Integrating local suppliers in the operation of a restaurant in Colombia can improve profitability, reduce logistics costs and strengthen gastronomic identity. This strategy allows to build an efficient, sustainable and aligned value chain with the demands of the current consumer.
In Colombia, more and more restaurants are integrating suppliers premises as part of its strategy of profitability, quality and sustainability. This approach not only generates operational efficiency, but also promotes the development of regional economies, improves the traceability of the ingredients and responds to a consumer that values the origin of the products it consumes.
According to golden arches, McDonald’s operator in the country, 70 % of its suppliers are Colombians. This data puts on the table the impact that a well -managed local network can have on the daily functioning of a restaurant.
Key benefits of working with local suppliers in Colombia
One of the main advantages is the reduction in logistics costs. When the supply comes from nearby regions, delivery times decreasethe risk of low interruptions and the products reach better conditions. This improves freshness, decreases waste and optimizes inventory rotation.
“The supplier gives us the product in a distribution center. If I have to go to Huila to bring the onion, that for me is not viable. Instead, he brings it together with other orders and we have already achieved greater performance ”, Explains Héctor Orozco, general director of Golden Arcos Colombia.
To this is added the possibility of sharing delivery routes with other customers of the supplier, which allows more efficient distribution agreements that benefit all actors in the chain.
Impact on the cost structure and financial planning
work with local suppliers allows greater visibility on the factors that affect prices. By eliminating intermediaries and negotiating directly, restaurants can establish more stable price protocolslinked to basic products whose values can be foreseen or managed.
“We have protocols of structured prices where we see the commodities and it is already defined what the profit margin is. What we do is work on what we can handle, ”says Orozco.
This model facilitates Financial planning reduces exposure to international volatility and allows menus to be adjusted without affecting business profitability.
Requirements to be a provider of the gastronomic sector
To operate with formal restaurants and chains in the Horeca sector, local suppliers must comply with rigorous technical criteria. Among them are food safety, traceability, environmental certifications, fair labor practices and commitment to continuous improvement.
“We are looking for suppliers who want to invest in technology, to treat their people well and comply with safety and quality standards,” says Orozco.
In the case of McDonald’s, the packaging comes from certified national companies by FSC and PEFC. Coffee is grown with support from Rainforest Alliance and eggs come from cage -free chickens. This shows that it is possible to build a competitive value chain from the local, provided that the standards are clear and accompanied by technical support.
Promote the growth of suppliers from the restaurant
The relationship between restaurants and suppliers It should not be limited to the transaction. Transfer knowledge, share standards and foster joint audits It allows small producers to improve their processes, formalize and climb their operational capacity.
-“A supplier told us that, even before delivering the first product, it had already improved working processes and conditions in your company thanks to our demands,” says Orozco.
McDonald’s applies this model through its initiative I am from herewith which he promotes long -term alliances with suppliers that can expand in line with the brand, Strengthen its operations and become key actors of the Colombian food industry.
Local supply and gastronomic identity
The origin of the ingredients is increasingly valued by diners. Including native products not only allows differentiating the menu, but also generates emotional connection with the customer and strengthens the brand story.
“We have had empanadas, arepas, rice, beans … pHigh acceptance ripes among Colombians. As Colombians, we like the things of our Tierrita “Orozco remembers.
This logic allows restaurants to apply a effective glocalization (local adaptation with global vision): operate with international standards, But adjusting the offer to the tastes, customs and products of the Colombian context. In the case of McDonald’s, this has resulted in special editions of sauces, topings and desserts Made with regional supplies.
Recommendations to start with local suppliers
The transition process to national suppliers must be progressive. Some recommendations for operators in the Horeca sector are:
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Audit current inputs and identify which can be replaced by local versions without compromising quality.
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Establish clear technical criteria and demand backup documentation (safety, origin, good practices).
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Develop contracts with long -term vision that contemplate technical support and shared training spaces.
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Use the narrative of origin in communication with the client as a brand differentiator.
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Measure the financial, social and operational impact of local purchase decisions.
“One: provide formal employment to young people. Two: avoid mediocrity. And three: practice humility. I don’t remember a single situation in which, acting with humility, has lost,” Orozco concludes.
