- 01Your Supplier Relationships Are Only as Good as Your Records of ThemPain — The produce supplier raised the per-case price on your romaine for the third time this year. You know it has gone up. You have no record of what you paid, when you paid it, or what the agreed price was at the start of the year. The dispute conversation will go to whoever has the better memory.
- 02How to Manage Food Cost When Supplier Prices Change Faster Than Your Menu DoesReframe — Most operators think food cost is a purchasing problem. It's actually an information problem. The purchasing is fine. The visibility isn't.
- 03What to Document After Every Supplier Conversation So Nothing Gets DisputedReframe — Most supplier disputes aren't about dishonesty. They're about two people remembering the same phone call differently. The conversation was real. The agreement was genuine. But without a written record, "what we agreed" is whichever version holds up under pressure.
- 04How to Manage Multiple Suppliers Without Losing Track of Who Delivers What and WhenCounter-instinctive — The test of a supplier system is not how it runs when the chef is there. It's how it runs when they're not. If the person who opens the kitchen on a delivery morning has to call the chef to find out who's coming when and what to check on arrival, the system doesn't exist yet.
- 05Building a Vendor Knowledge Base That Protects You When Supply Chains BreakParadox — The best time to build a vendor knowledge base is when supply chains are working. The operators who have one when supply chains break built it during the last time things were calm. The ones who don't have one build it in a crisis, which is the worst possible time.
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