How to Reduce Food Costs in Your Restaurant

Ideal Food Cost vs. Actual Food Cost

Most restaurant owners say "my food cost is high," but that phrase can mean two different things. If you don't separate them, it's hard to fix the real problem.

Number 1. Ideal Food Cost (Theoretical) - This is what your food cost should be based on your recipes, portion sizes, and what you sold. In a perfect world, every plate is made exactly to spec, and every ingredient used matches your recipe card. If your ideal food cost is already high, it usually points to a menu pricing or recipe problem - your portions may be too big, your ingredients too expensive for the price, or the item just doesn't have enough margin.

Number 2. Actual Food Cost (Real) - This is what your food cost actually is based on inventory movement -what you had, what you bought, and what you have left. Actual food cost is where you see the impact of waste, spoilage, over-portioning, comps, theft, mistakes, and over-ordering.

Here's the key

- If ideal is high, your menu/recipes need work.
- If actual is high but ideal is okay, your operation has leaks (waste, portion control, inventory discipline).

To track it, you'll use two simple calculations -

1. COGS (Cost of Goods Sold)
Beginning Inventory + Purchases - Ending Inventory = COGS

2. Food Cost %
Food Cost % = (COGS / Food Sales) x 100

When you start watching these weekly, patterns become obvious fast. Maybe weekends spike because portioning gets loose when it's busy. Maybe one category (like proteins) is always off. Maybe vendor prices rose and no one adjusted specs or menu prices. Once you know whether the issue is pricing/recipe or "operational leakage," you can fix it with targeted moves instead of guessing.

Get Your Baseline

If you want to reduce food costs, your first job is to stop guessing. You need a clean baseline - because you can't manage what you don't measure. The biggest mistake restaurants make is calculating food cost inconsistently - one month they count on a Tuesday, next month on a Friday, sometimes they skip a count, sometimes they "estimate." That creates noisy data, and noisy data leads to bad decisions.

A simple fix - calculate food cost weekly on the same day and time. For many restaurants, a slow morning (like Monday before prep really starts) works best. Weekly tracking catches problems earlybefore a small issue turns into a big loss.

Here's the basic process

1. Set your count schedule and rules
- Count the same way every time (same areas, same order, same units).
- Count before ordering if possible, so your order is based on real numbers.
- Use one person to lead counts, even if multiple people help.

2. Calculate COGS correctly
Use this formula every week -

Beginning Inventory + Purchases - Ending Inventory = COGS
- Beginning inventory is last week's ending inventory.
- Purchases should include all invoices for the week (food and beverage only if you're tracking food cost separately).
- Ending inventory is what you physically have on hand at count time

3. Calculate food cost %
Food Cost % = (COGS / Food Sales) x 100

To keep it accurate, decide upfront what counts as "food sales." If your POS mixes food and alcohol, pull food-only sales where possible. Also decide how you'll handle things that can distort the number -

- Transfers between locations (record them)
- Comps and promos (track so you understand why food moved without sales)
- Staff meals (log them as a controlled cost, not a mystery loss)

Once you run this weekly for a month, you'll have a reliable baseline and you'll start spotting patterns. You'll see which weeks spike, which vendors changed pricing, and which categories are consistently off. That baseline becomes your scoreboard - and every change you make in the next sections will show up there.

Tighten Inventory

A lot of food cost waste starts before the food ever hits the line. It starts with ordering too much, ordering too often without a plan, or storing product in a way that guarantees spoilage. Tight inventory control isn't about being stingy - it's about keeping the right amount of product on hand so you're not throwing money away in the walk-in.

Set par levels (so ordering becomes math, not mood)
A par level is the amount you should have on hand to cover expected sales until your next delivery, plus a small safety buffer. When par levels are in place, your order becomes simple -

Order Quantity = Par Level - On-Hand Inventory

To set a good par -

- Use recent sales history (last 4-8 weeks is a solid start).
- Factor in delivery frequency and lead time (daily deliveries need lower pars; weekly deliveries need higher).
- Add a small buffer for high-volume items - but don't use "just in case" as a buffer for everything.

Start with your biggest cost drivers first- proteins, dairy, and high-theft/high-waste items.

Control how ordering happens
Even with pars, food cost goes up when ordering is inconsistent. Tighten the process -

- Assign one owner for ordering (with a backup).
- Require counts before placing orders - no "we should be fine."
- Compare what was ordered vs. what was used. If you consistently have leftover, your par is too high or your forecast is off.

Make storage work for you (not against you)
Storage problems quietly inflate food cost through spoilage, trim loss, and mistakes. A few simple habits make a big difference -

- FIFO every time (First In, First Out). New product goes behind old product.
- Label and date everything, including prepped items and open containers.
- Create zones in the walk-in (raw proteins, produce, dairy, ready-to-eat) to reduce cross-contamination and prevent "lost" product.
- Store ingredients where they're used. If staff can't find it fast, they'll open a new case or prep more than needed.

Reduce on-hand risk for perishables
For items that spoil quickly (produce, herbs, seafood), consider smaller, more frequent orders even if the case price is slightly higher. The cheapest product is the one you actually use. If you throw away 10-20% of a "great deal," it wasn't a deal.

When you tighten pars, ordering, and storage together, you usually see an immediate drop in waste - and your weekly food cost numbers start stabilizing fast.

Control Portions

Portion control is one of the fastest ways to reduce food costs because small over-serves add up quietly. An extra ounce of protein here, a heavy hand with cheese there, a "bigger scoop because the guest looked hungry" - none of it feels dramatic in the moment. But over a week, it can blow up your food cost and make your best-selling items far less profitable than you think.

Start with standard recipes (not "how we usually do it")
If your team is cooking from memory, your costs are already at risk. Every high-volume item should have a standard recipe that includes -

- Exact ingredient amounts (by weight or measured volume)
- Prep yield notes (trim loss, cooked yield, sauce batch yield)
- Plating instructions (so the final plate is consistent every time)

This doesn't need to be fancy. Even a one-page recipe card per menu item can create consistency across shifts.

Measure with the right tools (so portions stay consistent under pressure)
Busy periods are when portions slip. Tools make it easier to stay accurate when the line is moving fast -

- Digital scales for proteins, seafood, and expensive ingredients
- Portion scoops/spoodles for sides, rice, potatoes, sauces, and toppings
- Ladles with known ounce sizes for soups and dressings
- Slicers and portion cutters for items like desserts, bread, and deli meats

If you're not sure where to start, begin with the most expensive ingredients (proteins, cheese, frying oil, specialty sauces).

Train for "why," not just "what"
Portion control fails when it feels like management nitpicking. Training should connect the dots -

- This portion spec is what keeps the item profitable.
- Consistent portions protect quality and guest expectations.
- If we want raises and better equipment, margins matter.

Run quick micro-trainings before shifts and refresh weekly. Don't assume people remember.

Watch for your highest-variance items
Not every menu item needs the same level of control. Focus on the ones that usually cause the biggest swings -

- Items built by hand (bowls, salads, sandwiches, pizzas)
- Items with add-ons and modifications
- Items with expensive ingredients or lots of toppings
- Items made differently by different cooks

A simple way to find them - compare ideal vs. actual (from Section 1). If actual is higher, portioning is often one of the top culprits.

When you standardize recipes, add basic portion tools, and train consistently, you'll reduce food cost without cutting quality - because you're not serving less value, you're serving the right value every time.

Reduce Waste Every Day

Waste is one of the most common reasons actual food cost runs higher than it should. The challenge is that waste often feels "normal" - a little spoiled produce, a few wrong tickets, a pan that sat too long, a dropped tray. But when you total it up, waste can easily become thousands of dollars a month. The fix isn't perfection. It's visibility and routines.

Know the main types of waste (so you fix the right problem)
Most waste falls into a few buckets -

Spoilage - product expires or goes bad before you use it
Overproduction - you prep or cook more than you sell
Trim loss - inconsistent prep techniques create extra waste
Mistakes and remakes - wrong mods, overcooked items, incorrect orders
Returns - guest dissatisfaction or quality inconsistency

Each type has a different solution. Spoilage is usually an ordering/par issue. Remakes are often training and ticket accuracy. Overproduction is forecasting and batch discipline.

Use prep planning and batching to match sales reality
Prep should follow demand, not habit. If your team preps the same amount every day because "that's what we do," you'll overproduce on slow days and underproduce on busy days (which causes rushed mistakes). Better approach -

- Build a prep sheet tied to sales history by day of week and daypart
- Prep in smaller batches for items with short shelf life
- Use "par" for prep too (e.g., pans of chicken, sauces, chopped veg)
- Re-check mid-shift and top off instead of making everything upfront

Track waste with a simple log (and actually use it)
A waste log doesn't have to be complicated. The goal is to capture patterns, not paperwork. Track -

- Item name
- Quantity
- Reason (spoilage, overcooked, remake, dropped, expired)
- Shift or time
- Estimated dollar amount

Two important rules -

1. Make it easy to fill out (clipboard in the kitchen or a simple digital form).
2. Review it weekly for the top 5 waste items and top 3 reasons.

Fix the root causes (one at a time)
Once you see patterns, take action -

If spoilage is high - lower par, tighten FIFO, adjust ordering frequency
If remakes are high - retrain on mods, ticket reading, and quality checks
If trim waste is high - standardize prep methods and train knife skills
If overproduction is high - shift to smaller batches and update prep pars

Waste reduction is one of the few cost-control moves that doesn't hurt the guest experience at all. In fact, it often improves it - because the same systems that reduce waste also improve freshness, consistency, and execution.

Buy Smarter

Even if your kitchen execution is tight, your food cost can still climb if buying isn't controlled. Vendor prices change, substitutions slip in, case sizes vary, and "good deals" lead to over-ordering. Buying smarter isn't just negotiating - it's setting clear rules so your costs don't drift over time.

Lock in product specs (so you don't pay for surprises)
A product spec is a simple definition of what you want to receive. Without specs, your team might accept whatever shows up, even if quality or trim changes your usable yield. Specs should cover -

- Brand or acceptable alternatives
- Pack size (case count, weight, portion sizes)
- Grade/quality level (especially for proteins and produce)
- Trim level (e.g., peeled/deveined shrimp, chicken breast trim, pre-cut vs. whole)
- Acceptable substitutions (what's allowed and what requires approval)

When specs are clear, you reduce variance and protect consistency. It also makes vendor comparisons fair - because you're comparing the same product, not "something similar."

Compare pricing by unit cost, not case price
Case prices can be misleading. Always break it down -

- Price per pound / per ounce / per portion
- Yield (what % is usable after trim/cook loss)
- Hidden costs (delivery fees, fuel surcharges, minimum orders)

Sometimes a higher case price is cheaper in practice if the yield is better and waste is lower.

Manage substitutions and price increases proactively
Uncontrolled substitutions are a silent food cost killer. Put a basic rule in place -

- If the substitute changes the portion cost or quality, it requires approval (GM/chef/owner).
- Track substitutions and price increases weekly, not whenever someone notices.

If a major ingredient increases in price, you have four levers -

1. Adjust the spec (different cut/pack size)
2. Adjust the portion (slightly)
3. Adjust the price (selectively)
4. Adjust the menu mix (promote higher-margin items)

Negotiate beyond "give me a lower price"
Vendor negotiations aren't only about item cost. Ask about -

- Contract or locked pricing for key items
- Rebates or volume incentives
- Reduced delivery fees or consolidated delivery days
- Better terms (net payment terms, credits for issues)
- Split-case options for perishables (reduces spoilage risk)

Also, don't rely on one quote forever. Even if you like your vendor, set a routine to check pricing quarterly on your top 20 items. That's where most of your food cost lives.

When buying becomes a controlled process - specs, unit-cost thinking, substitution rules, and price monitoring - you stop "cost drift" before it becomes a monthly surprise.

If you're only trying to reduce food cost by "spending less," you're leaving money on the table. Menu engineering is how you protect margins long-term - because the menu controls what you sell, what you prep, and what ingredients you carry. The goal isn't to cut quality. It's to sell the right items more often and fix or remove the items that quietly drain profit.

Start with two numbers - popularity and contribution margin
For each menu item, you want to know -

1. How often it sells (popularity)
2. How much profit it makes per sale (contribution margin)

Contribution margin is simple -
Menu Price - Plate Cost = Contribution Margin

Once you calculate these, items usually fall into four buckets -

- High profit + high popularity. Protect and promote these
- High profit + low popularity. Improve description, placement, or suggestive selling
- Low profit + high popularity. Adjust portion, ingredients, or price carefully
- Low profit + low popularity. Consider removing or rebuilding the item

You don't need complicated spreadsheets to start. Begin with your top 20 sellers and your bottom 10 performers.

Fix low-margin "favorites" without upsetting guests
Some items are popular but barely profitable because portions creep or ingredients got more expensive. Options that often work without guest backlash -

- Slightly reduce expensive ingredients (e.g., 1 oz less protein) and balance with a lower-cost side
- Swap one ingredient to a spec with better yield (same quality, lower cost)
- Bundle intelligently (combo meals, add-on drinks, sides) to raise check average
- Raise price by a small amount, especially if competitors are already higher

Small changes on a high-volume item can move your overall food cost more than big changes on low sellers.

Use cross-utilization to reduce inventory and waste
Menus get expensive when they require too many unique ingredients. Cross-utilization means using one ingredient across multiple dishes. Benefits -

- Higher turnover (less spoilage)
- Better buying power (volume pricing)
- Simpler prep and storage
- Fewer "one-off" items that expire in the walk-in

For example, one sauce can work as a dip, a drizzle, and a sandwich spread. One roasted veg prep can serve as a side, a bowl ingredient, and a salad topper.

Improve menu placement and selling behavior
Sometimes the most profitable items aren't selling because they're hidden. Simple levers -

- Place high-margin items in prime menu real estate (top-right, boxes, callouts)
- Use clear, appetizing descriptions (specific, not long)
- Train staff on 2-3 suggested add-ons per item ("Would you like to add...?")

Menu engineering is one of the most powerful food cost strategies because it changes the game - instead of fighting costs after the fact, you design profitability into what you sell every day.