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For hotels & restaurants
Where thin margins meet daily counts — and win
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.
Sound familiar?
If any of these ring true, you are exactly who this was built for.
Food cost as a monthly autopsy
The percentage arrives with the accounts, weeks late, undecomposable — and always higher than budget.
The bar that loses bottles
Dense value, portable form, convivial supervision — two bottles a night walking is a salary a month.
The receiving bay signature
Invoiced weight and delivered weight part ways at 5–8% on produce and protein, unweighed.
Menus priced by the competitor
Nobody knows what the burger costs to make this week — so nobody knows which dishes earn and which quietly don't.
What you get with AWRA OpsHub
Each capability links to a deeper feature tour.
Property requests with an owner and a clock
Housekeeping, kitchen and maintenance requests route by category to a queue with a first-response SLA, and close with a rating on the record.
Margin caught before the season locks it in
Anomaly Radar flags below-cost and thin-margin lines straight from the catalog, while the Control Tower ranks stock risk on real consumption over the previous fortnight.
Store-to-outlet stock control
Locked main store, recorded issues to kitchen, bar, and housekeeping — variance per outlet, ownable.
Ingredient cost you can trust
Every ingredient carries its real purchase cost, updated as prices move, with issues to each outlet recorded and valued. A dish can be held as a recipe — a bill of materials — and one click issues every ingredient for the number of portions you are preparing, as a single check-out approved like any other.
POS with eTIMS
Sales decrement the item sold and post cost of sales, receipts comply from the normal flow, and the mobile till keeps selling through a connectivity drop, posting each sale once when the signal returns. A dish sold at the till is its own stock item: prepare it ahead with an assembly order from its recipe, or issue the ingredients to the kitchen, and the till sells what was made.
Receiving by weight
Deliveries verified against orders on calibrated scales — rejects refused at the door, on the record.
Supplier management
Contracts RFQ'd, price-survey bands for fresh buying, and per-vendor performance for the quarterly review.
Nightly reconciliation
Bar bottle math, shift cash and M-Pesa closes, and daily counts of the dangerous twenty.
A signature at the receiving bay
The gap between invoiced weight and delivered weight is settled by who accepted the delivery, not by who remembers it. A check-in can carry the supplier representative's or the storekeeper's signature with a printed name and the time, printed on the receipt and locked once the receipt is approved.
Running in the product now
- A locked main store with recorded issues to each outlet — kitchen, bar, housekeeping — so consumption per outlet is a number with a person and a time on it rather than a monthly inference.
- Real ingredient cost, kept current. Every item carries its true purchase cost including landed cost on imports, so the prices your dish costings are built from are the prices you actually paid.
- Receiving by weight against the order, with short and rejected deliveries refused at the door and recorded, which is where produce and protein margin is usually lost.
- Blind counts with valued variance, nightly for the dangerous items and full counts on your own cycle.
- Bar reconciliation and shift closes — cash and M-Pesa, with voids and comps carrying a reason and an approver.
- eTIMS-compliant POS, with transmissions queued and retried if KRA is unreachable, and the mobile till selling through an outage — each sale queued and posted once when the signal returns.
- Recipes as bills of materials. A dish lists its ingredients and quantities per batch. An assembly order turns three kilos of beef into forty portions of stew in stock, at the actual cost of what it consumed — whole portions only. Or issue every ingredient for a prep in one check-out, approved like any other.
More we can add — and central enough that you should decide on it now
- Recipe versions and a yield factor. What the recipe was in March, and the trim and cooking loss it expects, so a costing accounts for both.
- A theoretical food cost and a portion variance. What the menu should have consumed against what the store issued, per dish — arithmetic you do on a spreadsheet today from the recipes and issues we hold.
- A till sale that decrements ingredients. The POS reduces the item sold today. Selling a burger reduces mince, buns and cheese at the moment of sale once the till explodes a dish into its recipe.
- A menu engineering output — margin per dish ranked into a four-box grid is a report you build from your own costings, not one the product produces.
What we would decline, and would rather say now
- We will not build a property management system. No rooms, rates, bookings or folios. This is the stores, procurement and POS side of a hospitality business, not the front desk — and a PMS is a different product with different users, sold to a different buyer. A thin one bolted onto an operations platform would lose you bookings, which is a worse outcome than not having one.
- We will not be your channel manager. Rates and availability across OTAs are a revenue-management discipline with money riding on latency we do not control. We will take the revenue once it is earned and cost the food that produced it.
The four items in the middle column are work rather than positions, and theoretical-versus-actual food cost is the one most hospitality buyers should ask about first — the recipes it measures against are already in the product. 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. Recipes are held and issued; the comparison of what each dish should have consumed against what it did is the piece still to build. If that comparison is the specific thing you are buying, weigh it before a demo rather than after. Say so early and we will tell you straight whether to buy elsewhere.
How teams get started
1
Lock the store
Main store on record, issues to outlets — the single highest-leverage change in hospitality stock.
2
Put the core menu in as recipes
The twenty dishes that drive 80% of sales go in as recipes with exact quantities, issued to the kitchen in one check-out per prep. The system gives you the prices, the issues and the store variance; the theoretical-versus-actual comparison per dish is still yours.
3
Close nightly
Bar counts, shift reconciliation, and the dangerous-items count — fifteen minutes that hold the month.
Guides from our blog
Hospitality
Hotel & Restaurant Inventory Management in Kenya (2026)
Perishable stock, un-weighable portions, thin margins — store-to-kitchen flow, food cost decomposition, and the daily counts that decide the month.
Read
Hospitality
F&B Cost Control: Recipe Cards, Portions & Menu Engineering
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.
Read
Hospitality
Bar Stock Control: The Tightest Ship in the House
The kitchen loses money in percentages; the bar loses it in bottles. Nightly bottle math, pour discipline, empties fraud, and variance by shift.
Read
Inventory Insights
What the Stock on the Shelf Actually Cost
Valued at buying price, stock is valued at a number somebody typed once. Every receipt now blends into a true moving average — dollar orders at the rate on the PO — and the receipt journal posts the same figure the valuation report shows.
Read
Inventory Insights
Two and a Half Kilos
Agro-dealers sell by the kilo, hardware by the metre, fuel by the litre. Every item now has a unit of measure, stock moves in decimals where the unit allows it, and a box of screws still refuses 0.4.
Read
Inventory Insights
A Minimum for Every Warehouse
One reorder point per item treats a Nairobi depot and a Kisumu shop as the same building. Each warehouse can now carry its own minimum and maximum, and the reorder screen fills each one to its own ceiling.
Read
Questions we are asked here
Frequently asked questions
Can it run multiple outlets — restaurant, bars, banqueting, housekeeping?
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.
Does the POS handle eTIMS for restaurant billing?
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. And the mobile till keeps selling through a connectivity drop: each sale is queued on the phone with its receipt and posted once when the signal returns, and its transmission to KRA follows.
We have a working POS already. Can we start with just the stores?
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. Recipes can go in as bills of materials from day one, so a prep issues every ingredient in one check-out. Theoretical food cost and portion yield are still calculations you run on your own sheet from the recipes and issue figures we record. Full POS integration deepens the reconciliation later; the store lock and the nightly counts are where the money is.
How disruptive is go-live for a running kitchen?
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 can stay wherever they are today and move in as recipes when you are ready, so nothing has to be rebuilt to go live.
Bring one week of your F&B
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.