We are committed to delivering actionable business intelligence, expert resources and scale to drive innovation and impact stakeholder value.
The supply chain function is changing. We understand challenges facing restaurant brands today including a volatile economy, escalating costs and regulatory changes. SpenDifference manages total cost of ownership through our comprehensive understanding of the foodservice industry and the supply chain function. Our approach differs from the traditional GPO model as we are committed to transparency. Transparency means that you have access to and view of all your brand specific processes, systems and revenue stream. It is a driving force in SpenDifference’s culture.
Procurement and Specification Optimization
Procurement and Specification Optimization expertise is critical. We follow a disciplined sourcing process to build strategies that leverages customers’ spend. Our team has deep experience in all categories, including beef, pork, chicken and other specialized proteins, seafood, grocery, dairy, produce, packaging, smallwares, and equipment. We also are experts in evaluating commodity needs and then managing the purchasing process. We collaborate with you to manage your product specifications and work to optimize specifications to improve quality or cost position.
The SpenDifference Risk Management process provides recommendations to drive long-term, predictable costs on key items to protect customers’ operating profits and ensure accurate budgeting. We work with suppliers to create cost formulas for commodity components of ingredients. Price targets are informed by SpenDifference category experts but are always set by the customer. Price and supply risk can be mitigated in volatile markets. We also get the input of industry-leading economists to understand future pricing trends.
Our proprietary Business Intelligence systems are the foundation of our business and is driven by industry leading technology. The volume and complexity of data in the restaurant business is staggering. Our technology transforms that data and provides information unique to each brand that drives concrete actions improving revenue and profitability.
Distribution and Logistics
The SpenDifference Distribution and Logistics team plays the critical role of ensuring product is delivered to restaurants at the right time, at the right price, and in the right condition. Network design, pricing negotiation, logistics, freight and performance evaluation lead to the right solution for each customer.
Our distribution and logistics resources are responsible for contract price audits, distributor price communication, product transitions, distributor inventory management, contract administration, and onboarding distribution centers.
We empower restaurants to realize their full brand potential, and we are relentlessly committed to solving your unique supply chain needs with customized solutions that best fit the needs of your business.
“SpenDifference has been a true and powerful partner of Dream Dinners. They brought forth a solution that we had not had available to us previously. In the void of scale that most mid-size companies face in food procurement, SpenDifference crafted a solution with us that has led to leverage and substantial food cost reductions traditionally not available to a company our size. They are not an extension of our business; they are integral in our operations and part of the Dream Dinners family.”
Dream Dinners – CEO
“Working with SpenDifference has helped us integrate smarter purchasing management. They’ve brought our food costs down, which has allowed us to keep our brand focused on value and quality across the menu. SpenDifference combines the buying power of all their clients, so we all get the best deal.”
CEO Sizzler – USA
"We’re a growing restaurant group and SpenDifference provides us resources and expertise that are outside our wheelhouse. Again and again they roll up their sleeves and go to bat for us. And as part of a much larger team of restaurant brands, we benefit from the combined buying power of all the brands SpenDifference represents.”
Former President & COO – The Counter
“We were building our own collaborative supply chain, hiring our own people, but felt as we got in to it that the best thing to do would be to utilize a third party.”
SVP Global Supply Chain – Focus Brands
“In order to consolidate purchasing, I knew that I didn’t have the expertise or the resources internally. It was far easier to go out and hire smarter people than I am who had industry experience in the purchasing realm and the supply chain management function. That allows us as a company to focus on our guest, our growth and running great restaurants, and takes the people that are really good at supply chain management and puts them in the right place. It's been a great model and has worked really well so far.“
Chief Operating Officer – HuHot