Case study · Hotels
A boutique hotel group, across several London sites.
A representative scenario: a hotel group running several London properties, each of which had grown its own set of produce suppliers, with deliveries landing against breakfast service.
The situation
The situation
A boutique hotel group with several properties across London. Each property had built up its own supplier relationships over time, so across the group a long list of suppliers was active at once, with no single price-locked spec and no consolidated view of what was being bought or at what price.
The operational pressure was worst at breakfast. Deliveries arriving through the morning from several suppliers met loading bays during service, so kitchen teams were receiving stock when they should have been cooking. What the group needed was one supplier that could serve every property to the same standard, on a window that cleared before service began.
How the model works for it
How the model works for it
One price-locked spec is set once and held across every property, so the same line arrives the same way at each site rather than being negotiated property by property. One supplier replaces the spread, which gives the group a single view of what it buys.
Delivery is run to a contracted 02:00–06:00 window, six days a week, coordinated across the sites so produce is in the walk-in before breakfast teams arrive — signed, cold-logged and photographed at the door. The order, the proof of delivery and the statement become one record per site, consolidated to the finance team on 30-day terms, so there are fewer suppliers to reconcile across the group.
More on this: produce supply for London hotels, or how Produce Network works.
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