dabbawaala‟s model to succeed there are few critical requisites:

1. Low cost Mass transit system

2. Demand for the service of dabbawaala‟s

3. A closely knit group of people.

Chennai has all of these, a good Local mass transit system, a huge demand for

Home cooked food served hot, and closely knit groups living in the slums of Chennai.

Through this report we have established that Chennai will be a very good place for the

dabbawaala‟s to expand and replicate the model followed in Mumbai.

The operation will begin in a phased manner. We would first start with highly dense

residential and commercial areas like avadi and ECR and then over a period of two or three

years expand our operations to cover the entire city of Chennai. The authors have also

attempted to develop a coding system for the dabbawaala‟s which will be useful in

collection, sorting and delivery of the tiffin boxes. The report also suggests pricing strategies

which will help in service penetration. Also the authors have explored peripheral business

that the dabbawaala‟s can do to augment their income.


DABBAWALLAS: AN INTRODUCTION

The Dabbawalla business was founded by Mahadeo Havaji Bacche who inaugurated

“The Nutan Mumbai Tiffin Box Suppliers Trust” with a handful of illiterate employees (100

men) and without any capital investment for lunch delivery. "Tiffin" was a nostalgic term

used by British for "light food". However, people call them Dabbawallas as they carry a

"Dabba" meaning "box". Almost 5000 Dabbawallas deliver and collect more than 200,000

lunch boxes very day, across the entire Mumbai (India). Nowadays, Indian businessmen are

the main customers for the Dabbawallas, and the service often includes cooking as well as

delivery.

Though the work sounds simple, it is actually a highly specialized trade that is over

a century old and which has become integral to Mumbai's culture. The most interesting fact

is that these people do not use any modern technology, yet they have never failed to deliver

the lunch boxes on time - irrespective of weather, riots, floods, etc. – with an error

coefficient of one in 16,000,000 boxes. This is more than Six Sigma - a quality that most

businesses strive to achieve.

A study conducted by Six Sigma concludes that excellent efficiency and reliability is

achieved by the Dabbawallas through competitive collaboration with team members and

efficient management of logistics.

CHOICE OF CITY

Out of the given Option between 6 cities for launching Dabbawalla

1. Hyderabad

2. Chennai

3. Bangalore

4. Delhi

5. Kolkata

6. Pune

We did a detailed study on the Transport Systems and Food Habits of all the cities

and came up with following analysis:


Chennai

Structured Suburban railways and Bus Network

Availability of Food variety is a problem

Residential Hubs are concentrated

Hyderabad

The Intercity Railway Network is sound but has limited access, Bus network is sound

Food availability is a problem but not to a very large extent

Residential Hubs are too spreaded

Kolkata

There is no Intercity railway network, Bus network is sound, metro rail connectivity is there but is limited

Food is easily and cheaply available in almost all business areas

The residential hubs are concentrated.

Bangalore

There is no Intercity railway and bus network is not so smooth


Pune

There is no Intercity railway and bus network


Delhi

Metro rail connectivity is there but it is not so meant for Dabbawalas

People are food lovers and loads of options are available

Residential Hubs are too spreaded

CHENNAI: THE NEW DABBAWALLA’S DESTINATION

Chennai is the capital city of the Indian state of Tamil Nadu. Chennai is the fourth

most populous metropolitan area and the fifth most populous city in India. Located on

the Coromandel Coast of the Bay of Bengal, Chennai city had a population of 4.34 million

in the 2001 census within the area administered by the Corporation of Chennai and an

extended Metropolitan Population of 6.5 million. The urban agglomeration of metropolitan

Chennai has an estimated population over 8.2 million people. The city is classified as

a Gamma+ World City.

Chennai's economy has a broad industrial base in the car, computer, technology,

hardware manufacturing, and healthcare industries. The city is India's second largest

exporter of software, information technology (IT) and information-technology-enabled

services (ITES). A major chunk of India's car manufacturing industry is based in and

around the city. Chennai Zone contributes 39 per cent of the State's GDP. Chennai

accounts for 60 per cent of the country's automotive exports.

Demographics - Chennai also has a large migrant population, who come from other

parts of Tamil Nadu and the rest of the country. As of 2001, out of the 937,000 migrants

(21.57% of its population) in the city, 74.5% were from other parts of the state, 23.8% were

from rest of India and 1.7% were from outside the country.

VALUE PROPOSITION OF THE SERVICE

1. Tiffin Delivery – to Commercial Hubs

2. Delivery On Time

http://en.wikipedia.org/wiki/States_and_territories_of_India

http://en.wikipedia.org/wiki/Tamil_Nadu

http://en.wikipedia.org/wiki/List_of_most_populous_metropolitan_areas_in_India



http://en.wikipedia.org/wiki/List_of_most_populous_cities_in_India

http://en.wikipedia.org/wiki/Coromandel_Coast

http://en.wikipedia.org/wiki/Bay_of_Bengal

http://en.wikipedia.org/wiki/Chennai_Corporation

http://en.wikipedia.org/wiki/World_city

http://en.wikipedia.org/wiki/Information_technology

http://en.wikipedia.org/wiki/Business_process_outsourcing


3. Other Potential Services – Tiffin Delivery for school children, For Advertising

Services, Provide Airtel Connections, Banking out of Lunch Box

CHALLENGES

1. Issue in Recruitment: There could be some cultural Issues in recruitment of

Dabbawalas.

2. There could be problem in getting support from state government for using railways

as transportation mode

3. Issue of Trust: There could be scepticism in customers mind about

others(Dabbawalas) carrying their food

MAJOR COMMERCIAL AND RESIDENTIAL HUBS IN CHENNAI

Major Industrial Areas

Ambattur-Padi Industrial Estate

Guindy Industrial Estate (also known as Thiru-Vi-Ka Industrial Estate)

The Old Mahabalipuram Road (developing as a commercial corridor)

Major Business Hubs

Chennai Trade Center

Anna Salai

Radhakrishnan Salai

Nungambakkam

Alwarpet

Praksam Road

M.G Road & Sardar Patel Road

Central Chennai areas: like Egmore, George Town, Royapettah, Triplicane

Major Residential Areas

Raja Annamalaipuram

Mylapore

Egmore

Adyar and Besant Nagar

Velachery

Tiruvanmiyur

Anna Nagar

Chromepet

http://chennai.clickindia.com/areas/egmore.html

http://chennai.clickindia.com/areas/georgetown.html

http://chennai.clickindia.com/areas/royapettah.html

http://chennai.clickindia.com/areas/triplicane.html


Porur

Vadalpalani

Nanganallur

Teynampet, Kotturpuram, Thyagaraya Nagar and Nungambakkam,

Tambaram

K.K.Nagar

MadiPakkam

STAGE 1-PLANNED HUBS (SUBURBAN RAILWAY STATIONS)

In the 1st Phase of launch of sevice, the following sub-urban railway stations are

being considered for various hub and spokes of the distribution system.

Nearest Stations for Residential Hubs

Tambaram

Chromepet

Guindy

Egmore

Velachery

Adyar

Besant Nagar

Thirumayilai

Thiruvanmiyur

Nearest Stations for Business Hubs

Avadi

Ambatur

Villivakkam

Loco Works

Perambur

Thiruvottiyour

Nandiambakkam

Gummidipundi

Sullupetta

Akkampet


ORGANIZATION STRUCTURE

The organization will be having a 3-tier structure with a Board of Directors, Team

Leads and Delivery Man. The basic operating unit is a team comprising of about 8 delivery

man headed by a team lead. A team lead is a person with enough experience as a delivery

man. A delivery man with about 6 years of experience and excellent service record will be

promoted as a team lead. The promotion will happen for the same service area in which the

team lead has been performing initially to allow him the time to settle in. After a couple of

years if need arises because of growth in, adding of new areas or need to accommodate rise

in rank of the junior delivery man to the post, the team lead can be transferred to another

area or another team in the same area. Five-Six teams usually servicing the same will form

a group and will appoint one group head from among the team leads of each team on a

rotating basis (2 years per person). The group head will report to the Directors of each zone

(4 zones).

The BOD will consist of 8 members which will be elected by the general body every

five years. The head of the BOD will be the president presiding over all the matters of the

Trust.

President

DirectorsGeneral

SecretaryTreasurer

Deputy President

Salahkar

Mukkadam (Team Lead)

1

Dabbawala1

Dabbawala2

Dabbawala 3

....Dabbawala

8


2.....


5


ROLES AND RESPONSIBILITIES

Dabbawala: Lowest level in the hierarchy, these are responsible for collecting and

delivering the Tiffins. The delivery men would be hired from low income slum

dwellers and trained for about 1 year before being awarded the permanent enclosure

in the trust.

Mukkadam: Delivery man promoted to the rank after 6-7 years. They would be

responsible for sorting of the dabbas daily. Other than that they would be involved

in other administrative services like handling client payments, resolving disputes,

and apprentice training and acquiring new customers.

Salahkar: A rotating head of about 4-5 teams from the same area responsible for

the group and acting as an interface between BOD and the Group.

BOD: Responsible for co-ordinating the activities of the group. Monthly meetings

would be held to preside over the agenda. These meetings would look into the

problems being faced by the Group and strategy for future.

o Directors: Four Directors, each per zone who will be the direct contact

between Group head and BOD.

o Treasurer: Responsible for handling the finances of the trust.

o General Secretary: Presiding over the daily operations of the trust.

JOURNEY OF DABBAWALLA

7 am – 9 am

•Begins the circuit. •Collection of Dabbas from customer. •In an hours time they collect 30 Dabbas and pass them on to next leg of relay race. •Next relay lap starts from local railway station

9 am – 11.30 am

•Postman sorting at station. •Wooden trays loaded in the compartment. •Special reserved compartment in trains. •Compartments contain 700-800 tiffins besides human. •Loaded and sorted at platform for area wise distribution

11.30 am – 12 pm

•Dozens of Dabba wala’s pour out from trains at destination platforms during this peak hour. •crates are unloaded outside the stations. •Dabbas are sorted within 10 minutes on the footpath or on platform. •Pack their carts and boxes and Dashed off to office districts

12 pm – 2 pm

•Rush to the destination on 10 min sprint, push handcarts or bicycle.


•Each one assigned one block of office. •Rush with handcarts and deliver the Dabba. •Hour later the collection process starts where dabbas are picked up from offices where they had delivered.

2 pm – 6 pm

Here after the whole process is reversed. •By 3 pm they again board the train for their respective locations. •Empty Dabba’s are returned to households

CODING PROCESS

In order to conveniently handle large volume of dabba flow throughout the city, we have

come up with a unique yet simple mechanism of labeling the dabbas. The motivation

behind this technique is to ensure that the moderately skilled dabbawallas should not face

any difficulty in decoding it and also we have ensured that it has the level of detailing which

ascertains that in case of any attrition of dabbawallas, any new employee can easily fit into

the existing delivery system. This coding approach helps in getting rid of any drifting away

or errors in delivery.

We are presenting two cases of labeling which handles the two scenarios of intra-

route delivery and inter-route delivery. As we have already seen that the Suburban rail route

of Chennai is divided into four color routes viz. Red, Blue, Green and Yellow. This system is

distinctly separate from the Mumbai local system where the railway route is more or less

extended along a single stretch. So in coding we have taken care of the change of rail route.

For example let‟s take the case where a client (or say service

receiver) wants the dabba to be picked from VS Building, Floor 12.

This area lies close to the Station code 2R, implying that the area is

serviced by the Red line of suburban rail route. The destination for

the dabba is 5Y serviced by the Yellow line.

A denotes the dabbawallas code servicing the client pickup location

and B denotes the dabbawallas code for the delivery destination. JC is

the building where the dabba is to be delivered and 10 gives the floor

where to deliver it in JC building. 4R & 3Y stand for the station where

the source side sorting and destination side sorting will happen

respectively.

Daba Code 1


Dabba Code 2 is an example of intra-route delivery. For example

the dabba is to be delivered from VS 12 in vicinity of station 2R to

LM 9 near station code 5R. For this delivery, the source sorting

and destination sorting station will be the same, 4R in this case.

The intra-route delivery would not require our In-transit merge (located in Chennai central)

where all the necessary route changes will take place. Like, for Dabba Code 1, the route

change from red to yellow will take place at the In-transit merge.

PRICING STRATEGY The Dabbawallas in Chennai should adopt ‘Variable Pricing Strategy’ in order to

serve the customers at various locations in Chennai.

The price has to be fixed between Rs. 150-300 per month. While deciding upon the

pricing strategies the following factors needs to be considered:

1. Consumer Density: The number of customers at a specific location will be a key

factor in deciding the prices. The concentration of customers at a specific location

facilitates the ease of pickup/delivery of tiffins by the dabbawalla, thus, leading to

lower/higher price of the service.

For example, the large number customers from the Chennai Central areas

like Egmore, Chetpet and Mambalam will lead to lower pricing in these areas. And,

the poorly developed residential hubs such as Palur and Villiambakkam will incur

high cost to the service because of the lower density of consumer population in

these areas and thus, the pricing will be on higher side.

2. Time and Cost of Travel: The prices are also dependent on the time and cost of

travel incurred in terms of delivery of the tiffins. The larger the distance or greater

the time of travel between the pick-up and delivery site, higher will the prices of

service and vice-versa.

For example, the close pick-up and delivery points between Anna Nagar West

(Residential hub) and Padi or Ambattur (Commercial hub) will be charged lower for

the service as compared to the delivery between Thambaram (Residential

hub)Akkampet or Sullerpetta (Commercial hub)

Daba Code 2


OTHER COSTS

The customers will have the provision of buying the exterior tiffin either from the

Dabbawallas at the cost of Rs. 250 approximately or they can also get their own tiffins

satisfying their particular needs.

SALARY

Salaries of dabbawallas are fixed between Rs. 4000-5000 and varies only in terms of

whether a particular dabbawalla is in the period of internship or a permanent one and do

not depend upon the number of customers seved by the dabbawalla.

For example, if one dabbawalla service 40 customers and one another one service

just 20 customers, then both will receive equal salaries because of two factors – time and

location. Here, the dabbawalla collecting 40 tiffins may have collected all of them from one

area itself ( like Chetpet and Mambalam ) in 30 minutes. Whereas, the other dabbawalla

collecting 20 tiffins may have had to travel long distance covering a large area in order to

collect his 20 tiffins in over an hour‟s time. Thus, it would be unfair to him if the first

dabbawala is paid a higher amount.

The travelling passes in train costs around Rs. 60-200 per passenger per month and

the bus passes will cost around Rs. 75-150 per passenger per month and these are to be

born by the dabbawallas themselves.

REVENUE RECORDS ANALYSIS Assumptions:

1. The overall population of Chennai has been calculated for October 2010 by

extrapolating from a population of 4,353,000 on April 13th 2007 and a population of

4,616,639 on March 14th 2010.

2. The population of various residential hubs has been calculated on the basis of the

Area (sq km) of the location and the Population Density (persons per sq km).

3. The Working Male Population above 18 years in Chennai has been considered as

10% of Total Male Population calculated by using the Gender Ratio of 0.954.

Year 2010 2011

Total Population of Chennai 4,669,367 4,340,000

Population Density (persons per sq km) 26,532 24,682

Total Area (sq Km) 176


Population of Areas covered in PHASE 1

Area (sq km) Population Density

(persons per sq km)

Tambaram

22 583704

Chromepet

Guindy

Egmore

Velachery

11.4 302464.8

Adyar

Besant Nagar

Thirumayilai

Thiruvanmiyur

Total Estimate Residential Population 33.4 886168.8

BREAK-EVEN ANALYSIS

Working Male Population above 18 10% of the Male Popn. 84541

Targeted Market Segment

10% of the Targeted

Popn. 8454

Dabbawalas required

Assuming each

Dabbawala serves 30

customers 282

Other members required 1 per 10 dabbawalas 28

Total Dabawallas Rs.310

Avg. per month Salary (Rs.) 4000 and 7000 1323206.71

Avg. Revenue Generated per month

(Rs.)

Pricing at Rs. 150 per

customer 1268107.55

Profit/Loss (Rs.) -55099.16

Break-Even Price (Rs.) 5.22


HR ASPECTS

RECRUITMENT PROCESS

The majority of the population in Chennai are Tamils. Tamil is the primary language

spoken in Chennai. English is widely spoken especially in business, education and white

collar professions. Sizeable Telugu and Malayalee communities live in the city.Chennai also

has a large migrant population, who come from other parts of Tamil Nadu and the rest of

the country. As of 2001, out of the 937,000 migrants (21.57% of its population) in the city,

74.5% were from other parts of the state, 23.8% were from rest of India and 1.7% were from

outside the country.

PROS AND CONS OF THE PROCESS

PROS:

1. The people belong to low income group and strive for a better life and a secure

source of livelihood. Including them in the trust would provide them both these

attributes and hence their loyalty towards the cause will increase so the attrition will

go down providing a stable business and reduced costs.

2. Once people from these sections join the organization they will attract others from

their neighbourhood to take up the profession. The trust factor works in these

sections and once a person is employed others will come forward. Also the increase

in life quality of an employee and fellow slum dweller would attract others.

3. The sense of community feeling would help in establishing strong loyalty,

commitment, dedication and empathy for the job. Hence inculcating a culture of

discipline.

4. Once the wave sets in this will provide a pool of hardworking, dedicated and loyal

workforce eager to join hands. This will reduce the cost of hiring and trustworthy

people would be hired.

5. Positive publicity in way of improving the lives of slum dwellers. The media coverage

would ensure more business.

CONS:

The people usually live in unhygienic conditions and carry the same impression

regarding their personal hygiene. Also many sections of workforce like Tamil Brahmins and

very orthodox in their thinking and would not want to avail service from such people. The

best way to insure against this will be to have an outreach program to prospective

customers alleviating their fears and concerns. The dabbawalas would be required to dress

in traditional kurta-lungi (yellow) which should be properly clean and the trademark

Gandhian cap. Fine would be imposed on any person found violating this practice.

1. The people from slums usually have drinking problems and are unwilling to put in

efforts having got used to the life. This may hinder their output. To take care of this

http://en.wikipedia.org/wiki/Tamil_people

http://en.wikipedia.org/wiki/Tamil_language

http://en.wikipedia.org/wiki/Indian_English

http://en.wikipedia.org/wiki/White-collar_worker



http://en.wikipedia.org/wiki/Telugu_people

http://en.wikipedia.org/wiki/Malayalee


internal marketing would be done by educating the strata of improved life and

security of the fellow dwellers that have started serving as dabbawalas. The decision

would be projected as their way out of clutches of present life.

2. The slum people are sometime involved in socially harmful activities and may not be

trustworthy. The apprentice would be duly monitored for his conduct and then

included in the ranks of dabbawalas. Strong work ethos would be instilled to

decrease the chances of defaults.

TRAINING PROGRAM

The new recruit would go under an apprenticeship for 1 year on a fixed

remuneration basis. After the successful completion of the training the apprentice is

required to pay a price in ratio of 1:7 (8 being the number of dabbawalas serving a locality)

for operating rights in the locality. The money would be used as a security deposit to be

returned to the dabbawalas at their retirement (65 yrs). The money would be kept in a fixed

deposit that can be used by the dabbawalas to get loan against for some exigencies. Also

upon death the money would be given to the beneficiary. The dabbawalas henceforth would

have a permanent job and a monthly income revised from time to time.

SERVICE RECOVERY TECHNIQUES

1. Apology: An engraved culture of Dabbawallahs of apologising, in case of a service

delivery previous day. Also, explaining to the customer, the reason for delivery

failure.

2. Empathy: A sincere expression of feeling for the customer‟s plight and

understanding of his losses for the service failure of the previous day.

3. Providing Compensation: For a day of there is service failure for a particular day,

there will be no charge for that particular day of service.

TERMS AND CONDITIONS

A few terms and conditions which need to be included in Dabbawallahs terms and

conditions are as mentioned below:

By ordering Services you are agreeing to these Terms & Conditions.

1. Payment for a month‟s service need to be made in advance by 1st day of availing the

service for a particular month.

2. Dabbawallahs will not be responsible for delivering the tiffin if it is not kept in front

of house on time.

3. There will be a fixed monthly charge irrespective of the number of times tiffin needs

to be delivered per month. The charge will vary depending on the location and

society of the customer.

4. Dabbawallahs will provide service for 6 days a week from Mondays to Saturdays.


5. In case of loss of tiffin by Dabbawallahs, Dabbawallahs will take responsibility and

provide customers with new tiffin.

OTHER FEASIBLE SERVICES

Dabbawallahs can also provide services of delivery of tiffins for school children. This

could be taken for more efficient utilization of Dabbawallahs time as time of delivery of

tiffins for office people will be different for time of delivering of tiffins for school children.

The way in which we look to implement this is explained as follows:

Each Dabbawallah has his own territory for which he is responsible. For his

territory, Dabbawallah is expected to collect tiffins from homes which can then be

distributed using the existing hub and spoke model or can be distributed using other

modes of local distribution like buses as for most of the students, their schools are expected

to be in close vicinity of their homes.

The same setup could also be used for nearby businessmen and shopkeepers for

whom tiffin can be collected and supplied at their shops.

ANALOGY BEHIND SELECTION OF DRESS

While launching dabbawallas in Chennai, we

have zeroed down to use color yellow as the dabbawallas

uniform & accessories. This choice is commemorated by

the fact that Yellow is a symbol of optimism,

enlightenment, and happiness. Yellow is psychologically

the happiest color in the color spectrum. Shades of

yellow carry the promise of a positive future. Yellow will

advance from surrounding colors and instill optimism

and energy, as well as spark creative thoughts. The

association with yellow will impregnate the feeling of

belongingness, uniqueness, joy, grandness & they will

instill pride which will help in enhancing performance of

dabbawallas.

A gratified Chennai dabbawalla, outside suburban railway station.


APPENDICES

APPENDIX 1: MAP OF SUBURBAN RAILWAY AND BUS NETWORK


APPENDIX 2: TRAIN TIMINGS

S.No. Starting From Destination to Departure Time

01 Chennai Central Arakkonam 19.40 hrs

02 Chennai Central Arakonam 06.05 hrs











13 Chennai Central Arakonam (Fast) 16.25 hrs


15 Chennai Central Avadi 00.20 hrs















30 Chennai Central Ennore 6.00 hrs

31 Chennai Central Gummidipoondi 11.35 hrs


























56 Chennai Central Kadamathur 12.10 hrs

57 Chennai Central Pattabiram M.S. 06.35 hrs










67 Chennai Central Pattbiram 20.30 hrs


69 Chennai Central Ponneri 14. 35 hrs

70 Chennai Central Solurpettaai 13.10 hrs

71 Chennai Central Sullurpettai 8.35 hrs

72 Chennai Central Sulurpettai 4.25 hrs




75 Chennai Central Tiruniravur 07.05 hrs

76 Chennai Central Tirutani 04.00 hrs



79 Chennai Central Tirutani 14.20hrs





84 Chennai Central Tirutani Fast 19.10 hrs

85 Chennai Central Tiruvalllur 06.50 hrs

86 Chennai Central Tiruvallur 07.40 hrs
















102 Chennai Central Tiruvallur 0.3.40 hrs




APPENDIX 3: RAILWAYS FARE LIST

Final Dabbawala Chennai - Services Management_1

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