Mrs Kush’s Food Business: How to Write a Catering Contract Proposal There might come a time in your catering career when someone asks you to provide catering services on a contractual basis and request you send in a proposal.
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Mrs Kush’s Food Business: How to Write a Catering Contract Proposal There might come a time in your catering career when someone asks you to provide catering services on a contractual basis and request you send in a proposal.
New Post has been published on Advantage Procurement
New Post has been published on http://advantage-procurement.com/catering-contract/
Incentivization of Catering Contracts
Catering Contract – Developing countries such as India have generally looked at penalties in the contract to control to quality of services provided and ensure compliance. But today more and more global companies are looking at incentives as a tool for achieving the same result avoiding the negative feelings and sentiments attached with penalties. This article deals with how to develop an incentivized contract and the performance evaluation of the contractors for the execution of the same.
Key Highlights
Focus on penalties is more than incentives in regions like India Market is largely dominated by small regional players Penalties portray a negative threat to the service provider in terms of loss of revenue Penalties provide no motivation to the service providers to do better Incentivization provides a more positive outlook and opportunity to improve the service delivery Need to bring in more accountability among the food service managers Contractor would be responsible for remedying the operational failures at his own expense Contract needs to maintain a balance between being too stringent and too lenient Need to clearly define the different offenses and corresponding penalties for better understanding of the contractor
Performance evaluation of the service delivery can be done by:
Quarterly evaluation of KPI’s and SLA’s
Independent audit
Employee Survey
Incentives and penalties have been a part of the catering world for a long period of time especially in countries such as UK, USA and Europe in general. They have slowly made their way into the mainstream operations in regions such as India and certain other Asian countries where large global corporates are trying to incorporate similar practices in order to improve their operations. But while operating in a highly unorganised catering market like India, incentives and penalties become a whole new ball game as opposed to the west. While the developed nations have focussed on incentivising the contracts to ensure that the service provider does their best to improve their overall performance and compliance to the established KPI’s, here in India, focus has been predominantly on embedding a penalty structure within the contract to achieve the same result.
Developed Countries India Market Scenario Highly organized Highly fragmented and unorganized Service Providers Dominated by large and end to end catering service providers available Very few large players operating in the market. Small local vendors control the market Adoption of Incentives Very high Very low Adoption of Penalties Very low Very high
Incorporation of penalties in the contract definitely ensures that the service provider would strive hard to achieve the desired levels but there are some concerns such as:
Often it portrays a negative threat to the service provider in terms of parting with his revenue in case of lapses
Doesn’t provide the required motivation to do better than the stipulated terms and add value to the engagement
In order to avoid this, it’s better to remold the penalty structure and have a reward structure in place in the form of incentives rather than penalties. This may be constructed as a maximum bonus fee per year incorporated into the total management fee or other compensation arrangement. This has the same effect as a penalty, but framed as a bonus/reward and hence it acts as an inducement to the operator to do better and not perceive it as a threat or punishment.
But how do we model an incentivized catering contract?
An incentivized contract can be modelled as follows for ensuring that the required performance levels are achieved.
As noted above, it’s most effective to structure the incentives as rewards and not as punishment. Hence in order to achieve the same, the evaluations including the KPIs need to be fair, transparent and easy to understand. The operator should be able to track his own performance internally day-to-day according to the evaluation parameters, so he knows where he stands and what must be done to improve the performance.
The incentives as well as penalties for the service provider depend to a large extent on the fair and just periodic evaluation based on the KPI’s and SLA’s. Performance evaluation can be carried out through the following means:
Quarterly evaluation of the KPI’s and SLA’s: Quarterly evaluation based on the set KPI’s and SLA’s is the most effective tool in identifying the operational trends and to encourage continuous improvement on the part of the operator by maintaining a tight leash in terms of adherence to the established protocols
Independent Audit: Independent audit is the only way to unbiasedly determine how well the operator is performing in all the important areas which the customers don’t see and statistics don’t measure such as food handling and preparation; food safety, sanitation and facility safety; organizational systems and procedures; service delivery; managers’ capabilities and staff adequacy and skills etc.
Employee survey: Employee surveys or similar measurement techniques such as, catering feedback and rating incorporated within the employee satisfaction survey, indicate how well the operator is satisfying the requirements/ expectations of the employees in terms of the quality of the service offered
While a caterer’s operational performance can be assessed by utilizing a mix of metrics, it is advisable that the various performance indicators and factors are evaluated based on the established industry benchmarks. A fixed standardized approach should be adopted as per the agreement of both the parties, which would help in the effective performance mapping and evaluation of the basic elements of the catering operations over a period of time. The global benchmark weightage for the different aspects of catering performance is as below:
Parameters Benchmark weightage (In %) Food quality and service 35 Food safety/ sanitation 25 Management 20 Facilities and equipment 20
Each of these broad parameters, have several sub-categories such as service station presentation, appearance and merchandising, quality of food served, food safety procedures and compliance, competence of service etc. The contract should be such framed that the contractor responsible for remedying the operational failures at his own expense and it is not chargeable to the client. The safety of food served and the sanitation of the food preparation, storage and service facilities are extremely essential, but often a low priority is given to the role of the food service managers who manage and are responsible for this. This need to be looked into during the contract formulation and agreement upon various KPI’s and SLA’s to be put in place in order to bring in more accountability for the service being delivered.
Based on the criticality/ severity of the offense, chances of repetition of the offense and the impact/ cost on the buyer due to the offense, the contractor is penalized from his variable pay as per the pre agreed upon penalties. Usually the penalty is based on a fixed flat rate and is deducted from the total amount payable to the supplier at the time of disbursement of the payment as per the contractual agreement. Each offence is treated as an instance in a penalty clause and usually the contract has a clearly defined cut off limit for repetition of the same offence within a stipulated time period (usually 30 days). Serious offenses are usually met with severe penalties even resulting in termination of contract if the impact of the offence is potentially severe. Also in situations when a contractor continuously fails to meet the required standards and expectations and fails to improve, termination of the contract may be the only effective answer.
Author: Sujit Kumar
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A Stress-Free Wedding Plan That You Can Follow
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