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SMART ASSET LIFECYCLE & MAINTENANCE STRATEGY

COMPANY PROFILE

  • A national fast-casual brand with 185 locations in 13 states was struggling to align  maintenance and lifecycle planning.

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  • High operational complexity with diverse sales channels (in-store, take-out, catering)

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  • By creating an approach that tailored schedules based on equipment age, unit sales volume and service history, the brand achieved notable results within 12 months.

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STRATEGIC INITIATIVE OVERVIEW

Over a 24-month analysis, the company implemented a data-driven maintenance and lifecycle planningprogram across key assets (e.g., HVAC, ovens, espresso machines, water systems). By aligningmaintenance schedules to equipment condition, usage cycles, and sales volume, the program deliveredsubstantial operational and financial gains.

REDUCED EMERGENCY REPAIRS 

  • Analyzed total cost of ownership across maintenance, repair, and capital expenses

  • Tailored PM schedules by equipment age, sales traffic, and location-specific use

  • Result: Cyclical service program costs held to 55% of the R&M budget

  • Overall R&M spend dropped to just 1.25% of company sales

VENDOR CONSOLIDATION IMPROVED EFFICIENCY & UPTIME

  • Standardized procurement for HVAC, ovens, and espresso machines via national accounts

  • Partnered with service providers per asset category to ensure PM consistency

  • Implemented commissioning and sensor-based monitoring for HVAC systems

  • Result: Faster repairs, higher uptime, enforceable SLAs, and simplified procurement

CUSTOM ENGINEERING EXTENDED ASSET LIFESPAN

  • Developed location-specific programs (e.g., water conditioning, drain jetting)

  • Engineered equipment upgrades (e.g., custom refrigerated tables, automated espresso machines)

  • Adapted cleaning and maintenance frequencies based on sales and environmental wear

  • Result: Extended asset life by 5+ years in several categories, reducing capex

CONCLUSION

This holistic, lifecycle-aligned maintenance program transformed operations, slashed costs, improved

asset reliability, and drove long-term savings—all while supporting high-performance restaurant

operations at scale. The overall cost of the cyclical service program ended up being 55% of the R&M

budget. The R&M budget was 1.25% of company sales.

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