NECSA Conference Cooking Up The Profits!

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CASE STUDY MODEL Retail Fresh Sandwich Program Revitalization Initiative for In-House Production Program Before After Financial Impact Fav/-Unfav Full-Svce Full/Self Financial Performance Only Service Variance Chg % Weekly Sales per Store $ 588 $ 784 $ 196 33% - Daily Quantity Sold 28 35 7 25% - Total Item Selection Count 63 34 29 46% - Daily Qty Sold per Sku 0.44 1.03 0.58 132% <strong>The</strong>oretical GPM 57% 66% 9% 16% - Shrink 15% 6% 9% 60% - Net Gross Profit 42% 60% 18% 43% Direct Labor 30.3% 26.0% 4% 14% - SPLH Productivity $ 23.14 $ 26.92 $ 3.78 16% Direct Supplies 6.5% 4.5% 2% 31% Direct Net Profit 5% 30% 24% 462% Best Practice DLH 2011 Total Store Expense Alloc. 30% 27% 3% 10% Annual Net Income/(Loss) -25% 3% 27% 110%
Best Practice #5 Develop EFR Delivery & Cost Control Systems : 1. Back Door all Ingredient and Inventory Items 2. Structure Efficient Route Distribution Cycles 3. Cross-Dock Highly Perishable Items 4. Negotiate Mark-ups by Product Storage Specs 5. Negotiate Vendor Rebates & Distribution Guarantees of Min. Shelf Life Delivery Specs Back Door All Items to Know TRUE Costs! Best Practice DLH 2011
Page 1 and 2: NECSA Conference Cooking Up The Pro
Page 3 and 4: Presentation Overview Best Practice
Page 5 and 6: Best Practice #2 Create Strong Valu
Page 7 and 8: Best Practice #4 Engineer High DQPS
Page 9 and 10: Case Study Example Elements: Before
Page 11: Penny Profit Menu Engineering Matri
Page 15 and 16: Supply Chain Systems EFR Efficient
Page 17 and 18: Labor Management - SPLH • SPLH -
Page 19 and 20: OOS & Waste Tracking • Record Was
Page 21 and 22: Production Management TOD/DOW • R
Page 23 and 24: Performance Gap Analysis • Rank S
Page 25 and 26: Essential Brand Building and Market
Page 27: For your Complimentary Foodservice

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