Delivery is Disrupting Operations—Here’s How Restaurants Are Reclaiming Control

One Friday night, I swung by my favorite burger spot to grab a quick dinner. Five minutes in, I realized I wasn’t getting out of there anytime soon. Delivery drivers packed the entrance, hazard lights blinked like a club outside, staff zigzagged between takeout orders and dine-in tables, and my food sat on the counter getting cold. Watching it all unfold, it hit me: Delivery might be great for business, but it’s wrecking the workflow.

That scene wasn’t a fluke; it’s a snapshot of what’s happening everywhere. Delivery is boosting revenue, but it’s also creating chaos. And when restaurants lean too hard on third-party delivery platforms, they’re not just handing over a slice of the sale, they’re giving up control of their customer relationships, their brand experience and their margins.

The reality is, delivery isn’t optional anymore. But letting it disrupt your operations? That’s definitely optional.

There’s no denying the upside: A DoorDash survey found that 70% of consumers ordered delivery in the past month. That’s the same number who grabbed takeout, and it even edges out dine-in traffic numbers. Delivery is mainstream now, and it’s driving higher ticket sizes in exchange for convenience.

But the operational downside is real. Kitchens have to juggle two worlds at once: serving tables and churning out to-go orders at warp speed. What could go wrong? Staff gets stretched to the breaking point. Pickup areas get gridlocked with drivers. Customers wait too long, food quality suffers and everyone leaves frustrated.

Then there are the third-party delivery service providers (DSPs) like Uber Eats, DoorDash and Grubhub—they’re great for reach, but they come with strings attached. On top of taking 20–30% commissions, they control the customer experience. And when something goes wrong? It’s your brand that gets dinged with the bad review—not theirs.

If you’re not careful, delivery stops being a growth engine and starts becoming a liability.

Smarter Strategies to Stay in Control

Luckily, a lot of restaurants are getting smart and aggressive about how they handle delivery. Consider these tips from the front lines on how to navigate delivery challenges:

Step 1: Tech Up or Tap Out

Technology is the only way to survive the delivery crunch. According to the Future of Automation Report, 54% of restaurant owners are ramping up their tech budgets this year, and it’s easy to see why.

Modern POS systems can automatically sync delivery orders from all the different apps, so staff aren’t wasting time re-entering tickets (and potentially making mistakes). AI-powered forecasting tools can predict when rushes are coming, so you’re not blindsided by a flood of orders on a Friday night. And real-time dashboards let managers spot bottlenecks before they snowball.

Some restaurants are even setting up driver-only pickup zones to keep delivery chaos away from the dining room. 

Bottom line: If you want delivery to work for you, your operations need to be airtight. Tech makes that possible.

Step 2: Bring Delivery Back In-House

First-party delivery is having a big moment—and for good reason.

When customers order directly from your website or app, you keep the full sale. You get the customer data. You control the experience from start to finish. No middlemen, no margin cuts, no brand confusion.

Yes, there’s an upfront investment. You need good online ordering tech, and you need a way to handle driver logistics (either in-house or through a partner). But the payoff is huge: better margins, stronger loyalty and more control over your brand.

Smart brands are playing both sides—using DSPs to reach new customers, but luring them back to first-party ordering with perks like lower fees, exclusive menu items or loyalty points.

Step 3: Outsmart the Delivery Apps

Even if you’re still working with third-party platforms (and let’s be honest, most restaurants will be for a while), you don’t have to just grin and bear it.

Some restaurants are building in commission costs by listing higher prices on DSPs than in-house. Others are launching subscription deals, like free delivery for a small monthly fee, to drive customers to order directly from them. And a lot of brands are focused on operational metrics, because faster prep times and fewer cancellations mean better visibility in the app rankings.

If you’re gonna play in their sandbox, play to win.

What’s Coming Next

The restaurants expected to dominate delivery over the next few years aren’t just winging it. They’re getting surgical. Here’s what they’re betting on:

• AI is everywhere. From staffing forecasts to surge pricing, restaurants are using AI to predict, plan and optimize every part of the delivery workflow.
• Hybrid is the new normal. Smart brands are balancing third-party platforms for reach with first-party channels for loyalty and profitability.
• Tech stacks are getting seamless. POS, kitchen management, inventory, delivery logistics—it’s all connecting into one smooth machine. No more tech silos, no more chaos.
• Virtual brands are booming. Delivery-only concepts let restaurants test new ideas and expand into new markets without the massive overhead of a new storefront.

Delivery is here to stay. But whether it’s an advantage or your biggest headache depends on how it’s being handled. The real question is: Are you running delivery or is delivery running you?

About the Author

Joe Yetter is the General Manager of Engagement Cloud at PAR Technology Corporation where he is responsible for business development and driving the company’s strategic vision. Prior to his role as General Manager, Joe was CGO, General Manager, Vice President, and Chief of Staff, where he spearheaded projects including the acquisition of Punchh, company integrations, executive recruiting, and has established PAR’s KPI setting and tracking process through business reviews. Prior to joining PAR, Joe worked at Restaurant Brands International, overseeing Franchisee Operations for Burger King Restaurants in multiple global regions. He also held various leadership positions at RBI across marketing, development, and finance. Joe received his B.S. in Economics from Duke University.