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Week 10: Food & Beverage Management
13 May 2021

06:05 PM

Production
Overview of the Food Management Process
• Menu planning
• Procurement
• Receiving
• Storing
• Issuing
• Production
➢ Preparing
➢ Cooking
➢ Holding
• Serving
• Service
Setting Up Food-Purchasing System
• When setting up system:
➢ Establish standards for each food item used
➢ Establish a system that minimizes effort and losses and maximizes control of theft
➢ Establish the amount of each item that should be on hand
➢ Identify who will do the buying and who will keep the system in motion
➢ Identify who will do the receiving, storage, and issuing of items
Sustainable Purchasing
• Restaurants are moving towards buying more locally by
➢ Cutting down freight costs
➢ Strengthening regional economies
➢ Supporting family farms
➢ Preserving the local landscape
➢ Fostering a sense of community
• Does not ensure sustainability
➢ Involves food production methods
Food-Purchasing System
• Determine the food standards required to serve the market
• Develop product specifications
• Gather product availability information & select suppliers
• Have alternate suppliers in mind ( to compare )
• Select a person to order and receive supplies
• Set Up -> Establish -> Set Up -> Decide on -> Check -> Tie
• Set up storage space for maximum utilization
• Establish the amount needed to be stocked ( par stock ) for each item
• Set up inventory control system
• Decide on optimal delivery size to reduce cost of delivery and handling
• Check all inventories for quality and quantity or weight
• Tie inventory control and cost control system together
How much should be Purchased?
• The basic formula: Quantity Needed - Quantity on Hand =Quantity to Purchase
• Sales mix data helps with quantity forecasting
• Purchase Quantities Must Also Consider:
➢ Safety levels
➢ Minimum delivery requirements
➢ Quantity purchase discounts
➢ Length of delivery period
When to Purchase?
• Fresh produce, baked goods and dairy products - several times weekly ( or more frequently )
• Dry and frozen items - weekly ( or less frequently )
• Managers must consider:
➢ Estimated usage rates
➢ Available storage space
➢ Delivery costs
Purchasing Cycle
• Can be set up to roll along efficiently
➢ System that repeats itself day after day with minimal demands
▪ Product specifications need only be reviewed, not reset, each time food is ordered
▪ Par stock and reorder points are relatively fixed and changed only as sales volume changes appreciably or as the menu changes
▪ Major suppliers are changed infrequently
• Product specification -> Par stock and reorder point -> Selection of Supplier -> Order placement -> Receiving & storage ( recording ) ->
Issuing ( recording ) -> Product specification
Who sets up the System? Who operates it?
• The manager in consultation with the chef decides on product specification, selects purveyors, and has a figure in mind for p ar stock
• One person only should set up and operate the food purchasing system
Goals of Purchasing Process

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Goals of Purchasing Process
Purchasers desire to obtain:
• The right product
• At the right time
• In the right quantity
• From the right suppliers
• At the right price
Food Quality Standards
• Standards for food quality are set to serve a particular market
➢ Determined by the owner and chef/cook
▪ Some operators serve fresh fish only, never frozen
▪ Some restaurants use only fresh vegetables
Buying by Specification
• Each operation needs a quality of food that fits its market
➢ Quality needed varies with the market and the food item being produced
▪ Canned vegetables used in a made-up dish need not be of fancy grade
▪ Meat for grinding into hamburger may well come from U
...
good, or even lower-graded meat, and still be satisfactory
Mechanics of Ordering
• Best way to place orders
➢ Options vary:
▪ Calling for competitive prices
▪ Dealing with only one or two trusted suppliers
▪ Shopping in supermarkets
• Standing order:
➢ Predetermined order that is filled regularly
• Formal Purchase order:
➢ Purchase order form
▪ Two or three copies
Types of Purchasing
• Buying from a full-line purveyor:
➢ Carries a large line of supplies
➢ Offers more one-stop shopping
➢ Saves time and simplifies billing
• Co-op Buying:
➢ Supplies products at cost, plus enough of a mark up to cover the cooperative's cost
➢ Is non profit
➢ Is of lower cost than profit purveyors
Beware
• Avoid aligning yourself with a supplier, who, in turn, has suppliers who are not certified by quality inspectors
• A visit to any small food processor soliciting your trade may pay for itself
Buying Meat
• Principal factors in meat buying are:
➢ Cut of the meat: what part of the animal
➢ USDA grade: fat content, tenderness, and cost
➢ Style: carcass, wholesale cut, or ready-to-serve portion
Purchasing Meat
• Beef, veal, pork, and lamb are frequently used on menus
➢ Save money by using lower meat grade when moist heat cooking method is used
➢ Beef can be purchased as a side of beef
➢ Many use selected cuts of meat
➢ Meat buyers use the Institutional Meat Purchase Specifications ( IMPS ) and the Meat Buyer's Guide published by the North American
Meat Processors Association ( NAMP )
Government inspection and grades of meat
• Inspection has been mandatory since 1907
• Inspection falls under the USDA Food Safety and Inspection Service ( FSIS )
• Quality grades: prime, choice, select, standard, and commercial
Buying and Receiving Meat
• Steps:
➢ Get a copy of the Meat Buyer's Guide
➢ Determine exactly what meat the restaurant needs
➢ Request bids for purchase specifications
➢ Receiver should check the temperature of the meat
➢ Look for weight, count, and sizes
Buying Fresh Fruits and Vegetables
• Guidelines:
Select freshly picked, mature items and use them as quickly as possible

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➢
➢
➢
➢
➢
➢
➢

Select freshly picked, mature items and use them as quickly as possible
Handle them as little as possible
Distinguish blemishes that affect appearance and those that affect quality
Check on maturity
Avoid those that are overripe or show decay
Be conscious of size and count
Know containers' sizes and check contents

Green Dining Best Practices
• Go Organic
• Go Seasonal
• Buy imported produce with credentials: certified environmentally friendly
• Reduce transport greenhouse gases
USDA Wholesale Produce Grades
• Standards:
➢ U
...
Fancy: Highly specialized produce
➢ U
...
No
...
S
...
S
...
1, but superior to U
...
No
...
S
...
S
...
1 and U
...
No
...
S
...
2: Lowest quality practical to ship
➢ U
...
No
...
1'C ) - for grocery items such as canned goods, cereal products such as flour and alcoholic beverage
products such as liquor
➢ Refrigerated storage ( less than 41'F ; 5'C ) - for items such as fresh meat, produce and dairy products
Frozen storage ( less than 0'F ; -17
...
8'C ) - for items such as frozen meats, seafood, French fries and other vegetables purchased frozen
Quality Concerns During Storage
• Products can deteriorate under optimal storage conditions if storage times are excessive
• It is important to maintain the proper storage environment including temperature
• Cleanliness is important
• Shelving units should keep products off the floor and away from walls
How much inventory?
• Every food items has a shelf life
➢ Length of time a food item can be stored without appreciable loss in quality or weight
➢ Nearly every food that contains a large amount of water shrinks with storage
➢ Temptation is to buy a large quantity when a price reduction is available
▪ Requires extra handling space and time
Par Stock and Reorder Points
• Based on quantity used, storage space available, and availability of the product
• The operator with a fixed menu has an advantage in buying
• Preparation of entrees can be done in terms of prepared items ( e
...
so many trays stored under refrigeration )
Physical Inventory Form
Item

Purchase Unit No
...

This can reduce double-handling and provide a convenient container for marking
information about date of receipt and product costs
...

Perpetual Inventory Form

Inventory Turnover Rates
Assume the manager takes physical inventory of all wine, beers and spirits and finds that:
• Beverage inventory ( beginning of accounting period ) = $29,500
• Beverage purchase ( during accounting period ) = $76,000
• Beverage inventory ( end of accounting period ) = $27,500
• Cost of goods sold: beverage ( used during accounting period ) = $78,000
Beverage inventory turnover rate equals:
Cost of Goods sold: Beverage / [ ( Beginning Beverage Inventory + Ending Beverage Inventory) / 2 ]
=$78,000 / [ ( $29,500 + $27,500 ) / 2 ]
=$78,000 / $28,500
=$2
...
50

$79
...
A par is established for each type of alcoholic beverage maintained behind the bar
2
...
The bartender takes the empty bottles along with the issue requisition to the beverage storage area
4
...
The bartender returns to the bar with the full bottles and re -stocks the area
6
...
Establish Quality Standards
2
...
Provide Equipment and Tools
4
...
S
...
Only a small percentage of fruits are packed in this grade
• U
...
No
...
S
...
1 means good quality and is the most commonly used grade for most fruits
• U
...
No
...
S
...
3: U
...
No
...
S
...
3, which is the lowest grade practical to pack under normal commercial
conditions
Selection Factors for Fresh Fruits
• Apples
• Apricots
• Avocados
• Bananas
• Blueberries
• Cranberries
• Grapefruit
• Grapes
• Lemons
• Limes
• Melons
➢ Cantaloupes ( muskmelons )
➢ Casaba
Crenshaw

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•
•
•
•
•
•
•

➢ Crenshaw
➢ Honey Dew
➢ Watermelon
Nectarines
Oranges
Peaches
Pears
Pineapples
Raspberries ( Boysenberries, Blackberries )
Strawberries

USDA Guides for Fresh Vegetables
• U
...
Fancy: U
...
Fancy vegetables are of more uniform shape and have fewer defects than U
...
No
...
S
...
1: These vegetables should be tender and fresh appearing, have good colour and be relatively free from bruises and decay
• U
...
No
...
S
...
3: While U
...
No
...
3 have lower quality requirements than Fancy or No
...

Differences are mainly in appearance, amount of waste and preference
Selection Factors for Fresh Vegetables
• Artichokes
• Asparagus
• Beans
• Beets
• Broccoli
• Cabbage
• Carrots
• Cauliflower
• Celery
• Chicory, Endive, Escarole ( Greens )
• Corn
• Cucumbers
• Lettuce
• Mushrooms
• Onions
• Onions ( Green ), Shallots, Leeks
• Parsley
• Peppers ( Green )
• Potatoes
• Squash
• Sweet Potatoes
• Tomatoes
• Watercress
Principles of Vegetable Preparation
• Some are eaten raw ( after cleaning )
• Many are cooked ( steamed, grilled, baked, stir- or deep fat-fried and microwaved )
• Special care is needed to maintain the vegetable's
➢ Nutritional value
➢ Colour
➢ Flavour
➢ Texture
Selection Factors for Dairy Products
• Butter
• Cheese
• Milk and Cream
• Yogurt
• Frozen Desserts
Factors Important When Selecting Bakery Products
• Quantity
• Price
• Portion Size
• Availability
• Profitability
All about Wheat Flours
• Three parts to a wheat kernel
➢ Bran - outer covering
➢ Germ - embryo inside kernel
➢ Endosperm - the part of the kernel that makes white flour
• Common Types of Wheat Flour
➢ Whole Wheat
➢ Bread
➢ All-purpose
➢ Pastry
➢ Cake
➢ Instant
➢ Self-rising

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USDA Beef Quality Grades
• Prime
• Choice
• Select
• Standard
• Commercial
• Utility
• Cutter
• Canner
Selection Factors for Fresh Fish
• No USDA grading program exists
• Eyes should be bright and clean
• No darkening around edges of fish or brown / yellowish discolouration
• No 'fishy' or ammonia smells
Young Poultry Products
Young Poultry consists of:
• Chicken - Young chicken, Rock Cornish game hen, broiler, fryer, roaster or capon
• Turkey - Young turkey, fryer-roaster, young hen or young tom
• Duck - Duckling, young duckling, broiler duckling, fryer duckling or roaster duckling
• Goose and guinea - Young goose or guinea
• Pigeon - Squab
Mature Poultry Products
Mature poultry consists of:
• Chicken - Mature chicken, hen, broiler, fowl, baking chicken or stewing chicken
• Turkey - Mature turkey, yearling turkey, or old turkey
• Duck, Goose and Guinea - Mature or old duck, goose or guinea
• Pigeon - Pigeon
USDA Required Safe Handling Instructions for Meat

Suggested Storage Times for Raw Meats

Proper Cooking Processes for Meat
• Broiling / Grilling
• Roasting
• Frying ( sauteing )
• Braising
• Stewing
Meat-Cooking Temperature Chart
Meat

Fahrenheit

Celsius

Rare

120° - 125°

45° - 50°

Medium-Rare

130° - 135°

55° - 60°

Medium

140° - 145°

60° - 65°

Beef:

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Medium
Medium-Well
Well Done

140° - 145°

60° - 65°

150° - 155°

65° - 70°

160° and above 70° and above

Lamb:
Rare
Medium-rare
Medium
Well done

135°

60°

140° - 150°

60° - 65°

160°

70°

165° and above 75° and above
Poultry:

Chicken

165° - 175°

75° - 80°

Turkey

165° - 175°

75° - 80°

160° - 170°

65° - 70°

Ham (Fully-Cooked)

140°

60°

Ham (Uncooked)

160°

70°

Pork:

Fresh Pork

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Week 11: Food & Beverage Management
13 May 2021

06:21 PM

Sanitation & Hygiene
Food-borne Illness
• United States Public Health Service
➢ Identifies more than 40 diseases that can be transferred through food
➢ Food-borne illness: disease that is carried or transmitted to human beings by food
➢ Three Types of hazards to safe food:
▪ Biological
▪ Chemical
▪ Physical
Biological Hazards-Bacteria
• Highest number of biological food-borne illness is caused by bacteria
➢ Single-called microorganisms that are capable of reproducing in about 20 minutes
▪ Need sustenance to function and multiply
• Can cause illness in two ways:
➢ Disease-causing bacteria ( e
...
pathogens )
➢ Other bacteria discharge toxins that poison humans when food containing them is eaten
• Pathogenic bacteria causes illness in humans through:
➢ Intoxication
▪ E
...
botulism
➢ Infection
▪ E
...
salmonella
➢ Toxin-mediated infection
▪ E
...
E
...
g
...
g
...
g
...
g
...

➢ Ordered by seat number
▪ Allowing each plate to be placed correctly
➢ Beverages: served and cleared from the right-hand side and to a tray
➢ Some restaurants clear plates as soon as a person is done eating
▪ Others wait until everyone has finished
Greeter or Traffic Cop
• Greeter: host welcoming the arriving guests
➢ First representative to interact with visitors
▪ Sets the tone for the entire dining experience
• Rookie greeters
➢ First few weeks: outgoing, warm, and friendly
▪ Can easily turn into a traffic cop ordering visitors
▪ Give the option of becoming a server when vacancy occurs
Magic Phrases
• May include:
➢ Welcome back
➢ We're happy you're here
➢ It's good to see you again
➢ I hope you like it / enjoy it
➢ May I take your plate?
➢ How was your evening?
➢ Sorry to have kept you waiting
➢ Have a nice trip home
The Difficult Guest
• Once in a while, the server is confronted by a difficult guest
➢ Majority of handling complaints: falls into employee hands
▪ Must be trained to problem solve
Approach: 'What can I do to help?'
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▪ Approach: 'What can I do to help?'
 In itself, quite disarming
Strategies for Handling Complaints
• Win-win action tips
➢ Act immediately on a complaint
➢ Let the guest know you care
➢ Calm the guest
➢ Tell how the problem will be addressed
➢ Invite the guest to express their feelings
➢ Never invalidate or make the guest wrong
➢ Offer appropriate and reasonable amends
➢ Nurture the relationship
• Other tips
➢ Be diplomatic
➢ Remain calm, listen, and empathize
➢ Control your voice
➢ Get the facts
➢ Take care of the problem immediately
➢ If you take back an entrée, offer to keep the other meals warm in the kitchen
▪ So the group can eat together
Tact: Always
• Guests want common courtesy
➢ Recognition
➢ Respect
➢ A friendly welcome
• Principal reason people dine out
➢ Desire for sociability

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Week 13: Food & Beverage Management
13 May 2021

06:29 PM

Facilities, Design & Layout
Objectives
• After reading and studying this chapter, you should be able to:
➢ Recognize benefits of a good restaurant name
➢ Explain the relationship between concept and market
➢ Explain why a restaurant concept might fail
➢ Discuss some qualities of successful restaurant concepts
➢ Identify factors to consider when choosing a restaurant's location
➢ Identify factors to consider when developing a restaurant concept
➢ List restaurant knockout criteria
Restaurant Concepts
• Matrix of ideas:
➢ Constitute what will be perceived as the restaurant's image
➢ Should fit a definite target market
➢ Distinguishes the establishment as D&B ( different and better than the competition )
➢ May be necessary to modify as competition arises
➢ Best concepts are often the result of learning from mistakes
• Tips:
➢ Make it different enough from the competition
➢ Do not let it be too far ahead of current times
➢ Do not price your menu out of the market
➢ Pay attention to food costs
➢ Make your concept profitable
➢ Good concepts are on-trend
➢ Make your concept easily identifiable
➢ Take inspiration from others and love your concept
➢ Make sure the concept and location fit
Concepts: Clear Cut or Ambiguous?
• Many restaurants lack clear cut concepts
➢ No integration of the atmospherics
➢ Everything should fit together
• Concept is strengthened if it establishes an identity
• The name of the restaurant is part if the image
• The restaurant name can tell the customer what to anticipate
Protecting a Restaurant's Name
• Lawsuits over names happen
➢ If another party uses your name, you should take action
➢ Loss of the right to a name means changing signs, menus, promo material, many costs
The McDonald's Concept and Image
• Greatest restaurant success story of all time
➢ Concept: all-American family restaurant
▪ Clean
▪ Wholesome
▪ Inexpensive
▪ Fun
➢ Simple, straightforward menu
▪ Key to effectiveness of McDonald's advertising
Defining the Concept and Market
• Selecting a concept
➢ Define it precisely in the context of which markets will find it appealing
➢ Market may constitute a small percentage of the total population
▪ Coffee shop with counter service appeals to interstate travellers
• There must be a market gap
➢ Need for the concept offered
Concept and Market
• Quality
• Menu
• Price
• Atmosphere
• Management
• Location
• Food
• Service
Successful Restaurant Concepts
• Examples:
➢ T
...
I Friday's
➢ Spago
➢ Planet Hollywood
➢ Lettuce Entertain You Enterprises
Corner Bakery Café

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➢ Corner Bakery Café
➢ Hard Rock Café
▪ The Hard Rock Café is one of the most successful restaurant chain concepts of all time
➢ Union Square Hospitality Group
➢ Parallel 33
Restaurant Life Cycles
• Nearly all restaurants have an almost human life cycle: birth, growth, maturity, senescence 衰老, and death
➢ Familial lack of enthusiasm
➢ Changing demographics
➢ Fashions change
Concept Adaptation
• Concept development
➢ Always has been important in the industry
▪ Becoming more so now that dining districts are developing in almost every community
• Concepts that have not been tested
➢ Most need some adaptation to the particular market
▪ Different menus and prices attracts different markets
Changing or Modifying a Concept
• Many highly successful concepts that have worked well for years gradually turn sour
➢ Customer base and demographics change
➢ Morale and personal service may decline
• Copy and improve
➢ Every concept is built on ideas from other concepts
▪ Modifications and changes, new combinations, and changes in design, layout, menu, and service
When a Concept Fails
• Concept can be changed to fit the market
➢ Conversion can take place while the restaurant is doing business
• Name, décor, and menu can be changed
➢ Customers who have left may return if the new concept appeals to them
➢ New concept may better appeal to the same market
▪ Siphon customers away from the competition
Restaurant Symbology
• Includes the logo, line drawings, linen napkins, and service uniforms
➢ All helps to create the atmosphere
▪ Cesar Ritz: waiters dressed in tails
▪ Chart House: servers dressed in Hawaiian attire
▪ McDonald's: Ronald McDonald
➢ Take cues from larger companies to come up with symbols and signs that reflect the restaurant's concept
Multiple-Concept Chains
• Can have five or more restaurants in the same block
➢ Each competing with the others
➢ Each acquiring a part of the restaurant market
• Tricon Global Restaurants, Inc
...

Knockout Criteria
• Includes:
➢ Proper zoning
➢ Drainage, sewage, utilities
➢ Minimal size
➢ Short lease
➢ Excessive traffic speed
Access from a highway or street

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➢ Access from a highway or street
➢ Visibility from both sides of the street
• Other location Criteria:
➢ Market population
➢ Family income
➢ Growth or decline of the area
➢ Competition from comparable restaurants
➢ Restaurant row or cluster concept
➢ Downtown versus suburban
▪ New restaurants continually displace old ones
➢ Average travel time to reach restaurants
▪ Most diners-out select restaurants that are close by
➢ Matching location with concept
▪ Size of the lot, visibility, availability of parking, access from roads, etc

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