BEVERAGE PURCHASING VISION: All properties will follow effective beverage ordering procedures as outlined in this policy. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-37 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 170 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success 11. You should also be constantly alert to monthly vendor “post offs” and discounts to properly position your inventory to take advantage of these as much as possible. 12. A “Beverage Bid Sheet” form (see Exhibit 1) is attached to this SOP to facilitate the comparison and analysis process.
BEVERAGE PURCHASING VISION: All properties will follow effective beverage ordering procedures as outlined in this policy. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-37 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 171 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success BEVERAGE BID SHEET Purveyor #1 Purveyor #2 Purveyor #3 ITEM Consump-tion Brand Unit Price Ext’d Price Brand Unit Price Ext’d Price Brand Unit Price Ext’d Price HOUSE LIQUOR Vodka, 1.75 Litre Gin, 1.75 Litre Bourbon, 1.75 Litre Scotch, 1.75 Litre Rum, 1.75 Litre Whiskey, 1.75 Litre CALL LIQUOR Vodka, 1.75 Litre Gin, 1.75 Litre Bourbon, 1.75 Litre Scotch, 1.75 Litre Rum, 1.75 Litre Whiskey, 1.75 Litre TOTAL $$ > > > > > > > >
BEVERAGE PURCHASING VISION: All properties will follow effective beverage ordering procedures as outlined in this policy. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-37 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 172 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success BEVERAGE BID SHEET Purveyor #1 Purveyor #2 Purveyor #3 ITEM Consump-tion Brand Ounce Price Ext’d Price Brand Ounce Price Ext’d Price Brand Ounce Price Ext’d Price HOUSE WINE # 1 # 2 # 3 2nd TIER WINE # 1 # 2 # 3 TOTAL $$ > > > > > > > > Purveyor #1 Purveyor #2 Purveyor #3 ITEM Consump-tion Brand Kg/Cs Price Ext’d Price Brand Kg/Cs Price Ext’d Price Brand Kg/Cs Price Ext’d Price DRAFT BEER Keg (1/2 Bbl) Keg (1/2 Bbl) Keg (1/2 Bbl) Keg (1/2 Bbl) BOTTLE BEER Case Case Case Case Case Case Case Case TOTAL $$ > > > > > > > >
BEVERAGE RECEIVING PROCEDURES VISION: All properties will utilize the operational and Clerical Beverage Receiving Procedures as outlined in this policy. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-38 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 173 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success SCOPE: To ensure full and proper control of all Beverage product during the receiving process. To outline all required paperwork and approvals associated with beverage receiving. To aid in controlling beverage cost. RESPONSIBILITY: Director of Food and Beverage Controller PROCEDURE - OPERATIONAL: RECEIVING METHODS 1. Beverage products will be received only by approved, trained individuals. These individuals are to be designated by the Director of Food and Beverage and will normally include the Beverage/Lounge Manager, Assistant Lounge Manager and Beverage Storeroom Attendant. 2. As with any ordering/receiving process, care must be taken to ensure that the ordering responsibility is separated from the receiving responsibility. These duties must be assigned to two different individuals. 3. The designated Beverage Receiver must be present from the time the product is unloaded until all items are secured and properly stored in the Beverage Storeroom 4. The Beverage Receiver will check all items for correct quantity, brand and size. The receiver should also check for any broken or leaking bottles. 5. Any product that is incorrect or broken must be returned for credit immediately. If the delivery person cannot issue a credit memo, he or she
BEVERAGE RECEIVING PROCEDURES VISION: All properties will utilize the operational and Clerical Beverage Receiving Procedures as outlined in this policy. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-38 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 174 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success should sign the hotel copy of the invoice indicating an damage, shortages, etc. The Sales Person or Customer Service should then be contacted for immediate issuance of a credit memo. 6. All Beverage products must be properly stored immediately after receipt. The following general procedures should be used in the proper storage of Beverage product: a. Liquor/Spirits All liquor/spirits is to be removed from cases and stored upright on shelving. Bottles and brands should be arranged in the same order as the Perpetual Beverage Inventory to facilitate inventory control, issuance and ordering. Exceptions to this procedure would be liquor/spirits purchased in large quantities for use in the liquor dispensing system or in banquets. Bulk product may be stored in cases (off the floor) until needed for use. b. Wine All wines should be stored on shelves on their side to keep corks. moist. Where practical, white and sparking wines should be stored under refrigeration. Wines should be stored by bin number to facilitate inventory control, issuance and ordering. Exceptions to this procedure are “Jug” wines purchased in bulk for use in the wine dispensing system and in banquets. Bulk product may be stored in cases (off the floor) until needed for use. c. Beer Beer should be stored under refrigeration and on Health Department approved “dunnage” racks. Wooden pallets are not permitted. Bottled beer should be arranged by brand in the same order as the perpetual inventory to facilitate inventory control, issuance and ordering. 7. Order Pick-Up In some states, alcoholic beverages must be picked up at a distributor or “State Store” by a hotel employee. This employee must be a manager, and must be designated by the Director of Food and Beverage.
BEVERAGE RECEIVING PROCEDURES VISION: All properties will utilize the operational and Clerical Beverage Receiving Procedures as outlined in this policy. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-38 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 175 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success All other Operational Beverage Receiving Procedures should be followed when picking up orders, providing they allow full compliance with all state and local regulations. 8. Order Delivery by Third Party In some cases where customer pick-up of alcoholic beverages is required, third party delivery services can be contracted for pick-up and delivery. It is essential that any service used be licensed and bonded, and photocopies of same should be retained on file by the controller. All other applicable Operational Receiving Procedures should be followed when using a delivery service. 9. The Director of Food and Beverage and General Manager must observe and thoroughly audit the operational Beverage Receiving Procedures at least once per quarter. PROCEDURE - CLERICAL: RECORDING RECEIPT OF BEVERAGE 10. All shipments must be thoroughly verified against invoices. 11. After verification, the invoice must be signed by the authorized Beverage Receiver as indicated in Paragraph #1 under “Operational Procedures”. 12. At the conclusion of each business day, all invoices must be recorded and logged on the “Beverage Receiving Report” (See Exhibit 1). 13. All invoices should then be logged in the Perpetual Beverage Inventory Book, and forwarded to Accounting for processing. AUTHORIZATION FOR PAYMENT OF INVOICES 14. All Beverage invoices must be approved and signed by the Director of Food and Beverage and the Beverage/Lounge Manager. This is to ensure awareness of pricing, consumption patterns, buying patterns, and any discrepancies.
BEVERAGE RECEIVING PROCEDURES VISION: All properties will utilize the operational and Clerical Beverage Receiving Procedures as outlined in this policy. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-38 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 176 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success 15. The signature of the Director of Food and Beverage is a mandatory requirement to authorize payment of Beverage invoices. INTER-DEPARTMENTAL TRANSFERS 16. All Beverage products transferred to other hotel departments must be authorized by a written, signed requisition or transfer request. This requisition or transfer request must be signed by a manager in the department making the request. The authorized individual fulfilling the request must also sign the Requisition/Transfer Request. 17. All transfers should be logged by department and dollar amount on a daily basis. 18. Transfers must be submitted to Accounting on a weekly basis to facilitate transfer journal entries. At period end, Accounting should receive a copy of the Daily Transfer Log to allow a thorough reconciliation.
BEVERAGEVISION: All properties wBeverage Receiving PTEAM PLAYERS: Food MOVE #: F&B-M Page 177 oM.O.V.E.S. Managing Operating Visions Ensuring Success BEVERAGE REDay ___________ Date ____________ VENDOR INVOICE DATE INVOICE NUMBER INVOICE AMOUNT LITOTAL
E RECEIVING PROCEDURES will utilize the operational and Clerical rocedures as outlined in this policy. & Beverage MOVES-38 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 of 219 CEIVING REPORT Period ________ Prepared by ______________ QUOR BOTTLED BEER DRAFT BEER BOTTLED WINE MISC WINE SODA
BEVERAGEVISION: All properties wBeverage Receiving PTEAM PLAYERS: Food MOVE #: F&B-M Page 178 oM.O.V.E.S. Managing Operating Visions Ensuring Success
E RECEIVING PROCEDURES will utilize the operational and Clerical rocedures as outlined in this policy. & Beverage MOVES-38 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 of 219
BEVERAGE REQUISITIONS VISION: All bar areas will complete beverage requisitions daily, using the “empty for full” bottle method. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-39 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 179 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success SCOPE: To control movement of alcoholic beverages from the beverage storeroom to bars and other issue areas. To aid in maintaining par levels at the bars. RESPONSIBILITY: Beverage Manager Lounge Manager PROCEDURE: 1. Beverage requisitions should be completed at the close of each business day (night) by the bartender on the closing shift. 2. All spirits and wine (excluding “bin tagged” wine) must be requisitioned on an empty for full bottle basis. The requisition process for “bin tagged” wine is detailed separately in Trust F&B-SOP-42, “Wine Bin Tag System”. Each item on the requisition must be supported by an empty bottle returned to the beverage storeroom with the requisition. 3. Beer and other miscellaneous items should be requisitioned to bring stock levels back to established pars. 4. All requisitions should be done and par stocks brought up to par daily to allow proper chilling of those items that may require it. 5. Requisitions for all areas must be accompanied by the empty bottles of like brands. Additionally, the empty bottles must be identified as coming from the same area that submitted the requisition by checking the color coded bottle sticker. All bottle exchanges must take place in the beverage storeroom. 6. Immediately following the final reconciliation of the issue with the requisition and the empty bottles, all empty bottles are to be broken. This process should be witnessed by a member of management.
BEVERAGE REQUISITIONS VISION: All bar areas will complete beverage requisitions daily, using the “empty for full” bottle method. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-39 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 180 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success 7. If the empty bottles cannot be destroyed immediately, the individual filling the requisition must cross through each bottle label (making an “X”) with a black broad tip felt marker. This should prevent any empty bottles from finding their way back into the property for re-use. These unbroken empties must then be secured in the beverage storeroom. Unbroken empty bottles should never be left unsecured. 8. Bartenders are responsible for verifying that their issues and requisitions are reconciled, and that the new inventory is equal to the established, posted par stock. 9. All bar personnel must be instructed to fill out their requisitions in the same sequence in which the perpetual inventory book is organized. This can be easily accomplished by pre-typing or pre-printing the requisitions with the items already listed on them. 10. All requisitions must be signed by the bartender and the person filling (issuing) the requisition. 11. After the requisition is filled and issued, the requisition information should be recorded in the perpetual inventory book. Requisitions should then be filed numerically by area. 12. Beverage requisitions will consist of a three-part form: white (original), yellow and pink. When the bartender completes the requisition, he/she should retain the pink copy and send the white and yellow copy with the empty bottles to the beverage storeroom. After the requisition is filled, the yellow copy is returned to the bar with the issued. The white copy is used to complete the perpetual inventory book and then filed. 13. All beverage requisitions will be maintained on file in the beverage storeroom for one full period after period end. 14. A log should be kept of all items that could not be filled/ issued. This log should be checked whenever beverages are received so all unfilled, back ordered items can be issued. Items requisitioned but not issued should be so noted on the requisition so the bar staff is aware that their pars will be “off”.
BEVERAGE REQUISITIONS VISION: All bar areas will complete beverage requisitions daily, using the “empty for full” bottle method. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-39 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 181 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success 15. Discrepancies in bar par audits should first be reconciled with the “out” log before further action is taken.
PERPETUAL BEVERAGE INVENTORY VISION: All properties will maintain a Perpetual Beverage Inventory on a daily basis. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-40 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 182 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success SCOPE: To provide full, continuous control over all inventory items in the Beverage Storeroom. To outline the procedure for maintaining a Perpetual Beverage Inventory. RESPONSIBILITY: Daily Entries: Beverage Manager/Assistant Director of Food and Beverage Weekly and Period End Audits: Food and Beverage Controller PROCEDURE: GENERAL 1. Of paramount importance is the need to keep the Perpetual Inventory accurate, up to date and available for examination and audit at any time. 2. The Perpetual Beverage Inventory should be maintained in the standard perpetual inventory book. This book, and appropriate insert cards are available through a local stationary supplier. The recommended insert card is: Wilson Jones “Stock Record” Form #753-58. STARTING AND MAINTAINING A PERPETUAL BEVERAGE INVENTORY 3. The perpetual inventory book should be set up with dividers for the following categories: a. Vodka b. Gin c. Scotch Whisky d. Irish Whiskey e. Canadian Whiskey
PERPETUAL BEVERAGE INVENTORY VISION: All properties will maintain a Perpetual Beverage Inventory on a daily basis. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-40 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 183 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success f. Blended Whiskey g. Bourbon Whiskey h. Brandy, Cognac, Armagnac i. Miscellaneous (Tequila, etc.) j. Cordials, Liqueurs k. Champagnes, Sparkling Wines l. White Wines m. Red Wines n. Rose Wines o. Port Wines, Sherries p. Appetizer Wines, Vermouths q. Bottled Beer r. Draft Beer s. Pre-Mixed Cocktails t. Soft Drinks u. Miscellaneous Wines can be divided into country or geographic region of origin or varietal category if the list is extensive. Bottled beers can be divided into domestic and imported if list is extensive. 4. One page/card should be used to list each brand and size. Each item should be listed by the smallest unit of issue (not purchase). For example, 1 bottle, not 1 case. 5. The perpetual inventory book should be set up in the same order as the Beverage Storeroom inventory. (Ideally, the book should be organized first
PERPETUAL BEVERAGE INVENTORY VISION: All properties will maintain a Perpetual Beverage Inventory on a daily basis. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-40 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 184 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success and the beverage storeroom should be set up in the same sequence as the book. This will provide a logical order for the beverage storeroom shelf arrangement.) All pre-written beverage requisitions should be set up in the same manner. This will simplify the requisition, inventory, perpetual and audit process. 6. Each page/card should list the following information: a. Date of Receipt b. Quantity Received c. Quantity Issued d. Balance on Hand (Inventory) e. Vendor f. Price Paid (per unit of issue) 7. Also, the “par” level for each item should be noted on each page/card. “Par” levels should be established by the Beverage Manager and approved by the Director of Food and Beverage. Pars should be reviewed and compared with inventory levels and consumption every six months and adjusted if necessary. 8. To start a perpetual inventory for the first time, you must “initialize” all cards by recording the actual physical inventory in the balance column. This is best done at the beginning of an accounting period, as you already have period end inventory quantities to use. 9. All beverages received are to be posted on the perpetual inventory daily. Posting must be done in units of issue. Units of purchase should be converted to units of issue before the entry is made. 10. All beverage requisitions must be posted to the perpetual inventory daily. 11. Always double check all perpetual entries. Entry errors are easier to correct when detected early. 12. New perpetual cards should be used every quarter.
PERPETUAL BEVERAGE INVENTORY VISION: All properties will maintain a Perpetual Beverage Inventory on a daily basis. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-40 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 185 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success RECONCILIATION OF THE PERPETUAL INVENTORY AT PERIOD END 13. All purchase/ receipt entries should be totaled and reconciled to invoices. 14. The perpetual inventory should be audited against actual physical inventory. Any discrepancies should be immediately reported to the Director of Food and Beverage and Controller, and the actual physical inventory logged as the revised/adjusted perpetual inventory balance. 15. All period end perpetual inventory adjustments must be made in red ink and must be initialed by the Director of Food and Beverage and Controller.
BEVERAGE INVENTORY TURNOVER VISION: To establish a standard for beverage inventory levels. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-41 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 186 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success SCOPE: To provide guidelines for controlling capital invested in beverage inventories. To detail the methods for calculating and determining turnover. RESPONSIBILITY: It is the responsibility of the Director of Food and Beverage and the Beverage Manager to cause adherence to established turnover and inventory level goals. PROCEDURE: GENERAL The Trust standard goal for beverage inventory turnover is: Liquor & Soda: 1.0 times per accounting period Beer (Bottle & Draft): 3.5 times per accounting period Wine (Bottle & Bulk): 0.6 times per accounting period There is no standard for overall beverage inventory, as it will vary based on the mix of business. The turnover goals are to be measured against the above breakdowns. CALCULATION Beverage Inventory Turnover Ratio = Consumption / Average Inventory Consumption = Beginning Inventory + Purchases - Ending Inventory Average Inventory = [Beginning Inventory + Ending Inventory] / 2 This calculation is to be performed for each of the three breakdown categories within the beverage inventory. This method is based on gross or “raw” consumption, which includes all credits to cost (i.e. Beverage to Food, VIP Amenities, At Cost Functions, etc.)
BEVERAGE INVENTORY TURNOVER VISION: To establish a standard for beverage inventory levels. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-41 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 187 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success When turnover ratios are shown on any financial report, the consumption and inventory figures must also be shown.
WINE BIN TAG SYSTEM VISION: Properties will utilize a bin tag control system for all wines listed by the bottle on the wine list. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-42 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 188 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success SCOPE: To simplify and control the issue and replacement of all bottle wines. PROCEDURE: 1. All bottle wines are to be identified with a “bin tag” appropriately marked with the bin number for that wine. 2. All wines should be stored in numerical bin number sequence in the beverage storeroom and in the Service Bar. 3. Service Bar wine pars should be controlled by the number of bin tags issued, and should be determined and approved by the Director of Food and Beverage. 4. When wine is ordered, the server must “ring” it through the point of sale system and present the “chit” or “dupe” to the Service Bartender. 5. The Service Bartender should remove the bin tag from the bottle, give the bottle to the server, and place the bin tag in a secure, pre-designated area. 6. At the end of the shift, the bartender should complete a beverage requisition for all products to be replenished/ replaced. In addition to requisitions for items for pars and empty bottles, the Service Bartender must requisition a bottle of wine for each bin tag removed from a wine bottle. All “tagged” wines can then easily be ordered by bin number. This will avoid confusion in requisitioning hard to spell wines. The bin tags must accompany the requisition to the beverage storeroom. 7. When bottled wine is issued from the beverage storeroom, the issuer should attach the bin tags to the appropriate bottles of wine. 8. Wine requisition/issue information is then recorded in the perpetual inventory book in the same manner as other issues.
ACCOUNTING FOOD & BEVERAGE CONTROL REVIEW VISION: To ensure that correct purchasing/receiving/accounting procedures are followed in all Food and Beverage areas. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-43 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 189 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success PURCHASING AND RECEIVING (Food, Beverage, Controllables) 1. Purchases are made from established contract vendors, participation percentage is 100%. 2. Purchasing agents receive or check all deliveries. 3. Updated purchasing manuals are available. 4. All products are weighed against invoice. 5. Quantities and prices are checked against purchase log, purchase order, vendor price list, etc., whichever applies. 6. Invoices are checked for accuracy by the receiver and doublechecked by department manager. 7. All food is purchased in accordance with the Trust food safety standards. 8. Invoices are reconciled to accounting records each period. 9. At period end, a list of services/purchases received but unbilled, is submitted to accounting for accrual. (*): International markets where contract vendors are not established, the hotel should maximize purchasing volume through quarterly price negotiation. STORAGE (Food, Beverage, Controllables) 10. Access is restricted to all storage areas at all times. 11. All storage areas are locked when unattended and are checked by night security. 12. A list of personnel with keys to storage areas is posted in the general vicinity of designated storage areas. 13. Food is dated and rotated.
ACCOUNTING FOOD & BEVERAGE CONTROL REVIEW VISION: To ensure that correct purchasing/receiving/accounting procedures are followed in all Food and Beverage areas. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-43 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 190 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success 14. Refrigerators and freezers are maintained at correct temperature readings (See also Engineering SOP’s). 15. Steaks/high-cost food items (shark fin, saffron, and lobster tail items) are stored in locked cabinets. Usage is logged and checked against sales reports. 16. Reasonable pars for all inventories are established, with amounts on hand corresponding to pars. 17. Physical inventories are taken period end/quarter end or in accordance with accounting SOPs along with Accounting’s participation. 18. Perpetual beverage inventory is maintained. ISSUES (Food and Beverage) 19. Food issues from main storeroom are controlled with adequate requisition system. 20. Issues are made only during established storeroom hours. 21. Un-opened items are returned to storeroom. 22. Beverage storeroom operation complies with all federal, state and local laws. PRODUCTION 23. ChefTec recipes, Use Records and production charts are used at workstations. 24. Managers are required to instruct production personnel directly about production quantities. 25. Production quantities are based on sales forecasts. 26. Actual sales are compared to forecasted sales each week.
ACCOUNTING FOOD & BEVERAGE CONTROL REVIEW VISION: To ensure that correct purchasing/receiving/accounting procedures are followed in all Food and Beverage areas. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-43 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 191 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success 27. Leftovers are held to a minimum 28. The following control charts are used: 29. Daily production chart 30. Roast meat chart 31. Steak/key entree control chart. 32. Accounting reconciles steak and roast meat charts each period and notifies management of discrepancies. SERVICE AND GUEST CHECK CONTROL (Restaurants) 33. POS print outs are needed to obtain food from kitchen - no check, no food! 34. POS printouts are defaced by kitchen to prevent re-use. 35. POS machines are programmed with correct prices by authorized associates. 36. Managers alone authorize voids. 37. Servers/Cashiers verify the room number through the POS system for all room charges. 38. A shopping service is used regularly and findings are followed up by management. ROOM SERVICE 39. Sales are rung up before orders are given to servers. 40. Room service bar checks include guest room number.
ACCOUNTING FOOD & BEVERAGE CONTROL REVIEW VISION: To ensure that correct purchasing/receiving/accounting procedures are followed in all Food and Beverage areas. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-43 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 192 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success SHIERING AND DEPOSIT CONTROL (All Outlets) 41. Cash in Advance (CIA) lists are issued and posted daily. 42. Credit card cancellation lists are current and used by servers. 43. Guest charge checks are sent to Front Desk promptly for posting (in manual posting situations). 44. Drop safes are used where intake of cash is significant. 45. Register keys are controlled by management. 46. POS machine readings are taken by management and retained until deposits are prepared. 47. Self-cashiering servers are required to prepare tally sheets; have management verify their deposits and banks. 48. A manager or security officer escorts cashiers to drop safe, witnesses deposit drop and signs drop log. 49. Managers receive cashier over/short and procedure discrepancy reports daily from controller’s office and take corrective action where necessary. BEVERAGE CONTROL (Lounges/Bars/Catering) 50. Bartenders and servers use a lock box to deposit hard copy cash checks. 51. Servers/cashiers pre-ring drink orders. 52. Posted bar pars match pars on file in accounting. 53. Beverage sale potentials are established. 54. Non-removable bottle stickers are used.
ACCOUNTING FOOD & BEVERAGE CONTROL REVIEW VISION: To ensure that correct purchasing/receiving/accounting procedures are followed in all Food and Beverage areas. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-43 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 193 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success
ACCOUNTING FOOD & BEVERAGE CONTROL REVIEW VISION: To ensure that correct purchasing/receiving/accounting procedures are followed in all Food and Beverage areas. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-43 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 194 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success 55. Bars and storage area are controlled by management. 56. Requisitions are made in writing and immediately posted to perpetual inventory records. 57. All issues are made on a full for empty basis. 58. All empties are promptly broken; breaking is witnessed by management at the end of shift. 59. Ten items in beverage storeroom are test counted per period and counts compared to balance in perpetual inventory records. 60. Five items at each bar are test counted per period to ensure that counts agree with established bar pars.
ACCOUNTING FOOD & BEVERAGE CONTROL REVIEW VISION: To ensure that correct purchasing/receiving/accounting procedures are followed in all Food and Beverage areas. TEAM PLAYERS: Food & Beverage MOVE #: F&B-MOVES-43 EFFECTIVE DATE: 9/99 DATE REVISED: 9/99 Page 195 of 219 M.O.V.E.S. Managing Operating Visions Ensuring Success
MINI BAR STOCKS ITEMS VISION: TEAM PLAYERS: F&B MOVE #: F&B-SOP-44 DATE ISSUED: 4/25/06 DATE REVISED:10/10/08 M.O.V.E.S. Managing Operating Visions Ensuring Success PRESENTATION The dry items are to be presented in a large circular basket which may be purchased at a variety of different thrift stores, i.e. Crate & Barrel, Pottery Barn, etc. For presentation purposes, please purchase one or two baskets, fill accordingly and submit digital photos to Trust for approval. The items should be stocked in a manner that is easy to access and enticing to the customers. If some of these items are not available in your local marketplace, please replace with an appropriate substitute. Obviously, refrigerated items will be kept in a “Domestic” type mini-bar. Pricing is market specific. Candy/Sweet Snacks Chocolate bar Oreos Snackimals Fig Newtons Protein bar Strawberry liquorice M&Ms Trail mix Tic Tacs Green tea mints Chips/Savoury Snacks Organic Tortilla Lightly salted Snap pea Organic pretzels Roasted salted peanuts Wheat thins Salsa Mini cheeses Olives Beverages (Non-Alc) Smart water Ramiosa water Orange Juice Cranberry juice Tomato juice Soy chocolate milk Coke/diet coke ginger ale Sprite/tonic Gatorade Beverages (Alc) (continues) Jack Daniels 50ml Campari 50ml Bacardi 50ml 10 cane 50ml Lime juice Pharmacy Aleve tube Drink ease (homeopathic) Sun spray spf 30 Condoms
MINI-BARS STOCK ITEMS VISION: TEAM PLAYERS: Food & Beverage MOVE #: F&B-SOP-44 EFFECTIVE DATE: 4/25/06 DATE REVISED: 10/10/08 M.O.V.E.S. Managing Operating Visions Ensuring Success Souvenirs Waterproof camera Aroma candle CD Flip flops his & hers (beach hotels) Caps T-shirts Red Bull/Red Bull sugar free White tea Orangina Coconut water Beverages (Alc) Heineken Presidentes Red wine White wine Veuve Cliquot yl Sake Grey goose 375ml Johnny Walker 50ml Bombay sapphire 50ml Patron 50ml
CATERING DEPARTMENT DAILY (OR AS NEEDED) BEO MEETINGS VISION: All properties will hold daily (or as needed) BEO Meetings TEAM PLAYERS: Food & Beverage MOVE #: F&B-SOP-45 EFFECTIVE DATE: 12/15/2009 DATE REVISED: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success SCOPE: To ensure that all applicable departments are fully informed on all details regarding upcoming BEO’s. To ensure a high level of Catering guest satisfaction and guest service. RESPONSIBILITY: Director of Food and Beverage Director of Catering PROCEDURE: 1. The Director of Catering or Catering Manager must hold a daily (or as needed) BEO Meeting that includes the following individuals at a minimum: Executive Chef, Soup Chef or Banquet Chef Banquet Manager Catering Service Manager (s) Executive Steward (if any) Outlet Managers (as applicable) Sales Manager or E.M.M. for any sales-originated piece of business. 2. The meeting should be scheduled to allow all applicable individuals to attend, but should be at the same time each day.
CATERING DEPARTMENT DAILY (OR AS NEEDED) BEO MEETINGS VISION: All properties will hold daily (or as needed) BEO Meetings TEAM PLAYERS: Food & Beverage MOVE #: F&B-SOP-45 EFFECTIVE DATE: 12/15/2009 DATE REVISED: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success 3. The Director of Catering or Catering Manager should review all BEO’s for the following day, making note of times, guarantees, set-up, menu, beverage service and any other special or unusual arrangements. 4. Also, any special or unusual function requirements for the upcoming week should be reviewed to allow adequate advance notice for special service preparation, etc. 5. The Director of Catering or Catering Manager should also review any significant service or production problems that would be likely to cause future problems if not corrected. 6. The BEO Meeting should be kept as brief as possible, preferably limited to 15 to 30 minutes maximum.
CATERING FUNCTION GUARANTEES VISION: All properties will implement and follow a formal “Guarantee” System for Banquet F&B functions. TEAM PLAYERS: Food & Beverage MOVE #: F&B-SOP-46 EFFECTIVE DATE: 12/15/2009 DATE REVISED: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success SCOPE: To ensure guest payment for a minimum, specific cover count for all Catering Food and Beverage functions. To ensure a high degree of control over Catering variable costs. RESPONSIBILITY: Director of Catering PROCEDURE: LEAD TIME 7. Each property must determine the best Guarantee Policy based on local market conditions, demand for product, and area competition. 8. In most cases, the policy should be based on a 48 or 72 hours guarantee. With few exceptions, it will be to the benefit of the hotel to publish this time frame as “2 working days” or “3 working days”. 9. Obviously, the fact that the Catering Office is not open on weekends will necessitate some flexibility in the interpretation of the Guarantee Policy. A suggested Time Frame Policy is as follows: Guarantee For: Day Required: Wednesday Monday 10:00 AM Thursday Monday 5:00 PM Friday Tuesday 5:00 PM Saturday Wednesday 5:00 PM Sunday Thursday 5:00 PM Monday Friday 5:00 PM Tuesday Friday 5:00 PM
CATERING FUNCTION GUARANTEES VISION: All properties will implement and follow a formal “Guarantee” System for Banquet F&B functions. TEAM PLAYERS: Food & Beverage MOVE #: F&B-SOP-46 EFFECTIVE DATE: 12/15/2009 DATE REVISED: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success 10.In all cases, the Catering or Sales person must review estimated attendance/guarantees with the client at least seven to nine days in advance to provide attendance figures for the Catering Weekly Event List. GUARANTEES AND SET UPS 1. Final function attendance figures are usually expressed with two numbers, the “guarantee” and the “set-up”. 2. The guarantee represents the minimum number of covers or attendance that the client will be charged for, regardless of actual attendance. If actual attendance is greater than the guarantee, the actual number is charged. 3. The function room is set for the number of seats or place settings indicated by the set up figure. In most cases, cold Food and Beverage set up will also be prepared for this number. 4. Many groups will have an established attendance and no-show history on which to base the guarantee and set-up. For those groups lacking historical information, the set-up figure should represent 100% attendance. The guarantee can then be established based on input from the client or as a percentage of the set-up figure. A list of suggested percentage guidelines is as follows: Guaranteed Attendance Set-Up Over Guarantee 5 - 25 0% 25 - 150 5% 151 - 300 4% 301 - UP 3%
CATERING FUNCTION GUARANTEES VISION: All properties will implement and follow a formal “Guarantee” System for Banquet F&B functions. TEAM PLAYERS: Food & Beverage MOVE #: F&B-SOP-46 EFFECTIVE DATE: 12/15/2009 DATE REVISED: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success 5. Intra-Hotel Communication of Guarantees will be made in writing using the Guarantee Sheet, which is issued Monday through Friday with the Daily Event List. 6. Care must be taken to ensure the Guarantee System remains flexible and is re-evaluated in times of need. The Director of Catering should monitor all group functions to determine if greater flexibility might be needed. Also, regular evaluation should take place to determine if the market will bear a strengthening of the Guarantee Policy. GUARANTEES FOR GROUP-RELATED ASSOCIATION BUSINESS Flexibility in our Guarantee Policy with group related association business is sometimes required, as the majority of group association business has walk-in registration for members who have not pre-registered. At the time of walk-in registration, additional tickets may be sold for meal functions throughout the group’s stay. To meet and association’s need to increase their guarantee above our normal percentage guideline, the following procedures are suggested: 1. As with other group functions, the Sales or Catering Manager must review the estimated attendance/guarantees with the group contact at least seven to nine days in advance of the function. Associations maintain records or past pre-registrations and historical pick-up rates. At the time of the estimated guarantee review, the group contact should be able to provide the Catering Department with the number of participants actually pre-registered, and also a forecasted final attendance based on past pick-up. 2. A preliminary guarantee should be received 72 to 48 hours in advance, if possible. This is the minimum the guest will be charged for. It should be made clear to the guest that after the initial guarantee and set is
CATERING FUNCTION GUARANTEES VISION: All properties will implement and follow a formal “Guarantee” System for Banquet F&B functions. TEAM PLAYERS: Food & Beverage MOVE #: F&B-SOP-46 EFFECTIVE DATE: 12/15/2009 DATE REVISED: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success established, only additional increases will be accepted; and any increase given will then automatically increase the guarantee and set by that number. At the time the new guarantee is received, an updated total projected attendance should be provided by the group contact. This information should also be relayed to the Chef. 3. The evening before the association’s program is to start, the Catering Department should review any guarantee or expected attendance changes with the group contact. Most associations will have on-site registration the day before a program starts. From this registration, the contact will be able to provide the hotel with a good projection of attendance. Again, the Chef is to be informed of this information. 4. The “final” guarantee for the first day of the program should be received from the group contact following morning registration on the first day of the program. The set figure based on group history, estimated attendance or percentage guidelines should handle any last minute walk-ins.
CATERING FUNCTION LISTINGS VISION: All properties will produce Catering Function Listings as specified in this policy. TEAM PLAYERS: F & B MOVE #: F&B-SOP-47 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success SCOPE: To outline what listings are required. To specify due dates and times. To define format. To provide continually updated information on all catering functions. RESPONSIBILITY: Director of Catering PROCEDURE: WEEKLY EVENT SHEET / TEN-DAY FORECAST 11. The Catering Weekly Event Sheet must be prepared and issued to all hotel departments by 2:00 PM every Tuesday. 12. The Weekly Event Sheet should summarize all catering function activity for the upcoming ten days. The period of time to be covered is: a. An update of information for Wednesday through Friday of the current week. b. An accurate summary of information for the upcoming Saturday through Friday time period. 13. The Catering Weekly Event Sheet should be prepared with information contained in the BEO’s and should always be double checked against the diary for completeness of information and missing BEO’s.
CATERING FUNCTION LISTINGS VISION: All properties will produce Catering Function Listings as specified in this policy. TEAM PLAYERS: F & B MOVE #: F&B-SOP-47 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success 14. The Catering Weekly Event Sheet should serve to inform all hotel departments as to all catering functions booked for the next ten days. A. It will be used in conjunction with Staffing Guides to develop catering work schedules. B. It will be used in conjunction with the rooms forecast to develop and refine a la carte outlet forecasts and schedules. C. It will also be used by other hotel departments such as Engineering, Gift Shop, Recreation, Security, Garage, etc. to help determine staffing needs. 5. The Catering Weekly Event Sheet must contain the following information by day of week at a minimum: a. Name of group b. Type of function c. Starting and ending times for all set-ups and functions d. Guarantee and/or anticipated attendance for all functions. e. Initials of the Catering Manager and Sales Manager responsible for booking and handling the group. f. Information on where each group will take meals when not scheduled for a banquet meal function. Try to be as accurate as possible. g. Any other information about a group that would be helpful to other hotel departments in planning, scheduling and providing the best possible service to the group.
CATERING FUNCTION LISTINGS VISION: All properties will produce Catering Function Listings as specified in this policy. TEAM PLAYERS: F & B MOVE #: F&B-SOP-47 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success GUARANTEE SHEET 1. A listing of “guarantees” for all catering functions must be prepared and issued to the Kitchen, Outlets, and Banquet Department by 5:00 PM two days prior to the functions. The Guarantee Sheet for Sunday, Monday and Tuesday functions should be issued by 5:00 PM on the preceding Friday. 2. The Guarantee Sheet should list final guarantees for all catering functions, and will serve to advise the Food and Beverage Departments of the guaranteed minimum function attendance, so all production and service schedules can be adjusted accordingly. DAILY EVENT SHEET 1. The Catering Daily Event Sheet must be prepared and issued to all hotel departments by 5:00 PM on the day preceding the function listing. Daily Event Sheets for Saturday, Sunday and Monday must be issued by 5:00 PM on the preceding Friday. 2. The Daily Event Sheet should contain the latest, most up-to-date information available on a group. This sheet may contain changes from Weekly Event Lists, BEO’s and Convention Resumes and the information contained on this sheet supersedes all prior information. 3. The Daily Event Sheet should be compared to the BEO’s and Diary and will serve as the final check for any missing information or BEO’s. 4. The Catering Daily Event Sheet should contain the following information at a minimum: Name of group. Name of individual (client) responsible for group.
CATERING FUNCTION LISTINGS VISION: All properties will produce Catering Function Listings as specified in this policy. TEAM PLAYERS: F & B MOVE #: F&B-SOP-47 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success Initials of the Catering Manager and Sales Manager responsible for booking and handling the group. Type of function. Location of function (room). Starting and ending times of functions. Number of guests in attendance (guarantee and “set”). Whether or not the function is to be “posted” on the Daily Event Reader Board. DAILY EVENT READER BOARDS 1. The Daily posting of functions/events on the “Reader Board (s)” is the responsibility of the Bell Captain. 2. All postings should be taken directly from the Daily Event Sheet, and should include the same information, except the number of guests in attendance and function ending time. 3. Any changes must be authorized by the Catering Department, in writing, if possible. 4. The daily posting must be done after 10:00 PM on the preceding evening. 5. The P. M. Catering Service Manager must check the Reader Board for accuracy before going “off shift”.
CATERING FUNCTION LISTINGS VISION: All properties will produce Catering Function Listings as specified in this policy. TEAM PLAYERS: F & B MOVE #: F&B-SOP-47 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success 6. The A. M. Catering Service Manager should also check the Reader Board at the beginning of his/her shift for accuracy, last minutes changes, corrections, etc. 7. If a function/event is marked “Do Not Post” on the Daily Event List, special care should be taken to ensure that it is not posted. The Bell Staff should also be alert for special posting instructions, such as posting under multiple names or posting with an alternate name (post as “_______”). DOOR CARDS 1. Door cards must be produced for each function room that is occupied. 2. The print or type on the door card must be clear and large enough to allow the guest to read it from a normal viewing distance. 3. These cards should be produced using the information from the Daily Event Sheet. 4. All cards should be completed on the day previous to the function. The cards should then be forwarded to the Banquet Manager. 5. The Banquet Manager is responsible for ensuring that all door cards are in place as far in advance of the function as possible.
CATERING FUNCTION LISTINGS VISION: All properties will produce Catering Function Listings as specified in this policy. TEAM PLAYERS: F & B MOVE #: F&B-SOP-47 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success
THE WEEKLY FORECAST MEETING VISION: The property will schedule and hold a weekly forecast meeting to facilitate the exchange of information vital to the forecast between departments. TEAM PLAYERS: F & B MOVE #: F&B-SOP-48 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success SCOPE: The purpose of the Weekly Forecast Meeting is to exchange information relevant to the anticipated business volumes for the upcoming week, and also to verbally critique the last week’s business. This critique may have direct effect on the forecasted business volumes for the upcoming week. Accurate and effective forecasting is vital to ensure that proper staffing levels are being maintained from both a cost and guest experience standpoint. Accurate knowledge on every group booked through the Sales and/or Catering Departments is the key to accurate forecasting and proper staffing. It is therefore critical that the Sales and Catering Departments gather all group related information and be prepared to present it at the forecast meeting. PROCEDURE: SCHEDULING Since the information discussed during this meeting is vital in developing forecast for the Food and Beverage outlets, and the weekly work schedules that are based on these forecasts, it is recommended that the meeting be held no later than 3:30 PM each Wednesday. ATTENDEES The following staff members must attend this meeting each week: General Manager Resident/Rooms Division Manager Director of Food and Beverage Director of Hotel Sales Controller
THE WEEKLY FORECAST MEETING VISION: The property will schedule and hold a weekly forecast meeting to facilitate the exchange of information vital to the forecast between departments. TEAM PLAYERS: F & B MOVE #: F&B-SOP-48 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success Director of Catering Executive chef Outlet Managers or Assistant (s) for all Food and Beverage Operations Director of Services Reservations Manager Front Manager Convention Coordinator FORMAT The following outline is recommended as a guide in conducting the meeting: 15.Review the results of the previous week’s forecast with special emphasis on conditions which adversely affected the forecast volume of business (i.e., occupancy feel off in midweek, number of available guests increased by 40%, actual number of covers served during a meal period was significantly greater than forecast, etc.). Discuss any areas where the actual volume deviated by more than +/-5% from the forecast. ……………………… 16.Briefly review the forecast business volume for the remainder of the current week with emphasis on adjusted volumes only. 17.Review the rooms forecast for the upcoming week. The following sequence of discussion is recommended: ………………………………………………………. a. Rooms b. Sales groups without banquet activity c. Sales groups with banquet activity d. Group with banquet function only e. Meeting functions with no room sales f. Special advertising/promotions/campaigns/holidays/unique activities
THE WEEKLY FORECAST MEETING VISION: The property will schedule and hold a weekly forecast meeting to facilitate the exchange of information vital to the forecast between departments. TEAM PLAYERS: F & B MOVE #: F&B-SOP-48 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success 18.Review each day of the Weekly Event Sheet with special emphasis on the established and/or anticipated habits of each group coming into the hotel: a) Review the previous pick-up habits of each group to obtain a more realistic estimate of the number of rooms and guests that might be picked up. b) Describe group habits which may affect the Food and Beverage outlets, such as: Spending habits (i. e., economy orderers, full course dinners, heavy lounge users, etc.). Relationship (s) of ending and starting times for group meetings, for example: - Meeting ends at 6:00 PM which will cause a late dinner rush and eliminate early cocktail hour business. - Meeting ends at 4:00 PM and the group generally frequents the lounge at this time. - Group meeting is over at 12:00 Midnight and morning meeting starts at 10:30 AM, resulting in: * Late evening lounge activity. * Late breakfast rush. * Housekeeping may have a problem gaining early access to the rooms. Drinking habits (i.e., non-drinkers, late night parties, early cocktail drinkers, etc.). Spouses will be traveling with meeting participants, but will not be attending meetings. Special Room Service needs for late night meetings, couples, working breakfasts, etc. Special dietary habits (i.e., vegetarians, kosher, weight watchers, etc.).
THE WEEKLY FORECAST MEETING VISION: The property will schedule and hold a weekly forecast meeting to facilitate the exchange of information vital to the forecast between departments. TEAM PLAYERS: F & B MOVE #: F&B-SOP-48 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success Attendees are traveling on expense account as opposed to paying all charges on their own. Parking needs – i.e., valet, large Friday night banquet, shuttles, security, is off site parking required? c) Review the purpose of the meeting and describe the participants in terms of any special characteristics requiring special services (i.e., age, handicapped, etc.). d) Review the schedule for each group, noting: Expected time of check-ins and check-outs. How the group is expected to arrive (for use by the Front Desk, Bell staff, Housekeeping and Security). Start, end and break times for meetings. Events scheduled out of the hotel (i.e., concerts, theater, convention center, tours, etc.) that make the group unavailable for meals and other hotel services, or which may require special services (i.e., early meals, special cleaning times for rooms, or spouses’ group has all day tour of the city leaving at 8:00 AM resulting in early breakfast rush and no lunch business). e) Review special characteristics of the group or schedule which affect their use of recreational services or gift shop, for example: Lengthy breaks. Free blocks of time for recreation. Spouses and/or children are accompanying participants (and therefore able to shop, use recreation facilities, and may require supervision). 19.Review tentative Food and Beverage forecasts.
THE WEEKLY FORECAST MEETING VISION: The property will schedule and hold a weekly forecast meeting to facilitate the exchange of information vital to the forecast between departments. TEAM PLAYERS: F & B MOVE #: F&B-SOP-48 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success 20. The Meeting Chairman should summarize the meeting and release all attendees but those from Rooms and Sales and Marketing. 21.Review “Selling Strategies” for transient business for the upcoming four week period. FORECAST DISTRIBUTION Following the Weekly Forecast Meeting, the Food and Beverage Outlet Managers will finalize their respective forecasts. These forecasts are then submitted to the Director of Food and Beverage no later than 5:00 PM on Wednesday. The approved forecast is then submitted to and recorded by Accounting on the Forecast / Actual Summary and distributed to all departments no later than 9:00 AM on Thursday.
CATERING SALES CONTRACT VISION: To ensure consistent programming of catered events. TEAM PLAYERS: F & B MOVE #: F&B-SOP-49 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success (HOTEL NAME) CATERING DEPARTMENT GENERAL INFORMATION BILLING AND DEPOSITS Billing arrangements for all events must be made in accordance with hotel policies. All requests for direct billing must be authorized by our Credit Department. If a deposit is required, it becomes non-refundable 60 days prior to the event. FOOD All food items must be supplied by the hotel. Menu selections, room requirements and all other arrangements must be received three weeks prior to the function. These menus are suggested for your consideration, and, if you prefer, our Catering Department will be pleased to tailor a menu for your review. BEVERAGES (Hotel Name) as a licensee, is responsible for the administration of the sale and service of alcoholic beverages in accordance with the State Legislative Commission’s regulations. It is a House Policy, therefore, that all Alcoholic beverages must be supplied by the hotel. If alcoholic beverages are to be served on the Hotel premises (or elsewhere under the Hotel’s alcoholic beverage license) the Hotel will require that beverage be dispensed only by Hotel servers and bartenders. The Hotel’s alcoholic beverage license requires the Hotel to (1) request proper identification (photo ID) of any person of questionable age and refuse alcoholic beverage service if the person is either underage or proper identification cannot be produced and (2) refuse alcoholic beverage service to any person who, in the hotel’s judgment, appears intoxicated.
CATERING SALES CONTRACT VISION: To ensure consistent programming of catered events. TEAM PLAYERS: F & B MOVE #: F&B-SOP-49 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success GUARANTEES It is a requirement that the hotel is notified of the exact number of attendees 72 hours prior to the event. This minimum number of guests will be considered a guarantee for which you will be charged, even if fewer guests attend. The hotel will set up 5% over the final guarantee figure, however, food is prepared for the guarantee only. If the guaranteed attendance is not received in the Catering Office, the expected number of people will serve as the guarantee. Full charges will be assessed for any function canceled within 96 hours of the scheduled date. ROOM AND SET-UP FEE Function rooms are assigned according to the anticipated guaranteed number of guests. If there are fluctuations in the number of attendees, the hotel reserves the right to accordingly reassign the banquet function room. The hotel reserves the right to charge a service fee for set-up of meeting rooms with extraordinary requirements. A room set-up fee will be charged where applicable. FLOWERS AND DECORATIONS Flowers, candles and green plants provide a lovely atmosphere to make your special function an outstanding event. To complement your parties, may we suggest the services of our florist. You may make arrangements for your floral decorations through our Catering Office. Decorative ice pieces can be provided. The Catering Department is happy to assist you with decorations. The hotel will not permit the affixing of anything to the wall, floors or ceiling with nails, staples, carpet tape or other substances. Please consult the Catering Department for assistance in displaying of all materials. LOST AND FOUND The Housekeeping Department administers the Lost and Found. The hotel cannot be held responsible for damage or loss of any articles or merchandise left in the
CATERING SALES CONTRACT VISION: To ensure consistent programming of catered events. TEAM PLAYERS: F & B MOVE #: F&B-SOP-49 DATE ISSUED: 12/15/2009 EFFECTIVE DATE: 12/15/2009 M.O.V.E.S. Managing Operating Visions Ensuring Success hotel prior to or following your banquet or meeting. Security arrangements should be made for all merchandise or articles set up prior to the planned event, or left unattended for any time. ENGINEERING AND AUDIO-VISUAL Special engineering requirements must be specified to our Catering Department at least 72 hours prior to the function. Audio-Visual requirements are available through an in-house supplier. Rates are quoted upon request. LIABILITY The (Example Hotel) reserves the right to inspect and control all private functions. Liability for damage to the premises will be charged accordingly. The hotel cannot assume responsibility for personal property and equipment brought onto the premises. Deposits in advance may be required. Deposits will be fully refundable upon inspection of the premises. SECURITY If, in the sole judgment of the hotel, security is required in order to maintain order due to the size and nature of your event, the hotel may require you to provide, at your expense, uniformed or non-uniformed security personnel. Any and all provisions for security must be arranged through the hotel’s Director of Security. The hotel shall have final approval of any and all security personnel to be utilized during your function. GRATUITY AND TAX On all food and beverage functions, there will be a service charge and sales tax applied. All meal functions under 25 people are subject to a $30.00 labor charge. (Subject to waiver.)