Food and Beverage Management
Food and Beverage Management
Food and Beverage Management
The formulation of an efficient control system within the food and beverage department with the
purpose of:
i) Monitoring food and beverage prices and achieving competitive rates while still ensuring quality
standards.
ii) Pricing restaurant and special function menus to achieve desired profit margins.
iii) Compiling on a daily, weekly and monthly basis, all relevant food and beverage information on
costs and sales that may used by management for forecasting, planning, budgeting etc.
Reconciling actual and forecast costs
and sales, and initiating corrective
action if discrepancies occur, and
finding out and eliminating the causes,
for example, bad portion control,
incorrect pricing etc.
Government / Political
i) Government legislation, for example, fire regulations, health and safety
acts, EU regulations.
ii) Changes in the fiscal structure of the country, for example, regulations
affecting business expense allowances.
Economic
i) Rising costs – foods and beverages, labour, fuel, rates and insurance.
ii) Sales instability – peaks and troughs of activity occur on a daily, weekly
and seasonal basis.
Social
i) Changes in population distribution, for example, population drifting
away from certain areas or demographic such as age structure.
iii) Growth of ethnic minorities leading to a demand for more varied foods.
iv) Changes in food fashion, for example, current popularity of take away
foods, home delivery of fast foods, trends in healthy eating.
Technical
i) Mechanization, for example, food production and food service
equipment.
v) Use of part time or casual staff in some food and beverage department.
ii) Maintenance of all costs in the line with budget guidelines and current
volume of business, for example, food, beverages, payroll etc.
iii) Maintenance of tight and efficient control of all food and beverage stocks.