Food & beverage chains: per-store P&L and ingredient sourcing

For chains the difficulty is not the group ledger — it is whether each store can be measured on its own.

Industry characteristics

  • Multiple outlets running in parallel with markedly different cost structures;
  • Scattered ingredient purchasing across changing suppliers, making documentation difficult;
  • Labour and rent dominate costs and are relatively fixed;
  • Revenue structures are complex where franchising and partnerships are involved.

Key exposures

  • A group ledger with no per-store accounts, so you cannot tell which outlet earns;
  • Undocumented or non-compliant ingredient purchases, distorting costs;
  • Unclear timing for recognising franchise fees, deposits and brand royalties;
  • Cash and online receipts mixed together, with no traceable route for funds.

How we work

  1. Build a per-store accounting system aggregating revenue, ingredients, labour, rent and amortisation;
  2. Review purchasing channels, favouring suppliers able to provide compliant documentation and phasing out scattered buying;
  3. Separate the accounting rules for directly operated and franchised business, fixing recognition points for each revenue type;
  4. Unify collection channels and the route for concentrating funds so cash flow is traceable.
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