EXAMPLEIllustrative example · fictional restaurant «Sazón de Origen». Not your data: your result is built with YOUR restaurant's.See the assistant →
Sazón de OrigenFictional contemporary Colombian restaurant in Medellín, 2 locations, 6 years in business. Every sample result in the library comes from this same case.
Dashboards, KPIs and Scorecards

Sample result

Purchasing Dashboard Builder for Restaurants

The owner asked this:«I buy almost everything from two suppliers, I receive without a scale, and this month chicken arrived more expensive with no warning. I want my purchasing in numbers.»

① The purchasing dictionary, with its owner

With no formula, source, frequency and owner by role, the indicator does not enter the board.

IndicatorFormulaSourceFrequencyOwnerTarget
Price per key iteminvoice price / standard unitinvoicesweeklyadministratordrift contained within 4 weeks
Supplier compliancecomplete and on-time deliveries / deliveriesreceiving sheetweeklystorekeeperthe one the house sets
Purchases against guidebought / guide from mix de ventasinvoices + POSweeklyadministratororder equal to what was sold
Concentration per suppliersupplier purchase / total purchaseinvoicesmonthlyownersecond source within 30 días

SUPUESTO: the concentration threshold used is the one the house declares for its size and its city, not a textbook figure. If the real threshold were lower, Distribuidora Central moves from «watch» to «find a second source this week» and the deadline shortens.

② Receiving, and the ordering guide

The scale, which is where it gets decided: of the deliveries of the last 4 weeks, the ones that did not cross the scale cannot be audited — and those are exactly the ones that reappear as merma on inventory day.

SupplierDeliveriesCompleteOn timeScale rejectionsVerdict
Avícola del Norte8761 (1.8 kg short)Under observation: the chicken drift has run 3 weeks straight
Distribuidora Central1212110Compliant — but concentrates most of the purchase

The ordering guide: the mix de ventas of the last 4 weeks calls for 68 kg of chicken; the habitual order was 80 kg. On Tuesday 70 kg are ordered and the storeroom surplus stops being financed with the business's money.

A note printed on the board itself: the cheapest supplier is not the most profitable one. The one who delivers short costs double in merma, in rework and in the table left without its dish.

The full example has 1 more part(s): you see them inside the library, with your account.