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'编号江南大学太湖学院毕业设计（论文）题目：论我国中小餐饮企业成本控制经管系国际会计专业学号：学生姓名：指导教师：（职称：讲师）（职称：）二〇一一年五月
摘要餐饮企业是我国国民经济的重要组成部分。而中小餐饮企业又是餐饮企业中最具活力的一员。但由于近几年金融危机、原材料价格上涨、员工工资上涨等一系列原因使得餐饮业迎来了他的微利时代。我国的中小餐饮企业在成本控制理念及内部控制系统上还存在很多问题，在当今竞争日趋激烈的情况下，想要立于不败之地，就应该改变现行的较陈旧的成本控制理念，同时对落后的成本控制方法进行改进。本文通过对成本控制理论与方法相关的研究，从中小餐饮企业的成本管理现状分析入手，对中小餐饮企业营运中成本控制进行的全面剖析。希望通过建立餐饮企业合理的成本控制流程，建立完善的成本检查制度。同时通过优化成本核算方式来更好的控制餐饮企业的成本。本文就以上几方面提出了几点意见。关键词：中小餐饮企业；成本控制；成本流程；成本核算
AbstractABSTRACTCateringenterprisesarethemostimportantpartofournationaleconomy.Smallandmediumcateringenterprisesarethemostvigorousones.However,cateringenterprisesusheredintheirsmallprofiterabecauseofthefinancialcrisis,risingpricesofrawmaterials,employeewagesriseandaseriesofcauses.Andoursmallandmediumcateringenterpriseshavesomeproblemsinthecostcontrolconceptandinternalcontrolsystem.Withtheincreasinglycompetitivecircumstances,ifwewantstandinaninvincibleposition,weshouldchangethecurrentoldercostcontrolconceptandatthesametimeimprovethecostcontrolmethod.Thisarticlestudiesonthecostcontroltheory,fromthecostmanagementandanalysisofthepresentofthesmallandmediumcateringenterprises.Ihopethatthroughestablishingthereasonablecostcontrolprocessincateringenterprisestoimprovethecostexaminationsystem.Meanwhilethroughoptimizingcostaccountingwaystocontrolthecostofcateringenterprisesbetter.Thispaperwillgivesomesuggestionintheaboveaspects.Keywords:smallandmediumcateringenterprises;Costcontrol;costflow;costaccounting;
目录目录摘要IABSTRACTII目录I第1章绪论1第2章中小餐饮企业成本控制相关概念32.1中小餐饮企业经营特点32.2中小餐饮企业成本分类32.3中小餐饮企业成本控制的特点42.4中小餐饮企业成本控制概念4第3章中小餐饮企业成本控制存在问题及原因53.1成本控制认识存在误区53.2从业人员素质较低53.3缺少有效的成本管理制度63.4成本控制方法过于简单6第4章关于中小餐饮企业成本控制的几点意见94.1建立合理的成本控制流程94.1.1采购期成本控制94.1.2生产期成本控制104.1.3销售期成本控制104.2采用合理的成本核算方法114.2.1采用保底销售额核算方式114.2.2采用对比分析法进行差异化分析12第5章常州老农土菜馆案例分析135.1案例剖析135.2对策建议14第6章结论与展望176.1结论176.2不足之处及未来展望17参考文献19致谢211919
论中小餐饮企业成本控制第1章绪论餐饮业自古以来就是有关民生的行业。餐饮业作为我国第三产业中的一个支柱产业，一直在社会的发展中发挥着非常重要的作用。《福布斯》杂志对中国8000家销售额在500万元至10亿元之间的中小企业的调研结果显示，“2010福布斯中国潜力企业榜”的200家企业中，从事餐饮、互联网和医药的被认为将是最具有赚钱潜力的企业。但与前几年餐饮业的高速发展，遍地开花的情况不同，由于经济危机的爆发和国内物价的飙升，餐饮业面临着前所未有的挑战。所以成本控制在现在尤为重要。餐饮企业的成本控制是企业获利的根本途径之一。在收入不变的情况下，降低成本可使利润增加；在收入增加的况下，降低成本可使利润更快增长；在收入下降的情况下，降低成本可抑制利润的下降。餐饮成本控制关系到餐饮的质量和价格、营业收入和利润、顾客的利益和需求。科学的餐饮成本控制可以提高餐饮经营管理水平，减少物质和劳动消耗，使企业获得较大的经济效益，提高竞争力。对于中小餐饮企业来说，它采取粗放式的成本管理，缺少精细化管理，所以科学的餐饮成本控制尤为重要。中小餐饮企业的特点决定了她比大型酒店更需要关注成本控制。一方面饭店常采用较低的成本优势并保持或提高原有的产品质量为前提，使企业与顾客达成双方都满意的价格协议，达到巩固和维护现有市场占有率为目的。另一方面成功的餐饮成本控制对市场有吸引力，可从竞争对手中夺取市场、扩大餐饮销售量，获得成本竞争优势。同时，饭店采用较低的餐饮成本可防止潜在进入者进入饭店所选定的餐饮细分市场，维持企业现有的市场地位。因此餐饮成本控制在中小餐饮企业经营管理中有着举足轻重的作用。由于餐饮企业的特殊性决定了它的成本核算方法的特殊性。餐饮企业是一个综合性的服务业，它们兼有生产、零售和服务三种职能，在成本核算上必须区分不同的经营活动，参照制造企业、商品流通企业的成本核算方法进行核算。例如，餐饮业在业务经营过程中，除以服务为中心外，还应根据消费者的需要，加工烹制各种菜肴和食品，然后将烹制品直接供应给消费者，并为消费者提供消费的场所、设施和时间。这个生产、销售和服务的全过程，就包含了制造企业、商品流通企业和服务企业三种不同性质。但饮食制品的质量标准和技艺要求较高，而且生产、销售、服务全过程所要求的时间很短，因此，不可能像制造企业那样，按产品逐次逐件进行完整的成本计算，而只能计算餐饮制品所耗原材料的总成本。售货业务则可采用商品流通企业的核算方法。综上所述，餐饮企业可根据各类经营业务的不同特点，采用不同的成本计算方法。本文主要讨论中小餐饮企业的成本控制。1919
论中小餐饮企业成本控制第2章中小餐饮企业成本控制相关概念2.1中小餐饮企业经营特点我国经济的繁荣发展，餐饮业也有很大发展，餐饮企业的类型日趋多样化和专门化，目前已形成了餐饮种类繁多、丰富多彩的局面。常见的餐饮企业类型，主要有商业综合性餐饮企业、商业单纯性餐饮企业和非商业性餐饮服务企业三种类型。中小餐饮企业主体类型是商业单纯性餐饮企业，主要以特定风味来吸引目标客人，经营具有地方特色的菜品。其经营特点具体如下：⑴生产特点：①产品生产周期短；②原料品种繁多、进购周期长短不一；③属个别订制生产，产品规格多、批量小；④生产过程的管理难度大。⑵销售特点：①销售量受经营空间大小的限制；②经营时间的长时性、连续性；③经营毛利率较高，资金周转较快；④硬件投资和日常费用较大；⑤销售方式多样性。⑶服务特点：①同步性：绝大多数产品的生产、销售、消费几乎是同步的；②服务员的服务存在差异；③一次性：餐饮服务只能当次使用，当场享受。⑷从业人员特点：①从业人员较多；②从业人员流动性强；③从业人员年龄偏小、总体学历偏低。2.2中小餐饮企业成本分类⑴根据餐饮成本的构成，餐饮成本可分为食品成本、人工成本和经营费用。①食品成本指制作餐饮的各种食品原料成本。它包括主料成本、配料成本和调料成本。其中，主料成本指菜肴和饮料中的主要食品原料成本。不同菜肴和饮料的主料不同，其成本也不同。例如某些菜肴中的主料可以是一种食品原料或两种及更多种类。配料成本是菜肴或饮料中的辅助原料，在菜肴或饮料中起衬托主料的作用。 调料成本指菜肴中的调味品成本，调味品在餐饮中起着重要的作用，它关系到菜肴和饮料的味道和特色。例如：红烧栗子鸡块，包括鸡块，栗子，青椒，酱油，酒等。其中鸡块和栗子是原材料成本，青椒是配料，酱油和酒是调料成本。②人工成本指参与餐饮生产与销售的全部人员的工资和费用。包括餐厅经理和厨师长的工资和支出，餐厅业务主管、领班和服务员工资与支出，厨师、采购员、后勤人员和辅助人员的工资及所有支出等。③经营费用指餐饮经营中，除食品原料成本和人工成本以外的那些成本，是餐饮生产经营过程中发生的管理费用、财务费用和销售费用。包括房屋租金、生产和服务设施的折旧费，燃料和能源费、餐具和用具以及其它低值易耗品费、采购费、绿化费、清洁费，广告费、公关费和管理费等。⑵根据餐饮成本是否发生，可以分为标准成本和实际成本。①标准成本是饭店精心设计的应该达到的单位成本，常根据过去的各成本因素，结合当年预计的食品原料成本、人工成本和经营费用等变化，制定出有竞争力的各种目标单位成本或标准单位成本。标准成本是饭店在一定时期内及正常的生产和经营情况下所应达到的成本目标，也是衡量和控制餐饮实际成本的计划成本。1919
论中小餐饮企业成本控制②实际成本在餐饮经营报告期内，是实际发生的各项食品成本、人工成本和经营费用。这些成本因素是饭店及其餐饮部进行成本控制的基础。 2.3中小餐饮企业成本控制的特点⑴变动成本是餐饮产品价格结构的基础。餐饮产品与其他企业产品有某种相似的地方即都要购进原材料进行生产，产品的价格结构中，占较大比例的是原材料成本。除营业费用中的折旧、大修理、维修费等是餐饮管理人员不可控制的费用外，其它大部分费用及食品饮料成本都是餐饮管理人员能够控制的费用。这些成本和费用的多少与管理人员对成本控制的好坏直接相关，而且这些成本和费用占营业收入的比例很大。⑵人工成本在餐饮产品价格结构中所占比率大。由于餐饮产品不能大批量地进行机械化生产，而是根据顾客的需要进行小批量加工生产，大部产品不能够储藏，须由服务员直接向顾客提供服务，因而人工成本大大增加。在定价时人工成本是一个不可忽视的重要因素。⑶成本泄漏点多，餐饮成本和费用的大小受经营管理的影响很大。食品饮料的成本控制、餐饮的推销和销售控制的过程中涉及许多环节：采购——验收——贮存——发料——加工切配和烹调——餐饮服务——餐饮推销——销售控制。某个环节控制不严都可能导致成本的增加。餐饮成本的特点决定了餐饮成本的控制具有一定的难度。2.4中小餐饮企业成本控制概念中小餐饮企业的成本控制是指中小企业根据一定时期预先建立的成本管理目标，由成本控制主体在其职权范围内，在生产耗费发生以前和成本控制过程中，对各种影响成本的因素和条件采取的一系列预防和调节措施，以保证成本管理目标实现的管理行为。1919
论中小餐饮企业成本控制第3章中小餐饮企业成本控制存在问题及原因现代的餐饮业竞争非常激烈，中小餐饮企业的生存环境不容乐观。有研究表明80%的中小餐饮企业的生存时间不超过5年。所以在市场需求量一定的情况下，如何有效的控制成本、向成本控制要效益，实现餐饮企业理想的经济效益和提升企业的市场竞争力将成为餐饮管理的重要议题。然而中小餐饮企业对成本控制的错误理解尤为严重，他们往往只注重“一张纸，一度电”上的节约而忽略了其他方面的控制，使成本控制的效果不理想。总的来说，我国中小餐饮企业的成本控制工作存在以下几点问题。3.1成本控制认识存在误区中小餐饮企业的管理者一般就是经营者，他们中很多人缺少餐饮业从业经验或缺少系统的管理培训。为了追求高额的利润，餐饮业经营者往往存在着误区。第一，餐饮业经营者认为企业的成本越低越好。在餐饮业中，尤其是中小餐饮业成本管理中往往把控制成本和降低成本混为一谈，其实这种理解是片面的。有些企业为了节约开支降低货币上的支出，出现不加分析的一刀切现象。比如随意的降低原材料质量，以低价次品来替换质量好的高价原材料，加工中减少配料定额等这些做法在短期内使餐饮企业降低了经营成本，但长此以往会使饭店失去信誉和市场。为保证餐饮产品质量和服务质量，餐饮成本要控制在一个合理的水平，不能为了控制成本而降低产品质量，损害消费者的利益，最终使企业无法生存下去。第二，盲目扩张，过度的融资贷款，造成高额的利息负担。中小餐饮企业希望扩大生产就需要扩张店面或增开新店。由于餐饮业的特殊性，前期的投入额巨大，有些经营者往往没有进行成本分析就一味的扩张。过度的信贷融资会给企业带来高额的信贷负担。造成餐饮企业的现金流断裂，资金周转不灵。最后不得不面临倒闭的危险。3.2从业人员素质较低从对餐饮从业人员的调查来看，目前餐饮人员结构，餐厅服务及管理人员占总比例的52.66%，厨房管理人员及厨师占47.34%。一份国内餐饮业人力资源调查报告显示，图3-11919
论中小餐饮企业成本控制进一步细化分析，厨房主管以上人员，来自社会相关人员占58%，学校占26%；餐厅部门来自社会有相关经验的占63%，无经验人员占31%，来自学校的主管级别人员仅占6%。员工流失率：近一年来，餐饮从业人员的平均流失率达到了33.66%餐厅员工的流失率为27.14%；厨房员工流失率为37.95%。从统计数据可以看出餐饮业的从业人员学历不高，知识水平有限，专业技能缺乏认证与管理，人员工作不稳定，流动性较高。这很不利于管理的正规化，规范化的提升。从人员结构和学历结构来看，餐饮业是传统的劳动密集型产业，人力成本较大。大多数从业人员管理能力不足，就拿餐饮部门来说，大多数的厨师只管做，不管算，对成本概念和成本控制的理论知之甚少，转变管理模式推行更合理的成本控制难度很大。由于培养各种餐饮业中高级服务人才的结构不多，使餐饮企业缺乏先进管理经验的中高级管理人员，素质较高的高级服务人员也面临青黄不接的局面。饭店被迫降低人员招聘标准，造成人员素质逐年下降。很多素质较差的员工往往缺乏节约开支、控制成本的意识和行动，对材料和物料的浪费习以为常，造成成本失控。3.3缺少有效的成本管理制度⑴从采购制度角度来说，中小餐饮采购制度往往只是纸上谈兵，由一人说了算的现象很普遍。餐饮企业的物资采购不仅种类多，而且质量标准难以掌握，价格纷繁复杂，尤其是水产品的价格差异很大，采购的控制不好将直接影响产品的质量和价格的高低。对物料成本的控制缺乏计划，有些采购过多用不完造成积压，有些又因为采购不足而造成前厅供应不上的局面以年收入200万的某饭店为例，其中物料成本占40%，即80万，物料成本每降低一个百分点就意味着增加几万元的利润，对中小餐饮企业来说非常可观。⑵从财务角度来说，目前我国中小餐饮企业很少进行成本控制和预算管理，制订的控制标准缺乏先进和合理性。⑶从人力资源管理制度角度来说，中小餐饮企业对成本的管理说到底是对人的控制，而目前采用的手段主要是经济处罚，缺乏人本色彩和针对人性特征的综合手段的运用，致使隐性成本的大幅度上升，经营效益也不断下降。3.4成本控制方法过于简单(1)营业成本控制简单目前，我国中小餐饮企业的餐饮成本控制大多采用毛利率来控制。该种方法成本核算简单，容易核算，投入产出，便于核算餐饮成本。但却没有以确定餐饮的成本核算对象，而是大包大揽，对很多细节问题打包，并未处理。该方法存在以下缺点：一是销售结构的变动将会影响到总体毛利率的高低，当毛利率销售水平较高的种类所占的销售比重大时，总体毛利率水平较高，容易掩盖毛利率水平较低种类的成本管理情况；二是毛利率水平不能真实的反映原材料的利用率，当毛利率销售水平较高的种类所占的销售比重大时，原材料的利用率降低时，总体毛利率的水平并不一定降低。1919
论中小餐饮企业成本控制表3-2某餐饮企业销售品种结构变化对食品成本率的影响第一周菜品单位成本单位售价销售量品种结构总成本总销售额成本率酸辣土豆丝2.16.0030030%630180035%西红柿炒鸡蛋4.08.0070070%2800560050%合计1000100%3430740046%第二周酸辣土豆丝2.16.0060060%1260360035%西红柿炒鸡蛋4.08.0040040%1600320050%合计2860680042%（2）成本差异分析不足成本差异分析就是对发生的实际成本率与标准成本率的差异进行原因分析，分析差异究竟发生在哪一环节。目前大多数中小餐饮企业只是将发生的实际成本与同期的销售收入进行比较，它所反映的是餐饮经营从采购、生产到销售全过程的一个总的成本率。而没有将原材料成本、采购成本等分开核算。所以中小餐饮企业只能做到对总成本差异的了解，却很难分析出造成这一差异的具体原因，因此也就很难提出整改措施。比如，饭店考核餐饮部门毛利率指标为53%，实际毛利率为50%,毛利率下降了3%，是厨房盘点统计不清楚，还是半成品的成本计算不准确、厨房原材料浪费大等问题造成的，很难查明事实原因，加以有效控制。1919
论中小餐饮企业成本控制1919
论中小餐饮企业成本控制第4章关于中小餐饮企业成本控制的几点意见4.1建立合理的成本控制流程餐饮企业的成本控制必须与整个经营过程相结合。分为采购期成本控制、生产期成本控制、销售期成本控制。三个环节是相互连接相互依赖的，只有各个环节相互配合才能最终达到控制成本的目标4.1.1采购期成本控制⑴采购阶段的控制采购阶段的成本控制除去一些常规的管理手法之外，重点要形成一个完善的、相互监督的过程，中小餐饮企业一般采取的措施是“两方制”采购作业，即由采购人员和会计人员两方面组成的采购小组。但由于会计人员对菜品知之甚少，往往最后形成了采购人员一人说了算的情况。所以，现今中小餐饮企业应该由“两方制”逐步发展到“三方制”作业，即由采购人员。后厨人员和企业管理人员三方共同参与的采购小组，采购过程中三方各负其责，采购人员主要任务是寻价，观察价格走势，切准采购时机；后厨判断原料质量的优劣以及可用性：管理人员从成本控制和菜点定价两方面为采购管理提供科学决策。具体实施上，首先要建立系统的原材料采购计划和审批流程，对于计划外及大件物品则必须通过呈报总经理批准进行采购。其次建立严格的周期性询价报价制度；第三是编制出标准的市场定单，按照自营范围，制定采购规格，作为供货商和验收人员共同遵守的标准和验收依据。⑵验收阶段控制与管理验收控制是把握好这个原材料进入厨房和仓库的第一关。所以餐饮企业必须有一套明确的验收标准，这一标准一般由饭店行政总厨应根据本饭店的菜单，制订的适应于市场且符合菜肴制作要求的用料标准；饭店应实行验收责任人制度，验收工作应由专职验收员负责。⑶库存与发放阶段的成本管理库存控制目的体现在两个方面，一是以最低库存量保证企业正常高效运营；二是增加现金流量，扩充经营项目。为此，要在以下几方面进行改进。首先是推行定期存货盘点的做法，管理人员要按照确定的周期做好二级仓库的盘存。通过仔细的盘存，明确重点控制哪些品种，采用何种控制方法，如暂停进货、调拨使用、尽快出库使用等，从而减少库存资金占用，以最低的资金量保证营业的正常进行，加快资金周转，节省成本开支。其次，做好发货管理，要求能按营业需要发放与需求符合的原料规格和数量，从源头上来控制成本支出。同时，有效的发货控制可以提高原料保质期的管理，确保原料都能在保质期内得到充分的使用。第三个环节是存货的盘点。餐饮部在做盘存时，首先一个原则是先对实物后对帐；其次是要盘存在库的原材料数量，更要细致盘点在用的食品原材料数量；其三是要盘存在库饮料、在用饮料酒水。如开瓶已用未用完的数量。1919
论中小餐饮企业成本控制4.1.2生产期成本控制对于生产环节的控制，主要工作是建立标准控制体系。建立标准即要对生产质量、产品成本、制作规格进行量化，并用于检查指导生产的全过程，尽可能消除一切生产性误差，以实现成本控制的目的。生产性成本控制的主要工具是标准成本、标准菜单和标准食谱。标准成本的作用是保证菜肴在制作、加工过程中，能够按规定的份量和比例出品，实现预期的毛利率或利润；标准菜单用以保证厨房工作的有序，并赢得期望的毛利；厨房生产标准食谱的编制，是为了更有效地规范厨房生产行为．标准食谱的项目一般包括菜点名称、制作份数、份额大小、投放原料的名称、规格，数量，需要的生产设备．详细的制作程序、时间。温度和方法等。标准成本、标准菜单和标准食谱．即保证了厨房生产的规范，也很好地表现企业严格的质量要求。厨房生产操作过程中的监控，要求能分别对加工、配制、烹调三坏节操作标准制订有效可行的控制措施。对某些经常容易出现生产问题的环节重点管理、重点检查；提高各种原材料的综合利用率，如目前多家饭店建立的二级厨房体系，就可以对各种半成品的利用率，物尽其用，降低损耗。为提高成本控制与管理，生产性阶段成本控制需要形成一套有效的激励机制，把降低原料成本与相关生产人员的绩效挂钩；注重相关环节的控制，比如，如何有效控制餐具破损和易耗品的成本等。4.1.3销售期成本控制销售环节的控制一方面是如何有效促进销售，另一方面是确保售出产品全部有销售回收。这一阶段控制重点是通过销售分析，及时处理销量低和滞销的菜品。为此，首先需要对菜品销售排行榜进行分析。通过分析，不仅能发现宾客的有效需求，更能促进餐饮的销售。管理人员应善于利用这一分析结果，对于那些利润高、受欢迎程度高的“明星菜肴”，应大力包装和推销，如开发成“总厨推荐菜”；对于利润高，受欢迎程度低的菜要查找原因．要策划如何销售对于利润低但受欢迎程度高的菜，要创新研讨，如何提高利润；而对利润低且受欢迎程度低的品种则应进行调整和置换，以提高销售效率和利润率。⑴人力成本控制先体现在企业的组织架构和人力配置的效果上；人才匮乏和员工流失频繁是餐饮企业的共性，合理地解决这一问题、有效地控制成本，不是依靠一味地调整(通常是降低)员工待遇，而是要认真分析相应的人力成本和效益产出的比重，采取有效的措施．比如加大培训力度，改进各种管理制度使得更具激励性，更有效地关注员工的成本投入等。其次，在人力管理成本上要体现效率的原则。在全体员工中培养全员节能意识，共同降低能耗；建立全面的责任成本考核制度；根据年度的经营考核指标，对餐饮生产管理人员进行责任考核。同时将各项指标分解到区域和班组，在考核的基础上与经济利益挂钩，做到有奖有罚。1919
论中小餐饮企业成本控制第三，采取科学定编、动态用人的做法。企业要科学合理地定制定编定岗、并合理使用各类型的人员的方案，并根据经营季节，动态使用人员，从而实现合理控制人力成本的管理目标。最后，增强全员参与、以效益为中心的管理意识。餐饮生产与经营各个工作环节、各个工作岗位的员工，都是成本费用的直接有效控制者。只有全体员工从上到下组成一个全员成本管理的群体，才有可能形成一个人人为饭店，处处讲效益的氛围。⑵生产辅助物资控制这方面主要包括酒水饮料成本控制、固定资产成本控制、低值易耗品成本控制三个方面，针对这三者不同的归属体系，制定出不同的控制流程。⑶资金成本控制企业取得和使用资金而支付的各种费用，包括资金占用费、资金筹集费及资金调度节支比较成本，这方面一般都是由企业统一管理。资金成本控制的重心是盘活流动资金，尽可能加快现今周转速度，这一点倚赖其他成本控制区域的协同努力。4.2采用合理的成本核算方法4.2.1采用保底销售额核算方式保底销售额，即指依据现有的投资成本、规模，参照当前的物价指数，月营业额在何种程度时可以。保证收支持平。保底销售额是对毛利润和净利润这两种销售计算方式的升华，它从准确性和即时性方面做了很好的配合。通过日保底销售额的计算，可以使经营者从每天的销售额就可以大概的知道当天的营业情况。可以实时地控制企业的成本，不需要等到月末才能了解到餐饮企业的盈亏状况。例如常州某餐饮企业，月营业额为人民币60万元，即每天的营业额2万元左右，营业额即为我们常说的流水，菜品的平均销售毛利率是58%上下，营业面积（使用面积）1500平米，设座位300个，人均消费50元/位。如果销售毛利率达到58%，即月销售毛利在35万元，那么成本就是25万元，对于餐厅而言，主要成本就是原材料，其次是水、电、燃气、人工等费用，可以理解为餐厅月原料成本为25万元。经过精打细算后的月支出费用额为：项目发生额一产品销售收入600000减：原材料成本250000产品销售费用220000二产品销售利润130000减：管理费用17000三营业利润113000减：营业外支出4000四利润总额109000减：所得税33300五净利润757001919
论中小餐饮企业成本控制注：产品销售费用=水费+电费+燃气费+杂费+清洁费+工资+奖金及提成=10000+40000+30000+5000+1600+100000+10000=220000管理费用=安保费+定向维修基金+折旧报损费+房租=500+3000+4000+10000=17500营业外支出=宴请费=4000月保底销售额=总费用支出-纯利。即持平费用，依上例：月保底销售额=524300－75700=448600（元）日保底销售额=448600÷30≈14954也就是说，如果餐厅营业额在412800元/月的情况下，管理者是没有利润可言的，仅是维持日常运营成本而已。4.2.2采用对比分析法进行差异化分析对比分析法是餐饮成本分析最基本的方法，它指通过同一饭店的前后各期指标进行对比，或同类型同级别的饭店的同一指标数量上的比较，揭示成本指标的数量关系和数量差异的方法。我国大多数的中小餐饮企业没有采用对比分析法进行差异化分析主要是因为第一，没有具体的数据做支持，第二，担心差异化分析会造成人工成本增加。针对以上几点问题本文提出了一下的整改意见：⑴将原材料成本，采购成本，生产成本，销售成本分开核算。总成本核算不能确定造成成本差异的原因，所以必须对各项重要的成本分开进行核算。⑵可采用相关责任人负责制，来节约人工成本。原材料成本可根据供货商提供的发票进行核算。采购成本可以由采购人员进行记录与核算，然后有会计人员通过相关的报销凭证进行复核。生产成本由厨师长进行编制，销售成本可以由大堂经理进行编制。最后由财务负责人将本期成本指标与历史同期成本指标对比，以便了解成本之间的差距与不足，进一步查明原因，挖掘潜力，指明方向。再交由企业经营人员就相关问题进行整改。⑶通过网络等工具了解国内外同行业成本指标。了解国内外同行业的成本指标，可以发现企业与先进企业之间的成本差距，从而推动本企业成本管理意识与方法的改进。1919
论中小餐饮企业成本控制第5章常州老农土菜馆案例分析5.1案例剖析老农土菜馆是2002年开办，是常州市区第一家以经营农家菜为主的特色经营小店。坐落在清潭路，周围是成熟的生活区，500多平米的经营规模，可容纳上百人同时就餐。餐馆的目标消费群定位在一家三口，以提供家庭便饭为主。人均消费在30元左右。2006年，餐馆迎来了她的鼎盛时期，开了3个分店，平时每个店的日营业额能达到2-3万，节假日能达到4-5万元。但是近几年由于物价的攀升，工人工资的不断提高以及成本控制上欠缺，导致最后只剩下一间饭店，仍处于苦苦支撑的阶段。本人通过2个多月现场询问和暗地考察发现了该企业成本控制中存在着很大的问题，其主要表现有：⑴成本控制概念不清。该企业为了节约成本，一方面尽可能的减少服务人员，导致餐馆的服务水平下降，顾客付出了钱却得不到相应的服务。有时因为为了节约电甚至在营业时间照明灯也不全开。另一方面，购买次等的食材，代替以往使用的优质食材。⑵工作人员成本控制意识不佳。相较于管理人员的处处节约，反而饭店的基层员工缺少成本控制意识。因为缺少相关的成本考核，导致基层工作人员对于成本控制采取事不关己高高挂起的态度，造成了大量的浪费。⑶成本环节控制效果不佳。①采购：缺乏监管制度，老农土菜馆的采购员设置很不合理，在人数上只设置了一名采购员。这就使得在客观环境上容易使采购员和供应商串通一气，提高价格，吃差价回扣，加大成本，损害了饭店的利益。②验收：没有单独的设置验收员，由餐馆主厨兼任，由于零星的采购频繁，主厨的工作量大，导致有的验收流于形式，根本没有做到位，这样严重的影响了餐馆的产品质量，有损企业形象。③保管：采购人员兼任仓库保管员，造成采购人员职权过大，又缺乏有力的监督。采购人员少买多报，私拿白吃，多报损耗也很难发现。另一方面，由于保管人员工作过多，造成仓库库存物资变质变味，甚至破损的状况也时有发生，账上少了很少查原因，就打报损单。⑷成本差异分析不足。目前老农土菜馆的成本会计在成本核算方面只做到总成本的计算，按月发生的实际成本与同期的销售收入配比。他只能反映餐馆经营过程中的总成本率，即从原材料进入餐饮经营过程的投入与销售给客人取得销售收入的产出进行的一头一尾的总的比较。老农土菜馆基本上没有进行成本差异化分析。当发生差异异常的时候，很难去分析差异发生的原因。1919
论中小餐饮企业成本控制表5-1老农土菜馆材料成本分析表时间：2010年单位：元%时间收入成本成本率一月份22002310670248.50%二月份20034511203455.93%三月份1563958342053.34%四月份1500748530256.84%五月份1302557356456.48%如上表所示，老农土菜馆提供的成本分析表简单，只将所发生的全部材料成本与对应期间的餐饮收入相比，从整体上分析只能知道，该餐馆成本率一直颇高，这样的做法使得成本的控制流于形式，根本起不到好的管理控制作用。⑸缺少电算化的数据处理方法老农土菜馆采用的还是传统的手工记账方法，一方面容易出现差错，另一方面财务人员的工作量较大，根本无力进行相关的成本整合与分析。5.2对策建议针对该企业成本控制上存在的问题，本文给出以下建议：⑴提高餐馆经营者的成本控制意识老农土菜馆的经营者成本控制明显存在误区，使成本控制不但没有给企业节约成本，反而造成了客源流失，收入减少。然后经营者再控制成本，客源再减少的不断循环当中。所以只有经营者有了正确的成本控制意识，才有可能改变现在苦苦支撑的状况。⑵提高员工的成本控制意识老农土菜馆的员工为谋求餐馆的利益增长的意识较差，员工的流动率较高，在员工的心目中很少有成本控制的意识及在工作中自我实现的意识。可以采取奖励与惩罚并重的方法，对个别浪费行为严重的员工要及时处罚，也可以设置节约成本奖，定期给予一定的奖励。⑶完善成本控制机制针对采购人员身兼两职的情况，可以另外聘请或从其他无关岗位调任相关人员担任仓库保管员。对于采购要实行“三方控制”即采购员负责采购任务，管理人员要定期对采购的产品进行询价，而会计人员负责对采购员采购的数量进行监管。从而达到了解决采购人员权利大问题。⑷建立成本差异分析体系成本控制各环节员工应该根据管理制度的要求，登记各种数据和填制各种表格，如采购申请单、订购单；验收环节的发货单、验收单；储存环节的盘点清单；发货环节的领料单；加工环节的生产计划表、加工原料申请单、标准菜单等。再由各部门负责人对相关的数据进行整合。交由财务部门负责人进行分析，最后将分析的结果交给经营者。从而为管理者提供完整的决策信息，使经营者能对企业的成本即时的了解控制。1919
论中小餐饮企业成本控制⑸建立电算化数据处理系统由于餐馆的餐饮数据较多，手工处理工作量大，导致有好的数据处理分析方法也无法付诸实施。所以建议采用用友或金蝶等财务软件，以减少财会人员的工作量，让她们有更多的时间进行成本分析。1919
论中小餐饮企业成本控制1919
论中小餐饮企业成本控制第6章结论与展望6.1结论本文从成本控制的基础理论研究入手，运用了成本控制的基本概念，通过对我国中小餐饮企业的成本控制现状的研究分析，指出运用保底销售额法，差异分析法，以此构建一种更为合理的中小餐饮企业的成本控制模式，可以改变中小餐饮企业成本控制的混乱局面，提高其成本控制效率，为其带来更高的经济效益。本文的主要创新之处：(1)指出了我国中小餐饮企业成本控制的现状，运用成本控制的知识分析了我国中小餐饮企业成本控制薄弱的原因。（2）探寻更合理的成本控制程序，提出了保底销售额法，差异分析法的运用，对中小餐饮企业具有一定的应用意义。（3）以常州老农土菜馆为例进行了相关的分析，提出了自己的意见。6.2不足之处及未来展望在论文研究的研究中我深刻的体会到了理论探讨和实践操作的矛盾，要更好的用理论指导实践就必须最大限度的调和这一矛盾。对餐饮成本的标准化处理，必须先改变员工的意识。但要求管理人员及烹饪从业人员要有这种意识，不断提高对餐饮管理与实践操作的规范化需要有一个循序渐进的过程。另一方面由于本人工作经历不丰富，完成时间有限，没能够特别深入地进行分析和研究，部分问题还仍然停留在问题的表面，有些问题仍没有找到较为合适的解决方法，希望以后能进一步的完善。总之，餐饮企业的成本控制是一个永远也谈不完的话题，各企业的控制方法也不尽相同。只要建立了科学合理的成本控制制度，领导高度重视，全员参加，懂成本，认真务实的将成本控制工作落实到位，那么，餐饮成本控制也不是件难事。1919
论中小餐饮企业成本控制1919
附录参考文献[1]顾晓雯：采购外包在我国餐饮业的应用[J].安徽农业科学，2007（35）.[2]赵怡琳：酒店业成本控制问题研究[J].财会研究，2007（2）.[3]杨晓莉：论现代餐饮成本控制[J].山西财税，2004（8）.[4]杨柳：我国餐饮产业现状及展望[J].产经前沿，2007（6）.[5]张永刚：论降低餐饮采购成本的途径[J].集团经济研究，2006（2）.[6]樊宏雁：餐饮企业成本控制探析[J].管理天地，2004（9）[7]王化成：《高级财务管理学》，中国人民大学出版社，2003年。[8]沈艺峰：《资本结构理论史》，经济科学出版社，1999年[9]丁学东，李国忠：《中国企业财务改革》，经济科学出版社，2006年[10]刘贤仕，姜志诚.餐饮企业主要财务指标分析案例[J].会计之友2009（09）（中旬刊），[11]屠永梅：餐饮连锁企业进行有效财务会计研究，2008（04）[12]LeslieG:CostManagement:Measuring,Monitoring,andMotivatingPerformance(2004-11)[13]Drury:ManagementandCostAccounting(2007-12)1919
附录1919
附录致谢本课题在选题及研究过程中得到李玉君老师的亲切关怀和悉心指导下完成的。她严肃的科学态度，严谨的治学精神，精益求精的工作作风，深深地感染和激励着我。从课题的选择到项目的最终完成，李老师都始终给予我细心的指导和不懈的支持，在此谨向周老师致以诚挚的谢意和崇高的敬意。感谢李玉君老师。内部资料，请勿外传！9JWKffwvG#tYM*Jg&6a*CZ7H$dq8KqqfHVZFedswSyXTy#&QA9wkxFyeQ^!djs#XuyUP2kNXpRWXmA&UE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmUE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z8vG#tYM*Jg&6a*CZ7H$dq8KqqfHVZFedswSyXTy#&QA9wkxFyeQ^!djs#XuyUP2kNXpRWXmA&UE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^G89AmUE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z8vG#tYM*Jg&6a*CZ7H$dq8KqqfHVZFedswSyXTy#&QA9wkxFyeQ^!djs#XuyUP2kNXpRWXmA&UE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmUE9aQ@Gn8xp$R#͑Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNuGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$U*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89Amv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$U*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz84!z89Amv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$U*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$U*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNuGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9CpbK!zn%Mz849Gx^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5ux^Gjqv^$UE9wEwZ#Qc@UE%&qYp@Eh5pDx2zVkum&gTXRm6X4NGpP$vSTT#&ksv*3tnGK8!z89AmYWpazadNu##KN&MuWFA5uxY7JnD6YWRrWwc^vR9Cpb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