Bayt Al-Tagen: Connecting 8 branches to a central kitchen and cutting kitchen waste by 25%
The chain ran eight branches and a central kitchen distributing semi-prepared bases via late paper orders, with unexplained daily ingredient waste. We implemented a central production system connected to branch POS, direct delivery-app integration, and automated shift closing that surfaces any variance the moment it occurs.
25%
Reduction in kitchen ingredient waste
9
Sites on one system: 8 branches plus central kitchen
يومياً
Automated daily cash and delivery reconciliation
Background
Bayt Al-Tagen began as a single shop serving home-style dishes in clay pots, growing within four years into an eight-branch chain across the city and its suburbs. Behind the storefronts stands a central kitchen preparing semi-processed bases, sauces, and fillings distributed to branches each morning, where final cooking and plating happen in front of the customer. Branches sell through three parallel channels — dine-in, takeout, and three delivery apps — a mix that made daily operations far more complex than paper and messaging tools could handle.
The challenge
Central-kitchen supply orders were prepared on paper at day's end and reached branches the next morning incomplete or late, pushing branches into ad-hoc market purchases at higher prices with no accounting trail. Portions and weights varied between branches since every chef trusted his own measures, while ingredient waste appeared daily in counts with nobody able to pin its source: over-preparation, prep loss, or unlogged delivery returns? Only by mid-morning the next day did management learn yesterday's cashier results — long after any chance to correct course.
The solution
We built a central production system receiving branches' electronic orders every evening in standardized net weights, letting the central kitchen plan next-day output on real numbers instead of guesses. Every item's recipe is tied to POS so each ingredient deducts automatically from branch stock per sale, leaving the gap between actual and standard visible in a daily report. The three delivery apps feed orders directly into prep screens and revenue entries with zero manual keying, while automated shift closing hands every branch its complete financial and count summary before the last employee leaves.
Implementation
Implementation took nine weeks. The central kitchen came first for three full weeks: standardizing the semi-processed recipes and net weights, and training the production team on receiving nightly orders and planning mornings. Two pilot branches joined for two weeks to calibrate portions and measure automatic deduction's impact on counts — during which the portion debate was settled by numbers, not opinions. The final five weeks rolled out to the remaining six branches, two per week, each accompanied by an implementation «captain» who stayed on site until the branch closed its first shift cleanly.
The outcome
Ingredient waste fell 25% in the first quarter once variance reports pinpointed its three leak points: over-preparation during lulls, unaccounted prep and cutting loss, and delivery returns discarded without logging. Portions and weights standardized across all eight branches, making the dish taste the same wherever ordered. The morning settlement that once consumed two hours of each branch manager's day became a review of exceptions only — if any — while the chain began planning two new openings within five months on the same foundation.
Lasting impact
Menu development became a numbers-driven process: every new item is judged after a month on its actual sales, margin, and waste figures, then kept or cut accordingly — ending reliance on the chef's intuition alone for purchasing and menu decisions. The system also let management evaluate each sales channel's profitability independently, dine-in versus delivery, repricing several delivery items that had been quietly selling at a loss inside overall menu averages.
Next step
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