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FOOD & BEVERAGE
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Close the gap you cannot currently explain.

Theoretical consumption from recipes sold against actual stock movement, waste logged by reason, portion audits and a daily outlet profit and loss including labour.

The problem

Every food operator knows their food cost percentage. Very few can decompose the gap between what the recipes say they should have used and what the stock says they did use.

That gap is the entire controllable opportunity. Attributed to waste, portioning, transfers or loss, each component has a different owner and a different fix; reported as one percentage, it has neither.

Core workflow

Variance to owned action.

01
Theoretical
Recipes multiplied by dishes actually sold.
02
Actual
Opening stock, receipts, transfers, closing stock.
03
Variance
Gap computed per ingredient, per outlet.
04
Attribution
Waste, portioning, transfer error or loss.
05
Action
Owned by a named person, reviewed weekly.
06
Outlet P&L
Food, labour and overhead against sales, daily.
What it covers

Variance

Theoretical vs. actual usageVariance by ingredientVariance by outlet and periodPortion audit resultsTransfer reconciliation

Waste

Waste logging by reasonSpoilage and expiry write-offPrep and plate wasteWaste cost by outletNear-expiry use-first list

Profitability

Daily outlet profit and lossFood cost against targetLabour cost against coversDish and category marginOutlet ranking and comparison
Operational outcomes
1.8 pts
Theoretical to actual gap
−48%
Waste value
Daily
Outlet P&L, not monthly
Per cause
Variance attributed and owned

Ranges observed on Al Jawad engagements. Targets agreed in assessment.

Decompose your food cost variance.

We run theoretical against actual for one outlet for a month and attribute every point of the gap.