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F&B Management

Code: 107811
Credits: 6
2026/2027
Degree programme Type Course
Hotel Management OB 1

Contact lecturer

Name :
Isaac Lozano Alfaro
Email :
isaac.lozano.alfaro@uab.cat

Teaching staff

José Luis García Victorino

Group languages

You can consult this information at the end of the document.

Prerequisites

There are no prerequisites

Objectives

The Food and Beverage Management course provides students in the first year of the Degree in Hotel Management with the theoretical foundations necessary to effectively manage the kitchen and restaurant department. It analyzes the structure of the area, the organization of spaces, the management of the human team and the design of the gastronomic offer, with special attention to cost control and decision making.

Through a current and professional approach, the course integrates industry trends such as sustainability, digitization and culinary innovation, preparing the student to meet the challenges of operational management in F&B with solvency.

At the end of the course the student should be able to:

  1. Analyze the organizational structure of a Food & Beverage department in different types of establishments, identifying functions, professional competencies and internal communication flows.
  2. Design and implement effective planning and cost control systems in the field of catering, integrating digital tools and economic sustainability criteria.
  3. Implement advanced operational management models in F&B based on quality standards, energy efficiency, digitalization and customer satisfaction.
  4. Supervise and coordinate production and service processes in catering, adapting procedures to customer needs, organizational culture and available resources.
  5. Make informed strategic decisions for the competitive development of the F&B department, incorporating criteria of gastronomic innovation, social responsibility and profitability.
  6. Know and guarantee the proper use of kitchen equipment, machinery and technology, ensuring their preventive maintenance and their alignment with current regulations.
  7. Apply updated protocols of hygiene, cleanliness and food safety in the kitchen, in accordance with the principles of the HACCP system and national and international regulatory frameworks.
  8. Manage the supply,reception and conservation of raw materials, applying quality control, traceability and food waste reduction techniques.
  9. Design efficient systems for the administration of human and material resources in the kitchen, aligned with environmental responsibility and continuous improvement.
  10. Incorporate emerging trends in gastronomy and consumption (plant-based, zero kilometer, cultural fusion, culinary technology) in the conceptualization of the gastronomic offer and business models.

Learning outcomes

  • CM21 (Integrate the different management systems studied in hotel and restaurant departments.) Integrate the different management systems studied in hotel and restaurant departments.
  • KM21 (Identify the concepts related to food safety and hygiene and the basic guidelines for opening establishments in the tourism sector.) Identify the concepts related to food safety and hygiene and the basic guidelines for opening establishments in the tourism sector.
  • KM22 (Recognise the principles for developing food offerings in the sector for different groups by identifying their needs.) Recognise the principles for developing food offerings in the sector for different groups by identifying their needs.
  • KM23 (Distinguish hygienic standards and food handling standards and their application in the sector.) Distinguish hygienic standards and food handling standards and their application in the sector.
  • KM24 (Identify the structure and management of the different hotel departments, as well as the competencies and skills of the professionals in the different areas.) Identify the structure and management of the different hotel departments, as well as the competencies and skills of the professionals in the different areas.
  • SM30 (Experience the structure and management of the different hotel departments, as well as the competencies and skills of the professional profiles that make up the different areas.) Experience the structure and management of the different hotel departments, as well as the competencies and skills of the professional profiles that make up the different areas.

Contents

Unit 01. Introduction to F&B Management in hotels


  • The F&B department in the hotel context: structure and functions.
  • Service typologies, trends and evolution of the sector.
  • Kitchen and dining room organization chart: professional profiles, functions and competencies.
  • Introduction to sustainability and social responsibility in F&B.


Unit 02. Digitalization, marketing and reservation management


  • Digital tools applied to catering (POS systems, reservation software, kitchen management).
  • Marketing channels in physical and digital environments.
  • Reservation management and customer relationship management through CRM and online platforms. Review management.


Unit 03. Design, installations and operation of professional kitchens


  • Typologies and workflows in professional kitchens and restaurants.
  • Design of kitchen spaces: ergonomics, safety and sustainability.
  • Design of restaurant spaces: ergonomics, safety and sustainability.
  • Kitchen machinery & Tools
  • Restaurant machinery & Tools
  • Outsourcing of services and functional organization.


Unit 04. Process management, production and sustainability.


  • Process control: purchasing, storage, production and distribution.
  • Technical sheets and scandals.
  • Product yield and waste management.
  • Convenience food: fourth and fifth range.


Unit 05. Management of the gastronomic offer and customer experience.


  • Design and preparation of menus: balance, profitability and adaptability.
  • Gastronomic architecture and conceptualization of the offer.
  • Inclusivity: cuisine for all and special diets.
  • Creation of memorable gastronomic experiences.


Unit 06. Management models, leadership and business creation.


  • Integral management models in catering.
  • Team organization: leadership, delegation and motivation.
  • Creation of business concepts: viability and value proposition.
  • Culinary innovation, sustainability and consumer trends.


Unit 07. Specific services in the hotel environment


  • Hotel breakfast, minibar, room service, bars and banquets.
  • Fine & Casual Dining.
  • Catering in all-inclusive programs.
  • MICE operations: event phases and key logistics.

Learning activities and methodology

Title Hours ECTS Learning outcomes
Case Studies 10 0.4 CM21
Tutorials 10 0.4 KM22, KM24, SM30
Theory classes 36 1.44 CM21, KM21, KM22, KM24
Individual Study 0 0 CM21, KM21, KM24, SM30
Assignment Preparation 20 0.8 CM21, KM21, SM30

Methodology

  • Classes are taught in Spanish
  • Expository and participatory classes of the concepts and contents of the subject.
  • Theoretical-practical classes in which the contents are worked on in the form of projects and activities.
  • Problem solving and practical cases in group with final presentation.
  • Cooperative learning and individual learning for the development and presentation of work. It includes the work directed by the teacher and the hours of study by the student.
  • Tutorials: individual or group to solve doubts or work on specific concepts.


Use of AI in tasks does not require evaluation.

  • This subject allows the use of AI technologies as an integral part of the classroom work, provided that the final result reflects a significant contribution from the student in terms of analysis and personal reflection.
  • The student must clearly
  • (i) identify which parts have been generated using AI technology
  • (ii) specify the tools used;
  • (iii) include a critical reflection on how these have influenced the process and final outcome of the activity.
  • Lack of transparency regarding the use of AI in the assessed activity will be considered academic dishonesty; the corresponding grade may be lowered, or the work may even be awarded a zero. In cases of greater infringement, more serious action may be taken.


Use of AI in assessment tests

  • This subject entirely prohibits the use of AI technologies in all assessment activities.
  • Any submitted work that contains content generated using AI will be considered academic dishonesty; the corresponding grade will be awarded a zero, without the possibility ofreassessment.
  • In cases of greater infringement, more serious action may be taken.

Annotation: within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.

Assessment

Continuous assessment activities

Title Weight Hours ECTS Learning outcomes
Final exam 30% 18 0.72 CM21, KM21, KM22, KM24, SM30
Individual project 20% 16 0.64 CM21, KM22, KM24, SM30
Group Activity 10% 11 0.44 KM23, SM30
Class activities 10% 11 0.44 CM21, KM21, KM22, KM23, KM24, SM30
Midtem Exam 30% 18 0.72 CM21, KM21, KM22, KM24, SM30

CONTINUING EVALUATION

  • The assessment system consists of practical activities/projects, as well as a midterm exam and a final exam designed to evaluate the understanding of—and connections between—the theoretical topics and concepts covered; the exams encompass all material presented in lectures.
  • Projects must be submitted in the manner and by the deadline stipulated by the course instructor.
  • Failure to submit projects on time and in the required format will result in a grade of "Not Submitted" (No Presentado) and the loss of the right to continue with continuous assessment.
  • The date(s) will be listed in the official academic exam schedule and the EUTDH Center's official course program.
  • A minimum score of 4 is required on both exams and tests in order to calculate an average grade. The resulting average must be higher than 5.
  • The course grade will be recorded as "Not Assessable" (No Evaluable) if the student fails to complete all assessment activities and/or fails to take the final exam.


B. SINGLE ASSESSMENT.

  • Reports account for 50% of the total grade and must be submitted on time and in the proper format; a minimum score of 5 is required for each one. Additionally, a final exam worth 50% of the grade will be held in accordance with the guidelines in this document; a minimum score of 5 is required to pass.
  • In all cases, students must have passed all reports and activities required for the single assessment and/or continuous assessment.
  • Single assessment exams or continuous assessment tests will be held on the date and time established in the academic calendar and the EUTDH Official Schedule for students who did not successfully complete the continuous assessment and for those who opted for the single assessment.
  • The course grade will be recorded as "NOT ASSESSED" if the student fails to complete all assessment activities and/or fails to take the final exam.
  • The professor will provide timely information regarding the exam format, duration, and location.
  • No date changes will be permitted without the express approval of the academic coordination team.


C. RE-ASSESSMENT

  • The retake process for students under the single assessment scheme will be the same as for the rest of the class. No minimum grade is required to take the retake exam if the single assessment option was chosen.
  • In all cases, students must have passed all reports and activities required under the single assessment and/or continuous assessment schemes.
  • It is necessary to pass the exams with a minimum grade of 5.
  • The course grade will be recorded as "NOT ASSESSED" if the student fails to complete all assessment activities and/or fails to take the retake exam.
  • The instructor will provide timely information regarding the exam format, duration, and location.
  • No changes to the scheduled date will be permitted without the express approval of the program coordinator.


If a student commits any type of irregularity that could lead to a significant alteration of the grade for an assessment activity, that activity will be assigned a grade of 0, regardless of any disciplinary proceedings that may ensue.

If multiple irregularities are confirmed across assessment activities for the same subject, the final grade for that subject will be 0


The policy on AI usage outlined in the Methodology section applies to all assessments.

Bibliography

  • David Rubert Boher, La cuenta, por favor: La gestión de negocios de restauración,2018, Ed Planeta
  • Eloy Rodríguez, Gastromarketing: Los 16 ingredientes imprescindibles para abrir, gestionar, promocionar un restaurante y triunfar en el competitivo mercado del siglo xxi.
  • Claudio Ponce, Marketing gastronómico: la diferencia entre triunfar y fracasa,2019, Bubok Editorial
  • Roberto Brisciani , El secreto de un restaurante magnético. Cómo conseguir que tu restaurante esté lleno cuando los demás están vacíos, 2017.
  • DANIEL GALY ,Gestión de la producción en cocina, 2020, Paraninfo
  • Cerra, Javier; Dorado, José A.; Jara, Diego; García, Pedro E. (1997): \" Gestión de Producción de Alojamientos Turísticos \" - Colección \"Gestión Turística\"; Ed. síntesis; 552 páginas.
  • Dorado, José Antonio (1996): \" Organización y Control de Empresas en Hostelería y Turismo \" ; -
  • Colección \"Ciclos Formativos FP Grado Superior Hostelería\"; Ed. síntesis; 252 páginas.
  • Wil Guidara Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect- 2022- Ed Optimism Press 288 páginas.
  • Danny Meyer Setting the Table: The transforming Power of Hospitality in Business ED Ecco 2018 
  • Donald Burns Your Restaurant Culure Sucks! Escape mediocrity.
  • Donald Burns Your Restaurant Sucks! Embrace the Suck. Unleash your Restaurant. Become outstanding
  • Donald Burns Your Restaurant Still Sucks! Stop playing small. Get whta you want. Become a badass
  • FELIPE GALLEGO, JESÚS. DIRECCION ESTRATEGICA EN LOS HOTELES DEL SIGLO XXI. McGraw Hill Interamericana. Madrid, 1996
  • MESTRES, JUAN R. TECNICAS EN GESTION Y DIRECCION HOTELERA. Editorial Gestion 2000. Barcelona, 2003
  • ORIOL AMAT i FERNANDO CAMPA, CONTABILIDAD, CONTROL de GESTION y FINANZAS de HOTELESEditorial PROFIT. Barcelona, 2011.
  • ROCHAT, MICHEL. MARKETING Y GESTION DE LA RESTAURACION. Editorial Gestion 2000. Enero, 2001
  • MELLADO, SERGIO, HABITACIONES EN LA CARTA. LA DIRECCION  DE F&B EN UNA CADENA HOTELERA. Independently published. Diciembre, 2020

Software

  • Miro. www.miro.com
  • Wooclap. www.wooclap.com
  • MS Excel
  • Genially. www.genially.com
  • Floorplanner. www.florplanner.com
  • Apps gratuita para IOS y Android:
  • Hotel Empire Tycoon. Juego/Simulador de Gestión y administración hotelera
  • Idle Restaurant Tycoon. Juego/Simulador de Gestión y administración de restaurantes

Teachers may authorize or restrict the use of electronic devices (tablets, computers and cell phones) during face-to-face sessions, depending on the pedagogical objectives and dynamics of the class.

Course groups and languages

The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE

Type of teaching Group Language Semester Shift
(TE) Theory 1 Spanish second semester morning-mixed