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You are here >   Food Cost Increases: The Perfect Storm?
  
 
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Food & Beverage - Archives
Food Cost Increases:  The Perfect Storm?


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Most casino operators are starting to notice the gradual decline in F&B profitability.  Unlike any time in our history, a variety of factors are combining to create huge jumps in food and beverage prices.  Bettina Luescher, the chief North American spokeswoman for the U.N. World Food Program, says the factors contributing to the increasing food prices have created "a perfect storm."   She cites a variety of factors including rising oil and energy prices, economic booms in India and China that increase demand, climate changes causing droughts and floods, and the shift by farmers from food crops to crops used for biofuels.   If we are indeed facing the perfect storm, the best defense is to understand the situation at hand and develop strategies to minimize the damage.

Storm Clouds
In 2007, food service operators in Canada witnessed only a .7 percent increase in commercial foodservice sales in Canada, according to the Canadian Restaurant & Foodservice Association.  Since 2000, world prices for food and beverage commodities have increased by an average of 5.9 percent each year, accelerating to an average annual of increase of 12.7 percent in 2006 and 2007.  This increase is a sharp contrast to the average annual decline of world food prices of 1.8 percent recorded between 1992 and 1999.    

Price increases for the following commodities within the foodservice industry are as follows:

 

 

 

 Item

Increase

 Wheat

 100.6%

 Soybeans

 81.7%

 Robusta Coffee

 34.9%

 Maize

 24.5%

 Barley

 39.2%

 Cocoa Beans

 34.9%

 Crude Oil

 66.3%


The strong Canadian dollar is also contributing to the problem.The high dollar will deter international visitors to Canada while the economic slowdown in the US will reduce manufacturing shipments and job growth.

Reduce Costs by Reducing Quality or Portion Size
Another popular approach to is to buy less expensive ingredients, decrease portion sizes or both.  These cost reduction techniques are much easier to implement than increased sales, but they do incur some risk.

Reducing recipe portion sizes is one of the most effective ways of reducing food and beverage costs.  For some time, various consumer and diet-oriented groups have complained that restaurant portions are too large in the first place.  It may be quite possible, and in fact, even advantageous to reduce the portion sizes of some menu items.  This should generally be done gradually, and it may be necessary to use different presentation approaches or plate sizes in order to provide the appearance of significant portions.

Improve Inventory Control
It would probably be better to think of improved inventory control as mandatory, not optional.  After all, money lost to inadequate inventory control is unnecessary, and in times of increasing food prices should be the first thing changed.  Every dollar not lost to theft, waste, spoilage or over-portioning is a dollar of profit.

Some simple steps can be taken to improve inventory control.  The use of purchase orders and rigorous receiving practices can help to eliminate purveyor related theft and invoicing errors.  More frequent inventories will result in the ability to maintain lower inventory levels, reduce theft and spoilage.  The use of cutting charts for all butchery will result in less waste associated with the butchery function, which in most cases involves the most expensive food purchased.  Waste sheets, which are used to identify anything thrown away or poured out can help to reduce costs as well, since they actually show where the money is being lost.

Ultimate inventory control requires an automated system capable of tracking actual and ideal use for multi-profit centre environments.  While these systems tend to require significant investment, they provide the ability to identify inventory control problems, and at the same time reduce the labour costs associated with manual control.  They represent the best long-term solution for food and beverage profit maximization, regardless of the outside effects such as increasing food and beverage costs.

Weathering the Storm
There's no question that the storm is already here.  And this one is going to get worse before it gets better.  Maintaining the status quo in the face of this storm is too much of a gamble.  Implementing the changes discussed, along with a strong inventory control system now is the closest thing casinos can get to a sure bet for food and beverage survival.

By Bill Schwartz , CEO of System Concepts, Inc. (SCI)

 

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