Food & Beverage Management & Cost Control Training Course

Course Overview

Learning Objectives

• Analyze the profit drivers of a hotel or restaurant food and beverage department across all its outlets.
• Interpret a departmental statement prepared under the Uniform System of Accounts for the Lodging Industry.
• Establish purchasing specifications, supplier selection criteria, and receiving controls for food and beverage items.
• Control storage, issuing, par stock levels, stock counts, and inventory turnover to limit loss and tied-up cash.
• Develop standard recipes, portion standards, and yield tests as the basis for accurate menu costing.
• Calculate theoretical and actual food and beverage cost and explain the variance between them.
• Apply menu engineering to classify dishes by contribution margin and popularity and to redesign the menu.
• Set menu, buffet, and banquet prices that protect margin while remaining credible in the local market.
• Design labor schedules based on forecast demand and measure productivity by outlet, shift, and meal period.
• Reduce food waste through production planning, batch cooking, waste tracking, and kitchen accountability.
• Assess the economics of banquets, room service, lounges, and contract catering as separate profit centers.
• Prepare a departmental budget and rolling forecast using point-of-sale data and demand patterns.
• Build a profit improvement plan with clear actions, named owners, and performance indicators.

Who Should Attend

Learning Outcomes

• By the end of this course, participants will be able to:
• Read a food and beverage departmental statement and identify where profit is being lost.
• Prepare purchasing specifications and receiving controls that protect cost and quality.
• Set par stock levels and carry out stock counts that reveal shortages and slow-moving items.
• Build standard recipes and run yield tests to establish the true cost of each dish.
• Explain the variance between theoretical and actual food and beverage cost and trace it to purchasing, production, or sales mix causes.
• Use a menu engineering matrix to decide which dishes to keep, reprice, promote, or remove.
• Price menus, buffets, and banquet packages to protect contribution margin while staying competitive locally.
• Build labor schedules from demand forecasts and measure productivity by outlet.
• Set up a waste log that records kitchen, buffet, and banquet waste by item and cause and assigns reduction actions.
• Evaluate whether an underperforming outlet should be reconcepted, outsourced, or closed.
• Prepare a departmental budget and rolling forecast using point-of-sale data.
• Lead monthly profit reviews and deliver a departmental profit improvement plan.

Course Outline