“A few years ago, we hired a new purchasing agent – with an MBA – but no restaurant background. We saw the fact that she has no real attachment to the business as a positive because we’ve had some who were too empathetic. She looks at our needs from an objective, not artistic, perspective and makes us stop to think about the implications of our decisions. Purchasing is a numbers game, and the pennies add up. We invested in teaching her how products are used, and the payoff is that we’ve been able to lower our cost of goods by a percentage point.”
– Dan Sachs, owner, Bin 36 Restaurant Group, Chicago, IL

“Knowing as much as possible about the principle part of our menu – seafood – puts us in a position of strength. If the reason suppliers tell us they can’t get something doesn’t make sense or when something comes in not as it should be, we know. Our menu changes daily, so understanding the market is essential. Regarding sustainability, deep product knowledge means we can be more than bandwagon jumpers and work toward real change.”
– Christine Keff, chef/owner, Flying Fish, Seattle, WA

“To avoid cutting costs in ways that impact customers, we started looking under every stone – including packaging – which people typically don’t consider as a way to save every penny. We bid out contracts coming due and incorporated a request for a locked annual price on delivery – some couldn’t do it, but many would. There are great opportunities now to negotiate with vendors. Bottom line: don’t be afraid to ask – you never know what kind of pressure they are under to reduce inventory.”
– Don Vlcek, vp purchasing, Marco’s Pizza, headquarters Toledo, OH