manner, including steps you can take to minimize theft and spoilage. It also shows how to estimate how much
it will cost to produce the menu items you plan to sell. In addition, it examines how to compare the cost results
you actually achieve with those you planned to achieve, and helps you discover methods to reduce your
costs if they begin to get too high.
* Managing the Food and Beverage Production Process
* Product Issuing
* Inventory Control
* Managing the Food Production Area
* Managing the Beverage Production Area
* Employee Theft
* Determining Actual and Attainable Product Costs
* Reducing Overall Product Cost Percentage
* Technology Tools
* Apply What You Have Learned
* Key Terms and Concepts
* Test Your Skills
MANAGING THE FOOD AND BEVERAGE
Once you have ordered and received the food and beverage products you believe
will be purchased by your guests, your concern turns toward the most important
function of all, controlling the food and beverage production process. If any one
activity stands at the heart of foodservice management and control, this is it. To
study this process, assume that you are the manager of Scotto’s Supper Club. Scotto’s
is a high-volume steakhouse with an upscale clientele. Business is good both during
the lunch period and in the evenings. Volume is especially heavy on Friday and
Saturday nights, as well as at Sunday brunch. As you prepare for another week of
business, you would review your sales history, forecasts, purchase orders, and menu
specials. You would do these things to take the first step in the production process:
developing your kitchen production schedules.
Each foodservice manager is in charge of kitchen production. How much of each
item to prepare may be a joint decision between you and your chef or production
manager, but it is you who must ultimately take the responsibility for proper production
decisions. The complete production process involves the following steps:
1. Maintain sales histories.
2. Forecast future sales levels.
3. Purchase and store needed food and beverage supplies.
4. Plan daily production schedules.
5. Issue needed products to production areas.
6. Manage the food and beverage production process.
Planning daily production schedules is important because you will want to have
both the products and the staff needed to properly service your guests. If, for
example, you forecast that 50 chocolate cakes will be needed on a given day for
the college residence hall you manage, then you must have both the products and
the staff necessary to produce the cakes. In a similar manner, if you know that 500
pounds of ground beef patties must be cooked for your burger restaurant, then the
ground beef patties and the staff to prepare them must be secured. In this chapter,
we examine the food and beverage production process; in next article, we consider
the planning required to secure the labor needed to produce these products.