Most restaurant owners think all ingredients deserve equal attention - that's expensive thinking. B-products in an ABC analysis are your mid-tier ingredients, typically representing 30% of your ingredients but only 15% of your total purchase value. Managing them correctly saves time and money without disrupting your kitchen operations.
What exactly are B-products?
In an ABC analysis, you divide all your ingredients into three groups based on purchase value and usage patterns. B-products occupy the middle ground: more significant than C-products (your niche items), but less critical than A-products (your top sellers).
💡 Example B-products:
- Onions, carrots, celery (basic vegetables)
- Standard herbs and spices
- Eggs, milk, butter
- Standard cooking wines
- Basic sauces and oils
You use these products consistently, but they're not your most expensive ingredients.
Characteristics of B-products
B-products typically share these traits:
- Moderate purchase value: €50-200 per month per product
- Regular usage: 2-4 times per week
- Multiple suppliers possible: not unique to one supplier
- Extended shelf life: often good for 1-2 weeks
- Predictable consumption: you know roughly how much you need
How do you identify B-products in your kitchen?
Examine your purchase records from the past 3 months. B-products are ingredients that:
💡 Example identification:
Restaurant with €8,000 monthly purchases:
- A-products: meat, fish, premium ingredients (€4,800, 60%)
- B-products: basic vegetables, dairy, herbs (€1,200, 15%)
- C-products: special garnishes, seasonal items (€2,000, 25%)
- Cost between €10-50 per week
- Used in at least 3 different dishes
- Don't make or break your signature dishes
- Available from multiple suppliers
Smart purchasing strategy for B-products
For B-products, you can apply a different approach than for your A-products:
Optimize ordering frequency
You don't need to monitor B-products daily. An effective routine:
- Check 2x per week: Tuesday and Friday
- Order for 1-1.5 weeks of stock
- Use the 80/20 rule: order when you have 20% left
⚠️ Watch out:
Don't order B-products in excessive quantities. While they last longer, too much stock ties up working capital and storage space.
Supplier management for B-products
With B-products, you can be more strategic about suppliers:
- Bundle orders: order multiple B-products at once
- Compare prices: switch suppliers if the difference is significant
- Ask for volume discounts: on larger quantities
- Plan seasonal purchases: onions and carrots are cheaper in winter
💡 Real-world example:
Bistro with 80 covers/day saves €150/month by:
- Bundling B-products once per week instead of 3 times
- Seasonal purchasing of shelf-stable products (onions, potatoes)
- Volume discount on herb orders
Stock control for B-products
After managing kitchen operations for nearly a decade, I've learned that B-products require less intensive monitoring than A-products, but still need systematic control:
- Weekly count: inventory every Monday
- FIFO system: first in, first out
- Set minimum stock: how much do you need at minimum?
- Determine maximum stock: how much can you store without spoilage?
Digital management of B-products
For B-products, a simple system works better than complex solutions. You don't need detailed analyses, but you do need clear overview. An app like KitchenNmbrs helps you to:
- Track purchase prices per supplier
- Calculate order quantities based on usage
- Monitor expiration dates
- See cost impact when prices change
⚠️ Watch out:
Don't make B-product management too complex. The goal is to save time and money, not create more paperwork.
When B-products become A-products
Sometimes a B-product shifts to the A category. This happens when:
- You introduce a new signature dish
- An ingredient suddenly becomes much more expensive
- Your menu changes and certain ingredients are used more often
- Seasonal fluctuations triple the price
So review your ABC classification every quarter. What was a B-product last year might be an A-product now.
How do you manage B-products efficiently? (step by step)
Identify your B-products
Make a list of all ingredients you use and sort by monthly purchase value. B-products fall between €50-200 per month and are used regularly but aren't your most expensive items.
Set minimum and maximum stock levels
Determine per B-product how much you need to have at minimum (to avoid running out) and maximum (to prevent spoilage). Use the 80/20 rule: order when you have 20% left.
Create a weekly check routine
Check your B-product stock every Monday. Count what you have, compare with your minimum, and make a shopping list for the week. Bundle orders to save on delivery costs.
Monitor prices and suppliers
Compare your B-product prices from different suppliers every month. Switch if needed, but consider delivery reliability and quality, not just price.
Review your ABC classification quarterly
Check every quarter whether your B-products are still B-products. Menu changes and price fluctuations can turn a B-product into an A-product, or vice versa.
✨ Pro tip
Review your B-product supplier prices every 6 weeks during peak season. Vegetable and dairy prices fluctuate more than most operators realize, and switching suppliers can save 8-12% on these mid-tier ingredients.
Calculate this yourself?
In the KitchenNmbrs app you can do this in just a few clicks. 7 days free, no credit card.
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Frequently asked questions
How many B-products does an average restaurant have?
An average restaurant has 30-50 B-products. These are usually basic ingredients like vegetables, herbs, dairy, and standard sauces that you use regularly but aren't your most expensive items.
Do I need to check B-products daily?
No, you don't need to check B-products daily. A weekly check is usually sufficient because they have longer shelf life and more predictable usage than A-products.
Can I always choose the cheapest supplier for B-products?
Not always. Price matters, but also consider supplier reliability and quality. Saving a few euros doesn't help if your supplier is unreliable or delivers lower quality.
How much B-product stock should I keep?
Usually keep 1-1.5 weeks of stock for B-products. Enough to avoid running out, but not so much that you tie up working capital or risk spoilage.
When does a B-product become an A-product?
A B-product becomes an A-product when the purchase value increases significantly (due to price increases or higher usage), or when it becomes crucial for a new signature dish. Check this every quarter.
Should I negotiate contracts for B-products like I do for A-products?
Generally no. B-products have more supplier options and lower individual impact, so spot purchasing or simple monthly agreements work better than complex contracts.
What percentage of my total food cost should B-products represent?
B-products typically represent 15-20% of your total food cost. If it's much higher, you might need to reclassify some items as A-products and manage them more intensively.
📚 Sources consulted
- EU Verordening 852/2004 — Levensmiddelenhygiëne (2004) — Official source
- EU Verordening 853/2004 — Hygiënevoorschriften voor levensmiddelen van dierlijke oorsprong (2004) — Official source
- EU Verordening 1169/2011 — Voedselinformatie aan consumenten (2011) — Official source
- NVWA — Hygiënecode voor de horeca (2024) — Official source
- NVWA — Allergenen in voedsel (2024) — Official source
- Codex Alimentarius — International Food Standards (2024) — Official source
- FSA — Safer food, better business (HACCP) (2024) — Official source
- BVL — Lebensmittelhygiene (HACCP) (2024) — Official source
- Warenwetbesluit Bereiding en behandeling van levensmiddelen (2024) — Official source
- WHO — Foodborne diseases estimates (2024) — Official source
Food Standards Agency (FSA) — https://www.food.gov.uk
The HACCP standards shown in this application are for informational purposes only. KitchenNmbrs does not guarantee that displayed values are current or complete. Always consult the FSA or your local authority for the latest regulations.
Written by
Jeffrey Smit
Founder & CEO of KitchenNmbrs
Jeffrey Smit built KitchenNmbrs from 8 years of hands-on experience as kitchen manager at 1NUL8 Group in Rotterdam. His mission: give every restaurant owner control over food cost.
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