Degree

Master of Business Administration

Faculty / School

School of Business Studies (SBS)

Advisor

Dr. Adnan Ahmed, Scholar in Residence, Department of Marketing

Project Coordinator (External)

Abdul Samad Rashid, CEO, Wah Brands Pvt Ltd

Client

Wah Brands

Committee Member 1

Mr. Rais ur Rehman, Project Reviewer, Department of Marketing

Project Type

MBA Research Project

Keywords

Strategy Execution, Supply Chain Optimization, Quick Service Restaurants (QSR), Inventory Turnover: Internal Benchmarking, SKU Rationalization

Abstract / Summary

Wah Brands is a Quick Service Restaurant (QSR) company having multiple brands across Karachi and Islamabad with an annual revenue of PKR 960 million and over 35 restaurant outlets. The central premise of this study is that Wah Brand’s longstanding financial underachievement is not merely attributable to strategic factors like branding or marketing, instead, a large part of the problem is the result of operational inefficiencies in supply chain, food cost management, inventory management and other related operational matters. We use the information collected to identify the root causes and propose a data-driven, step-by-step turnaround roadmap that the company can implement within the existing financial constraints.

Key Findings from Primary and Secondary Research

• Total active SKUs across all brands is 1,589, which is way above the industry benchmark of 400-800 for multi-brand QSRs

• 69 SKUs classified as dead stock (system stock maintained but there is no recent consumption)

• Sales through ‘Food Panda’ channel accounts for 28.6% of revenue but the platform charges 25-28% commissions, significantly eating up contribution margins.

• Peak revenue hours are 8 PM (PKR 5.28M) and 9 PM (PKR 5.21M)—evening/dinner periods comprise 62.7% of total revenue

• The overall monthly inventory turnover ratio (ITR) of Wah Brands is 3.41x, which is at par with the lower range of the mid-sized global benchmark of 3.3-4.3x. However, there are stark variances at brand as well as outlet levels indicating overstocking at certain outlets.

• The overall food cost of the company is 43.52% - 8.52%, which is much higher than the upper range of the global industry benchmark of 28-35%, with stark variances within the brands: CJ at 34.20% and Hey PiTA/PN at 52.34%. Hey PiTA/PN high food cost coupled with 25-28% Food Panda commissions renders their sales almost unprofitable once other overheads are accounted for.

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Available for download on Friday, August 11, 2028

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