Costs are not a number. They are a chain of decisions.

Costs

Cost and price build-up

The price the client sees is the end result of a cycle. We separate cost from price and show how each block enters the quote, so you can negotiate, justify and protect your result.

• Direct and indirect costs per meal
• Price build-up: costs, margin, risk and terms
• Break-even point: the volume that pays for the structure
• Cash conversion cycle and working capital needs

DeliverableA cost per meal and price structure you can justify to the client

Pricing

Pricing and contract adjustment

How much to charge, how to adjust it and on what terms to negotiate. The adjustment formula has to reflect the contract, with its own weights for food, labour, overheads and other items.

• Starting price from costs, margin, perceived value and terms
• Parametric adjustment formula with the contract’s weights
• Criteria and evidence for extraordinary reviews
• Payment, volume and term conditions

DeliverableStarting price, negotiation limits and documented assumptions

Projections

Projections and economic scenarios

How costs may evolve. Favourable, base and adverse scenarios for food, labour, interest rates and exchange rates, as documented hypotheses, not guarantees.

• Food: menu basket and seasonality
• Labour: wages, benefits and pay review dates
• Interest and exchange rates according to the operation’s exposure
• Triggers to review price and contract

DeliverableA cost trajectory with clear assumptions and triggers

Operations

Operational simulation

Changing volume, productivity, consumption or structure changes the cost per meal. Simulation lets you test decisions before taking them to the operation.

• Volume: meals per day, unit and shift
• Productivity: team, capacity and scale
• Consumption: portion sizes, yield and waste
• Structure: fixed and variable costs and investments

DeliverableCost per meal and capacity in each scenario

Processes

Process consulting

We map how the operation really works, from purchasing to service, and redesign the processes that create cost, rework or waste.

• Mapping of purchasing, production, distribution and service processes
• Standardised routines, recipe cards and controls
• Performance indicators per unit and per process
• Implementation plan with owners and deadlines

DeliverableRedesigned processes, indicators and an implementation plan

Technology

Technology optimisation

We assess the systems the operation already uses and where technology cuts cost and effort. Technology decisions take the total cost of the operation into account, not just the licence price.

• Review of existing systems, integrations and data
• Total cost of ownership (TCO) of each solution
• Automation of manual, repetitive tasks
• Implementation roadmap by priority and return

DeliverableA technology roadmap with costs, gains and priorities

Economic view

Economic reading of the sector

The same forces that squeeze the client change the volume, cost and risk of the operation. We read household debt, industrial credit, automation and food prices to anticipate the impact on the contract.

• GDP and employment: participation and meal volume
• Interest and credit: financial cost and working capital
• Automation: fewer employees, fewer meals, higher unit cost
• Food prices: structural, not one-off, pressure