business plan f&b

Food and Beverage Business Plans

Bakery business plans.

• Delicatessen and Bakery Business Plan
• Dessert Bakery Business Plan
• Specialty Baker Business Plan
• Bakery Business Plan

Bar & Brewery Business Plans

• Bar and Tavern Business Plan
• Brewery Business Plan
• Hookah Bar Business Plan
• Karaoke Bar - Bowling Alley Business Plan
• Microbrew Bar Business Plan
• Nightclub Business Plan
• Nightclub Saloon Business Plan
• Nightclub, Dance Classes Business Plan
• Singles Bar Business Plan
• Sports Bar Business Plan
• Microbrewery Business Plan
• Wine Store Business Plan

Catering & Food Truck Business Plans

• Catering and Ballroom Rental Business Plan
• Catering Company Business Plan
• Food Preparation Business Plan
• Food Truck Business Plan

Coffee Shop & Cafe Business Plans

• Cafe Bistro Coffeehouse Business Plan
• Coffee Kiosk Business Plan
• Coffee Roaster Business Plan
• Coffee Shop Business Plan
• Coffeehouse Business Plan
• Convenience Store Cafe Business Plan
• Internet Cafe Business Plan
• Religious Coffeeshop Business Plan
• Sports Equipment Cafe Business Plan
• Tea Room Business Plan
• Coffee Distribution Business Plan
• Coffee Export Business Plan

Restaurant Business Plans

• Bed and Breakfast - Caribbean - Business Plan
• Bed And Breakfast Business Plan
• Bed and Breakfast Inn Business Plan
• Bowling Entertainment Center Business Plan
• Deli Restaurant Business Plan
• Ethnic Food Restaurant Business Plan
• Fast Food Restaurant Business Plan
• Fine Dining Restaurant Business Plan
• Franchise Sandwich Shop Business Plan
• Healthy Restaurant Business Plan
• Italian Restaurant Business Plan
• Mediterranean Restaurant Business Plan
• Mexican Restaurant Business Plan
• Movie Theater Restaurant Business Plan
• Organic Restaurant Business Plan
• Pasta Italian Restaurant Business Plan
• Pie Restaurant Business Plan
• Pizzeria Business Plan
• Pizzeria Franchise Business Plan
• Sandwich Restaurant Business Plan
• Steak Buffet Restaurant Business Plan
• Steak Restaurant Business Plan
• Themed Restaurant Business Plan
• Fast Food Service Business Plan
• Small Restaurant Business Plan

Specialty Food & Beverage Shop Business Plans

• Butcher Shop Business Plan
• Dinner Theater Business Plan
• Ethnic Food Import Business Plan
• Frozen Custard Shop Business Plan
• Convenience Store Soda Fountain Business Plan
• Gourmet Food Store Business Plan
• Organic Food Store Business Plan
• Pizza Delivery Business Plan
• Shaved Ice Beverage Business Plan
• Ice Cream Shop Business Plan

Wholesale Food & Beverage Business Plans

• Agriculture Fruit Farm Business Plan
• Hydroponics Farm Business Plan
• Nonprofit Food Bank Business Plan
• Pasta Manufacturer Business Plan
• Produce Farm Business Plan
• Salsa Manufacturer Business Plan
• Wholesale Food Business Plan
• Wholesale Food Manufacturer Business Plan
• Wholesale Juice Business Plan

Food and beverage industry overview

The food and beverage industry includes all businesses involved in the production, distribution, and sale of food and drinks.

The global food and drink market is expected to grow at an annual rate of 11.9%, reaching a market volume of $3.8 billion by 2027. This increase sharply contrasts the declining industry performance over the last three years.

Contributing factors to this performance are:

• Expected ease of inflation over the next year.
• Continued innovation in beverage and grab-and-go options.
• Increased interest in health-conscious options.
• Lifestyle changes as consumers increase travel and return to the office.

Additionally, the increased adoption of app-based and eCommerce purchasing options will continue to fuel discretionary spending in this category. Portable eating, tech-based purchasing, and alternative health and wellness products or services all show great promise for new entrants.

How to start a food and beverage business

To start a food and beverage business, you need to focus on the following:

1. Identify an idea that meets current demand

Identify your target market and potential competitors. Then, develop a unique product or service that serves a specific need—such as a particular cuisine, dietary need, or a unique dining experience.

2. Write a business plan

Create a business plan that thoroughly explains your business model, operations, pricing strategy, and financial projections.

3. Handle health, safety, hygiene and legal compliance

Food and beverage is a highly regulated industry with additional legal, health, and safety requirements. You must develop strict health and safety standards, prepare a staff training plan, and apply for permits or licenses relevant to your food or beverage offering.

4. Operations and relationships with suppliers

Establish relationships with reliable suppliers to acquire consistent quality ingredients. Focus on implementing an effective inventory management system that helps minimize waste and unnecessary expenses.

5. Location, layout, and staffing

Purchasing behavior and workflows are rooted in your business location and how your business is presented. Carefully choose a location and layout that fits your customers’ expectations and provides a healthy working environment for your employees.

Then, focus on training to ensure quality service, adherence to safety protocols, and the representation of your brand values.

6. Startup costs and financial management

Hefty upfront investments can be needed to start a food and beverage business. Kitchen equipment, menus, signage, POS systems, and mobile ordering technology scratches the surface.

You’ll likely be operating on thin margins, making effective financial planning necessary early on. Take direct inventory of what it will cost to start and run your business for the first year. Consider if you need funding and put a system in place to forecast and review your performance regularly.

7. Marketing and branding

You will have plenty of competition as a food and beverage business. Every restaurant, big brand, delivery service, grocery store, and mini-mart is a potential alternative.

So, don’t sleep on your branding and marketing efforts. Remember your target market, choose the proper channels, and develop a memorable visual identity that fits your mission.

For more on starting a business, check out our full selection of startup resources.

How to write a business plan for a food and beverage business

Here are some specific sections and information to focus on when writing a business plan for a food, beverage, or restaurant business.

Market analysis

The food and beverage industry is a highly competitive market with established competition and a steady influx of new entrants. Thoroughly document who you will be competing with, how you are different, and your ideal customers. This information will influence everything else about your business.

Business model

You’ll notice a trend through the rest of these, but you need a detailed description of how you will make money. As mentioned before, food and beverage businesses often operate on incredibly thin margins.

You need to be sure that your revenue streams make sense for the market, can consistently bring in cash, and will be sustainable long-term.

Menu and product offerings

Specific to this industry, you must cover what you offer and provide a sample menu or product list. It should directly relate to the interest of your clientele and showcase what you offer.

Describe your location, including a layout of your store or restaurant and details for how your business will operate—how you will work with suppliers, specific workflows, equipment needs, and staffing.

Focus on demonstrating quality and efficiency when outlining your operations, and don’t forget to revisit it as you run your business.

Financial projections

Provide detailed financial projections to map out your revenue and expenses. At a minimum, cover startup costs, break-even analysis, profit and loss forecasts, and cash flow statements.

Include any assumptions behind your projections and map out funding needs if you intend to pursue a loan or other investment.

You can use any of our food, beverage, or restaurant sample plans to ensure you cover the right information in your plan. For a detailed overview, check out our complete business plan outline.

What is an example of a food and beverage business?

Food, beverage, and restaurant businesses include:

• Agriculture and food production
• Food processing and packaging
• Alcoholic and non-alcoholic beverage production
• Restaurants
• Food transportation services

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How to Write a Restaurant Business Plan in 2024 (Step by Step Guide with Templates)

A restaurant business plan is a framework that guides you to plan and forecast every element of restaurant management and operations.

This includes anything from your restaurant's menu design , location, financials, employee training , and a lot more.

Creating a solid business plan is important, as it helps:

• Transform your restaurant ideas into reality.
• Boosts entrepreneurial success by 16% (Harvard Business Study) .
• It equips you to navigate challenges before they arise.
• Attracts potential investors.

Planning is key to restaurant success. Without a plan, you're more likely to join the 26% of restaurants that fail within a year.

Create a business plan to set yourself up for success.

Here's how to get started. 

What is a restaurant business plan? 

Before writing a business plan, it is important to understand its fundamentals.

It serves as a roadmap for starting and running your restaurant , making it easy for outside parties, such as investors, to understand your objectives, vision, and plan of action for your restaurant.

The length and level of detail of business plans vary, ranging from brief synopses to large papers. Investors can benefit from clear insights and additional information provided by beginning with a concise plan and working their way up to a detailed one.

In short, a thorough description of the resources allocated to the success of your restaurant should be included in your business plan.

Steps to include in your business plan 

Your restaurant and mission statement needs to reflect your brand and goals, but you don't have to start from scratch.

The Eat App Restaurant Business Plan template , created by industry professionals and packed with insider information, is your go-to manual for creating a profitable business plan.

Your finalized business plan should have 11 essential elements, no matter how you write it. Continue reading below. 

1. Executive summary

A restaurant business plan should always begin with an executive summary. Why?

• 80% of venture capitalists say they read the executive summary first.
• 62% of investors say they would not continue reading a business plan if the executive summary did not capture their interest.
• A strong executive summary can increase the likelihood of securing funding by up to 40%.

An executive summary not only acts as the introduction to your restaurant business plan samples but also as a summary of the entire idea.

The main aim of an executive summary is to draw the reader (oftentimes an investor) into the rest of your business plan.

The executive summary also helps you envision the identity of your restaurant which essentially shapes the customer experience and sets you apart from competitors.

To establish a distinct identity, you need to focus on c ommon elements of an executive summary, including:

• A mission statement  
• Proposed concept development
• Cuisine selection
• The overall execution
• The potential costs
• Expected return on investments (ROI)

Let's take a more in-depth look at the concept development, cuisine selection, and mission statement.

Further reading

• How to write a restaurant executive summary

Concept Development

Selecting the type of restaurant, service style, and atmosphere is the first step towards creating a unique dining experience. Whether you envision a sample menu for a:

• cozy, intimate bistro
• bustling quick-service deli
• fast-casual restaurant
• fine dining establishment

Your concept should reflect your passion and expertise in the industry.

Cuisine Selection

The cuisine you select for your restaurant can significantly influence its success.

Choosing the appropriate cuisine is vital for distinguishing your establishment from competitors and attracting your target market.

To make an informed decision, consider factors such as:

• Market demand
• Expertise and passion
• Ingredient availability
• Competition
• Profitability
• Cultural fit
• Seasonality
• Dietary restrictions and trends

In the highly competitive restaurant industry, keeping track of current and emerging cuisine trends can be a significant advantage.

Creating a mission statement

A well-constructed mission statement communicates the purpose, values, and goals of your restaurant to potential investors and customers alike.

A mission statement serves as a guiding light for decision-makers and employees, fueling their efforts to achieve your restaurant’s objectives.

To create an impactful mission statement, consider the following steps:

• Identify the purpose of the restaurant.
• Contemplate the brand’s image.
• Account for the target audience.
• Incorporate company values.
• Ensure brevity and comprehensiveness.

Related content:  How to Write a Restaurant Mission Statement  

Remember, your mission statement should not only differentiate your restaurant from competitors but also resonate with your target market .

2. Company description

This is where you carefully introduce the company in the restaurant business plan. Include the name of the restaurant you are launching in this field along with its address, phone number, and other important information. Then, also include the owner's information as well as a synopsis or explanation of their background. The restaurant's legal position and its short- and long-term objectives should be outlined in the second section of the company description. To demonstrate your understanding of the changes in the local food business and the reasons why the most independent restaurant investors will be successful in this market, please submit a brief market research.

Here's an example of the page layout:  

Company Description

Restaurant Name: [Restaurant Name]

Location: [Restaurant Address]

Contact: [Restaurant Phone Number] | [Restaurant Email Address]

Owner: [Owner Name]

Experience: [Owner Name] has over [Number] years of experience in the restaurant industry. They have worked in various roles, including [List of Roles]. They are passionate about food and creating a memorable dining experience for their guests.

Legal Standing: [Restaurant Name] is a [Type of Legal Entity] registered in [State/Province].

3. Market analysis

The market analysis portion of the restaurant business plan is typically divided into three parts.

3.1 Industry analysis

What is your target market? What demographics will your restaurant cater to?

This section aims to explain your target market to investors and why you believe guests will choose your restaurant over others.

Comprehending your target market is key to customizing your restaurant offerings to their preferences and needs.

By diving into demographics, preferences, dining habits, and trends, you can fine-tune your concept and marketing strategy to reach and appeal to your target audience effectively.

An example of analyzing your target market

  Comprehending your target market is key to customizing your restaurant offerings to their preferences and needs.

Demographics and preferences

Identifying your primary target market involves considering factors such as:

For example, a neighborhood with a high concentration of families might prefer a family-friendly restaurant with a diverse menu catering to various age groups and dietary preferences.

Conversely, a trendy urban area with a predominantly young and affluent population may gravitate towards upscale dining experiences and innovative cuisine.

Cultural and ethnic backgrounds also have a significant impact on restaurant preferences, with people from different backgrounds having distinctive tastes and customs that influence their dining choices.

By thoroughly understanding the demographics and preferences of your target market, you’ll be better equipped to create a restaurant concept that resonates with them and ultimately drives success.

Dining habits and trends

As the restaurant industry continues to evolve, staying informed about dining habits and trends is crucial for adapting your offerings and attracting customers.

For example, the rise of online ordering and delivery services has significantly influenced dining habits, with many consumers seeking the convenience of having their meals delivered to their doorstep.

Health trends have also had an impact on dining habits, with an increasing number of individuals seeking healthier options when dining out.

• How to find your restaurant's target market

3.2 Competition analysis

It's easy to assume that everyone will visit your new restaurant first, so it is important to research your competition to make this a reality.

What restaurants have already established a customer base in the area?

Take note of everything from their prices, hours, and service style to menu design to the restaurant interior.

Then explain to your investors how your restaurant will be different.

3.3 Marketing analysis

Your investors are going to want to know how you plan to market your restaurant. How will your marketing campaigns differ from what is already being done by others in the restaurant industry?

How do you plan on securing your target market? What kind of offers will you provide your guests? Make sure to list everything.

The menu is the most important part of a restaurant's debut. Your restaurant wouldn't be able to operate without it.

You most likely don't have a final draft at this time, but you should aim to create a mock-up for your restaurant business plan. You can choose a design that you can envision yourself using and add your logo to the mock-up.

• Top Free Restaurant Menu Makers

There are several resources available online if you need assistance with menu design or don't want to hire a designer.

But the price should be the most important component of your sample menu. The cost research you've completed for investors ought to be reflected in your prices. They will have a clearer idea of your restaurant's intended price range as a result.  You'll quickly see how important menu engineering can be, even early on.

5. Employees

The company description section of the restaurant business plan briefly introduces the owners of the restaurant with some information about each. This section should fully flesh out the restaurant's business plan and management team.

The investors don’t expect you to have your entire team selected at this point, but you should at least have a couple of people on board. Use the talent you have chosen thus far to highlight the combined work experience everyone is bringing to the table.

6. Restaurant design

The design portion of your restaurant business plan is where you can really show off your thoughts and ideas to the investors. If you don’t have professional mock-ups of your restaurant rendered, that’s fine.

Instead, put together a mood board to get your vision across. Find pictures of a similar aesthetic to what you are looking for in your restaurant.

The restaurant design extends beyond aesthetics alone and should include everything from restaurant software to kitchen equipment. 

7. Location

The location you settle on for your restaurant should be well aligned with your target market (making it easier to cater to your ideal customer) and with your business plans.

At this stage in the process, it's not uncommon to not have a specific location in mind - but you should at the very least have a few options to narrow down.

Pro Tip: When you approach your investors about potential locations, make sure to include as much information as possible about each venue and why it would be ideal for your brand. 

Example for choosing an ideal location

Choosing the ideal location for your restaurant is a pivotal decision that can greatly influence your success. 

To make the best choice, consider factors such as foot traffic, accessibility, and neighborhood demographics.

By carefully evaluating these factors, you’ll be better equipped to maximize visibility and attract your target market.

Foot traffic and accessibility

Foot traffic and accessibility are important factors in selecting a location that will attract customers and ensure convenience.

A high-traffic area with ample parking and public transportation options can greatly increase the likelihood of drawing in potential customers.

Additionally, making your restaurant accessible to individuals with disabilities can further broaden your customer base and promote inclusivity.

Neighborhood demographics

Analyzing neighborhood demographics can help you determine if your restaurant’s concept and cuisine will appeal to the local population.

Factors such as income levels, family structures, and cultural diversity can all influence dining preferences and habits.

By understanding the unique characteristics of the neighborhood, you can tailor your offerings and marketing efforts to resonate with the local community.

Conducting a market analysis can be a valuable step in this process.

To gather demographic data for a particular neighborhood, you can utilize resources such as the U.S. Census Bureau’s American Community Survey and reference maps.

Armed with this information, you can make informed decisions about your restaurant’s concept, menu, and pricing, ensuring that your establishment is well-positioned for success within the community.

Conducting market research will further strengthen your understanding of the local demographic.

8. Market overview

The market overview section is heavily related to the market research and analysis portion of the restaurant business plan. In this section, go into detail about both the micro and macro conditions in the area you want to set up your restaurant.

Discuss the current economic conditions that could make opening a restaurant difficult, and how you aim to counteract that. Mention all the other restaurants that could prove to be competition and what your strategy is to set yourself apart.

9. Marketing

With restaurants opening left and ride nowadays, investors are going to want to know how you will get word of your restaurant to the world.

The next marketing strategy and publicity section should go into detail on how you plan to market your restaurant before and after opening. As well as any plans you may have to bring a PR company on board to help spread the word.

Read more: How to write a restaurant marketing plan from scratch

10. External help

To make your restaurant a reality, you are going to need a lot of help. List any external companies or software you plan on hiring to get your restaurant up and running.

This includes everything from accountants and designers to suppliers that help your restaurant perform better, like POS systems and restaurant reservation systems .

Explain to your other potential investors about the importance of each and what they will be doing for your restaurant.

11. Financial analysis

The most important part of your restaurant business plan is the financial section . We would recommend hiring professional help for this given its importance.

Hiring a trained accountant will not only help you get your own financial projections and estimates in order but also give you a realistic insight into owning a restaurant.

You should have some information prepared to make this step easier for the accountant.

He/she will want to know how many seats your restaurant has, what the check average per table will be, and how many guests you plan on seating per day.

In addition to this, doing rough food cost calculations for various menu items can help estimate your profit margin per dish. This can be achieved easily with a free food cost calculator. 

• Important restaurant metrics to track

A well-crafted restaurant business plan serves as a roadmap to success, guiding every aspect of the venture from menu design to employee training.

By carefully considering each component of the plan, aspiring restaurateurs can increase their chances of securing funding, attracting customers, and achieving their long-term goals.

Remember, a restaurant business plan is not just a document to satisfy investors; it is a living tool that should be revisited and updated regularly as the business grows and evolves.

By staying committed to the plan and adapting it as needed, restaurateurs can ensure that their culinary dreams have a solid foundation for success.

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Saif Alnasur used to work in his family restaurant, but now he is a food influencer and writes about the restaurant industry for Eat App.

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Starting Your Own F&B Business: Food and Beverage Business Plan

Staffany team.

• March 30, 2023

Home » Industry Insight » Starting Your Own F&B Business: Food and Beverage Business Plan

If you’re thinking about starting your own food and beverage (F&B) business, it’s essential to have a well-written business plan in place. A business plan serves as a roadmap for your business and outlines the strategies, goals, and financial projections needed for success.

In this article, we’ll discuss what a business plan is, why you need one for your F&B business, and how to create a successful plan. Let’s find out below!

What is a Business Plan?

A business plan is a written document that outlines your business’s objectives, strategies, and projected financial outcomes. It typically includes information about the business’s products or services, target market, marketing strategies, financial projections, and management structure. A well-crafted business plan should also address potential risks and how they’ll be mitigated.

Business plans are essential for securing funding from investors, banks, and other financial institutions. However, even if you’re not seeking outside funding, a business plan is still a valuable tool for guiding your business’s growth and development.

Read More: Top 12 Restaurant Management Tips to Build a Successful Business

Why Do You Need a Business Plan for Starting an F&B Business?

Starting an F&B business can be a challenging and complex process. A business plan provides a roadmap for your business’s success and helps you avoid common pitfalls. Here are some of the reasons why you need a business plan if you want to start your F&B business:

1. Provides a Clear Direction

One of the main benefits of a business plan is that it provides a clear direction for your F&B business. Your plan should outline your goals, objectives, and strategies for achieving them. It should also define your target market, competition, and unique selling proposition (USP). Having a clear direction for your business helps you stay focused on your mission and make informed decisions about your operations and investments.

2. Helps Secure Funding

A business plan is essential if you’re seeking funding from investors or financial institutions. Your business plan should demonstrate your understanding of the F&B market, your business’s potential for success, and your ability to manage finances. Financial projections should be included in your plan, showing potential investors or lenders the expected return on investment. A well-crafted business plan increases your chances of securing funding and building a solid financial foundation for your F&B business.

3. Assists in Forecasting

A business plan includes financial projections, which help you anticipate future revenue and expenses. This information is crucial for managing cash flow, inventory, and staffing needs. By forecasting your financials, you can determine the amount of funding needed to start and sustain your F&B business. You can also identify potential challenges that may impact your cash flow, such as seasonality or unexpected expenses.

4. Mitigates Risks

Every business faces risks, and F&B businesses are no exception. However, a well-written business plan can help you identify and mitigate potential risks. Your plan should include a risk management strategy that addresses potential threats to your business, such as food safety, supply chain disruptions, or changes in consumer preferences. By identifying and mitigating risks early on, you can minimise the impact of unexpected events on your F&B business.

How to Create a Successful Food and Beverage Business Plan

Creating a successful food and beverage business plan is crucial for the success of your F&B business. Here are some steps you can follow:

1. Conduct Market Research

Before you start creating your business plan, it’s essential to conduct thorough market research. This will help you understand the F&B industry, identify your target market, and determine your competition. It would be best if you analysed the demographics of your target market, including age, gender, income, and preferences. Also, research your competition to identify their strengths and weaknesses, and how you can differentiate your F&B business.

2. Define Your Business Model

Your business model should outline how you plan to make money in your F&B business. This includes your revenue streams, pricing strategy, as well as sales and marketing channels. You should also determine your business structure, such as whether you will operate as a sole proprietor, partnership, or corporation. Your business model should align with your goals and objectives and be adaptable to changes in the F&B industry.

3. Develop Your Menu

Your menu is critical to your F&B business, as it will attract customers and drive revenue. It should be based on your target market’s preferences and needs, as well as your competition’s offerings. Your menu should also consider the seasonality of ingredients, food trends, and dietary restrictions. Develop a unique, high-quality menu that aligns with your F&B business’s overall mission.

4. Determine Your Operations Plan

Your operations plan outlines how you will run your F&B business daily. It includes details about your location, equipment, staffing, and supply chain. Develop a detailed plan that outlines your processes, from receiving and storing ingredients to preparing and serving food. You should also consider food safety regulations and licensing requirements.

5. Create Financial Projections

Your financial projections should include details about your startup costs, revenue, and expenses. Estimate your startup costs, such as rent, equipment, and inventory, as well as determine your pricing strategy. Project your revenue based on your menu, target market, and sales and marketing channels. Estimate your expenses, including food costs, labour, and overhead . Your financial projections should be realistic and based on your market research.

6. Write Your Executive Summary

Your executive summary should be a concise overview of your F&B business plan. It should include your mission statement, target market, competition, unique selling proposition, business model, menu, operations plan, and financial projections. Your executive summary should be clear and compelling, as it will be the first thing potential investors or lenders will read.

7. Revise and Refine Your Business Plan

Once you have created your business plan, it’s essential to revise and refine it based on feedback from trusted advisors or mentors. Review your market research, financial projections, and operations plan to ensure they align with your F&B business’s goals and objectives. Refine your language to make your plan clear and concise, and ensure it’s free of errors or inconsistencies.

Read More:  Understanding 4 Differences in Management and Leadership in F&B

Creating a successful food and beverage business plan requires significant time and resources. However, a well-crafted plan can increase your chances of success and provide a clear direction for your F&B business. By following these steps and working with trusted advisors or mentors, you can develop a comprehensive plan that helps you achieve your goals and build a successful F&B business.

Ready to take the next step in managing your F&B business? Look no further than StaffAny’s smart timesheets ! Our smart timesheets can help you automate consolidation and record clock-ins from various outlets. Not only that, StaffAny can also help you easily manage staff schedules, track employee hours, and streamline payroll processing. Say goodbye to manual timesheet consolidation and hello to a more efficient and effective way of running your F&B business. Contact us to learn more about our smart timesheets!

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Business Plan For Your New F&B Business. Part 1.

Before we start, some of you might question whether it is essential to write a business plan for a new food & beverage [f&b] business. having a business plan for your business is one of the most important steps in starting a new business. a business plan will provide a backbone and structure to how you will proceed with your exciting new venture. i would highly recommend writing one, putting everything on paper will allow you to have a clearer picture of your strengths and also identify any missing parts that you might have overlooked. so, what should you include in your business plan, executive summary, company overview.

This section should answer the Who, What, When, Where, Why questions related to your business. Be as specific and thorough as possible in this section.

Unique Selling Proposition

• What is unique about your F&B business? What differentiates you from the competition? Find your niche that you’re good at, excel at those specific cuisines or restaurant service style and you’ll fare better than trying to cater to everyone. Do note that if you try to please everyone, you are pleasing no one.

Target Market

• Gen Z [Born after 2001]
• Gen X [Born between 1981 and 2000]
• Gen Y [Born between 1965 and 1980]
• Seniors [Born between 1964 or earlier]

Location is one of the most important factors to consider for the retail industry. What questions should you be asking when filling up this portion of the business plan?

– What kind of foot traffic are the neighbouring businesses bringing in? – Is the floor area large enough and does it meet your requirements for your desired floor layout? – Are there negative elements which might affect your business in the surrounding vicinity? – Are there sufficient parking space? – Is the location served by public transportation? – Are there competitors within the area? Can you compete for wallet share in the area? – Does the location allow for future expansion? – And last but not least, the costs involved.

The questions are not limited to the ones stated above. You should ask similar questions from both operational point of view as well as marketing and business perspective.

Style of Service

This will be determined by your USP, target market and location. There are several styles of service that you can adopt, below is a list which you might want to consider. Each have their own appeal to the different target markets and you might want to consider having a hybrid between the different styles to best suit your business needs.

• Fast Casual
• Fine Dining
• Casual Dining

Restaurant Concept

Sample menu.

• The colour and font used will have an impact on your menu, how do you choose?
• How many items would be optimum for your opening night?
• How will you price your menu items?
• Do you need to outsource the menu design to a graphic designer?
• For more information on menu engineering, do visit this website .

Business Environment Analysis.

Swot analysis.

Analyse your Strengths, Weakness, Opportunities and Threats.

Competitive Analysis

There will be a lot of hurdles and challenges that you will face during the process of starting a restaurant and also when you are running the restaurant business. Hence it is essential that you understand the business environment before diving into the retail F&B business.

Click here for more in depth information on what needs to be done for your competitive analysis.

Having covered this much, do not fall in love with your plan and always anticipate changes that will occur and adapt whenever required. You should always look back to the business plan which you have written and make revisions to it. Do keep in mind, writing a business plan is a process. I hope this article have provided a general overview about writing a business plan for your F&B business. Next week we will be covering part 2 of this article, we will cover the Operations and Marketing section of the business plan for your F&B business.

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Food and Beverages Business Plan Sample

Download the food and beverage business plan sample in pdf, mission statement.

To create an ideal environment:

To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.

To provide the world’s ultimate coffee shop experience with the highest quality products, most inviting stores, friendliest staff, and best value.

Find out more about our mission by downloading the PDF here

Services Overview

Coffee Club will be a coffee house and café that offers pastries, seasonal ice creams, sorbet, wine, and quick menu items. Coffee Club will focus on providing a healthful fare with selections supplied by local bakers, using quality ingredients and minimally processed foods.

To view the full service overview, click here to download it in pdf

Market Overview

The Company is entering the market at a time when the industry in which it operates is experiencing substantial growth. According to market research firm IBIS World, the Coffee & Snack Shops Industry has seen an average annual growth rate of 5.8% over the last five years, positioning industry revenue to be around $47.7 billion in 2018. The Coffee & Snack Shops industry is projected to see an average annual growth rate of 1.4% over the next five years, placing industry revenue at $51 billion in 2022.

Market Analysis Summary

COFFEE & SNACK SHOPS

The Coffee and Snack Shops industry has taken advantage of the rising economic tide over the five years to 2018, posting substantial growth in each year since 2013. 

As one of the nimblest industries within the broader foodservice sector, coffee, and snack shops have been able to adjust to changing consumer preferences as spending has picked up and consumers have increasingly opted for more convenient and affordable menu items. Stores that once specialized in catering to the unhealthy whims of consumers have strategically shifted to provide healthier, gourmet menu items.

Download the full coffee shop market analysis in pdf.

Pro Tips: Learn how to write a market analysis in business plan to create a perfect coffee shop business plan.

Target Market

The target market of Coffee Club is as follows

1. High School Students and Professionals

Coffee Club anticipates its food and beverage customers will be high school students aged 17-18 years and professionals aged between 25 to 59 years working in the proximity of the anticipated location. Regarding the employment scenario, 68% of people aged between 15 and 64 in the US had a paid job, and out of which, around 73% of men had a paid job in comparison to 63% of women.

For more detailed information on the target market, download the pdf here

Organizational Structure

Competitive Analysis

Here is a pdf download of the full Competitive Analysis

Competitive Advantages

The following is a listing of the primary competitive advantages of the Company upon entering the market.

• Congenial customer service
• A central location with greater foot traffic
• Parking facility available for customers
• Soothing ambiance for calm eating
• Excellent visibility from the Main Road

For a complete list of competitive advantages, click here to download a pdf

SWOT Analysis

• experience and knowledge of the owner
• customer service commitment
• scope and quality of menu items
• restaurant specializing in wholesome food
• intended location is an ideal location having excellent visibility from the main road
• new concept for book lovers
• high foot traffic area
• regular improvement and creativity
• offering competitive prices
• parking and takeaway facility
• appealing display of the food and beverage served
• the eye-catching ambiance of the shop with a book reading section

For a comprehensive SWOT guide, click here to download in pdf

Marketing Strategies

Social Media

The company will set up profiles on platforms such as Facebook, Twitter, and Instagram. These will be used to engage its target audience through photos, videos, or information on upcoming deals, discounts and the new arrival.

A well-optimized website with proper site structure, page layout, and clear and easy navigation, along with targeted keywords embedded throughout the site will be constructed and will ensure proper search engine placement and saturation. The Company’s website is an important marketing asset. Along with SEO, the website will be easily navigable, highly informative, and will serve as a platform to generate new business.

For more information about market strategies, click here.

Click here to download a detailed guide on the milestone.

Fund Requirement

To learn more about funding requirements, click here to download the pdf

Projected Income Statement

Coffee Club intends to deploy its funding to maximize growth and profitability. In the Income Statement table below, gross margin equals sales minus direct costs. The “bottom line” or profit (as measured before and after interest, taxes, depreciation, and amortization) equals gross margin minus operating expenses.

A complete projected income statement can be obtained by downloading the PDF here

Pro tips: Learn how to make an income statement with our free to download income statement templates to make a stunning one for you .

Need Nearest Business Plan Writing Services

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Download our free sample business plan pdf to learn how to write an elegant and  professional business plan like this one.

Click to view the sample business plan. Our experienced MBA business plan writers professionally write each business plan and work with you to develop a winning plan.

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A Comprehensive Guide To Sales And Operations Planning (S&OP) In Food & Beverage Industry

You have a superior line of products but so do your competitors. So, how do you get and maintain a competitive edge over the others in the global market? An effective Sales and Operations Planning (S&OP) process can do the trick.

Supply chain-focused organizations like the food and beverages industry can turn the tide with an efficient S&OP process and improve their overall business performance. 

S&OP helps you keep a close eye on financial and business impact, prompting better decisions across teams through carefully planned strategies.

An optimized S&OP in food supply chain process focuses on the resources of your organization to meet your customer’s needs while maintaining the profitability of your organization.

But before we get into the details of how S&Op works in the food and beverage industry, let us help you understand what S&OP is and why it is crucial for your business. 

What are the Steps Involved in Sales & Operations Planning (S&OP)

Sales & Operations Planning (S&OP) in the food and beverage industry (F&B) refers to an integrated business management process that brings together all the functions of a business, including sales, marketing, customer service, manufacturing, development, sourcing, and finance. 

To put it simply, S&OP involves six major stages.

Stage 1: Product Review

Starting with product review where decisions are taken about product planning, launch, product prioritization, and resource allocation, S&OP helps you make decisions about setting dates for new production or analyze the impact on existing products when a new product is launched.

Stage 2: Demand Review

By incorporating a holistic view of dependent and independent demand, in the next stage of demand review, S&OP gives you an unrestricted demand forecast.

This stage of S&OP analyzes factors such as marketing, the introduction of new products, product hierarchy, consumer trends, and more to create a demand plan.

Historic performance is factored in and is combined with statistical forecasting and inputs from consumers and marketing plans to find any demand or revenue gaps.

Stage 3: Supply Review

In the third stage of supply review, the objective is simply to create a supply plan that aligns with the consensus demand plan. The supply plan must reduce inventory and operating costs while balancing customer service.

Along with developing a baseline production and capacity planning in food supply chain , while considering alternate supply plans to consider fluctuations in demand and supply, the plan must also consider “what-if” scenarios to reduce risks.

Stage 4: Finance Review

Moving to the finance review stage, the performance of the previous month is consolidated to provide inputs for evaluating the current month’s S&OP cycle. Apart from that, the budgets and forecasts are compared against actual costs to evaluate forecast accuracy over time.

Stage 5: Pre-S&OP

In the penultimate pre-S&OP stage, leaders at various levels conduct meetings to identify gaps and disconnects in the plan and formulate strategies that would handle food supply chain issues.

Stage 6: Executive S&OP

In the final stage of executive S&OP, all the plans and data are consolidated on a cloud-based platform for use in executive S&OP meetings. The teams’ review of “what-if” scenarios and associated risks and key decisions are noted.

How Different is S&OP in the Volatile World of the Food and Beverage Industry?

S&OP works wonders for most businesses when done right. The food and beverage (F&B) industry is however a different game. The current F&B companies face huge challenges due to increased commodity and market volatility.

The COVID-19 pandemic has perhaps changed the F&B industry forever and traditional S&OP practices can no longer sustain the demand that fluctuates at the drop of a hat.

It is becoming more and more crucial for F&B businesses to sense changes in demand and supply to respond quickly to every change and keep up the profit and revenue margins.

The current S&OP processes followed by most companies are not built to manage volatility, which means they don’t have the means to create a cost-optimal S&OP plan.

Moreover, the speed at which market demand is changing in the post-COVID world, it is important for F&B businesses to analyze and plan for alternatives in real-time. The challenges F&B managers are facing include:

• Spending a lot of time getting the right data
• Limited time and ability to plan and explore alternative scenarios
• The process set for the alignment of supply and demand doesn’t align with organizational financial and profitability goals
• Lacking ways to test the effectiveness of the actions and decisions taken

The Right S&OP Process can do Wonders for Your F&B Business

There are many business benefits of S&OP and F&B can do a lot with it while addressing its current challenges. 

Data and collaboration:

 A proper S&OP process gives you insights into financial data. By integrating data streams for more accurate supply chain forecasting , S&OP helps businesses pull data from different departments and systems for detailed analysis while ensuring collaboration among teams to collate the right data and enhanced accountability.

This also means that your managers don’t have to spend hours looking for data in disparate systems and can instead focus on productivity.

Better Customer Satisfaction and Profitability

Perhaps, one of the biggest benefits of S&OP planning is benefiting the customer while increasing profitability. With streamlined and agile processes, your customer receives better services at an optimal cost to the business.

S&OP in food supply chain not only helps you align demand and supply but also helps you align with the financial goals you may have set for your business.

 Inventory Optimization and Increased Sales

Keeping track of inventory levels are crucial for F&B companies. Mature and technology-driven S&OP processes help you understand inventory optimization by creating a framework that you can leverage to consolidate goods into optimized shipments, thus reducing import/export costs, mode-shifting transportation to the most profitable vendors, and minimizing inventory levels while keeping sales up.

These processes help you plan for extreme scenarios before they happen so you can prepare an alternative plan.

End-to-end Visibility into Processes and Overall Supply Chain:

S&OP processes open the doors to a completely new world in which you can gain extensive visibility into your processes and how each process influences performance.

It gives you end-to-end visibility into your strategies and outcomes, so you know what works and what doesn’t, which is essential for F&B companies. 

How is Artificial Intelligence (AI) Changing the S&OP Game for the F&B Industry

It’s no surprise that Artificial Intelligence (AI) is transforming the business world for good. Most business leaders are following an AI-first strategy to empower decision-making in their organizations.

Given that F&B managers need consistent sales forecast data to plan the right level of production, which is more acute in the case of perishable products, AI in S&OP seems to be the most viable option to create future-proof S&OP processes. 

Where traditional S&OP systems fail to provide integrated and dynamic forecasting, AI in S&OP provides food manufacturers and retailers detailed data about their customers, their likes and choices, understanding of their shopping patterns, and more, which are essential metrics for predicting sales.

Where F&B enterprises struggle to identify which items to stock and how to store, AI lends a helping hand to provide guidelines for better market and storage analysis.

AI-powered algorithms help in: 

• Faster routine decision-making with less labor time being dedicated to finding and sorting data 
• Reducing understocking-overstocking problems with more precise forecasting
• Reducing costs by lowering overall stock holding levels and wastage

Streamline S&OP for Your F&B Enterprise with ThroughPut

ThroughPut’s AI-driven tool ELI introduces you to a new world of data-driven decision-making while simplifying your S&OP processes.

With the ThroughPut demand sensing module, data-driven planning, and forecasting tool, you can accurately evaluate and correlate demand insights and quickly respond to market changes, fluctuating margins, and inventory emergencies.

Use ELI – A food supply chain management software to predict near-future demand patterns to streamline the flow of your processes, materials, output, and free cash flow across your supply chain.

This AI-driven tool is purpose-built for S&OP professionals with powerful reporting capabilities that help them make timely decisions to increase profitability.

Want to know more about how ELI can change your S&OP processes and bring faster ROI? Schedule a demo with the ThroughPut team today and find out for yourself!  

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Food & Beverage Business Plan Financial Model Template, Profit & Loss (P&L): 1 -5 Outlets - Excel File

Food & Beverage Business Plan Financial Model Template, Profit & Loss (P&L): 1 -5 Outlets - Excel File

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Project forecasting tool for Food & Beverage, P&L, Quickest Calculator, ready to print and present for a business plan

Food & Beverage or hotel forecasting tool, or shared F&B space such as a food hall, you can use one outlet or use all, this is a one stop shop F&B P&L template

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Israel’s Deadly Airstrike on the World Central Kitchen

The story behind the pioneering aid group and how it mistakenly came under attack..

From “The New York Times,” I’m Michael Barbaro. This is “The Daily.”

The Israeli airstrike that killed seven aid workers delivering food in Gaza has touched off outrage and condemnations from across the world. Today, Kim Severson on the pioneering relief crew at the center of the story, and Adam Rasgon on what we’re learning about the deadly attack on the group’s workers. It’s Thursday, April 4.

Kim, can you tell us about the World Central Kitchen?

World Central Kitchen started as a little idea in Chef José Andrés’ head. He was in Haiti with some other folks, trying to do earthquake relief in 2010. And his idea at that point was to teach Haitians to cook and to use solar stoves and ways for people to feed themselves, because the infrastructure was gone.

And he was cooking with some Haitians in one of the camps, and they were showing him how to cook beans the Haitian way. You sort of smash them and make them a little creamy. And it occurred to him that there was something so comforting for those folks to eat food that was from their culture that tasted good to them. You know, if you’re having a really hard time, what makes you feel good is comfort food, right? And warm comfort food.

So that moment in the camp really was the seed of this idea. It planted this notion in José Andrés’ mind, and that notion eventually became World Central Kitchen.

And for those who don’t know, Kim, who exactly is Chef José Andrés?

José Andrés is a Spanish chef who cooked under some of the Spanish molecular gastronomy greats, came to America, really made his bones in Washington, DC, with some avant-garde food, but also started to expand and cook tapas, cook Mexican food. He’s got about 40 restaurants now.

Yeah. And he’s got a great Spanish restaurant in New York. He’s got restaurants in DC, restaurants in Miami.

Come with me to the kitchen. Don’t be shy.

He’s also become a big TV personality.

Chef, are you going to put the lobster in the pot with the potatoes?

We’re going to leave the potatoes in.

Leave the potatoes in!

He’s one of the most charismatic people I’ve ever been around in the food world.

He’s very much the touchstone of what people want their celebrity chefs to be.

So how does he go from being all those things you just described, to being on the ground, making local comfort food for Haitians? And how does this all go from an idea that that would be a good idea, to this much bigger, full-fledged humanitarian organization?

So he started to realize that giving people food in disaster zones was a thing that was really powerful. He helped feed people after Hurricane Sandy, and he realized that he could get local chefs who all wanted to help and somehow harness that power. But the idea really became set when he went to Houston in 2017 to help after Hurricane Harvey.

And that’s when he saw that getting local chefs to tap into their resources, borrowing kitchens, using ingredients that chefs might have had on hand or are spoiling in the fridge because the power is out and all these restaurants needed something to do with all this food before it rotted — harnessing all that and putting it together and giving people well-cooked, delicious — at least as delicious as it can be in a disaster zone — that’s when World Central Kitchen as we know it today sort of emerged as a fully formed concept.

The first pictures now coming in from Puerto Rico after taking a direct hit — Hurricane Maria slamming into the island. And as you heard, one official saying the island is destroyed.

Shortly after that, he flew to Puerto Rico, where Hurricane Maria had pretty much left the entire island without water and in darkness.

He flew in on one of the first commercial jets that went back in. He got a couple of his chef buddies whose kitchens were closed, and they just decided to start cooking. They were basically just serving pots of stew, chicken stew, in front of the restaurants.

The lines got longer. And of course, chefs are a really specific kind of creature. They really like to help their community. They’re really about feeding people.

So all the people who were chefs or cooks on the ground in Puerto Rico who could wanted to help. And you had all these chefs in the States who wanted to fly down and help if they could, too. So you had this constant flow of chefs coming in and out. That’s when I went down and followed him around for about a week.

And what did you see?

Well, one of the most striking things was his ability to get food to remote places in ways the Salvation Army couldn’t and other government agencies that were on the ground couldn’t. You know, the Federal Emergency Management Agency, FEMA, doesn’t deliver food. It contracts with people to deliver food.

So you have all these steps of bureaucracy you have to go through to get those contracts. And then, FEMA says you have to have a bottle of water and this and that in those boxes. There’s a lot of structure to be able to meet the rules and regulations of FEMA.

So José doesn’t really care about rules and regulations very much. So he just got his troops together and figured out where people needed food. He had this big paper map he’d carry around and lay out. And he had a Sharpie, and he’d circle villages where he’d heard people needed food or where a bridge was out.

And then he would dispatch people to get the food there. Now, how are you going to do that? He was staying in a hotel where some National Guard and military police were staying to go patrol areas to make sure they were safe. He would tuck his big aluminum pans of food into the back of those guys’ cars, and say, Could you stop and drop these off at this church?

During that time in Puerto Rico, he funded a lot of it off of his own credit cards or with cash. And then he’s on the phone with people like the president of Goya or his golf buddies who are well-connected, saying, hey, we need some money. Can you send some money for this? Can you send some money for that?

So he just developed this network, almost overnight. I mean, he is very much a general in the field. He wears this Orvis fishing vest, has cigars in one pocket, money in the other. And he just sets out to feed people.

And there were deliveries that were as simple as he and a couple of folks taking plastic bags with food and wading through a flooded parking lot to an apartment building where an older person had been stuck for a few days and couldn’t get out, to driving up to a community that had been cut off. There was a church that was trying to distribute food.

We drive through this little mountain road and get to this church. We start unloading the food, and the congregation is inside the church. José comes in, and the pastor thanks him so much. And the 20 people or so who are there gather around José, and they begin praying.

And he puts his head down. He’s a Catholic. He’s a man who prays. He puts his head down. He’s in the middle of these folks, and he starts to pray with them. And then, pulls out his map, circles another spot, and the group is off to the next place.

And when Russia invades Ukraine, he immediately decided it was time for World Central Kitchen to step into a war zone. You know, so many people needed to eat. So many Ukrainians were crossing the border into Poland.

There are refugees in several countries surrounding Ukraine. So a lot of the work that they did was feeding the refugees. They set up big operations around train stations, places where refugees were coming, and then they were able to get into cities.

One of their operations did get hit with some armaments early on. Nobody was hurt badly. But I think that was the first time that they realized this was an actually more dangerous situation than perhaps going in after there’s been an earthquake.

But the other thing that really made a difference here is, José Andrés and World Central Kitchen would broadcast on social media, live from the kitchens. In the beginning, he’d be holding up his phone and saying, we put out 3 million meals for the people of Puerto Rico, chefs for Puerto Rico. It was very infectious.

And now, one of the standard operating procedures for people who are in the World Central Kitchens is to hold up the phone like that — you can see the kitchen, busy in the back — and talk about how many meals they’ve served. They have these kind of wild meal counts, which one presumes are pretty accurate. But they’re like, we served 320,000 meals this morning to the people of Lviv.

I mean, that scale seems important to note. This is not the kind of work that feeds a few people and a few towns. When you’re talking about 300,000 meals in a morning, you’re talking about something that begins, it would seem, to rival the scope and the reach of the groups that we tend to think of as the most important in the disaster-relief world.

Absolutely. And the meals — there are lots and lots and lots of meals. But also, World Central Kitchen hires local cooks. They’ll hire food truck operators, who obviously have no work, and pay them to go out and deliver the meals. They’ll pay local cooks to come in and cook. That’s what they do with a lot of their donations, which is very different than other aid organizations. And this then helps the local economy. He’s trying to buy as much local food as he can. That keeps the economy going in the time of a disaster. So that’s a piece of his operation that is a little different than traditional aid operations.

So walk us up to October 7, when Hamas attacked Israel. What does Chef José Andrés and the World Kitchen do?

Well, he had had such impact in Ukraine. And I think the organization itself thought that they had the infrastructure to now take food into another war zone. Gaza, of course, was nothing like Ukraine. But World Central Kitchen shows up. They’re nimble. They start to connect with local chefs.

Right now, they have about 60 kitchens in the areas around Gaza, and they’ve hired about 400 Palestinians to help do that. But getting the food into Gaza became the difficulty.

How do you actually get the food into the Gaza Strip? Large amounts of food that require trucks? You’ve got to realize, getting food into Gaza right now requires going through Israeli checkpoints.

And that slows the operation down. You might get eight trucks a day in, and that is such a small amount of food. And this has been incredibly difficult for any aid operations.

So World Central Kitchen, playing on the experience that they had in a war zone and working with government entities and trying to coordinate permissions — they took that experience from Ukraine and were trying to apply it in the Gaza Strip. Now, they had worked for a long time with Israeli officials. They wanted to make sure that they could get their food in.

And they decided that the best way to do it would be to take food off of ships, get it in a warehouse, and then get that food into Gaza. It took a long time to pull those permissions through, but they were able to get the permissions they needed and set this system up, so they could move the food fairly quickly into North Gaza.

And once they get those permissions, how big a player do they become in Gaza?

World Central Kitchen became a kind of a fulcrum point for getting food aid in to Gaza in a way that a larger and more established humanitarian aid operations couldn’t, in part because they were small and nimble in their way. So the amount of food they were moving maybe wasn’t as large as some of the more established humanitarian aid organizations, but they had so much goodwill. They had so much logistical knowledge.

They were working with local Palestinians who knew the food systems and who understood how to get things in and out. So they were able to find a way to use a humanitarian corridor to have permissions from the Israeli government, to be able to move this food back and forth. And that’s always been the secret to World Central Kitchen — is incredibly nimble. So —

Just like in Puerto Rico, they seemed to win over just about everybody and do the seemingly impossible.

Right. And World Central Kitchen says they delivered 43 million meals to Gazans since the start of the war. And I don’t think there was any other group that could have pulled this off.

Hey, this is Zomi and Chef Olivier. We’re at the Deir al-Balah kitchen. And we’ve got the mise en place. Tell us a little bit about it, Chef.

And then, this caravan, this fairly efficient caravan of armored vehicles, labeled with World Central Kitchen logo on the roof, on the sides — the idea was they head on — this humanitarian quarter, they head on this road. The seven people who went all in vests — three of whom are security people from Great Britain — you have another World Central Kitchen employee who has handled operations in Asia, in Central America. She’s quite a veteran of the World Central Kitchen operation.

And you have a young man who someone told me was like the Michael Jordan of humanitarian aid, who hooked up with World Central Kitchen in Poland. He was a hospitality student and had just become an indispensable make-it-happen guy. And you have a Palestinian guy who’s 25, a driver.

So this is the team. They have all the clearances. They have the well-marked vehicles. It seemed like a very simple, surgical kind of operation. And of course, now, as we know, it was anything but that.

After the break, my colleague Adam Rasgon on what happened to the World Central Kitchen workers in that caravan. We’ll be right back.

So Adam, what ends up happening to this convoy that our colleague Kim Severson just described from World Central Kitchen?

So what we know is that members of the World Central Kitchen had been at a warehouse in Deir al-Balah in the Central Gaza Strip. They had just unloaded about 100 tons of food aid that had been brought via a maritime route to the coast of the Gaza Strip. When they departed the warehouse, they were in three cars.

Two of the cars were armored cars, and one was a soft-skinned car, according to the organization. When the cars reached the coastal road, known as Al Rashid Street, they started to make their way south.

And what do we know about how much the World Central Kitchen would have told the Israeli military about their plans to be on this road?

Yeah. So the World Central Kitchen said that its movements were coordinated. And in military speak or in technical speak, people often refer to this as deconfliction. So basically, this process is something that not only the World Central Kitchen but the UN, telecommunications companies going out to repair damaged telecommunications infrastructure, others would use, where they basically provide the Israeli military with information about the people who are traveling — their ID numbers, their names, the license plate numbers of the cars they’ll be traveling in.

They’ll sort of explain where their destination is. And the general process is that the Israelis will then come back to them and say, you’re approved to travel from this time, and you can take this specific route.

And do we know if that happened? If the IDF said, you’re approved, use this route on this night?

So we heard from the World Central Kitchen that they did receive this approval. And the military hasn’t come out and said that it wasn’t approved. So I think it’s fair to assume that their movements were coordinated and de-conflicted.

OK. So what happens as this seemingly pre-approved and coordinated convoy trip is making this leg of the journey?

They started to make their way south towards Rafah. And the three cars suddenly came under fire. The Israeli army unleashes powerful and devastating strikes on the three cars in the convoy, most likely from a drone. The strikes rip through the cars, killing everyone inside.

Shortly thereafter, ambulances from the Palestine Red Crescent are dispatched to the location. They retrieve the dead bodies.

They bring those bodies to a hospital. And at the hospital, the bodies are laid out, and journalists start to report to the world that indeed, five members of the World Central Kitchen staff have been killed. And the Palestine Red Crescent teams were continuing to search for other bodies and eventually brought back two more bodies to the hospital for a total of seven people killed in these airstrikes.

And when the sun comes up, what does it end up looking like — the scene of these struck trucks from this convoy?

So early in the morning when the sun comes up, a number of Palestinian journalists headed out to the coastal road and started taking pictures and videos. And I received a series of videos from one of the reporters that I was in touch with, essentially showing three cars, all heavily damaged. One had a World Central Kitchen logo on top of it, with a gaping hole in the middle of the roof.

A second car was completely charred. You could barely recognize the structure of the car. The inside of it had been completely charred, and the front smashed.

And do we know if the strike on this convoy was the only strike happening in this area? In other words, is it possible that this convoy was caught in some kind of a crossfire or in the middle of a firefight, or does it appear that this was quite narrow, and was the Israeli army targeting these specific vehicles, whether or not they realized who was in it?

We don’t have any other indication that there was another strike on that road around that time.

What that suggests, of course, is that this convoy was targeted. Now, whether Israeli officials knew who was in it, whether they were aid workers, seems like a yet-unresolved question. But it does feel very clear that the trucks in this convoy were deliberately struck.

Yes. I do think the trucks in this convoy were deliberately struck.

What is the reaction to these airstrikes on this convoy and to the death of these aid workers?

Well, one of the first reactions is from the World Central kitchen’s founder, José Andrés.

Chef José Andrés, who founded World Central Kitchen, calling them angels.

He said he was heartbroken and grieving.

And adding the Israeli government needs to stop this indiscriminate killing.

And then, he accused Israel of using food as a weapon.

What I know is that we were targeted deliberately, nonstop, until everybody was dead in this convoy.

And he just seemed devastated and quite angry.

And so what is the reaction from not just World Central Kitchen, but from the rest of the world to this airstrike?

There’s, frankly, fury and outrage.

The White House says it is outraged by an Israeli airstrike that killed seven aid workers in Gaza, including one American.

President Biden, who has been becoming increasingly critical of Israel’s approach to this war — he came out and said that he was outraged and heartbroken.

Certainly sharper in tone than we have heard in the past. He says Israel has not done enough to protect aid workers trying to deliver desperately needed help to civilians. Incidents like yesterday’s simply should not happen. Israel also has not —

And we’re seeing similar outrage from foreign governments. The British Foreign Secretary David Cameron —

The dreadful events of the last two days are a moment when we should mourn the loss of these brave humanitarian workers.

— said that the airstrikes were completely unacceptable. And he called on Israel to explain how this happened and to make changes to ensure that aid workers could be safe.

So amid all this, what does Israel have to say about the attack — about how it happened, about why it happened?

The response from Israel this time was much different, compared to other controversial airstrikes on the Gaza Strip. Often, when we’re reporting on these issues, we’ll hear from the army that they’re investigating a given incident. It will take days, if not weeks, to receive updates on where that investigation stands.

There are instances where Israel does take responsibility for harming civilians, but it’s often rare. This time, the Prime Minister —

[NON-ENGLISH SPEECH]

— Benjamin Netanyahu comes out with a video message —

— saying that Israel had unintentionally harmed innocent civilians. And that was the first indication or public indication that Israel was going to take responsibility for what had happened.

The IDF works together closely with the World Central Kitchen and greatly appreciates the important work that they do.

We later heard from the military’s chief of staff. Herzi Halevi issued a video statement in English.

I want to be very clear the strike was not carried out with the intention of harming aid workers. It was a mistake that followed a misidentification.

And he said this mistake had come after a misidentification. He said it was in the middle of a war, in a very complex condition. But —

This incident was a grave mistake. We are sorry for the unintentional harm to the members of WCK.

He was clear that this shouldn’t have happened.

I want to talk about that statement, because it seems to suggest — that word, “misidentification”— that the Israeli army believed that somebody else was in this convoy, that it wasn’t a bunch of aid workers.

That’s possible, although it’s extremely vague and cryptic language that genuinely is difficult to understand. And it’s a question that us in the Jerusalem Bureau have been asking ourselves.

I’m curious if the Israeli government has said anything in all of its statements so far about whether it noticed these markings on these three cars in the convoy. Because that, I think, for so many people, stands out as making misidentification hard to understand. It seems like perhaps a random pickup truck could be misidentified as perhaps a vehicle being used by a Hamas militant. But a group of World Central Kitchen trucks with their name all over it, driving down a known aid corridor — that becomes harder to understand as misidentification.

Yeah, it’s an important question. And at this moment, we don’t know exactly what the Israeli reconnaissance drones could see, and whether or not they were able to see, in the darkness of the night, the markings of the World Central Kitchen on the cars. But what is clear is that when the cars were found in the morning, right there was the big emblazoned logo of the World Central Kitchen.

Mm-hmm. I’m curious how you think about the speed with which Israel came out and said it was in the wrong here. Because as you said, that’s not how Israel typically reacts to many of these situations. And that makes me think that it might have something to do with the nature of the aid group that was the target of these airstrikes — the World Central Kitchen — and its story.

I think it does have to do with this particular group. This is a group that’s led by a celebrity chef, very high-profile, who is gone around the world to conflict zones, disaster areas, to provide food aid. And I also think it has to do with the people who were killed, most of who were Western foreign aid workers. Frankly, I don’t think we would be having this conversation if a group of Palestinian aid workers had been killed.

Nor, perhaps, would we be having the reaction that we have had so far from the Israeli government.

I would agree with that.

Adam, at the end of the day, what is going to be the fallout from all of this for the people of Gaza? How do we think that this attack on World Central Kitchen is going to impact how food, medicine, aid is distributed there?

So the World Central Kitchen has said that it’s suspending its operations across Gaza. Because it essentially seems that they don’t feel they can safely operate there right now. And several ships that carried aid for the organization, which were sort of just on the coast — those ships ended up turning back to Cyprus, carrying more than 200 tons of aid.

So aid that was supposed to reach the people of Gaza is now leaving Gaza because of this attack.

Yes. And it’s also had a chilling effect. Another aid group, named INARA, has also suspended its operations in Gaza. And it seems that there is concern among humanitarians that other aid groups could follow.

So in a place where people are already suffering from severe hunger, poor sanitation, the spread of dangerous disease, this is only going to make the humanitarian situation, which is already dire, even worse.

Well, Adam, thank you very much. We appreciate it.

Thanks so much for having me.

We’ll be right back.

Here’s what else you need to know today. The magnitude-7.4 earthquake that struck Taiwan on Wednesday has killed nine people, injured more than 1,000, and touched off several landslides. It was Taiwan’s strongest quake in the past 25 years. But in a blessing for the island’s biggest cities, its epicenter was off the island’s east coast, relatively far from population centers like Taipei.

And the first patient to receive a kidney transplant from a genetically modified pig has fared so well that he was discharged from a Massachusetts hospital on Wednesday just two weeks after surgery. Two previous transplants from genetically modified pigs both failed. Doctors say the success of the latest surgery represents a major moment in medicine that, if replicated, could usher in a new era of organ transplantation.

Today’s episode was produced by Lynsea Garrison, Olivia Natt, and Carlos Prieto, with help from Asthaa Chaturvedi. It was edited by Marc Georges, with help from Paige Cowett, contains original music by Marion Lozano and Dan Powell, and was engineered by Chris Wood. Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly.

That’s it for “The Daily.” I’m Michael Barbaro. See you tomorrow.

• April 5, 2024   •   29:11 An Engineering Experiment to Cool the Earth
• April 4, 2024   •   32:37 Israel’s Deadly Airstrike on the World Central Kitchen
• April 3, 2024   •   27:42 The Accidental Tax Cutter in Chief
• April 2, 2024   •   29:32 Kids Are Missing School at an Alarming Rate
• April 1, 2024   •   36:14 Ronna McDaniel, TV News and the Trump Problem
• March 29, 2024   •   48:42 Hamas Took Her, and Still Has Her Husband
• March 28, 2024   •   33:40 The Newest Tech Start-Up Billionaire? Donald Trump.
• March 27, 2024   •   28:06 Democrats’ Plan to Save the Republican House Speaker
• March 26, 2024   •   29:13 The United States vs. the iPhone
• March 25, 2024   •   25:59 A Terrorist Attack in Russia
• March 24, 2024   •   21:39 The Sunday Read: ‘My Goldendoodle Spent a Week at Some Luxury Dog ‘Hotels.’ I Tagged Along.’
• March 22, 2024   •   35:30 Chuck Schumer on His Campaign to Oust Israel’s Leader

Hosted by Michael Barbaro

Featuring Kim Severson and Adam Rasgon

Produced by Lynsea Garrison ,  Olivia Natt ,  Carlos Prieto and Asthaa Chaturvedi

Edited by Marc Georges and Paige Cowett

Original music by Dan Powell and Marion Lozano

Engineered by Chris Wood

Listen and follow The Daily Apple Podcasts | Spotify | Amazon Music

The Israeli airstrike that killed seven workers delivering food in Gaza has touched off global outrage and condemnation.

Kim Severson, who covers food culture for The Times, discusses the World Central Kitchen, the aid group at the center of the story; and Adam Rasgon, who reports from Israel, explains what we know about the tragedy so far.

On today’s episode

Kim Severson , a food correspondent for The New York Times.

Adam Rasgon , an Israel correspondent for The New York Times.

Background reading

The relief convoy was hit just after workers had delivered tons of food .

José Andrés, the Spanish chef who founded World Central Kitchen, and his corps of cooks have become leaders in disaster aid .

There are a lot of ways to listen to The Daily. Here’s how.

We aim to make transcripts available the next workday after an episode’s publication. You can find them at the top of the page.

The Daily is made by Rachel Quester, Lynsea Garrison, Clare Toeniskoetter, Paige Cowett, Michael Simon Johnson, Brad Fisher, Chris Wood, Jessica Cheung, Stella Tan, Alexandra Leigh Young, Lisa Chow, Eric Krupke, Marc Georges, Luke Vander Ploeg, M.J. Davis Lin, Dan Powell, Sydney Harper, Mike Benoist, Liz O. Baylen, Asthaa Chaturvedi, Rachelle Bonja, Diana Nguyen, Marion Lozano, Corey Schreppel, Rob Szypko, Elisheba Ittoop, Mooj Zadie, Patricia Willens, Rowan Niemisto, Jody Becker, Rikki Novetsky, John Ketchum, Nina Feldman, Will Reid, Carlos Prieto, Ben Calhoun, Susan Lee, Lexie Diao, Mary Wilson, Alex Stern, Dan Farrell, Sophia Lanman, Shannon Lin, Diane Wong, Devon Taylor, Alyssa Moxley, Summer Thomad, Olivia Natt, Daniel Ramirez and Brendan Klinkenberg.

Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly. Special thanks to Sam Dolnick, Paula Szuchman, Lisa Tobin, Larissa Anderson, Julia Simon, Sofia Milan, Mahima Chablani, Elizabeth Davis-Moorer, Jeffrey Miranda, Renan Borelli, Maddy Masiello, Isabella Anderson and Nina Lassam.

Kim Severson is an Atlanta-based reporter who covers the nation’s food culture and contributes to NYT Cooking . More about Kim Severson

Adam Rasgon reports from Israel for The Times's Jerusalem bureau. More about Adam Rasgon

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EAF expansion

As of May 2021, Metalloinvest has announced plans to build an additional EAF (EAF #5) and a new Ladle Furnace (LF #4) and selected Danieli as the supplier. The EAF #5 was scheduled to be commissioned in 2023 and would increase the plant's production capacity by an additional 1.2 MTPA. [4]

As of October 2023, there have not been any updates about the project.

Other resources

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Additional data

To access additional data, including an interactive map of steel power plants, a downloadable dataset, and summary data, please visit the Global Steel Plant Tracker on the Global Energy Monitor website.

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