Chapter 4 HRM13
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Mary discovered that Maria's Bistro has tripled its purchases from Sysco without clear reasons. When questioned, the purchasing agent was evasive. Mary found that Sysco marks up prices 30% on most items it drop-ships from manufacturers. Sysco is owned by Marco's brother-in-law. Mary wonders if this is a conflict of interest and how she should proceed.
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This document discusses sustainable food purchasing practices for restaurants. It recommends buying locally to support regional economies and cut freight costs, as well as only purchasing animals that were humanely raised without antibiotics or hormones. Organic food is becoming more popular among customers despite higher costs. Maintaining close relationships with suppliers helps restaurants control costs and availability. Good suppliers act as consultants to help restaurants purchase the best products. The document also outlines steps for setting up an efficient food purchasing system, including establishing quality standards, specifications, inventory levels, and ordering processes.
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This document discusses food purchasing control in foodservice operations. It covers developing standard purchase specifications, determining par stock levels, using periodic and perpetual inventory methods to calculate reorder points and quantities. Centralized purchasing is also addressed, with advantages being lower prices from volume purchasing and reduced dishonesty, while disadvantages include less flexibility for individual units.
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This document discusses methods for monitoring daily food costs in food service operations. It describes how to calculate daily food cost and food cost percentage. It also explains how to track costs on a cumulative basis over time and compares book inventory values to actual physical inventory counts. The document notes that daily tracking allows for constant monitoring of costs and catching variances early. It provides formulas for calculating inventory turnover rates as well.
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This document discusses food and beverage purchasing controls. It explains that purchasing should be done by a designated person such as an owner, manager, chef, or steward. Different types of inventory are defined, including perishables with short shelf lives and non-perishables. Purchase order specifications ensure quality, quantity and competitive pricing of foods. Receiving procedures verify correct deliveries and record keeping is important for accountability.
Lesson 6 food purchasing
This document discusses sustainable food purchasing practices for restaurants. It recommends buying locally to support regional economies and cut freight costs, as well as only purchasing animals that were humanely raised without antibiotics or hormones. Organic food is becoming more popular among customers despite higher costs. Maintaining close relationships with suppliers helps restaurants control costs and availability. Good suppliers act as consultants to help restaurants purchase the best products. The document also outlines steps for setting up an efficient food purchasing system, including establishing quality standards, specifications, inventory levels, and ordering processes.
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The document discusses key concepts related to food and beverage cost control. It defines various types of costs such as fixed, variable, and semi-variable costs. It also discusses the importance of cost-to-sales ratios for monitoring costs and profits. The document provides formulas for calculating cost percentages, sales prices based on cost percentages, and costs based on sales prices and cost percentages. Maintaining appropriate cost-to-sales ratios is important for restaurant profitability.
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The document discusses procedures for monitoring food service operations through monthly inventory and determining monthly food cost. It describes taking a physical inventory, valuing the closing inventory using different methods, and making adjustments to calculate the accurate cost of food consumed. The cost of food consumed is then used to calculate the food cost percentage. Key steps include taking inventory, valuing items, calculating total available food, determining cost of food issued, and making adjustments to get the actual cost of food sold.
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This document discusses food purchasing control in foodservice operations. It covers developing standard purchase specifications, determining par stock levels, using periodic and perpetual inventory methods to calculate reorder points and quantities. Centralized purchasing is also addressed, with advantages being lower prices from volume purchasing and reduced dishonesty, while disadvantages include less flexibility for individual units.
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This document discusses methods for monitoring daily food costs in food service operations. It describes how to calculate daily food cost and food cost percentage. It also explains how to track costs on a cumulative basis over time and compares book inventory values to actual physical inventory counts. The document notes that daily tracking allows for constant monitoring of costs and catching variances early. It provides formulas for calculating inventory turnover rates as well.
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This document discusses food purchasing procedures and responsibilities. It defines purchasing as the transfer of commodity ownership from one person to another in exchange for money. The objectives of purchasing are to maintain adequate supplies, minimize investments, run smooth operations, and maximize quality. Key purchasing responsibilities include determining order timing, controlling inventory levels, establishing quality standards, obtaining competitive bids, and overseeing deliveries. The document outlines various purchasing methods like specific period contracts, quantity contracts, daily market lists, and cash and carry. It emphasizes the importance of purchase specifications and tips like maintaining supplier knowledge and exploring all possible suppliers.
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This document discusses food and beverage control procedures for hotels and restaurants. It covers the controlling procedures for purchasing, receiving, storing, producing, issuing and distributing food and beverage items. Specifically, it details the standard procedures for purchasing items through contracts, cash and carry, and from total suppliers. It also outlines the key reasons for and process of receiving food deliveries according to the established specifications and standards. This ensures the correct quantities, qualities and prices of delivered items.
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The document discusses key aspects of procurement in foodservice operations, including purchasing, receiving, storage, and inventory control. It describes the roles of purchasers and different types of suppliers. Purchasers must be familiar with the market, their operation, and customers to make effective purchasing decisions. Developing detailed purchase specifications is important to ensure consistency and quality of goods. Larger operations typically use a centralized purchasing system while smaller operations often delegate purchasing duties to other roles.
CHAPTER 6Food PurchasingLEARNING OBJECTIVESAfter rea.docx
CHAPTER 6
Food Purchasing
LEARNING OBJECTIVES
After reading and studying this chap-
ter, you should be able to:
.
■ Explain the importance of prod-
uct specifications.
■ List and describe the steps for
creating a purchasing system.
■ Identify factors to consider
when establishing par stocks
and reordering points.
■ Explain selection factors for pur-
chasing meat, produce, canned
goods, coffee, and other items.
Sustainable Purchasing ■ 175
This chapter covers the basic elements of food purchasing. When setting up a
food-purchasing system , think in terms of:
■ Establishing standards for each food item used (product specification)
■ Establishing a system that minimizes effort and losses and maximizes con-
trol of theft
■ Establishing the amount of each item that should be on hand (par stocks
and reorder points)
■ Identifying who will do the buying and who will keep the food-purchasing
system in motion
■ Identifying who will do the receiving, storage, and issuing of items
The dynamics of purchasing have changed in several key ways: Restaurants
are creating partnerships with a select few purveyors — the rationale being that
you get more loyalty and spend less time ordering and receiving multiple times,
with some deliveries coming at awkward times. Purveyors say that the freight
costs are the same for 1 or 100 boxes.
Sustainable Purchasing
Restaurants are also moving towards buying more locally, cutting down freight
costs. Buying locally strengthens regional economies, supports family farms,
preserves the local landscape, and fosters a sense of community.1 However,
buying local does not necessarily mean that it is a sustainable product. Sus-
tainability includes buying food as locally as possible, but also involves food
production methods that are healthy, do not harm the environment, respect work-
ers, are humane to animals, provide fair wages to farmers, and support farming
communities.2
A growing number of restaurateurs are increasingly adopting sustainable pur-
chasing practices by purchasing animals that have not been raised in confinement,
given antibiotics or hormones, or fed animal byproducts. An example being,
avoiding the purchase of chickens and eggs from large factory farms where the
chickens are raised in small cages or large overcrowded barns.3 There are also
concerns with the purchasing of fish, by buying only fish that are not endan-
gered limits the variety used in foodservice but helps fish stocks to rebuild their
numbers.
Organic food purchasing is gaining momentum. Although more expensive,
some operators find their guests are requesting more organic items on the menu.
Additionally, there is an increasing demand for health enhancing foods that are
rich in antioxidants and phytonurtrients.4
Restaurateurs are letting the menu drive business, and many change menus
and prices four times a year. Maintaining a close relationship with suppliers helps
with advance warnings of pending price increases and lack of avail ...
2015 DHK2553 Topic 7.1 purchasing
This document summarizes key steps in the food procurement process for a kitchen management course. It outlines assessing needs, projecting sales figures, developing a vendor list, determining order quantities, getting bids and prices, placing orders, receiving deliveries, and storing goods. It also discusses the differences between purchasing and ordering, how to establish purchasing specifications, factors for evaluating and selecting vendors like cost, quality and delivery, and tips for dealing with suppliers.
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The purchasing process involves establishing standard purchase specifications, selecting suppliers, placing purchase orders, and receiving goods. Purchases may be made directly from markets, through suppliers on contract, or from wholesalers. Perishable and non-perishable goods have different purchasing frequencies. Quality is determined by yield tests and standard specifications help ensure standard products are received. Purchase orders are made in multiple copies to facilitate record keeping and processing of deliveries.
Assessment on this ModuleThe assessment for this module consists.docx
Assessment on this Module
The assessment for this module consists of two elements. Final submission dates for elements of assessment vary.
Element
Type of assessment
Word or time limit
% of Total Mark
Submission method
Final Submission Date
010
GROUP PRESENTATION
20 MINUTES
HAND-IN AS A VIDEO
30%
Dropbox link
W/C 09 March
NO LATER THAN:
2PM OM:
Friday 13 March, 2020
011
INDIVIDUAL ASSIGNMENT
2000 WORDS
70%
Turnitin®UK Grademark
NO LATER THAN 2PM ON:
Friday 24 April 2020
All forms of assessment must be submitted by the published deadline which is detailed above. It is your responsibility to know when work is due to be submitted – ignorance of the deadline date will not be accepted as a reason for late or non-submission.
Assessment Case: Supply Chain at The Good Farm Company[footnoteRef:1] [1: This case is adapted from Stephan van Dijk, Jack van der Vorst and Adrie Beulens, but data have been changed for reasons of commercial confidentiality.]
Introduction
At The Good Farm Company, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers, a serious discussion arises. The Sales Manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The Operations and Purchase Managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products.
This discussion sounded very familiar to the General Manager. He has already heard the complaints of the senior managers many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the coordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The General Manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any re.
Purchasing
Here are the key points about product specification and pricing unit:
Product specification refers to the technical details and requirements that a product must meet in order to be deemed acceptable for procurement. It includes qualities like dimensions, materials used, performance characteristics, packaging requirements, warranty terms, and other relevant attributes. Developing clear product specifications helps ensure the item purchased is suitable for its intended use.
Pricing unit refers to the basic unit in which an item is priced and purchased. It could be per unit, per kilogram, per dozen, per liter, etc. Establishing the appropriate pricing unit is important for accurate budgeting and cost control. It allows for easy calculation of the total price based on the quantity required.
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The development of productive and fully integrated linkages between the Agri-Food Sector and Tourism in the Caribbean Region offers significant potential for repositioning and broad-based growth in the Agriculture value chain, and opportunities for channelling the Region’s diversity and building-in genuine competitiveness and sustainability in the tourism product.
Forging Agriculture-Tourism linkages capitalizes on the inherent ability of the Tourism sector to diversify the Caribbean economy, stimulate entrepreneurship, catalyse investment and assist in wider social development in local communities. Such linkages offer unprecedented opportunities to stem and reverse the declines in traditional agriculture, stimulate the rapid growth in “new‟ agriculture and build resilience and sustainability of Caribbean economies. The latter is particularly critical for reducing the high levels of foreign exchange leakage in tourism, preserving cultural identity, reducing poverty in local communities and enhancing local awareness and good practices with respect to climate change and environmental issues.
Goal: To provide a mechanism for managing and increasing the local and regional development impact of Tourism and Agriculture through the creation of a collaborative and inclusive planning and implementation framework that can drive trade and new business between the two sectors.
Objectives
· To promote linkages between the agrifood sector and the tourism industry to increase sustainable sourcing through the strengthening of agritourism policy and strategy in the Caribbean
· To increase the understanding and awareness of the current deficiencies in the supply of fresh and processed agricultural products along the value chain and the actions needed
· To design inter-sectoral and inclusive policies which promote PPPs for improved local food use and consumption.
· To identify concrete regional projects that can be supported under the intra ACP EU funding.Prepare hot and cold meals
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The document discusses purchase management in hospitals. It covers what purchase management is, the purchase cycle process, features of purchase management, and principles of purchase management. It notes that purchase management directs the flow of goods and services in a company. The purchase cycle involves recognizing a need, specifying the need, determining a supplier, establishing price and terms, creating a purchase order, delivering the order, expediting the order, receiving and inspecting the order, approving and paying for the order, and maintaining records. Purchase management in hospitals is complex due to the need for products to always be available for patient care while controlling costs and inventory. Hospitals often work with distributors to manage supplier relationships and deliver goods.
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This document discusses effective purchasing controls for perishable and non-perishable goods. It defines perishables as products with a shelf life of 1-3 days like meat and produce, while non-perishables can last months in storage like canned goods and dried foods. The document outlines standards for purchasing the right products at the right time and price, and proper food storage. It identifies characteristics of effective purchasing controls and potential errors to avoid like overpurchasing or poor supplier relationships.
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- The purchasing procedure and factors considered in supplier selection
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1. Defining economic order quantity and how it minimizes total inventory costs by balancing ordering and holding costs.
2. Key responsibilities of a purchasing manager including implementing procurement strategies, forecasting needs, managing vendor relationships, and ensuring purchases are appropriately approved.
3. How ethics plays an important role in purchasing by establishing rules for fair supplier selection, honest conduct, and timely fulfillment of commitments. Transparency, compliance, and social/environmental responsibility are also emphasized.
Hotel cost control - master class
https://www.udemy.com/hotel-management-food-beverage-and-general-cost-control/?couponCode=INTERNAL
In Hospitality management, F&B and other general Cost are second largest cost in hospitality apart from labour cost.
in this hotel management cost control course you will learn the fundamental processes by which these cost can be controlled.
we will learn various
- PAR Setting process for general inventory
- How to Calculate kitchen food orders
- Butcher Test / Yield Tests
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Material management involves planning, organizing, and controlling the flow of materials from initial purchase through distribution. The key aims are to obtain the right quality and quantity of supplies at the right time and place at the lowest possible cost. Effective material management requires forecasting demand, establishing scientific inventory controls like economic order quantity and ABC analysis, following proper procurement and storage procedures, and implementing preventative maintenance and condemnation of equipment when required. Adopting sound material management principles can improve organizational efficiency.
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This document discusses food purchasing procedures and responsibilities. It defines purchasing as the transfer of commodity ownership from one person to another in exchange for money. The objectives of purchasing are to maintain adequate supplies, minimize investments, run smooth operations, and maximize quality. Key purchasing responsibilities include determining order timing, controlling inventory levels, establishing quality standards, obtaining competitive bids, and overseeing deliveries. The document outlines various purchasing methods like specific period contracts, quantity contracts, daily market lists, and cash and carry. It emphasizes the importance of purchase specifications and tips like maintaining supplier knowledge and exploring all possible suppliers.
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The document discusses key aspects of procurement in foodservice operations, including purchasing, receiving, storage, and inventory control. It describes the roles of purchasers and different types of suppliers. Purchasers must be familiar with the market, their operation, and customers to make effective purchasing decisions. Developing detailed purchase specifications is important to ensure consistency and quality of goods. Larger operations typically use a centralized purchasing system while smaller operations often delegate purchasing duties to other roles.
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Food Purchasing
LEARNING OBJECTIVES
After reading and studying this chap-
ter, you should be able to:
.
■ Explain the importance of prod-
uct specifications.
■ List and describe the steps for
creating a purchasing system.
■ Identify factors to consider
when establishing par stocks
and reordering points.
■ Explain selection factors for pur-
chasing meat, produce, canned
goods, coffee, and other items.
Sustainable Purchasing ■ 175
This chapter covers the basic elements of food purchasing. When setting up a
food-purchasing system , think in terms of:
■ Establishing standards for each food item used (product specification)
■ Establishing a system that minimizes effort and losses and maximizes con-
trol of theft
■ Establishing the amount of each item that should be on hand (par stocks
and reorder points)
■ Identifying who will do the buying and who will keep the food-purchasing
system in motion
■ Identifying who will do the receiving, storage, and issuing of items
The dynamics of purchasing have changed in several key ways: Restaurants
are creating partnerships with a select few purveyors — the rationale being that
you get more loyalty and spend less time ordering and receiving multiple times,
with some deliveries coming at awkward times. Purveyors say that the freight
costs are the same for 1 or 100 boxes.
Sustainable Purchasing
Restaurants are also moving towards buying more locally, cutting down freight
costs. Buying locally strengthens regional economies, supports family farms,
preserves the local landscape, and fosters a sense of community.1 However,
buying local does not necessarily mean that it is a sustainable product. Sus-
tainability includes buying food as locally as possible, but also involves food
production methods that are healthy, do not harm the environment, respect work-
ers, are humane to animals, provide fair wages to farmers, and support farming
communities.2
A growing number of restaurateurs are increasingly adopting sustainable pur-
chasing practices by purchasing animals that have not been raised in confinement,
given antibiotics or hormones, or fed animal byproducts. An example being,
avoiding the purchase of chickens and eggs from large factory farms where the
chickens are raised in small cages or large overcrowded barns.3 There are also
concerns with the purchasing of fish, by buying only fish that are not endan-
gered limits the variety used in foodservice but helps fish stocks to rebuild their
numbers.
Organic food purchasing is gaining momentum. Although more expensive,
some operators find their guests are requesting more organic items on the menu.
Additionally, there is an increasing demand for health enhancing foods that are
rich in antioxidants and phytonurtrients.4
Restaurateurs are letting the menu drive business, and many change menus
and prices four times a year. Maintaining a close relationship with suppliers helps
with advance warnings of pending price increases and lack of avail ...
2015 DHK2553 Topic 7.1 purchasing
This document summarizes key steps in the food procurement process for a kitchen management course. It outlines assessing needs, projecting sales figures, developing a vendor list, determining order quantities, getting bids and prices, placing orders, receiving deliveries, and storing goods. It also discusses the differences between purchasing and ordering, how to establish purchasing specifications, factors for evaluating and selecting vendors like cost, quality and delivery, and tips for dealing with suppliers.
4. Purchasing Control.pdf
The purchasing process involves establishing standard purchase specifications, selecting suppliers, placing purchase orders, and receiving goods. Purchases may be made directly from markets, through suppliers on contract, or from wholesalers. Perishable and non-perishable goods have different purchasing frequencies. Quality is determined by yield tests and standard specifications help ensure standard products are received. Purchase orders are made in multiple copies to facilitate record keeping and processing of deliveries.
Assessment on this ModuleThe assessment for this module consists.docx
Assessment on this Module
The assessment for this module consists of two elements. Final submission dates for elements of assessment vary.
Element
Type of assessment
Word or time limit
% of Total Mark
Submission method
Final Submission Date
010
GROUP PRESENTATION
20 MINUTES
HAND-IN AS A VIDEO
30%
Dropbox link
W/C 09 March
NO LATER THAN:
2PM OM:
Friday 13 March, 2020
011
INDIVIDUAL ASSIGNMENT
2000 WORDS
70%
Turnitin®UK Grademark
NO LATER THAN 2PM ON:
Friday 24 April 2020
All forms of assessment must be submitted by the published deadline which is detailed above. It is your responsibility to know when work is due to be submitted – ignorance of the deadline date will not be accepted as a reason for late or non-submission.
Assessment Case: Supply Chain at The Good Farm Company[footnoteRef:1] [1: This case is adapted from Stephan van Dijk, Jack van der Vorst and Adrie Beulens, but data have been changed for reasons of commercial confidentiality.]
Introduction
At The Good Farm Company, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers, a serious discussion arises. The Sales Manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The Operations and Purchase Managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products.
This discussion sounded very familiar to the General Manager. He has already heard the complaints of the senior managers many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the coordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The General Manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any re.
Purchasing
Here are the key points about product specification and pricing unit:
Product specification refers to the technical details and requirements that a product must meet in order to be deemed acceptable for procurement. It includes qualities like dimensions, materials used, performance characteristics, packaging requirements, warranty terms, and other relevant attributes. Developing clear product specifications helps ensure the item purchased is suitable for its intended use.
Pricing unit refers to the basic unit in which an item is priced and purchased. It could be per unit, per kilogram, per dozen, per liter, etc. Establishing the appropriate pricing unit is important for accurate budgeting and cost control. It allows for easy calculation of the total price based on the quantity required.
Caribbean Agrotourism Policy Setting Workshop: Dunstan Demille; Initiatives b...
Caribbean Agrotourism Policy Setting Workshop: Dunstan Demille; Initiatives b...Brussels Briefings (brusselsbriefings.net)
The development of productive and fully integrated linkages between the Agri-Food Sector and Tourism in the Caribbean Region offers significant potential for repositioning and broad-based growth in the Agriculture value chain, and opportunities for channelling the Region’s diversity and building-in genuine competitiveness and sustainability in the tourism product.
Forging Agriculture-Tourism linkages capitalizes on the inherent ability of the Tourism sector to diversify the Caribbean economy, stimulate entrepreneurship, catalyse investment and assist in wider social development in local communities. Such linkages offer unprecedented opportunities to stem and reverse the declines in traditional agriculture, stimulate the rapid growth in “new‟ agriculture and build resilience and sustainability of Caribbean economies. The latter is particularly critical for reducing the high levels of foreign exchange leakage in tourism, preserving cultural identity, reducing poverty in local communities and enhancing local awareness and good practices with respect to climate change and environmental issues.
Goal: To provide a mechanism for managing and increasing the local and regional development impact of Tourism and Agriculture through the creation of a collaborative and inclusive planning and implementation framework that can drive trade and new business between the two sectors.
Objectives
· To promote linkages between the agrifood sector and the tourism industry to increase sustainable sourcing through the strengthening of agritourism policy and strategy in the Caribbean
· To increase the understanding and awareness of the current deficiencies in the supply of fresh and processed agricultural products along the value chain and the actions needed
· To design inter-sectoral and inclusive policies which promote PPPs for improved local food use and consumption.
· To identify concrete regional projects that can be supported under the intra ACP EU funding.Prepare hot and cold meals
This document discusses effective food purchasing practices. It emphasizes buying the proper quantity, quality, and price of food items from reputable suppliers. Specific guidelines are provided, such as only purchasing what is needed for the current period, considering seasonal items and delivery times, and categorizing purchases as perishable, semi-perishable, or non-perishable. Determining appropriate food quantities and prices also requires planning based on family needs.
49179288 purchase-management-in-hospitals-mirage - copy
The document discusses purchase management in hospitals. It provides an overview of what purchase management is, the purchase cycle process, features of purchase management, and basic principles. It then discusses how purchase management is difficult and complex in hospitals given their supply costs are a major expense. Hospitals need to ensure the right products are available at the right time and place while also controlling costs and being ready to adapt to changes in the healthcare industry.
49179288 purchase-management-in-hospitals-mirage - copy
The document discusses purchase management in hospitals. It covers what purchase management is, the purchase cycle process, features of purchase management, and principles of purchase management. It notes that purchase management directs the flow of goods and services in a company. The purchase cycle involves recognizing a need, specifying the need, determining a supplier, establishing price and terms, creating a purchase order, delivering the order, expediting the order, receiving and inspecting the order, approving and paying for the order, and maintaining records. Purchase management in hospitals is complex due to the need for products to always be available for patient care while controlling costs and inventory. Hospitals often work with distributors to manage supplier relationships and deliver goods.
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This document discusses effective purchasing controls for perishable and non-perishable goods. It defines perishables as products with a shelf life of 1-3 days like meat and produce, while non-perishables can last months in storage like canned goods and dried foods. The document outlines standards for purchasing the right products at the right time and price, and proper food storage. It identifies characteristics of effective purchasing controls and potential errors to avoid like overpurchasing or poor supplier relationships.
What is supply chain?
The presentation explains the fundamentals of supply chain, supply chain management and inventory management. A simple analogy is used to conceptualize the basics of supply chain and inventory management. This is part 1 of a 5 part series which which starts with this presentation- What is Supply Chain and will end with How to Manage your Supply Chain.
F&B Purchasing
This document discusses the purchasing function in the food and beverage industry. It defines purchasing as searching for, selecting, and purchasing commodities according to an establishment's policies. The key aspects covered include:
- The roles and responsibilities of the purchasing officer
- Methods of purchasing like contracts, periodic orders, and cash purchases
- The purchasing procedure and factors considered in supplier selection
- Guidelines on purchasing food, beverages, and duties of the purchasing officer
Purchasing control of food and drinks
This document discusses purchasing in the food and beverage industry. It defines purchasing as searching for, selecting, and purchasing commodities according to an establishment's policies. The purchasing officer is responsible for finding suitable items, selecting suppliers, receiving goods, recording items, and getting feedback. Purchasing methods include contracts, periodic ordering, daily quotations, and cash purchases. The duties of purchasing officers and factors considered in supplier selection like price, quality, and delivery are also outlined.
IFSM 300 Final Assessment ExamNOTE As for all work in this c.docx
This document provides a case study about Virginia's Finest Meat Distributors (VFMD), a privately owned meat distributor. VFMD sells customized meat cuts to restaurants, caterers, and clubs. The owner, Victor, wants to analyze how information systems could help manage and grow the business. The case study is then followed by 10 questions requiring analysis of VFMD and recommendations for how information systems could improve various business processes and enable data-driven decision making.
Material management
This document discusses material management concepts including:
1. Defining economic order quantity and how it minimizes total inventory costs by balancing ordering and holding costs.
2. Key responsibilities of a purchasing manager including implementing procurement strategies, forecasting needs, managing vendor relationships, and ensuring purchases are appropriately approved.
3. How ethics plays an important role in purchasing by establishing rules for fair supplier selection, honest conduct, and timely fulfillment of commitments. Transparency, compliance, and social/environmental responsibility are also emphasized.
Hotel cost control - master class
https://www.udemy.com/hotel-management-food-beverage-and-general-cost-control/?couponCode=INTERNAL
In Hospitality management, F&B and other general Cost are second largest cost in hospitality apart from labour cost.
in this hotel management cost control course you will learn the fundamental processes by which these cost can be controlled.
we will learn various
- PAR Setting process for general inventory
- How to Calculate kitchen food orders
- Butcher Test / Yield Tests
- Bar Spot Checks
- Various other control aspects related to hotel cost controls
This Course is designed for hotel cost controllers, finance staff, department heads to be able to understand how cost for hotels are managed.
MATERIAL HANDLING
Material management involves planning, organizing, and controlling the flow of materials from initial purchase through distribution. The key aims are to obtain the right quality and quantity of supplies at the right time and place at the lowest possible cost. Effective material management requires forecasting demand, establishing scientific inventory controls like economic order quantity and ABC analysis, following proper procurement and storage procedures, and implementing preventative maintenance and condemnation of equipment when required. Adopting sound material management principles can improve organizational efficiency.
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