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For hotels & restaurants
Stores that issue on the record, bars that reconcile nightly to the shot, and a receiving bay that defends the margin. Recipe cards are not something we hold — issues, counts and variance per outlet are, and that is where most of the leak actually is.
If any of these ring true, you are exactly who this was built for.
The percentage arrives with the accounts, weeks late, undecomposable — and always higher than budget.
Dense value, portable form, convivial supervision — two bottles a night walking is a salary a month.
Invoiced weight and delivered weight part ways at 5–8% on produce and protein, unweighed.
Nobody knows what the burger costs to make this week — so nobody knows which dishes earn and which quietly don't.
Each capability links to a deeper feature tour.
Locked main store, recorded issues to kitchen, bar, and housekeeping — variance per outlet, ownable.
Every ingredient carries its real purchase cost, updated as prices move, with issues to each outlet recorded and valued. Cost your dishes from real numbers — on your own recipe sheet, because there is no recipe card in the product.
Sales decrement the item sold and post cost of sales, receipts comply from the normal flow — offline-resilient. A sold dish does not decrement its ingredients; there is no recipe behind it.
Deliveries verified against orders on calibrated scales — rejects refused at the door, on the record.
Contracts RFQ'd, price-survey bands for fresh buying, and per-vendor performance for the quarterly review.
Bar bottle math, shift cash and M-Pesa closes, and daily counts of the dangerous twenty.
Running in the product now
Not built — and central enough that you should decide on it now
What we would decline, and would rather say now
The four items in the middle column are absences rather than positions, and recipe-and-yield is the one most hospitality buyers should ask about first — it is what turns three kilos of beef into forty portions in the system's view. All four are commissionable now on the same terms as everything else here: a written specification, a timeline and a price, before any money moves. The evidence that this is a real offer rather than a sales line is Kenya, where the eTIMS transmission and the maintained statutory payroll engine were both built exactly this way. We will not name a date on this page, and we will name one in a quote.
The honest summary is that we close the leak and you do the costing. Store discipline, receiving by weight and nightly counts address where the food actually disappears, and for most Kenyan kitchens that is the larger number by a wide margin. But if theoretical-versus-actual food cost per dish is the specific thing you are buying, that is the one thing on this page we do not do, and you should weigh it before a demo rather than after. Say so early and we will tell you straight whether to buy elsewhere.
Main store on record, issues to outlets — the single highest-leverage change in hospitality stock.
The twenty dishes that drive 80% of sales get costed from real ingredient prices on a sheet you keep, and re-checked quarterly. The system gives you the prices and the issue variance; the recipe arithmetic is yours.
Bar counts, shift reconciliation, and the dangerous-items count — fifteen minutes that hold the month.
Perishable stock, un-weighable portions, thin margins — store-to-kitchen flow, food cost decomposition, and the daily counts that decide the month.
The menu is a price list for recipes nobody costed — how to cost a card, hold a portion, record waste as a transaction, and read the four-box menu grid. The recipe layer is a spreadsheet here, and the post says so.
The kitchen loses money in percentages; the bar loses it in bottles. Nightly bottle math, pour discipline, empties fraud, and variance by shift.
Questions we are asked here
Yes — each outlet is its own stock location with its own issues, sales, and variance, rolling up to one F&B picture. Banqueting works as event-based issuing: provisioned against the function sheet, returns counted back, variance closed per event.
Yes — compliant receipts come from the ordinary billing flow, including bill splits, voids, and comps (with reasons and approvers), and eTIMS transmissions are queued and retried if KRA is unreachable. One correction worth making here, because this answer used to say otherwise: **the till does not keep selling through a connectivity drop.** Selling needs a connection on both the web app and mobile. What is queued is the transmission to KRA, not the sale.
Yes, and it is the right place to start — store control, issues per outlet and nightly counts deliver most of the food-cost visibility on their own, with sales imported for reconciliation. Be clear on one thing: recipe costing is not part of it. There is no recipe or bill of materials in the product, so theoretical food cost and portion yield are calculations you run on your own sheet from the issue figures we do record. Full POS integration deepens the reconciliation later; the store lock and the nightly counts are where the money is.
It is timed to a stocktake: the store opens on counted numbers, issues start that morning, and the kitchen's only new habit is requisitioning instead of walking in. That is the whole change, and it is a smaller one than most kitchens fear. Your dish costings stay wherever they are today — we do not import or hold them — so nothing has to be rebuilt to go live.
One store, one kitchen, one bar — issues, per-outlet variance and nightly counts running on your own suppliers. Bring your dish costings too, and we will be straight about which half of the arithmetic we do.