Professional Documents
Culture Documents
Food and Beverage Operations
Food and Beverage Operations
May2010
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Content
I. II. Description Learning Outcomes
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Description
Description
The aim of the Food & Beverage Operations module is to provide students with an understanding of the operational & supervisory aspects of running a food & beverage operation for an international clientele in a range of establishments. To encourage an appreciation of the origins of such systems & to understand the various factors involved in meeting customer needs. Students will gain an understanding of food & beverage & its service in a variety of styles of restaurant & establishments & they will have sufficient knowledge to produce a broad plan for specified food & beverage operations.
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Content
I. II. Description Learning Outcomes
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Learning Outcomes
On completion of this module, students will be able to: Demonstrate knowledge of the key functional areas of the food & beverage operation Describe the kitchen operation including food production systems, methods of cookery, kitchen layout & commodities Demonstrate the different methods of purchasing & food storage Examine the appropriateness of the different methods of food & beverage service to manage customer expectations Develop & plan menus according to customer requirements Describe the different types & requirements of banqueting functions
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Content
I. II. Description Learning Outcomes
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Syllabus Part 1 of 3
Syllabus
Restaurant concepts & types of outlets; banqueting, fast food, hotel, industrial, outside catering, institutional, in-flight, restaurant, public house & transport catering Typical organization structures & job titles in kitchen, restaurant & banqueting departments Food production systems including traditional, centralised, cook-chill, cook-freeze & sous vide The suitability of these systems to the operation. Methods of cookery. Kitchen layout & equipment. Commodities: food & non-food The policies & procedures for purchasing of food & non-food items for a hospitality operation The use of standard purchasing specifications & other recognised standards/brand names when ordering both food & non-food items. The correct storage of commodities. The security aspects of storing high value items Procedures for the issuing of stock items, including all records kept, & checks on the use of commodities
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Syllabus Part 2 of 3
Syllabus
Methods of food service, silver service, plate service, buffet, counter service, room service, self service, assisted service. Suitability & cost of service styles Meeting managing customer expectations. Staff skill levels. Preparation & layout of food & service operations Preparation & layout of beverage service, service of alcoholic & nonalcoholic beverages & hot beverages Beverage menu & wine list Menu structure & trends Factors affecting the compilation of menus, menu development Catering for customer requirements & trends in modern diets.
Menu planning
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Syllabus Part 3 of 3
Syllabus
Employee attitude, personal appearance, hygiene practices Attentiveness, body language, effective communication, team work, attention to detail
Types of events, planning, organising & costing of an event. Menu & service styles Health, safety & hygiene considerations. Staffing the event. Evaluation
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Content
I. II. Description Learning Outcomes
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Assessment
Assessment
This module will be assessed via a 2 hour examination, set & marked by CTH. The examination will cover the whole of the assessment criteria in this unit & will take the form of 10 x 2 mark questions & 5 x 4 mark questions in section A (40 marks). Section B will comprise of 5 x 20 mark questions of which candidates must select & answer three (60 marks). CTH is a London based awarding body & the syllabus content will in general reflect this. Any legislation & codes of practice will reflect the international nature of the industry & will not be country specific. International centres may find it advantageous to add local legislation or practice to their teaching but they should be aware that the CTH examination will not assess this local knowledge.
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Content
I. II. Description Learning Outcomes
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Chapters
1. 2. 3. 4. 5. 6. 7. 8. Introduction to food & beverage Food production Purchasing food & beverage Food service delivery Beverages Menu planning Service quality in food & beverage Conference & banqueting
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Objectives
Present the key characteristics, objectives & challenges of the sector Detail the diverse structure & scope of the sector Explain the complexity of the classifying the sector Describe & evaluate the characteristics & aims of a range of different types of food & beverage operations
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1.
Introduction to the food & beverage sector 1.1 Food & beverage: main objectives & expectations 1.2 Characteristics of the food & beverage sector 1.3 Trends in food & beverage 1.4 Size & structure of the food & beverage industry 1.5 Classification & organisation of the sector: the challenge
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Fig 1.1 The food & beverage cycle Most food & beverage businesses operate within the cycle & the different stages of the cycle present both challenges & opportunities for operators .
7. Serving
3. Storing
6. Cooking 5. Preparing
4. Issuing
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1.1 Food & beverage: main objectives & expectations Most food & beverage operations aim to provide:
Quality food & beverages A clean, hygienic & safe environment Comfortable & well designed facilities Professional, attentive & friendly service Value for money
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The main challenges of the hospitality industry & the food sector are:-
Intangibility such as ambiance Simultaneous production & consumption - where mass production is difficult for it requires large amounts of customers & producers in one placer which would cause environmental, social, cultural & economic problems Heterogeneity where service experience may vary due to different producers & consumers with different needs & requirements Consistency is difficult to achieve due to the intangible element in food & beverage Perishability where unused hospitality services cannot be stored, returned, claimed or resold Ownership where the consumer only owns a hospitality product only for a certain period of time No guarantees with little aftercare or service Imitation is easy with no patents on service processes & easily copied by competitors Seasonality where staffing & expenses are challenging to many restaurant operators External variables that impact the running of the business such as political, economic, social, technological, legal & environmental change
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1.2 Characteristics of the food & beverage sector Following are the main characteristics:-
A vital part of everyday life Major contributor to the national economy Highly fragmented & complex Creates employment Encourages entrepreneurship Promotes diversity through many different food concepts & cuisines Fuels innovation Local multiplier using many other peripheral services Consumer led Competitive An opportunity to enjoy the company of friends, family & colleagues Fulfils basic needs (see Fig 1.2)
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Fig 1.2 Maslows Hierarchy of Needs Food is a basic need for everyday life
Self actualization
Self Esteem
Safety needs
Physiological needs
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1.3 Trends in food & beverage Following are some key trends in the UK:-
Guests become more sophisticated More emphasis on food safety & sanitation More casual/less formal & theme restaurants Increase in ethnic restaurants & ethnic food Growth in chains all cuisines Increase in convenience food Increase in coffee chains coffee culture Increased take out meals & home meal replacement Outsourcing outlets in hotels co-branding More focus on healthier eating Increase in organic food consumption, food sustainability & provenance
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1.4 Size & structure of the food & beverage industry Fig 1.3 The United Kingdom Food Service Industry (2006)
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1.5 Classification & organisation of the sector: the challenge The food & beverage sector is extremely diverse & fragmented that the size & scope of the industry creates a challenge when attempting to organise & classify it. It has many subsectors. Following are the classification approaches & options:-
Commercial & non-commercial Size Ownership Star rating or quality Service method Food or beverage Concept or theme Revenue or turnover Location Meal time or meal period Customer type Cuisine Awards & schemes
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Commercial
Non Commercial
General market
Restricted market
Institutional catering
Employee catering
Hotels
Travel catering
Schools
In-house catering
Clubs
University catering
Contract caterer
Prisons
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Employee dining
Outside catering
Private clubs
Street vendors
Fine dining
Conference centres
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2.
Management options in food & beverage: main approaches 2.1 Self operated 2.2 Franchise agreement 2.3 Management contracting 2.4 Outsourcing
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2.1 Self-operated The owner or organisation manages the operation themselves. It could be a small, large or a franchised situation
2.2 Franchise agreement Ninemeier (2000) explains: With a franchise, the franchisee (the owner of the facility) pays fees to the franchisor (or franchise company) in exchange for the right to use the name, building design, and business methods of the franchisor. Furthermore, the franchisee must agree to maintain the franchisors business & quality standards.
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Figure 1.5 Evaluation of Franchise agreement: Franchiser & Franchisee (Mc Donalds)
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2.3 Management contracting When an owner or operator of an establishment employs or contracts specialised hospitality or food & beverage service company to manage the whole or part of the operation. This could b don either in a hotel or in a non-commercial institution, for example a university Figure 1.6: Management contracting analysis
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2.4 Outsourcing Increasingly, hotels are realising that hotel-run restaurants are in some cases unprofitable due to many residents opting to dine at known branded outlets. Therefore, a new & emerging trend is where the hotel forms a partnership with a restaurant/coffee chain/bar brand that would operate from a designated area within the hotel. Fig 1.7 Food & beverage outsourcing in hotels (Starbucks)
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3.
Commercial and non-commercial food & beverage operations 3.1 Food & beverage in accommodation 3.2 Food & beverage services in hotels 3.3 Independent restaurants (small/medium enterprise SME) 3.4 Ethnic restaurants 3.5 Themed restaurants 3.6 Public houses or licensed premises 3.7 Chained restaurants & bars 3.8 Food & beverage in transportation 3.9 Non-commercial food & beverage 3.10 Characteristics of non-commercial operations
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Main types of commercial & non-commercial food & beverage:Commercial Food & beverage in accommodation Independents operations Themed restaurants Public houses Fast food chains Transport services Non-commercial Military Schools Universities Hospitals Employee catering
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3.1 Food & beverage in accommodation Can vary depending on location specific areas, size, ownership, location, goals, customer & quality. 5-star hotels Coffee shop, Fine dining restaurant/s, Specialty restaurant, Bar, Coffee lounge/pastry counter, Conference & banqueting, Outside catering, 24hour full room service menu, Executive lounge food & beverage services, In room guest amenities, Mini bar, Nightclub, karaoke, cigar room, pool caf, delicatessen, Employee dining Coffee shop, Specialty restaurant, Bar & lounge, Room service (limited throughout the night), Guest amenities, Conference & banqueting, Mini bar, Employee dining Breakfast buffet, Bar, Vending machines, Employee dining Breakfast, Limited set menu available at set times on request Snack bar, Vending, Food prepared on request to take away
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Fig 1.8 The food & beverage structure within a 4-star hotel
Food & Beverage Manager
Executive Chef
Food and Beverage coordinator Conference and Banqueting Manager Conference and Banqueting Team
Sous Chef
Restaurant Manager
Bar Manager
Chief Steward
Restaurant Team
Bar Team
Kitchen team
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3.2 Food & beverage services in hotels Most hotels operate multiple food & beverage outlets. Outlets, products and services offered are subject to change from property to property. The outlets could be:-
Coffee shop Restaurant Fine dining Bar Lounge Executive lounge Conferencing & banqueting Outside catering Room service Mini bar Guest amenities Employee dining
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3.3 Independent restaurants An independent restaurant is an individual trading entity, and in most cases the unit is managed by the owner. The restaurants could be themed ethnic, have a variety of service methods such as self-service, cafeteria, take-away, sit down or drive-through. They rely heavily on passing trade and word of mouth advertising. Almost 70% are often dynamic & varied. As the team is much smaller, many of the positions overlap. Fig 1.13 Typical organisational chart of a small independent food & beverage organisation
Restaurant Manager/ Owner
Restaurant Supervisors
Kitchen Team
Restaurant Team
Bar Supervisor
Kitchen Porters
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Cleaners
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An independent restaurant is an individual trading entity, and in most cases the unit is managed by the owner. The restaurants could be themed ethnic, have a variety of service methods such as self-service, cafeteria, take-away, sit down or drive-through. They rely heavily on passing trade and word of mouth advertising. Almost 70% are often dynamic & varied. As the team is much smaller, many of the positions overlap. Fig 1.13 Typical organisational chart of a small independent food & beverage organisation
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3.4 Ethnic restraints These type of restaurants can be part of a chain but also independent in nature. Manage by owners and operated around a central theme such as Chinese, Japanese and Middle Eastern.
3.5 Themed restaurants These type of restaurants are operations that have a central theme throughout such as music, entertainment or sport for example. For a example the Hard Rock Cafe.
3.6 Public houses or licensed premises Public houses (pubs) offer comfortable, relaxing environments for groups or individuals can get together to enjoy beverages. Beverages are the main products but they offer great verity of foods due to declining beverage sales. They outsource their kitchen to chef entrepreneurs and the growth in gastro pubs.
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Several units operating in different locations. Can be national, regional or global Operations normally duplicated and featured the same design, menus and operations in each unit. Good infrastructure and support networks training and purchasing for example. Provide consistency and standardisation to customers. Centralised purchasing and distribution networks. Operations are normally themed around a central concept. Service systems can vary from take-away, drive thru, dine in, causal or fine dining. The operations can be owned by a parent company, a franchise or private owners.
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3.8 Food and beverage in transportation Sea Range from cafeteria-style snacks on short routes to fine dining on cruise lines. Normally transfer large quantities in short period of time. Range from purchased snack on budget airlines or gourmet set menus for firstclass passengers. The food is mass produced and prepared off-site. The on-board catering is normally contracted out to a specialist cater. Beverage can be range from trolley to full. Range from fine dining to trolley service. Provide on-board kiosk where customers can purchase a basic selection of hot and cold food and beverages. Another common method is an on-board trolley service, move from carriage to carriage. Fine dining is offered in first-class long journeys.
Air
Rail
3.9 Non-commercial food and beverage Main focus is on providing nutritious food and beverages but the primary mission is not to sell food and beverages.
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Non-commercial institutions hire commercial food service management(contract) companies from outside to manage food service in their institutions. Commercial food service management companies exist to make profit. They carry out fully the food and service responsibilities for the institutions under contract. The institution or workplace can free itself from the day-to-day concern of managing food service operations. They are professional food service companies. These operations are planned to keep the expenses/ costs low; they are budget-oriented. They are part of properties that exist for reasons other than the service of food and beverages, which is only supportive. Competition is limited as the service is provided in a private, closed environment. Normally large scale, delivered at particular times of day. Business levels are quite predictable making it easier for production and planning. Emphasis is not placed on nutrition.
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Summary
Objectives, Challenges and characteristics Food and beverage classifications and types
Management options
Commercial operations
Military
Independent operations
Schools
University
Transport catering
Employee
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Chapters
1. 2. 3. 4. 5. 6. 7. 8. Introduction to food & beverage Food production Purchasing food & beverage Food service delivery Beverages Menu planning Service quality in food & beverage Conference & banqueting
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Objectives
Explain kitchen organization and the responsibilities of key personnel employed Describe and appraise the different food production methods Identify the main food groups and commodities Describe the main considerations in kitchen designs Discuss the importance of achieving food cost Explain the importance of food hygiene and control
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Kitchen introduction
1.
Kitchen introduction 1.1 Communication 1.2 Kitchen chef characteristics 1.3 Staffing and responsibilities 1.4 Kitchen organization 1.5 Partie system analysis 1.6 The stewarding department
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Kitchen introduction
Kitchen Objectives
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Kitchen introduction
Most kitchens will be managed by an Executive or Head Chef. Their responsibilities can be, Fig 2.2 Executive Chef job description
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Kitchen introduction
1.1 Communication
Fig 2.3 Executive Chef communication
Purchasing & Stores Department
Competitors
Customers
External Suppliers
Room service
Housekeeping
EXECUTIVE CHEF
Accounts department
Human Resources
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Kitchen introduction