Chapter 3 aha romania


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menu planing and purchasing control points

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Chapter 3 aha romania

  1. 1. Chapter 3 The Menu Planning and Purchasing Control Points
  2. 2. Competencies for The Menu Planning and Purchasing Control Points <ul><li>Describe the relationship between menu planning and inventory, and note the effects of rationalization, diversification, and convenience foods. </li></ul><ul><li>Identify important staff member considerations at the menu planning control point. </li></ul><ul><li>Identify important equipment and facilities considerations at the menu planning control point. </li></ul><ul><li>Identify factors that influence menu changes. </li></ul>(continued)‏
  3. 3. Competencies for The Menu Planning and Purchasing Control Points <ul><li>Identify factors that influence purchasing needs, and list the functions of the purchasing control point. </li></ul><ul><li>Explain the relationship between purchasing and inventory. </li></ul><ul><li>Outline the skills of a successful buyer, including what one should know about dealing with suppliers. </li></ul><ul><li>Explain how a buyer can reduce risks at the purchasing control point. </li></ul>(continued)‏
  4. 4. MENU PLANNING AND INVENTORY <ul><li>MENU – is the mission statement for a food establishment. </li></ul><ul><li>- it defines the operation's concept and communicates concept to guest. </li></ul><ul><li>- it attempts to provide what guest expect from their overall hospitality experiences. </li></ul><ul><li>- it also a plan for the entire food service system. </li></ul><ul><li>INVENTORY – is the total supply of items an operation has in stock. </li></ul>
  5. 5. MENU PLANNING AND INVENTORY <ul><li>RATIONALIZATION – the creation of a simplified, balanced menu for the sake of operational effeciency and guest satisfaction. </li></ul><ul><li>CROSS-UTILIZATION – is to prepare and serve as many menu items as possible with a limited number of raw ingredients. </li></ul>
  6. 6. MENU PLANNING AND PEOPLE <ul><li>An operation's staff members are important to the success of its menu. </li></ul>
  7. 7. MENU PLANNING AND EQUIPMENT <ul><li>Equipment should be constructed according to nationally recognized food safety standards and /or be listed by accredited and listing organization. </li></ul>
  8. 8. MENU PLANNING AND FACILITIES <ul><li>The layout and design of the facilities are also important considerstions in menu planning, because they establish the physical limits within which food preparation and service takes place. The facilities must be adequate for the purchasing, receiving, storing, issuing, preparing, cooking, holding and serving of every item on the menu. </li></ul><ul><li>Both indoor and outdoor facilities affect the image of an establishment. </li></ul>
  9. 9. Factors Influencing Menu Changes <ul><li>External </li></ul><ul><ul><li>Guest demands (most important)‏ </li></ul></ul><ul><ul><li>Economic factors </li></ul></ul><ul><ul><li>Competition </li></ul></ul><ul><ul><li>Supply levels </li></ul></ul><ul><ul><li>Industry trends </li></ul></ul><ul><li>Internal </li></ul><ul><ul><li>Meal pattern </li></ul></ul><ul><ul><li>Concept and theme </li></ul></ul><ul><ul><li>Operational system </li></ul></ul><ul><ul><li>Menu mix </li></ul></ul>
  10. 10. THE PURCHASING CONTROL POINT <ul><li>The major objectives of purchasing is to obtain the right quality and quantity of items at the right price from the right supplier. </li></ul><ul><li>The menu determines what ingredients must be purchased and in what amounts. </li></ul><ul><li>Purchasing is one of the most control points for cost and quality control. </li></ul>
  11. 11. Basic Purchasing Functions <ul><li>Establish and maintain adequate supply of products. </li></ul><ul><li>Minimize investment in inventory. </li></ul><ul><li>Maintain quality, food safety, and cost standards. </li></ul><ul><li>Maintain competitive position. </li></ul>
  12. 12. PURCHASING AND INVENTORY <ul><li>Standard purchase specification – precisely defined the quality, quantity and other characteristics of the products an establishment buys. </li></ul><ul><li>Food sample date sheet – this form helps standardize the evaluations of products that an operation is considering to purchase. It can be used to record purchasing, storing, preparing and serving information about such products. </li></ul><ul><li>Purchase order – assists in maintaining purchasing control. The purchase order comprimises the details of an order placed with the ditributor. </li></ul>
  13. 13. PURCHASING AND PEOPLE <ul><li>Hotels often have a full-time purchasing agent or if the hotel is large, a purchasing department responsible for all food and non-food buying. </li></ul><ul><li>In smaller operations, the manager, assistant manager, executive chefs, steward or food and beverage director might serve as a partime buyer. </li></ul>
  14. 14. Characteristics of the Successful Buyer <ul><li>Managerial skills </li></ul><ul><li>Technical knowledge </li></ul><ul><li>Interpersonal skills </li></ul><ul><li>High ethical standards </li></ul>
  15. 15. FIVE FUNCTIONS OF PURCHASING <ul><li>The buyer is responsible for maintaining adequate inventory levels </li></ul><ul><li>The buyer should minimize the operation's investment in inventory </li></ul><ul><li>The buyer must maintain the operation's quality, food safety and cost standards. </li></ul><ul><li>The buyer must work to maintain the operation's competitive position. </li></ul><ul><li>The buyer must purchase the product, not the deal. He or she should never compromise the establishment's standards for a better price. </li></ul>
  16. 16. Advantages of the Master Distributor <ul><li>Satisfy 90% to 100% of purchasing needs </li></ul><ul><li>Product consistency </li></ul><ul><li>Purchasing leverage </li></ul><ul><li>Build supplier trust </li></ul><ul><li>Special services: </li></ul><ul><li>Menu consulting </li></ul><ul><li>Employee training </li></ul><ul><li>New product presentations </li></ul>
  17. 17. Criteria for Evaluating Suppliers <ul><li>Food safety policies </li></ul><ul><li>Size and services </li></ul><ul><li>Staff and labor relations </li></ul><ul><li>Purchasing power and financial position </li></ul><ul><li>Products and prices </li></ul><ul><li>Reputation </li></ul><ul><li>Value </li></ul>
  18. 18. PURCHASING AND EQUIPMENT <ul><li>The materials from which equipment and utensils are constructed must be safe ( non-toxic ), durable, corrosion-resistant, nonsbsorbent, sufficient in weight and thickness to withstand repeated warewashing, finished with a smooth and easily cleanable surface, and resistant to pitting, chipping, crazing, scratching, scoring, distortion, and decomposition. </li></ul>
  19. 19. PURCHASING AND FACILITIES <ul><li>A food service operation's facilties help determine the operations purchasing method. If the facilties are spacious and accommodate many guests, the operation will likely use a formal purchasing method, which involves relatively large orders. </li></ul>
  20. 20. PURCHASING AND CHANGE <ul><li>The purchasing activity is a constant state of flux. Conditions change from season to season, from week to week, and some cases, overnight. </li></ul><ul><li>Purchasing patterns must be altered when conditions change. However, before a change is implemented, it is important to systematically predict and evaluate its impact on the operation's food safety, quality, and cost standard. As part of this systematic evaluation, the risks must be clarified, analyzed and reduced when possible. </li></ul>
  21. 21. PURCHASING AND FOOD SAFETY <ul><li>Food quality </li></ul><ul><li>Food safety </li></ul><ul><li>Cost controls </li></ul><ul><li>Food production methods </li></ul><ul><li>Purchasing procedures </li></ul><ul><li>Suppliers and competitors </li></ul>