The situation
Six food locations with the same menu and the same brand, each with its till, its supplies store and its staff on shifts. Head office received six cash closes, six supply inventories and six attendance reports, in similar but not identical formats, and consolidated them in a spreadsheet to know how much the chain sold and what it cost.
Boletas were issued from each location's till system and the tax data was reconciled afterwards. The real cost of each dish was known weeks late, and shifts were planned on paper.
What was done
One organization was created with six branches. Each location issues sales documents in its own series. Supplies are recorded by warehouse and recipes deduct quantities when a sale is made.
Staff attendance comes from one biometric clock per location into Human Resources, and shifts are planned in the same module. Payroll is calculated on each person's real hours, with lateness and overtime already resolved.
How it was implemented
It started with one location for three weeks: the menu loaded as items with recipes, supplies with opening stock, the clock registered and the tax series created. With the first location running, the other five opened one per week, copying the configuration and adjusting only the warehouse and the staff. Head office stopped receiving closes: it looks at them in Reports.
What the operation looks like today
Management opens Reports and sees sales per location and per hour, margin per dish with the day's supply cost, and supply consumption against what was sold, which is where shrinkage shows. The logistics agent warns when a supply at one location drops below its minimum and proposes the purchase to the usual supplier; a person approves it from the phone.
Shifts are published in XEN and each person sees their own. The electronic payslips go out for all six branches at once. And when a location opens, the configuration is copied and its clock registered: the chain grows without adding administrative staff.
