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Deliveries, stock and pickups coordinated between locations.

The requirements of six locations become one order per vendor, deliveries arrive per location with their packing slip, and the storage areas are visible in one line: who has too little, who has too much, what's expiring. Internal pickups replace urgent orders.

Book a demo The central order
One order per vendor, six deliveriesStock of all locations in one viewInternal pickups instead of urgent orders
Tomorrow's deliveries, six locations11 deliveries · 4 vendorsCoordinated
TimeVendorLocationLinesStatus 06:30Green Valley ProduceNorth center14confirmed 06:30Green Valley ProduceSouth center11confirmed 07:00Heritage MeatsNorth center6chicken missing 07:15Prairie MillsNorth, South, Tecno9single route 07:30Lakeside DairyVilla Serena, St. Luke8confirmed 08:00Heritage MeatsUniversity4confirmed
Heritage Meats delivers 88 lb less chicken to North: the University has 130 in its walk-inInternal pickup
Chicken for North, tomorrow: 88 lb short1,240 meals
University, in the walk-in130 lb
Needs it tomorrow40 lb
Transferable88 lb
Pickup from the University at 6:00 AMUrgent order
The internal van is passing anyway: 20 extra minutes and the stock rebalances.
Today

Every location orders for itself, and the storage areas don't talk.

South orders chicken, North orders chicken, the University has a hundred and thirty pounds in its walk-in expiring on Friday. When a vendor delivers half, the location left short places an urgent order at full price. Six full storage areas and one kitchen at a standstill on the same day.

  • Six orders for the same chicken

    Nobody sees the total, the vendor does.

  • Stock nobody sees

    A hundred and thirty pounds at the University, zero at North, 8 miles apart.

  • Urgent orders at full price

    Because nobody knew it was already there.

Chicken, today
Ordered by4 locations
In the University's walk-in130 lb
Urgent orders this month?
North, tomorrow88 lb less chicken
The central order

Six sets of requirements, one order per vendor.

Each location's requirements add up overnight: one order per vendor with the total, and deliveries split by location with the time. The vendor receives one order for 750 lb of chicken instead of six, you negotiate one price instead of six, and no location orders what another already has.

From six sets of requirements to one orderLast night
Requirements0locations, from tomorrow's booked meals
Orders0one per vendor, with the total for all locations
Deliveries0per location, with the time, or a single route
One order for 750 lb of chicken negotiates better than six for 125

Aggregated to buy, split to deliver.

The order goes out as one, the packing slip arrives per location. Every commissary kitchen receives its goods with its packing slip, reads it, loads it into its dry storage. The price is the big order's, the check is each location's.

  • One order, one price

    The volume of six locations on one single line.

  • One packing slip per location

    Read and checked where the goods actually arrive.

Stock

A hundred and thirty pounds at the University are worth more than an urgent order.

Every location has its own dry storage, but you see them all in one line: who has too little, who has too much, what's expiring. Internal pickups are planned on the route of the van that's passing anyway, and the urgent order at full price doesn't go out.

  • Six storage areas, one view

    By product, by location, with use-by dates.

  • Pickups on the existing route

    The van passes anyway: twenty minutes, not an order.

Stock across locations, this morning6 storage areas
ProductNorthSouthUniv.SerenaAction Chicken breast26 lb105 lb130 lb31 lbUniv. → North 40 Peeled tomatoes310 lb210 lb66 lb49 lbok Short pasta465 lb88 lb175 lb79 lbNorth → South 60 EVO oil13 gal9 gal5 gal12 galok Yogurt, exp. Fri120 ea80 ea260 ea40 eaUniv. → South 120
Who has too much and who too little, in the same line: the internal van knows before it leavesPlan the 3
The week

One purchase, six deliveries, zero urgent orders.

The logistics week of six locations in five lines: requirements added up on Sunday, aggregated orders on Monday, packing slips per location during the week, internal pickups on the route. And the raw material cost per meal below the contract target.

  • Aggregated orders

    The volume of six locations, one price.

  • Packing slips per location

    Checked where the goods arrive.

  • Raw materials per meal

    The contract's number, every week.

The logistics weekIt's written
Sun 11:00 PMRequirements of 6 locations for the weekFrom booked meals: 20,900 mealscalculated
Mon 6:00 AM4 aggregated orders, 4 vendorsChicken 3,600 lb in one order, − 6% on the priceordered
Tue–Fri38 deliveries by location, 38 packing slips read3 lines rejected at receiving, credit memos readyreceived
Wed 6:00 AM3 internal pickups on the van's routeZero urgent orders, zero expired yogurtspickups
SunRaw materials at $1.31 per meal, target 1.35Six locations, one purchase, six storage areas helping each otherclosed
Twenty minutes

Bring us a week's orders,
let's see how many were the same chicken

With one week's orders from all your locations, in twenty minutes you see the aggregated order you could have placed, the stock that could have been moved, and the price you would have negotiated. Free and no strings attached: if it's not for you, we'll tell you ourselves.

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  • One week's orders, all locations
  • The stock that could have been moved
  • The price of the aggregated order
Where it continues

Where it continues, for cafeterias.

Kitchen managementThe requirements everything starts from.Staff managementThe people across the six locations.InventoryEach location's dry storage.
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