“What does breakfast cost you per guest — and why did it go up?”
Seeing a cost variance at month end as a single total is too late to find the cause. If you cannot separate which item, which outlet, and whether it came from price or volume, you cannot act on it.
Every menu item has a recipe, and every stock item in it has a last purchase price. When one price changes, the cost of every affected recipe updates. Multiply by covers and you have theoretical cost; the gap against actual consumption is your waste and shrinkage analysis.
You do not type the inventory budget. A standard consumption coefficient, planned volume (room nights, covers) and an inflation scenario applied to the last purchase price produce it together. Change the volume assumption and the inventory budget recalculates itself.
Cost variance splits into two components: price effect and volume effect. You can tell a supplier increase apart from hosting more guests than expected. The two call for very different decisions.
Traceable cost from recipe to departmental cost. Inventory budgets derive from standard consumption, planned volume and inflation.
Budgets, forecasts and scenarios on a single template. The same account tree from departmental budget up to consolidated P&L.
One report catalogue from a USALI-aligned P&L to departmental profitability, with drill-down all the way to the account.
Move the budget cycle out of weeks of spreadsheet traffic and onto one platform.
Plan room, F&B and other revenue by board type, segment and channel.
One chain from the daily till to a 12-month projection — banks, cheques and loans in one statement.
Let us walk you through it in 30 minutes — on your department structure, your chart of accounts and your numbers. Not a canned demo: your scenario.