Every cover has a par.
Your seats are full, your kitchen is running, and the month still ends short. We follow one cover from your kitchen to your guest's table, find what it really earns you, and close the gap.
Where one cover's money goes
A sample cover from your kitchen to a guest's table, or a tray from your central kitchen to a client's site. Every figure is a sample. Yours come from your own files.
- What the cover earns you3.500
- Food1.120
- Kitchen time0.780
- Waste0.210
- Service staff0.560
- Energy and gas0.110
- Rent, per seat0.380
- Trays and distribution0.230
- What you keep0.110
Seven units, one number each
Each unit the cover passes through has one number that tells you how it is doing. A sample kitchen, read the way we read you.
Sample
- Food
Food cost, share of the cover
YOU 32%PAR 28%
Your menu price holds while your suppliers move. Each cover carries more food than you priced into it.
- Kitchen
Covers per kitchen hour
YOU 11PAR 16
Prep and rosters follow habit, not the bookings. Every hour with no covers in it is wages you cannot bill.
- Waste
Food thrown away, share of food bought
YOU 16%PAR 7%
What you over-prepare and over-order goes in the bin at full cost. You pay for it twice, once at the supplier and once in the margin.
- Seat
Covers per seat a day
YOU 1.8PAR 2.6
A seat that sits empty between services still pays rent. Your fixed cost is spread over fewer guests than it was built for.
- Rent
Energy and rent, share of the cover
YOU 14%PAR 10%
The ovens run and the chillers hum whether the room is full or not. Those costs sit inside every cover you serve.
- Contract
Margin on a contract cover, share of the price
YOU 2%PAR 9%
A contract price agreed in a good year meets this year's food cost. Each cover on that account now earns you less than you planned.
- Cash
Days from invoice to cash
YOU 62PAR 30
You pay suppliers and wages this month and your client pays you next quarter. Your cash runs their dining room.
Three moves, in this order
Bring last month
Menus and recipe costs, supplier invoices, rosters, utility bills, contracts and bank statements, as they are. One sitting at your table.
Get your score
One page with your numbers beside your par, unit by unit, and the places the difference goes.
Close the biggest leak
We fix the largest one first, then we score you again every month.
How we close the gap
We cost every dish and every contract
You see what each cover earns you at the table, at the banquet and on the contract, after food, labour and waste.
We plan the kitchen hours to the covers
Prep and rosters follow your real peaks. You stop paying for hours with no covers in them.
We rebuild how you buy
One spec and one price across your kitchens, and waste shows up where it starts.
We shorten the days to cash
Fewer days from invoice to money in your bank. Your suppliers are paid from cash that has arrived.
On your desk
- One cover priced start to finish, for each of your outlets and contracts.
- A profit statement, outlet by outlet and contract by contract.
- A buying plan across your kitchens.
- A kitchen-hour plan that matches your peaks.
- Your score every month, unit by unit.
What owners ask us
- How do I know which of my catering contracts lose money?
- Price each one on its own. We set what a client pays you per cover against what that cover costs you in food, kitchen hours, waste, delivery and deductions, and you see each contract's profit on one page.
- Is my food cost too high?
- It is too high when a cover costs you more in food than its par. We read food cost dish by dish and outlet by outlet, and show you whether the gap sits in buying, portions or waste.
- Should I run a central kitchen or cook at each outlet?
- It depends on how many covers the central kitchen feeds an hour and how far the trays travel. We test both against your real volumes and show you the cost per cover of each.
- Do you work with one kitchen, or only large ones?
- Both. One kitchen or a group of them, we price one cover, find the largest leak and fix it first.
We count in covers
Our founder set the money logic behind a last-mile fleet of about 1,000 vehicles at BaladiMart, part of Al Baladi Group, and answered for treasury above USD 50M at group level. We read your operation the way you run it, by the cover, the kitchen hour and the day the cash lands.
Related
- Strategic Sourcing & ResilienceYour sourcing plan, your supplier cover and the money plan for when supply is disrupted.
- Supply Chain & Partner EcosystemWe choose and manage the logistics partners that carry your customers, set the terms and design the network.
- Network & Fleet StrategyWhether you own, lease or partner for delivery, and how your network turns a profit.
Bring last month. Leave with a score.
Sit down with Qasim Abbas. One table, your numbers, and a clear read on where you stand against par.