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)

VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR

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

VINOD GUPTA SCHOOL OF MANAGEMENT, IIT KHARAGPUR

VINOD GUPTA SCHOOL OF MANAGEMENT. The operation will begin in a phased manner. Also the authors have explored peripheral business that the dabbawaala‟s can do to augment their income. The report also suggests pricing strategies which will help in service penetration. 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. and closely knit groups living in the slums of Chennai. Low cost Mass transit system 2. IIT KHARAGPUR .EXECUTIVE SUMMARY Dabbawaala‟s have long served as „Food line‟ of Mumbai. a huge demand for Home cooked food served hot. Can their model be replicated elsewhere? Will such venture be successful and sustainable? We try to answer these questions in this report. Sure Dabbawaala‟s will be a boon to the working class community in Chennai. Demand for the service of dabbawaala‟s 3. Chennai is a city which houses a broad range of industry and also broad range of people. But is this a feasible proposition? For Dabbawaala‟s model to succeed there are few critical requisites: 1. Chennai has all of these. a good Local mass transit system. The authors have also attempted to develop a coding system for the dabbawaala‟s which will be useful in collection. A closely knit group of people. 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. sorting and delivery of the tiffin boxes. We have studied in detail if the dabbawaala can operate in the city of Chennai. People with different gastronomical preferences. One canteen in a company may not be able to serve to the needs of different people.

floods. However. Kolkata 6. Almost 5000 Dabbawallas deliver and collect more than 200.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. yet they have never failed to deliver the lunch boxes on time . it is actually a highly specialized trade that is over a century old and which has become integral to Mumbai's culture. "Tiffin" was a nostalgic term used by British for "light food". Indian businessmen are the main customers for the Dabbawallas.000 boxes. Chennai 3. This is more than Six Sigma . CHOICE OF CITY Out of the given Option between 6 cities for launching Dabbawalla 1. Delhi 5.a quality that most businesses strive to achieve. people call them Dabbawallas as they carry a "Dabba" meaning "box". across the entire Mumbai (India). etc. 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. Bangalore 4. IIT KHARAGPUR .000. and the service often includes cooking as well as delivery.000 lunch boxes very day. Though the work sounds simple. riots. Nowadays. Hyderabad 2. Pune We did a detailed study on the Transport Systems and Food Habits of all the cities and came up with following analysis: VINOD GUPTA SCHOOL OF MANAGEMENT.irrespective of weather. – with an error coefficient of one in 16. The most interesting fact is that these people do not use any modern technology.

000 migrants (21. 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 accounts for 60 per cent of the country's automotive exports.8% were from rest of India and 1. computer. out of the 937. Delivery On Time VINOD GUPTA SCHOOL OF MANAGEMENT. Tiffin Delivery – to Commercial Hubs 2. information technology (IT) and information-technology-enabled services (ITES).Chennai also has a large migrant population. As of 2001. Bus network is sound. IIT KHARAGPUR . Located on the Coromandel Coast of the Bay of Bengal. The city is classified as a Gamma+ World City. Chennai's economy has a broad industrial base in the car. The urban agglomeration of metropolitan Chennai has an estimated population over 8.34 million in the 2001 census within the area administered by the Corporation of Chennai and an extended Metropolitan Population of 6. The city is India's second largest exporter of software. Demographics . technology. 74.2 million people.5% were from other parts of the state.57% of its population) in the city. A major chunk of India's car manufacturing industry is based in and around the city.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. hardware manufacturing.5 million. who come from other parts of Tamil Nadu and the rest of the country. Chennai is the fourth most populous metropolitan area and the fifth most populous city in India. VALUE PROPOSITION OF THE SERVICE 1. metro rail connectivity is there but is limited  Food is easily and cheaply available in almost all business areas  The residential hubs are concentrated. Bus network is sound  Food availability is a problem but not to a very large extent  Residential Hubs are too spreaded Pune  There is no Intercity railway and bus network  Availability of Food variety is a problem Bangalore  There is no Intercity railway and bus network is not so smooth  Availability of Food variety is a problem Kolkata  There is no Intercity railway network. and healthcare industries. Chennai city had a population of 4. 23.7% were from outside the country. Chennai Zone contributes 39 per cent of the State's GDP.

Issue in Recruitment: There could be some cultural Issues in recruitment of Dabbawalas. Triplicane Major Residential Areas         Raja Annamalaipuram Mylapore Egmore Adyar and Besant Nagar Velachery Tiruvanmiyur Anna Nagar Chromepet VINOD GUPTA SCHOOL OF MANAGEMENT. 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. IIT KHARAGPUR .G Road & Sardar Patel Road Central Chennai areas: like Egmore. There could be problem in getting support from state government for using railways as transportation mode 3. Banking out of Lunch Box CHALLENGES 1. Provide Airtel Connections. Royapettah. Other Potential Services – Tiffin Delivery for school children.3. For Advertising Services. 2. George Town.

Thyagaraya Nagar and Nungambakkam. 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 VINOD GUPTA SCHOOL OF MANAGEMENT. IIT KHARAGPUR .Nagar MadiPakkam STAGE 1-PLANNED HUBS (SUBURBAN RAILWAY STATIONS) In the 1st Phase of launch of sevice.       Porur Vadalpalani Nanganallur Teynampet. the following sub-urban railway stations are being considered for various hub and spokes of the distribution system.K. Tambaram K. Kotturpuram.

VINOD GUPTA SCHOOL OF MANAGEMENT. IIT KHARAGPUR .

VINOD GUPTA SCHOOL OF MANAGEMENT. Team Leads and Delivery Man..... A team lead is a person with enough experience as a delivery man. adding of new areas or need to accommodate rise in rank of the junior delivery man to the post. Mukkadam (Team Lead) 5 . The basic operating unit is a team comprising of about 8 delivery man headed by a team lead. IIT KHARAGPUR . 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 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. Dabbawala 8 The organization will be having a 3-tier structure with a Board of Directors. 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.ORGANIZATION STRUCTURE President Directors General Secretary Treasurer Deputy President Salahkar Mukkadam (Team Lead) 1 Dabbawala 1 Dabbawala 2 Dabbawala 3 Mukkadam (Team Lead) 2 . After a couple of years if need arises because of growth in... A delivery man with about 6 years of experience and excellent service record will be promoted as a team lead. The head of the BOD will be the president presiding over all the matters of the Trust..

BOD: Responsible for co-ordinating the activities of the group. •Wooden trays loaded in the compartment. resolving disputes.ROLES AND RESPONSIBILITIES  Dabbawala: Lowest level in the hierarchy. These meetings would look into the problems being faced by the Group and strategy for future.   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. Other than that they would be involved in other administrative services like handling client payments. •Dabbas are sorted within 10 minutes on the footpath or on platform. each per zone who will be the direct contact between Group head and BOD.  Mukkadam: Delivery man promoted to the rank after 6-7 years. •Compartments contain 700-800 tiffins besides human. push handcarts or bicycle. these are responsible for collecting and delivering the Tiffins. IIT KHARAGPUR . •crates are unloaded outside the stations. and apprentice training and acquiring new customers. 9 am – 11. General Secretary: Presiding over the daily operations of the trust. •Collection of Dabbas from customer.30 am 11. •Loaded and sorted at platform for area wise distribution •Dozens of Dabba wala’s pour out from trains at destination platforms during this peak hour. Treasurer: Responsible for handling the finances of the trust. 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. •Pack their carts and boxes and Dashed off to office districts •Rush to the destination on 10 min sprint. They would be responsible for sorting of the dabbas daily.30 am – 12 pm 12 pm – 2 pm VINOD GUPTA SCHOOL OF MANAGEMENT. •Next relay lap starts from local railway station •Postman sorting at station. o o o Directors: Four Directors. JOURNEY OF DABBAWALLA 7 am – 9 am •Begins the circuit. •Special reserved compartment in trains. •In an hours time they collect 30 Dabbas and pass them on to next leg of relay race. Monthly meetings would be held to preside over the agenda.

•Rush with handcarts and deliver the Dabba. Blue. So in coding we have taken care of the change of rail route. 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. The destination for the dabba is 5Y serviced by the Yellow line. This area lies close to the Station code 2R. •By 3 pm they again board the train for their respective locations. any new employee can easily fit into the existing delivery system. •Empty Dabba’s are returned to households CODING PROCESS In order to conveniently handle large volume of dabba flow throughout the city. For example let‟s take the case where a client (or say service receiver) wants the dabba to be picked from VS Building. Green and Yellow. A denotes the dabbawallas code servicing the client pickup location and B denotes the dabbawallas code for the delivery destination. As we have already seen that the Suburban rail route of Chennai is divided into four color routes viz.•Each one assigned one block of office. This coding approach helps in getting rid of any drifting away or errors in delivery. Red. This system is distinctly separate from the Mumbai local system where the railway route is more or less extended along a single stretch. 2 pm – 6 pm Here after the whole process is reversed. 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. implying that the area is serviced by the Red line of suburban rail route. We are presenting two cases of labeling which handles the two scenarios of intraroute delivery and inter-route delivery. •Hour later the collection process starts where dabbas are picked up from offices where they had delivered. Floor 12. we have come up with a unique yet simple mechanism of labeling the dabbas. Daba Code 1 VINOD GUPTA SCHOOL OF MANAGEMENT. IIT KHARAGPUR .

the pricing will be on higher side. And. the route change from red to yellow will take place at the In-transit merge. For example.Dabba Code 2 is an example of intra-route delivery. For example. For example the dabba is to be delivered from VS 12 in vicinity of station 2R to LM 9 near station code 5R. Chetpet and Mambalam will lead to lower pricing in these areas. the large number customers from the Chennai Central areas like Egmore. IIT KHARAGPUR . Daba Code 2 The intra-route delivery would not require our In-transit merge (located in Chennai central) where all the necessary route changes will take place. The larger the distance or greater the time of travel between the pick-up and delivery site. The price has to be fixed between Rs. 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. For this delivery. 150-300 per month. 4R in this case. thus. higher will the prices of service and vice-versa. the source sorting and destination sorting station will be the same. 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. for Dabba Code 1. 2. PRICING STRATEGY The Dabbawallas in Chennai should adopt ‘Variable Pricing Strategy’ in order to serve the customers at various locations in Chennai. the close pick-up and delivery points between Anna Nagar West (Residential hub) and Padi or Ambattur (Commercial hub) the service as compared to the delivery between hub)Akkampet or Sullerpetta (Commercial hub) will be charged lower for (Residential Thambaram VINOD GUPTA SCHOOL OF MANAGEMENT. Like. The concentration of customers at a specific location facilitates the ease of pickup/delivery of tiffins by the dabbawalla. leading to lower/higher price of the service. 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 travelling passes in train costs around Rs.639 on March 14th 2010. Year Total Population of Chennai Population Density (persons per sq km) Total Area (sq Km) 2010 4.616. 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. IIT KHARAGPUR . it would be unfair to him if the 
 first dabbawala is paid a higher amount. The overall population of Chennai has been calculated for October 2010 by extrapolating from a population of 4. For example.000 on April 13th 2007 and a population of 4. 250 approximately or they can also get their own tiffins satisfying their particular needs.367 26.OTHER COSTS The customers will have the provision of buying the exterior tiffin either from the Dabbawallas at the cost of Rs.340. SALARY Salaries of dabbawallas are fixed between Rs.353.954. 60-200 per passenger per month and the bus passes will cost around Rs.532 176 2011 4.682 VINOD GUPTA SCHOOL OF MANAGEMENT. then both will receive equal salaries 
 because of two factors – time and location. Thus. 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. the dabbawalla collecting 40 tiffins may have collected all
 area itself ( like Chetpet and Mambalam ) in 30 minutes. Here. 3.000 24. REVENUE RECORDS ANALYSIS Assumptions: 1. 75-150 per passenger per month and these are to be born by the dabbawallas themselves.669. 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). 2. if one dabbawalla service 40 customers
 and one another one service of them from one just 20 customers. 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. Whereas.

4 886168.) Profit/Loss (Rs.8 11.) Break-Even Price (Rs.Population of Areas covered in PHASE 1 Area (sq km) Tambaram Chromepet 22 Guindy Egmore Velachery Adyar Besant Nagar Thirumayilai Thiruvanmiyur Total Estimate Residential Population 33.22 VINOD GUPTA SCHOOL OF MANAGEMENT.16 5. 150 per customer 1323206.) 282 28 Rs.310 4000 and 7000 Pricing at Rs. Revenue Generated per month (Rs.) Avg. 10% of the Targeted Popn. IIT KHARAGPUR . per month Salary (Rs.8 583704 Population Density (persons per sq km) BREAK-EVEN ANALYSIS Working Male Population above 18 10% of the Male Popn.71 1268107.4 302464.55 -55099. Assuming each Dabbawala serves 30 customers 1 per 10 dabbawalas 84541 Targeted Market Segment 8454 Dabbawalas required Other members required Total Dabawallas Avg.

who come from other parts of Tamil Nadu and the rest of the country. As of 2001. The media coverage would ensure more business.Chennai also has a large migrant population.8% were from rest of India and 1. dedication and empathy for the job. Once people from these sections join the organization they will attract others from their neighbourhood to take up the profession. The sense of community feeling would help in establishing strong loyalty. PROS AND CONS OF THE PROCESS PROS: 1. This will reduce the cost of hiring and trustworthy people would be hired.57% of its population) in the city. Once the wave sets in this will provide a pool of hardworking. 23. IIT KHARAGPUR . 3. dedicated and loyal workforce eager to join hands. 4. Positive publicity in way of improving the lives of slum dwellers. Sizeable Telugu and Malayalee communities live in the city. Tamil is the primary language spoken in Chennai.HR ASPECTS RECRUITMENT PROCESS The majority of the population in Chennai are Tamils. English is widely spoken especially in business. 2. Also many sections of workforce like Tamil Brahmins and very orthodox in their thinking and would not want to avail service from such people. Hence inculcating a culture of discipline.7% were from outside the country. CONS: The people usually live in unhygienic conditions and carry the same impression regarding their personal hygiene. commitment. Fine would be imposed on any person found violating this practice. The trust factor works in these sections and once a person is employed others will come forward. 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.000 migrants (21. 1. The best way to insure against this will be to have an outreach program to prospective customers alleviating their fears and concerns. 5. The people from slums usually have drinking problems and are unwilling to put in efforts having got used to the life. 74.5% were from other parts of the state. Also the increase in life quality of an employee and fellow slum dweller would attract others. To take care of this VINOD GUPTA SCHOOL OF MANAGEMENT. The dabbawalas would be required to dress in traditional kurta-lungi (yellow) which should be properly clean and the trademark Gandhian cap. This may hinder their output. out of the 937. education and white collar professions.

the reason for delivery failure.internal marketing would be done by educating the strata of improved life and security of the fellow dwellers that have started serving as dabbawalas. there will be no charge for that particular day of service. Also. The decision would be projected as their way out of clutches of present life. SERVICE RECOVERY TECHNIQUES 1. The money would be kept in a fixed deposit that can be used by the dabbawalas to get loan against for some exigencies. 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. The apprentice would be duly monitored for his conduct and then included in the ranks of dabbawalas. in case of a service delivery previous day. TRAINING PROGRAM The new recruit would go under an apprenticeship for 1 year on a fixed remuneration basis. Dabbawallahs will provide service for 6 days a week from Mondays to Saturdays. 2. 2. The dabbawalas henceforth would have a permanent job and a monthly income revised from time to time. 3. VINOD GUPTA SCHOOL OF MANAGEMENT. 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. Payment for a month‟s service need to be made in advance by 1 st day of availing the service for a particular month. There will be a fixed monthly charge irrespective of the number of times tiffin needs to be delivered per month. The money would be used as a security deposit to be returned to the dabbawalas at their retirement (65 yrs). IIT KHARAGPUR . The charge will vary depending on the location and society of the customer. Dabbawallahs will not be responsible for delivering the tiffin if it is not kept in front of house on time. The slum people are sometime involved in socially harmful activities and may not be trustworthy. Also upon death the money would be given to the beneficiary. Apology: An engraved culture of Dabbawallahs of apologising. Empathy: A sincere expression of feeling for the customer‟s plight and understanding of his losses for the service failure of the previous day. Providing Compensation: For a day of there is service failure for a particular day. 1. explaining to the customer. 3. Strong work ethos would be instilled to decrease the chances of defaults. 4. 2.

The same setup could also be used for nearby businessmen and shopkeepers for whom tiffin can be collected and supplied at their shops. Dabbawallahs will take responsibility and provide customers with new tiffin. The way in which we look to implement this is explained as follows: Each Dabbawallah has his own territory for which he is responsible. ANALOGY BEHIND SELECTION OF DRESS While launching dabbawallas in Chennai. Yellow will advance from surrounding colors and instill optimism and energy. and happiness. grandness & they will instill pride which will help in enhancing performance of A gratified Chennai dabbawalla. VINOD GUPTA SCHOOL OF MANAGEMENT. In case of loss of tiffin by Dabbawallahs. joy. we have zeroed down to use color yellow as the dabbawallas uniform & accessories. Shades of yellow carry the promise of a positive future. railway station. OTHER FEASIBLE SERVICES Dabbawallahs can also provide services of delivery of tiffins for school children. outside suburban dabbawallas. 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. This choice is commemorated by the fact that Yellow is a symbol of optimism. Yellow is psychologically the happiest color in the color spectrum. uniqueness. their schools are expected to be in close vicinity of their homes. enlightenment. For his territory.5. as well as spark creative thoughts. IIT KHARAGPUR . The association with yellow will impregnate the feeling of belongingness. 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.

IIT KHARAGPUR .APPENDICES APPENDIX 1: MAP OF SUBURBAN RAILWAY AND BUS NETWORK VINOD GUPTA SCHOOL OF MANAGEMENT.

10 hrs 08.10 hrs 18. 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Starting From Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Destination to Arakkonam Arakonam Arakonam Arakonam Arakonam Arakonam Arakonam Arakonam Arakonam Arakonam Arakonam Arakonam Arakonam (Fast) Arakonam Avadi Avadi Avadi Avadi Avadi Avadi Avadi Avadi Avadi Avadi Avadi Avadi Avadi Avadi Avadi Ennore Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Departure Time 19.30 hrs 13.25 hrs 12.20 hrs 07.20 hrs 18.00 hrs 21.40 hrs 06.25 hrs 10.40 hrs 11.25 hrs 09.No.35 hrs 16.40 hrs 17.25 hrs VINOD GUPTA SCHOOL OF MANAGEMENT.35 hrs 23.00 hrs 11.00 hrs 12.05 hrs 20.15 hrs 6.10 hrs 22.15 hrs 15.10 hrs 10.15 hrs 18.50 hrs 16.05 hrs 06.40 hrs 17.APPENDIX 2: TRAIN TIMINGS S. IIT KHARAGPUR .50 hrs 14.50 hrs 10.00 hrs 00.15 hrs 09.45 hrs 09.00 hrs 09.05 hrs 17.45 hrs 09.55 hrs 08.25 hrs 21.

25 hrs 10.40 hrs 6.S.05 hrs 20.S.40 hrs VINOD GUPTA SCHOOL OF MANAGEMENT.S.45 hrs 00.20 hrs 20.15 hrs 5.35 hrs 4.55 hrs 19.S. Pattabiram M.20 hrs 8. 35 hrs 13. IIT KHARAGPUR .S. Ponneri Solurpettaai Sullurpettai Sulurpettai Sulurpettai Sulurpettai 18.30 hrs 9.30 hrs 21.S.35 hrs 15.10 hrs 8.45 hrs 18.20 hrs 14.45 hrs 22.30 hrs 09. Pattabiram M.05 hrs 8. Pattabiram M.S.35 hrs 13.S.35 hrs 21.S.45 hrs 13. Pattabiram M.10 hrs 06. Pattabiram M.15 hrs 19.30 hrs 23.10 hrs 12.37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Gummidipoondi Kadamathur Pattabiram M.30 hrs 15.35 hrs 14.20 hrs 16.50 hrs 6.S. Pattabiram M. Pattbiram Pattabiram M.20 hrs 12.S.10 hrs 05.35 hrs 07.35 hrs 20.55 hrs 7. Pattabiram M. Pattabiram M.15 hrs 12. Pattabiram M.15 hrs 15.

15 hrs 23.05 hrs 07.40 hrs 08.50 hrs 07.20hrs 15.50 hrs 20. IIT KHARAGPUR .00 hrs 0.20 hrs 17.3.30 hrs 0.00 hrs 15.50 hrs 19.35 hrs 18.45 hrs 21.40 hrs 05.40 hrs 23.00 hrs 15.30 hrs 11.30 hrs 14.75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Chennai Central Tiruniravur Tirutani Tirutani Tirutani Tirutani Tirutani Tirutani Tirutani Tirutani Tirutani Fast Tiruvalllur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur Tiruvallur 07.05 hrs VINOD GUPTA SCHOOL OF MANAGEMENT.05 hrs 04.50 hrs 17.40 hrs 19.00 hrs 12.55 hrs 18.20 hrs 17.10 hrs 06.50 hrs 14.15 hrs 19.00 hrs 13.435 hrs 11.

APPENDIX 3: RAILWAYS FARE LIST VINOD GUPTA SCHOOL OF MANAGEMENT. IIT KHARAGPUR .

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