Final Report for Chicken Plus | Môn Production and Operations Management - Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

lOMoAR cPSD| 58097008
VIETNAM NATIONAL UNIVERSITY HCMC
INTERNATIONAL UNIVERSITY
━━━━━━━━━✦━━━━━━━━━ SCHOOL OF BUSINESS
PRODUCTION AND OPERATION MANAGEMENT FINAL REPORT Course:
Production and Operation Management Lecturer: Dr. Nguyen Nhu Tung Prepared by: Group G4 Group Members: Le Vu Phuong Thao BABAIU21276 Dang Duy Huy BABAIU21409 Le Huynh Khanh Linh BABAIU21432 Dang Thi Minh Anh BABAIU21334 Le Nguyen Bao Ngoc BABAWE19374 Nguyen Anh Thy BABAWE21415 Nguyen Pham Thuy Vy BABAWE21430 Dam Thi Bach Lien BABAIU21227 Le Thai BABAWE20092
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━ Student Name Participation % 1. Le Vu Phuong Thao BABAIU21276 100% 2. Dang Thi Minh Anh BABAIU21334 100% lOMoAR cPSD| 58097008 3. Dam Thi Bach Lien BABAIU21227 100% 4. Nguyen Anh Thy BABAWE21415 100% 5. Nguyen Pham Thuy Vy BABAWE214430 100% 6. Dang Duy Huy BABAIU21409 100% 7. Le Huynh Khanh Linh BABAIU21432 100% 8. Le Thai BABAWE20092 100% 8. Le Nguyen Bao Ngoc BABAWE19374 90% Table of Contents
I. INTRODUCTION TO CHICKEN PLUS ............................................................................................... 2
II. ANALYSIS AND PROBLEM SOLUTION........................................................................................... 3
1. Service delivery process ............................................................................................................................ 3
2. Arrival rate, output rate, and throughput time ................................................................................. 8
3. Layout ............................................................................................................................................................. 10
4. Customer in the process .......................................................................................................................... 12
5. Information technology ........................................................................................................................... 15
6. Characteristics the service line ............................................................................................................. 16
7. Waiting process ........................................................................................................................................... 17
8. Methods to balance demand and supply ........................................................................................... 18
III. Conclusion ...................................................................................................................................... 19
IV. Reference......................................................................................................................................... 20
I. INTRODUCTION TO CHICKEN PLUS
Chicken Plus is a franchised Korean fried chicken chain in Vietnam. Founded in 2016,
Chicken now has more than 500 stores in Korea and first launched in Vietnam in 2019,
growing gradually to open over 100 stores nationwide. The restaurant provides dishes made
from chicken with special flavors to bring customers the most wonderful meal. Chicken
Plus is not only a place to eat delicious fried chicken, it's also a place to strengthen the bond with the loved ones. lOMoAR cPSD| 58097008
The purpose of this report is to analyze the operation management of Chicken Plus on
Nguyen Gia Tri Street, Binh Thanh District. Throughout the demonstration of how the
Chicken plus operate, the report presents both problems of each aspect in the operation
process and propose solutions parallelly. Notably, we focus much on two biggest flaws in
operation, which are related to Chicken plus’s process and layout.
II. ANALYSIS AND PROBLEM SOLUTION
1. Service delivery process
Question study/research: Which work process have you chosen to focus on within the
service delivery system? What are the steps involved in your chosen work process? What is
the sequence in which they occur? Please draw a flowchart to illustrate it. What are the
key resources used for performing those tasks? 1.1. Work process
We have focused on the service delivery process of Chicken Plus at Nguyen Gia Tri, Binh
Thanh. This process involves the various steps and activities associated with providing
customers with chicken-related foods and services.
1.2. Process delivery steps
According to our group survey in the Chicken Plus store at Nguyen Gia Tri, the service
delivery process in the Chicken Plus store involves several steps below:
Step 1: Waiters processing customer arrival
This step involves checking the number of customers and current availability of tables to serve customers.
Step 2: Waiters arranging seatings and providing the menu
This step consists of arranging a suitable table based on the reservation details and the
current availability in the store, taking into consideration any specific requests, such as a
particular section or seating preference. After that, waiters hand over the menus to the
customers, and briefly explain if there are any daily specials, promotions, or featured items.
Step 3: Waiters transferring orders to cooks
Waiters note down customers' orders on a piece of paper. After that, the waiters come
downstairs and transfer the customer orders to the cooks.
Step 4: Cooks preparing dishes lOMoAR cPSD| 58097008
The cook processes and prepares the chicken with other dishes according to the customer's specific order.
Step 5: Waiters serving
The waiters deliver specific dish orders to the correct customers.
Step 6: Customers making payment
After eating, the customers receive from the waiters the list of items ordered before that
need to be paid. However, this list does not include the price of the meal. After that,
customers come downstairs to make payment at the kitchen door. The cashier, who is one
of the cooks, receives the list of items from customers and hands back the bill. Customers
can pay either in cash, card, or other methods.
Step 7: Waiters cleaning and setting up tables for the next customers
The waiters clean previously used tables as well as arrange tables and chairs to prepare for
the next customer. This step was added to this process due to its crucial role in preparing
for the next service cycle within the service delivery process. Skipping this step would
result in the omission of an essential part of the process, as the initial step involves
welcoming guests, necessitating prior cleaning and preparation of the seating area,
including the end of the previous service circle.
To give a much more comprehensive understanding about the delivery process at Chicken
Plus, there is a detailed flow chart below: lOMoAR cPSD| 58097008
The following table describes the time and personnels in charge of each step in the process. lOMoAR cPSD| 58097008
SUBJECT CHARTED: CHICKEN PLUS SERVICE DELIVERY PROCESS
Chicken Plus's Nguyen Gia Tri Street IN CHARGE SPACE IN (NUMBER TIME IN MINS PROCESS DESCRIPTION METER OF EMPLOYEE) -
The customer arrives at the Chicken Plus store.
The waiter transfers the customer to the first floor to process 2 preservation. 1
The waiter greets and processes the preservation. 1
The waiter checks for an available table.
The waiter confirms the table arrangement and transfers the customer to 2 the table. 5 waiters 0.5
The waiter directs the customer to the waiting room. 1
The waiter makes the order by introducing the menu. 5-10 The customer takes the order. 2
The waiter transfers the customer's order to the cook. 3 chicken fryers 10-20 The cook prepares the order. 2
The waiter transfers the order to the customer's table. 10x12m 5 waiters 45-60
The customer experiences dining. 1
The customer finishes the meal and leaves to prepare to make payment. 0.5
The waiter notices and directs the bill to the customer. 1
The customer transfers from the eating room to payment counter on the first floor
The cashier, acting as a chicken fryer, receives the bill and processes the 5 customer's payment. 1/3 chicken fryers 0.5
The cashier makes a customer farewell lOMoAR cPSD| 58097008
The waiter cleans and sets up table arrangements after the customer 5 waiters 10 leaves. 1.3. Key resource
The key resources for Chicken Plus at Nguyen Gia Tri to perform the service delivery
process are divided into 2 categories: on-hand facilities and variable resources.
In terms of on-hand facilities: the facilities include all of the space, equipment, furniture,
decoration thing, and the point-of-sale (POS) system. These facilities are involved in the
daily serving process of Chicken Plus in the long-term operation. In more detail, Chicken
Plus has a 10x12-meter building including 2 floors, with the first floor as a kitchen and a
cashier counter, and the second floor including 2 eating counters, 1 toilet, 1 stair, and 1
basement parking spot. They also invest in a POS system to check customer orders for each
table arrangement and ensure the accuracy of the bill.
In terms of variable resources: the ingredient suppliers and employees are two most
influencing factors. Particularly, Chicken Plus relies on a network of suppliers, providing
key ingredients such as chicken, vegetables, corn, dried seaweed, rice, noodles, sauce, and
cooking spices while being supported by a team of five waiters, three versatile chicken
fryers who also serve as cashiers, and one dedicated parking guard. These resources
collectively contribute to the efficient operation of the Chicken Plus store, from preparing
chicken to serving customers and maintaining a clean space.
1.4. Problems and solutions
One of 2 of the biggest flaws in the service delivery process at Chicken Plus Nguyen Gia
Tri is the process, specifically the payment process which is executed inappropriately.
Instead of handing customers the bill that listed the items ordered and specific prices and
processing payment at the table on the second floor, the staff only provides a bill with
ordered dishes without their prices. Subsequently, customers have to go to the first floor to
make the payment. This process makes customers uncomfortable as they do not know the
prices of the items on the bill immediately and have to go downstairs to the payment counter
which is also the kitchen. This also causes the long waiting time in the peak hour.
Therefore, one suggested solution is implementing Tableside Payment Processing where
the serving staff handles the payment directly at the table. This approach makes it easier to
track the number of customers who have paid, as well as reduce the workload for the cooks
(who also serve as the cashiers). Chicken Plus hence can significantly improve the customer lOMoAR cPSD| 58097008
payment experience, make it more efficient, transparent, and aligned with modern dining expectations.
The process after apply the Tableside Payment Processing can be illustrated as follows:
2. Arrival rate, output rate, and throughput time
Question study/research: What is the arrival rate for the process? What is the output rate
for each step of the process? What is the throughput time for customers?
2.1. Time and rates analysis
The opening time of Chicken Plus is from 9:00 to 22:00 every day, from Monday to Sunday.
Based on our research and The arrival rate can be estimated as follows:
The arrival rate ranges diversely based on plenty of reasons. For instance, if the customers
are students, they usually come at noon to have lunch before continuing learning. However,
if they are employees working from 9am to 5pm, it is obvious that they usually come after
6pm. In general, daily peak hours fall into 2 ranges: 11:00 - 13:00 and 17:00 - 19:00. In
peak hours, Chicken Plus needs to have higher input to meet the higher demand. lOMoAR cPSD| 58097008
According to our observation of Chicken Plus, the output rate for each step can be presented as follows:
Time for customers to order food: This depends on the customer's decision making time,
usually it is about 5 to 10 minutes.
Time for customers to receive food: 14-24 minutes. This output rate includes both time
that the waiters transfer order to the cooks (2 minutes) and deliver the food to customers (2
minutes). This may vary depending on the cooking speed of the kitchen as well as the
number of customers being served.
Time for customers to have a meal at Chicken Plus: This depends on each customer,
usually it is from 45 to 60 minutes.
Taking into consideration other processes, including customers waiting to be settled into
tables and customers making payments, the throughput time can vary from over 1 hour to nearly 2 hours. 2.2. Problem and solution
Based on each step’s time to process, the bottleneck in the service delivery process at
Chicken Plus Nguyen Gia tri is the process to prepare food, which lasts 10-20 minutes. This
predominantly causes the time for customers to receive food can be up to 24 minutes. The
root behind why it takes so long for the kitchen to process food is to drive from the location
of the store that is near many schools, hence in peak hours, they have to serve many
customers at once. Moreover, Chicken Plus takes orders by papers, this can cause even
more time for the waiters to transfer the orders to cooks. Furthermore, the time can be
lengthened when there is inaccuracy regarding the orders.
The suggested solution is to create an order website. Customers who want to order can scan
the QR and order directly on the website. This website will help the kitchen area manage
the serving process by updating the status of serving (“serving” or “served”). GoGi House
and Pizza 4Ps are the brands that have successfully applied this method and optimized the service. lOMoAR cPSD| 58097008
Another solution is to apply an internal ordering system. All staff can be equipped with an
internal mobile application. Waiters use this app to note the orders, and the cooks will
receive the orders immediately. Waiters who process payments can also complete the tasks
easily by accessing the bill through the app. Consequently, the ordering process can be more accurate and efficient. 3. Layout
Question study/research: How appropriate is the physical space for this work process? 3.1. Current layout
The Chicken Plus store on Nguyen Gia Tri street has 2 floors. On the first floor, after
entering the store, customers can park in the indoor parking space. Next, the big kitchen is
located on the first floor, which has a counter for customers making payments after eating.
The stairs are built between the parking area and the kitchen.
After walking upstairs, customers can choose either the closed dining room on the left or
the right hand side. However, only the one on the left has the line counter. In addition, the
toilet is between the stairs and the dining room on the left. On the hallway at floor 2, a LED
monitor which displays the number of tables and total bill is installed on the wall.
The current layout of Chicken Plus store can be illustrated as follows:
There are a number of appropriate features of the layout, namely the parking area, kitchen,
and stairs. The parking area is large enough for customers’ vehicles even in peak time, and
able to give them the feeling of security. The kitchen is also large enough to prepare the lOMoAR cPSD| 58097008
food with high volume. The stairs are wide for the staff to carry food upstairs without inconvenience.
3.2. Problem and solution
Layout is one of the two biggest flaws of Chicken Plus operation management.
First, the line counter is the place to store side dishes such as corn, kimchi, nori, etc. but
rice is stored at the kitchen on the first floor. The problem is that when the dining areas run
out of rice, staff have to come downstairs to take a huge pot of rice upstairs, making it
longer for the customers to wait for refilling. As a result, Chicken Plus should prepare the
rice upstairs at the line counter.
Second, the toilet is too big for personal use, hence should be split into 2 separate rooms
for men and women. The width of the toilet should also be narrowed to leave some space
for the hallway along the rooms.
Third, there are 2 dining areas but only one of them has the line counter, so customers sitting
in the other area have to move across the space to take rice and vegetables. The short term
solution is to add one more line counter to the room without it, while the long-term one is
to merge 2 dining areas into 1 with a shared line counter and air conditioning system. lOMoAR cPSD| 58097008 4. Customer in the process
Question study/research: How do customers enter the process? What form of queuing is
used? How long is the average wait to enter the process? What role do customers play in
the process? What is their impact on quality and efficiency? 4.1. Customers entry
Customers enter the process physically through the following stages:
Order at the table: Customers are guided by the staff to receive a table number on the 1st
floor and the dining room on the 2nd floor, then they order food at the table. Eat at dining
room: Customers can choose 1 of 2 dining rooms on the 2nd floor to have food.
Take side dishes at the line counter: Customers can use the line counter for free to make
side dishes such as bibimbap with some ingredients: rice, salads or soft drink.
Pay the bill at the kitchen: After enjoying the food, customers will go to the first floor to pay their bill. lOMoAR cPSD| 58097008
There are several forms of queuing in Chicken plus:
First-come, first-served: Customers who arrive earliest get served or treated before the
others who arrive later. This is the simplest system, but it can lead to longer wait times for
customers arriving during peak hours.
Physical line: Customers queue in a single line and move forward to pay bills, choose
toppings and mix their bibimbap in the self-bar. This can also lead to longer wait times for
customers, especially during peak hours. 4.2. Customer role
Like any other fast food restaurant, the customers are the central part of the service that
usually hold the traditional role (no engagement improving the satisfaction and efficiency
of the process). However, in Chicken plus, the customer's role is elevated by accompanying food’s self-creation.
In terms of traditional role: customers play the central role in the process of using the
service from ordering food, enjoying the meal and paying the bill.
In terms of modern role: customers take on the role of tailoring their accompanied food
such as bibimbap to their exact preferences and dietary needs. They are not just passive
recipients; they are active co-creators of their meal experience. This active participation
enhances their connection to the meal and potentially increases satisfaction. Through their lOMoAR cPSD| 58097008
choices, by choosing fresh ingredients and carefully mixing the components of side dishes,
customers directly enhance the final quality of the main dishes.
4.3. Customer impact on quality and efficiency
In terms of quality: customer choices directly impact the taste and satisfaction of their
meal. The wider variety of toppings and the freedom to mix them allows for personalized
customization, potentially leading to higher satisfaction. However, this dependence on
customer skills can also affect perceived quality if they struggle with mixing or are unhappy with their choices.
In terms of efficiency: the control and personalization offered by self-service can lead to
increased satisfaction and loyalty, especially if the options are diverse and cater to various
preferences. Customer involvement can speed up the process by eliminating the need for
staff to assemble each bowl individually. 4.4. Problem and solution
If customers are unfamiliar with the process or staff had not filled toppings at the buffet
counter during peak hours at midday and evening, the customer experience can be negatively affected.
According to our observation, there are no posters or staff to guide customers in detail
during the process of making mixed rice at the line counter which can influence the total meal quality.
Therefore, it is necessary for individual staff at the line counter to continuously fill in
toppings and rice, give specific instructions to customers, and offer pre-mixed options for
customers who prefer not to choose toppings themselves. Furthermore, the Nguyen Gia Tri
store should provide clear instructions and signage (like the Nguyen Van Linh store)
throughout the process to guide customers to the right corner. By focusing on customer
empowerment and optimizing the self-serve experience, we can create a fun and efficient
service that keeps your customers coming back for more. lOMoAR cPSD| 58097008
Instruction for line counter using at store Chicken Plus Nguyen Van Linh 5. Information technology
Question study/research: Is information technology used to facilitate self-service? To
share customer information among multiple providers?
5.1. Current technology utilization
In terms of online ordering, Chicken Plus has used information technology in order to
support customers with online payment by Momo, Zalo Pay, and Apple Pay, as well as open lOMoAR cPSD| 58097008
sales online through Grab Food, Shopee Food,.. for support home delivery. Through online
sales and online payment, Chicken Plus can also collect and store the customer’s
information, such as name, address, phone number, and order history, and share it with the
restaurant’s system, which then sends it to the cashiers, cooks, packers, and delivery staff,
to ensure accurate and timely service.
Moreover, with the aforementioned information in the facilities of the store, Chicken plus
Nguyen Gia Tri also invest in a POS system to check customer orders for each table
arrangement and ensure the accuracy of the bill. 5.2. Problem and solution
Chicken Plus Nguyen Gia Tri has not used information technology to support customers'
self-service at their physical store but only has staff to serve customers. More specifically,
when the customers order food on the menu, the staff have to write down what customers
ordered and move to the kitchen for food preparation.
To use technology systems more effectively, they should apply information technology to
create self-service ordering and online payment without human intervention. For example,
they can create the ordering machine in the dining area, customers can order and take their
food or staff bring their food to a table chosen by customers. Besides, creating an ordering
website at which customers can select foods on the menu, place orders and make payment after they enjoy the food.
6. Characteristics the service line
Question: How standardized or customized is the process to the needs of individual
customers? Does the process take the form of multiple service lines, or are customers
pooled into a single process flow?
6.1. Standardization and customization
In essence, the service procedure at Chicken Plus is predominantly standardized, as the
restaurant follows regulations and implements a consistent process for all of its customers,
ranging from placing orders to receiving food.
Nevertheless, Chicken Plus stands out by offering a special feature: customers are given
the opportunity to utilize the buffet line. This aspect adds a highly customized touch to the
dining experience. At the counter, customers have the freedom to select and combine
various ingredients like rice, seaweed, sauce, and vegetables to craft their own distinct lOMoAR cPSD| 58097008
mixed rice dish. The ability to customize their meal is one of the effective ways that
Chicken Plus enhances the customer’s experience. 6.2. Service line
Similar to other fast food chains, Chicken Plus at Nguyen Gia Tri utilizes various food
ordering platforms such as Foody, Shopee Food, and Befood in addition to its physical store
to attract a wider range of customers. Consequently, when considering the service process
that contributes to the customer's need, Chicken Plus has two primary service lines: Online and Offline.
Online service line: Customers place their orders directly through the food ordering
channels. They receive their orders via the website/app's delivery system and complete
payment. This process adheres to standardized operating procedures established by
Chicken Plus partners, with the exception of variations in customers' food choices. Offline
service line: The analysis of the flowchart and layout in previous sections reveals that the
service line at the physical store can branch into multiple service lines depending on the
customer's preferences. If the customer does not want to use the buffet line, then they will
simply place their order, receive their served food, and make payment after completing
their meal. If customers opt to join in taking side food in the counter, once the staff members
have taken note of their order, customers will be involved in the process of using the counter
line to serve themselves with the customized dishes. They will then wait for the main dish
to be served before making payment. 7. Waiting process
Question: How much do customers wait during the process? What are the points where
waiting occurs? How well is this wait time managed? Is it used productively?
There are 2 points when customers have to wait during the process.
First, customers have to wait from 14 - 24 minutes after ordering at the table to receive the
food. This time can vary depending on the number of customers served and the time placing
order (peak time: 11:00 - 13:00 and 17:00 - 19:00). Whether this time is efficiently used
depends on the line counter. In favorable situations, customers can make themselves salad
or mixed rice from the line counter during this waiting time. However, when the food on
this counter runs out, customers have to wait without doing anything, hence the time is not productively used. lOMoAR cPSD| 58097008
Second, during the meal in peak time, customers may have to wait for the line counter to
be refilled with food. There are no activities for customers to experience during this time.
Therefore, Chicken Plus should have an appropriate stock of food to refill quickly.
8. Methods to balance demand and supply
Question: When the arrival rate is greater than the output rate of the work process or vice
versa, what are the methods used to balance supply and demand in the short term? How
does the organization address longer-term imbalances between supply and demand?
Capacity planning process is used by organizations to determine their production capacity
in order to meet the changing needs of their products. A design capacity is an organization's
maximum ability to complete a specified amount of work in a given time period, in the context of capacity planning.
In fast food restaurants, a common issue concerning capacity planning is the imbalance
between the supply and demand. More specifically, when the rate at which customers arrive
exceeds the rate at which the work process produces output, the restaurant may struggle to
meet the demand and provide enough products. Conversely, in situations where the output
rate exceeds the arrival rate, there is a risk of product wastage, resulting in financial losses
for the restaurant. To address this imbalance between supply and demand, Chicken Plus
can consider implementing one of the following approaches. 8.1. Short-term solutions
When output rate is higher than arrival rate, there are a number of suggestions: Running
promotions on food ordering websites: Due to various influencing factors, the daily sales
volume can vary. If there is an excessive remaining quantity of products, the restaurant can
run promotions on food ordering websites to stimulate sales and prevent wastage of chicken and unnecessary revenue loss.
Just in time production approach: This approach ensures the raw materials and
ingredients are ordered and delivered as needed, minimizing inventory costs and reducing
waste. This will also help to produce fresh food that meet customer demand, reduce food
waste and improve profitability.
When output rate is lower than arrival rate, the following measures can be applied:
Preparing dishes in advance: Chicken Plus should pre-prepare the main dishes along with
all the accompanying side dishes. When a customer places an order, the restaurant only lOMoAR cPSD| 58097008
needs to reheat the dishes. This approach enables the restaurant to save time and utilize the
available time to prepare new dishes, particularly in situations where the output rate is lower than the arrival rate.
Adjusting volume of production based on demand forecast: By analyzing historical
sales data, current trends, and external factors such as seasonality and local events, Chicken
Plus can manage the capacity and resources to match customer demand, generating the
optimal profits and increasing customer satisfaction. 8.2. Long-term solutions
In the long-term, Chicken Plus can implement a number of measures to better reach the
supply - demand balance, which are listed as follows:
Enlarging the store: In order to meet the increasing demand, Chicken Plus Nguyen Gia
Tri should consider further construction which can be executed by building one extra floor
or renting the area next door. In addition, the indoor space can be divided into several zones
for specific customer groups, aiming at creating the highest satisfaction for each target
audience, namely kids, teenagers, and adults.
Implementing backward integration: To ensure that the raw chicken supply is always
sufficient, Chicken Plus should form a long-term partnership with a reliable chicken farm.
By doing this, the store can gain even more trust from customers due to the exclusive
ingredients of high quality. Furthermore, the store would neither face any sudden shortage
of raw chicken nor be in a passive position during resource planning.
Hiring more staff for specific specialized jobs: Dealing with the growing number of
customers who require a more efficient process, Chicken Plus Nguyen Gia Tri should
carefully conduct forecast and human resource planning to come up with the appropriate
number of extra staff needed. When more people are recruited, the specialization of jobs
can be facilitated. In specific, each staff member is only required to do one job, which is
more effective than the current operation plan that assigns one of the cooks to do the job of a cashier. III. Conclusion
The study analyzed the operation of Chicken Plus Nguyen Gia Tri on many aspects,
including service delivery process, layout, usage of information technology, supply demand
balancing methods, etc. According to the findings, process and layout are the prominent lOMoAR cPSD| 58097008
problematic features of the operation. As a result, the payment process should be adjusted
for higher customer convenience and better store management; the layout can be enhanced
by adding a line counter in the short term or merging two dining rooms in the long term.
Finally, other solutions aiming at improving the service should be implemented, namely
developing an ordering website, building an internal information system, providing detailed
instruction to the self-service activities, as well as optimizing resource management. IV. Reference
Nam C. P. V. (n.d.). Câu chuyện Thương hiệu Gà rán Chicken Plus. Chicken Plus Việt Nam.
https://chickenplus.com.vn/cau-chuyen
Ngọc N. T. B. (2023, March 6). Review Chicken Plus menu – Chuỗi nhà hàng gà rán Hàn Quốc
được giới trẻ yêu thích - Phần mềm quản lý nhà hàng, quán cafe, quán ăn CUKCUK.VN. Phần
Mềm Quản Lý Nhà Hàng, Quán Cafe, Quán Ăn CUKCUK.VN.
https://www.cukcuk.vn/22457/review-chicken-plus-menu/
Simplilearn. (2023, June 28). What is capacity planning? definition, top methodologies, and
more. Simplilearn.com. https://www.simplilearn.com/capacity-planning-article
Vũ T. G. (2021, March 17). Chiến dịch marketing cứu KFC khỏi thảm họa hết gà trong 3 tháng,
phải đóng cửa hàng loạt cơ sở, thua lỗ nặng nề. Copyright (C) by Công Ty Cổ Phần Vccorp.
https://cafef.vn/chien-dich-marketing-cuu-kfc-khoi-tham-hoa-het-ga-trong-3-thang-phai-dong-cu
a-hang-loat-co-so-thua-lo-nang-ne-20210317083809813.chn
Simplilearn. (2023b, June 28). What is capacity planning? definition, top methodologies, and
more. Simplilearn.com. https://www.simplilearn.com/capacity-planning-article
Ngọc N. T. B. (2023b, March 6). Review Chicken Plus menu – Chuỗi nhà hàng gà rán Hàn Quốc
được giới trẻ yêu thích - Phần mềm quản lý nhà hàng, quán cafe, quán ăn CUKCUK.VN. Phần
Mềm Quản Lý Nhà Hàng, Quán Cafe, Quán Ăn CUKCUK.VN.
https://www.cukcuk.vn/22457/review-chicken-plus-menu/