1, control from the source-establish procurement standards
Procurement has always been a gray area and the first section of the whole cost chain. Therefore, if you want to reduce the cost of ingredients, you must start with procurement.
The loss of catering enterprises in procurement is mainly due to "unclear", especially in traditional catering enterprises, which are often dictated by hand. The market is unclear, the demand for raw materials is unclear, and the procurement process is unclear ... I vaguely feel that the cost is wasted.
At present, the mainstream way is to establish procurement standards, such as the common name, grade, unit, unit quantity, weight range, processing type, maturity and so on of raw materials, and buyers purchase according to the standards. A row of pairs is basically clear, and the less tricky it is.
2. Control from receipt-three-party supervision is not as good as a steelyard.
Raw material procurement is afraid of high price and poor quality.
Some catering enterprises with big kitchens usually let warehouse staff, chefs and buyers receive goods together. It involves the purchase of bulk raw materials, and even needs to be checked with the kitchen, front office and finance department.
But in fact, for most catering enterprises. Even so, it is difficult to completely avoid the problem.
At present, the best solution to the problem of receiving goods on the market is a "food chain intelligent electronic scale". Through a scale with a high-definition camera and a tablet computer, the receiver only needs to weigh it, and the photos of the dishes are automatically transmitted to the computer.
The boss can log in to the special APP at home to see the receiving data: who placed the order, who delivered the goods, who received the goods, when you received the goods, how good the quality is, and how much the quantity is … clearly.
3. Storage control-breakage prevention and theft prevention
The cost loss of raw materials in the storage stage is mainly the deterioration and theft of the goods themselves. The total amount of food corruption can be reduced by controlling the purchase quantity, and the probability of food corruption can be directly reduced by scientific and effective classification management methods.
Due to different types of raw materials and different storage requirements, there are many classification methods, so I won't go into details here.
4, rough machining start control-gradually less rough machining.
Rough machining affects the net output of this batch of raw materials. The skills and tools of the cutting master determine the final net rate.
At present, many excellent catering enterprises in the market begin to cut and match, and directly pull clean products or semi-finished products through the central kitchen of a third party. Here, the traditional cutting and matching can be cooked in the pot only by simple division, and some even need no simple division, and they can be prepared by tearing the packaging tape.
5. Field Control-Recipe Card
The menu card is of epoch-making significance for the cost control of kitchen raw materials.
The traditional kitchen pays attention to the handle, and the materials used are only approximate, which leads to the low utilization rate of raw materials. ?
Now with the menu card, the main ingredients, ingredients and seasonings involved in a dish have an accurate quantity. According to the quantity purchased, you can quickly calculate the estimated situation of today's kitchen.
The data will be more accurate if the recipe card and the quantity of raw materials are connected to the computer.
6. Control from R&D-replacing weight with creativity.
At present, consumers' demand for restaurants is no longer to meet the physiological needs of "satiating".
It also includes the pursuit of health and the enjoyment of life.
8. I opened a restaurant early last year and found that purchasing raw materials was a big problem. How can I buy good and cheap raw materials?
There was an article before the spoon class, which aimed at this problem. The following is part of the article:
How to obtain cost-effective raw materials at the most favorable price? How to deal with the embarrassment of raw material suppliers not easily reducing prices? Today, we have excavated a case for you, covering a set of methods that are more grounded, systematic and suitable for you. Let's have a look.
Xiao Ah is a newly hired purchasing director of a catering enterprise. The use of materials, consumables and seasonings of this enterprise must be signed and agreed by the R&D, quality control and operation departments of the company, and so can the introduction of new suppliers. Its advantage lies in its seriousness, while its disadvantage lies in the difficulty in introducing new products, brands and suppliers, which easily breeds the arrogance of old suppliers.
At this time, Xiao began to prepare the annual pricing tender for materials, consumables and seasonings. Unexpectedly, the bid opening result after the first round of bidding documents was like this: the average price reduction rate of old suppliers was 1%, and the decline rate of new suppliers exceeded 10%. For those materials that can be supplied by both, the old supplier's quotation is also 1%, which is very painstaking.
After Xiao A joined the company for half a year, the total SQ of the newly introduced materials and seasonings has not reached 100, which is less than the total SQ.
Key element analysis
What should I do in the face of this deadlock in bidding? After thinking, he did these two things first:
① Reanalyze the bill of materials.
Find out the suppliers corresponding to the materials, list the materials with low prices and the corresponding suppliers, and investigate the supplier background. Xiao found that these materials are basically one product for one supplier, and some even provide a project for the whole family before introducing new suppliers.
② Split the bidding process.
After dividing the bidding process into four steps: bidding release, bidding collection, bid opening organization and second negotiation, he found that these information were probably leaked by insiders before the bidding release, and then the quotation information was leaked after the second negotiation of bid opening. In view of this, Xiao introduced his "six-step method":
Break the "six-step method"
Step 1: Find out the risk person.
Find out those insiders who are in contact with bidding information and procurement, and kick those who are most suspected out of the bidding team first; For those who are likely to reveal secrets, inform them to attend the big procurement meeting and tell them that the approval form has changed, and the choice of material type has been changed to sole proprietorship approval by the head of the procurement department, without the need for joint departments. This is to let new and old suppliers compete, eliminate the psychology of refusing to reduce prices, and serve enterprises at reasonable prices.
Step 2: Play it by ear.
Ask new suppliers to provide 500 unverified samples of materials and spices, and put them in obvious places, such as the procurement reception room and the corridor of the procurement factory, for those insiders who may leak information, and be prepared to inform the old suppliers to negotiate and communicate.
Step 3: Shake the mountain and shake the tiger.
Inform the old suppliers to communicate with the company, but don't inform the communication content in advance. After coming, first show him around the corridor or reception room where the samples are placed, and then go to the conference room to solemnly explain two questions to him:
1, the company prefers friends linked by corporate relationships to personal relationships;
2. The method of joint selection of departments has been banned, and it is selected by the bidding team. At this time, the corridor sample sealing played a role in prompting.
Then, tell him that the last tender was cancelled because of information leakage. If the supplier has feelings for the enterprise, trusts the enterprise and wants to be friends with the enterprise, the enterprise will give the old supplier a chance to participate in this tender. If he has confidence in the last proposal, he can not bid. But remind him that those internal relationships and relationship sources have either been kicked out of the group or can't provide accurate information.
Step 4: Adjust the bidding process and bid again.
Through the communication with the old suppliers, another wave of people who may be at risk of leaking secrets will be kicked out of the bidding team, and it is emphasized in the "tender" that anyone who appears or is suspected of tacit understanding will be fined 200,000 at one time. After the adjustment, a new tender letter will be issued through public information, and the reasons for the new tender will be explained.
Step 5: Release smoke.
After the tender is released, before the tender is received, all purchasing personnel (mainly those who may leak secrets) will be called to hold sample review meetings for many times to tell them which samples can and can't pass, and which new samples are constantly passing, so as to create momentum. And appropriately disclose new suppliers or well-known brand enterprises. Of course, "emphasizing confidentiality" is still an eternal theme.
Step 6: Nature.
Xiao found that the bid opening result of the second tender was: among all the materials, the weighted price reduction of the old supplier was higher than that of the new supplier on average, which was not only higher than the previous annual price reduction figures of 1% and 2%, but also lower than that of the new supplier for the first time, and the price reduction reached more than 1 1%, creating a miracle of the price reduction of materials and spices in this enterprise.
After watching Xiao's "struggle" with suppliers, what inspiration can the catering shopkeeper get in purchasing? We think there are four points:
An excellent purchasing manager is not only a superb buyer, but also a management artist. Understand human nature and the art of war;
② Scientific mechanism and management system can make up for human error, and also help enterprises to analyze risk points, formulate measures and remedy risks when facing deadlock;
③ All good results depend on the accurate grasp of business details and the pragmatic application of management methods. Xiao's ability to turn things around depends on his insight and control of business, decision-making process and human nature.
(4) Purchasing management must start with business, manage people and hearts, and water trees and roots.
Many people will ask, can my purchasing staff do this? Based on what judgment, Xiao proposed a six-step method? 10 Teacher Dong Fengrui, who has been focusing on the management and research of catering supply chain for more than 0 years, will explain in detail the "sunshine procurement management system with four powers separated" suitable for catering enterprises.