Laughing Planet is a fast-food restaurant first opened in 1995 by Richard Satnick. The rising number of customers led to the opening of more branches in Portland, United States. The restaurants’ heads sought to standardize their food in Portland because they had opened more branches. Hence, the restaurants started using a centralized kitchen called a central commissary. Laughing Planet adopted it to control delivery costs, standardize food, and ensure the produce was checked.
Purchasing Process
Portland Laughing Planet Restaurants
There are ten restaurants operating in Portland city. The restaurants are small compared to similar high-end hotels. The main cuisines are grilled chicken, Zapatista salad, house-made veggie chili, beans and cheese, and tween burrito. The chain of restaurants specializes in kids’ cuisines such as a kid’s bowl, the kid’s trifecta, and a mini quesadilla. The types of food offered differ in origin, such as Mexican, Cuban, English, and American (Planet, 2017). Besides, the restaurants are sensitive to customer preferences; they offer vegetarian foods.
Central Commissary
The restaurants sell the prepared food supplied from the commissary kitchen in the same city (Wolk, 2014). The current commissaries under operation can support up to 15 restaurants. Most of the food is made in these commissaries and then heated using steam. In the commissaries, the restaurants’ main cuisines are prepared: chicken is grilled, soups are boiled and sauces are cooked, potatoes are mashed, and brown rice is cooked (Culverwell, 2013). The food is then distributed to the restaurants.
The advantage of this process to the recipient restaurants is that they are allowed to focus on customer service delivery. The centralized cooking place reduces the time customers spend waiting for food.
Inventory-Tracking
The commissary kitchens will need to invest in the inventory of their restaurants. The inventory is necessary to maintain the required food and, at the same time, ensure that there is no excess in food production and supply. The restaurants operate by requesting food supplies from the commissary kitchen. The kitchen then prioritizes production orders, hence allowing “consistency of their offerings” (Byloos, 2013, p. 1). However, there is the possibility of oversupply and undersupply in some restaurants. These are caused by inefficient communication between the kitchen and the restaurants.
The proposed inventory-tracking method will ensure real-time tracking of individual restaurants. Because “production inventory consumes a major portion of inventory investment,” more emphasis will be on the commissary kitchen (Monczka, Handfield, Giunipero, & Patterson, 2016, p. 629). The kitchen requires prior knowledge of the demands of the restaurants. However, the kitchen also needs knowledge of the levels of demand: high, average, and low (Monczka, Handfield, Giunipero, & Patterson, 2016, p. 629). The responsibility of this inventory is to ensure that there is a balance between production and consumption levels. Hence, prioritization will be given to foods high in demand but which are out of stock. The real-time information will be relayed by a program that will calculate the stock in each restaurant and only take it off the system after payment is confirmed. Thus, the commissary will only produce adequate food, therefore reducing the money wasted on excess food.
Product Ordering
There are discounts on mass orders. Portland’s Laughing Planet might take advantage of these by ensuring that inventory orders are updated. From the updated orders, the procurement managers will optimize these discount offers (Monczka, Handfield, Giunipero, & Patterson, 2016). The discounts are necessary for ensuring increased profit margins and reducing the costs of production, which in turn means cheaper food prices for the customers.
To ensure comprehensive discounts, the products required in the commissary kitchen and restaurants will be analyzed. Because the restaurants have the mission of always supplying fresh food, orders cannot be accumulated into weekly schedules (Byloos, 2013, p. 1). However, the demands can be analyzed from the inventory lists. On a daily basis, the sales against the available food products will be analyzed and the orders calculated. The projected orders will, therefore, be equal to the day’s sales minus the stock left. This way, the next day will have less unsold food left. Not all food is made in the central kitchen (Byloos, 2013). However, to maximize economies of scale, orders will be placed together, hence ensuring more discounts.
Product Identification
The identification of the supplier is reliant on the ability of the supplier to meet the requirements (Low & Pi, 2006, p. 625). Laughing Planet will also employ this condition in selecting all its suppliers and their products. “Cost, quality and delivery performance are the three most important criteria that need to be considered for supplier evaluation” (Low & Pi, 2006, p. 626). Products will be purchased after their quality is confirmed. After this, there will be periodic reviews of the standards of the produce by the suppliers. In line with the restaurants’ mission to provide fresh food, the suppliers’ performance will be evaluated for quality. The periodic evaluation is important to the restaurant in determining depreciating standards of quality (Low & Pi, 2006, p. 625).
There are other aspects to be considered apart from the quality issues. The costs of products are important to the restaurants because the restaurants seek to reduce the costs of food materials, thereby reducing food prices, which is necessary for marketing (Culverwell, 2013, p. 1). Thus, while keeping in mind other aspects of consideration, the prices of the products will be required to be minimal. The costs of delivery will be analyzed, with preference given to suppliers near and within Portland. Timely delivery amounts to timely food preparation; hence, the delivery of the produce by the suppliers will be key.
Purchasing Objectives
Lower Costs
The reduction in the cost of running a business is the major reason for the purchasing process. The analysis of product identification is important in ensuring that the cheapest produce is found (Low & Pi, 2006, p. 626). Inventory tracking also helps reduce operating costs by ensuring a reduction in oversupply of food.
Supply Assurance
The focus on the delivery of quality and timely produce is geared toward ensuring that the supply of produce is maintained. The analysis of the supplier identification process is supported by the fact that “purchasing supports the needs of operations”; hence, it requires that the process be audited for efficiency (Monczka, Handfield, Giunipero, & Patterson, 2016, p. 42). Also, the incorporated inventory tracking will help ensure that food is available and, at the same time, ensure a fresh supply.
Improve Quality
The quality of produce is emphasized, especially because it is a hospitality business. The product identification process seeks to ensure that high-quality produce is acquired and, through continuous auditing, maintained (Low & Pi, 2006, p. 625). Also, in reference to inventory tracking, the quality of food is addressed because the process discourages the overproduction of food in the commissary kitchen.
Good Relations with Vendors
Ordering produce creates business relations with the vendors. To maintain this relationship, the proposed organized ordering process ensures communication between the restaurants’ managers and the vendors.
Support Business Goals
The business goals at Laughing Planet are focused on ensuring fresh produce is sold to customers (Byloos, 2013). The ordering process and inventory tracking ensure that new fresh produce is available. By ordering restaurant produce on a daily basis and ensuring reduced surplus food, the business’ goal is met.
Conclusion
Laughing Planet restaurants used an ingenious way to ensure efficiency in the delivery of their services and food to the restaurants. However, the commissary kitchen could be improved in the delivery process. The purchasing process seeks to ensure continuous improvements through meeting the laid-down business goals. The recommended changes to the inventory-tracking, ordering, and identification processes are aimed at achieving the objectives of the purchasing process.
References
Culverwell, W. (2013). Q&A with Laughing Planet’s stellar explorer, Franz Spielvogel. Portland Business Journal, 1(1), 1. Retrieved from https://www.bizjournals.com/portland/blog/real-estate-daily/2013/11/qa-with-laughing-planets-stellar.html
Low, C., & Pi, W. N. (2006). Supplier evaluation and selection via Taguchi loss functions and an AHP. The International Journal of Advanced Manufacturing Technology, 27(6), 625-630. Retrieved from https://link.springer.com/article/10.1007/s00170-004-2227-z
Monczka, R. M., Handfield, R. B., Giunipero, L. C., & Patterson, J. L. (2016). Purchasing and Supply Chain Management (6 ed.). New York: Cengage Learning.
Wolk, D. (2014). Keeping Portland Weird. Slate, 1. Retrieved from https://www.slate.com/articles/business/buy_a_small_business/2014/10/small_business_in_portland_oregon_it_s_a_fantastic_place_to_set_up_or_buy.html
Academic Master Education Team is a group of academic editors and subject specialists responsible for producing structured, research-backed essays across multiple disciplines. Each article is developed following Academic Master’s Editorial Policy and supported by credible academic references. The team ensures clarity, citation accuracy, and adherence to ethical academic writing standards
Content reviewed under Academic Master Editorial Policy.
