As seen Aug 6, 2014 | FsVoice inside Nation’s Restaurant News
IT TAKES BACK OF HOUSE GUTS TO POWER FRONT OF HOUSE GLORY. LET US HELP.
This blog supplements our Resource Center content. We hope you visit often to learn more about how back office software can help your restaurant optimize food and labor costs and minimize waste.
As restaurant owners and management teams look at 2014 and beyond, there a series of key questions that they should be asking and need to ensure their ability to track and respond to the answers. The focus of this blog will be about the real world issues and responses and not as much about the much hyped "Big Data" discussion.
As mentioned earlier, labor scheduling is a balancing act, ensuring that customers receive the services they expect within a cost model that allows the restaurant to operate profitably.
Assuming that management has a sound methodology for establishing expected sales and traffic, local general managers in the restaurant space should think seriously about managing the two largest controllable items of their profit and loss statements: cost of goods and direct and supervisory labor. I will speak later about theory and practice around purchasing, but here I want to focus on staffing and labor.
Forecast Cycles and Frequency - The benefits of developing an accurate forecast have been reviewed in earlier blogs and are, at the most basic level, the best way to predict both product and labor needs to meet and exceed customer demand and expectations. While product shipments may only occur once to twice a week, labor needs are based upon expected daily sales and traffic. Given that both food and labor costs are based upon daily sales and activity, the forecasts need to operate on a daily basis.