Club Management - September/October 2007 - (Page 15) the shrimp with legs? It is much harder to steal something that is frequently counted. Frequent counting has the direct effect of discouraging, and thereby reducing, theft. Spoilage is another contributor to losses. In the process of counting, operators notice items that are improperly wrapped and can rewrap them. Items that should be in one place are found in another during inventory. When kitchen staff can’t fi nd what they’re looking for, they ask the purchaser to order more. This practice leads to spoilage of the misplaced items. Reorganizing the storage areas and putting things in their proper place reduces spoilage, improves kitchen efficiency and helps keep inventory levels lower. Another major benefit of key item inventories is better purchasing. While many purchasers count some goods before ordering, the availability of the key item counts from the previous night make purchasing more efficient and allow the purchasing director to get closer to the first objective of maintaining lower inventory levels. Putting It All Together When combining the two control objectives of less inventory and frequent counting of key items, the whole picture becomes a bit brighter. The addition of systems and tools also can help make the process easier. Shelf-order inventory forms or mobile scanners for the full inventories, as well as forms for key item inventories, help reduce inventory time and increase accuracy. Use of scanners available with some food and beverage management systems can reduce inventory time by more than 50 percent, thereby making more frequent inventories a less distasteful prospect. The best way to succeed is to set goals. First, try to identify dead stock and other items that are overstocked, and fi nd ways to remove them from the inventory. Next, think about how often deliveries arrive for certain types of goods, and try to keep just enough to get to the next delivery (with a small buffer). For example, if grocery orders are placed twice a week, it stands to reason that only four or five days of inventory for those items is needed. Try to order smaller quantities if the usage between deliveries doesn’t justify full cases. All these sugges- tions will help reduce inventory levels and thereby reduce food and beverage costs. The accounting department will still require period-end inventories. But instead of focusing strictly on counting and extending, think of them as bigger control inventories and reap the benefits. Adding the frequent key item inventories between the full inventories ties it all together. Inventory no longer needs to represent the last thing on earth food service people want to do. In fact, done for the right reasons, it can save the club significant money and enhance careers at the same time. ❚❘ About the author Bill Schwartz is president of System Concepts, Inc. (SCI). Based in Scottsdale, Arizona, SCI is the developer of the FOOD-TRAK® Food and Beverage Management System, which is widely used in private clubs around the country. Contact Bill at bills@foodtrak.com. Private clubs lose an average of $75,000/yr to inadequate food and beverage control! 339168_FoodTrak.indd 1 SEPTEMBER/OCTOBER 2007 •9:41:39 AM 15 8/29/07 http://www.foodtrak.com
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