The factory has one system, the shops have another, and a spreadsheet decides which one is right
Food businesses that make what they sell end up with a split: production software on one side, point of sale on the other, and a person in the middle whose job is reconciliation. That person is doing valuable work with no leverage. Everything below is what the split costs before anyone even discusses the software.
Recognise any of this
Where the money goes before anyone calls it a problem
If more than two of these are true this week, the cost is already larger than the system you would replace.
- 01
The shop's sales and the factory's production are reconciled at month end, by hand.
By the time the two agree, the month is over. Nobody can answer what a product actually costs to make and sell while there is still time to change the price or the recipe.
- 02
The recipe says one yield and the kitchen gets another, and the difference is absorbed.
In food, a yield variance of a few percent on a high-volume line is the entire margin. If theoretical consumption is never compared to actual, waste and over-portioning are invisible and permanent.
- 03
Shelf life is managed by whoever is looking at the shelf.
Expiry write-offs are the most preventable loss in the business, and near-expiry stock that could still be moved on promotion is instead discovered on the day it becomes rubbish.
- 04
A customer complains about a batch and you cannot say which raw material lot it came from.
Traceability is not just an audit requirement — it is the difference between recalling one day's output and recalling everything you are not sure about.
- 05
Transfers from the factory to the shops are recorded when someone has time.
Stock at the outlet is a guess, which means orders on the factory are a guess, which means either you are producing what will not sell or you are out of the thing customers came in for.
- 06
Staff costs, shop by shop, are known only from the payroll total.
Labour is second only to material in this business and it is the one cost that can be adjusted this week. Without it against each outlet's revenue, a loss-making shop looks exactly like a profitable one.
What we build
The system that removes those, specifically
Not a feature list. Each of these exists because one of the problems above cost somebody real money.
One system from the kitchen to the till
Point of sale, manufacturing, purchasing, inventory, accounting and HR on the same records. The reconciliation step disappears because there is nothing to reconcile — the sale at the outlet and the production order in the factory move the same stock.
Recipes with real yield
Theoretical consumption from the recipe against actual consumption from the floor, per production run. Yield variance becomes a number you look at daily rather than a gap you discover in the year-end stock count.
Shelf life and batch control
Expiry dates carried on the lot, FEFO on picking, and near-expiry stock listed while it can still be sold. Full lot traceability from supplier delivery through production to the outlet that sold it.
Outlet-level profit and loss
Revenue, material, labour and waste per shop, on the same basis. The comparison between your best branch and your worst becomes an operational conversation instead of an argument.
Replenishment driven by actual sales
What the shops sold yesterday drives what the factory makes today, with minimum and maximum levels per outlet per product, rather than a standing order that has not changed in a year.
Food safety records that are part of the work
Quality checks, temperature records and supplier certificates captured against the batch as it is made, so the audit file assembles itself rather than being reconstructed the week before.
In this industry
Businesses we do this for
Konafa Cafe
Food manufacturing and retail
Point of sale, manufacturing, sales, accounting and HR on one system. Two systems and the spreadsheet between them became one.
- Shops plus the factory, on one system
- 3
- Systems, plus the spreadsheet gone
- 2 → 1
- Functions live, POS to HR
- 5
Bonza
Chocolate manufacturing
Bonza and Looqmah run from one system: manufacturing on one side, product sales on the other, one set of books underneath.
- Companies, one system
- 2
Questions
What people in this industry ask us first
We have a POS we like. Do we have to change it?
Not necessarily, but be clear about the cost of keeping it: every day it stays separate, someone reconciles. Sometimes an integration is the right answer for a year while the rest goes live. That is a decision to make with the numbers in front of you, and it is one of the things the diagnosis puts a figure on.
Our recipes change constantly.
They should — that is product development, not a problem. What matters is that when a recipe version changes, the cost, the yield expectation and the allergen information change with it and stay attached to the batches made under each version.
We have three shops now and want ten.
Then the reconciliation problem is about to become the reason you cannot open the tenth. The systems that break at scale in this business are always the manual joins between them, and those are exactly what disappears when the factory and the outlets share one set of records.
How we deliver it
Food manufacturing and retail
Start with a diagnosis, not a demo
Two weeks. We walk your floor and your books, and you get the list of where money is leaving the business with a cost against each item. The list is yours whether or not you work with us afterwards.
Monday to Friday, 9:00 AM – 6:00 PM (GST)
Prefer we call you?
Leave your WhatsApp number and we will reach out.