Every restaurant knows its sales. Far fewer know their food cost, because that means connecting a plate of biryani to the rice, oil and gas it consumed — and doing it every day rather than once when the accountant asks.
| Category | Sales | Food cost | % |
|---|---|---|---|
| Main course | 3,84,200.00 | 1,26,786.00 | 33.0 |
| Starters | 1,62,400.00 | 46,284.00 | 28.5 |
| Beverages | 98,600.00 | 17,748.00 | 18.0 |
| Desserts | 54,800.00 | 21,372.00 | 39.0 |
Dine-in, takeaway and delivery on one screen, each with its own GST treatment, and a bill that splits or merges without a fight.
A dish carries its ingredients, so selling it issues rice, oil and gas from the store — which is what makes food cost a daily number.
Sales against consumption per category, so the dessert section being six points over target is visible this week.
Spoilage, staff meals and complimentary dishes booked separately, because they are different kinds of cost and lumping them hides all three.
Cash, card, UPI and aggregator settlements counted against the system, with the difference recorded rather than absorbed.
Daily vegetable and dairy purchases and monthly grocery bills, aged on their own terms.
Yes, if your dishes carry recipes. Selling a dish consumes its ingredients from the store, so food cost as a percentage of sales is a daily figure per category rather than an annual surprise.
No. Start with the twenty highest-selling dishes — they usually account for most of the consumption, and the rest can be added as you go.
Yes, as a separate channel with its own settlement, so the commission and the difference between what was billed and what was received are both visible rather than netted off invisibly.
As their own categories of consumption, separate from spoilage and from sales. Keeping them apart is what lets you see whether a rising food cost is waste, generosity, or theft.
Load twenty recipes free and get a food cost percentage you can actually act on.