Guide
Stock, without a full system.
Count the lines that carry the money weekly. Everything else can wait for the month.
In short
Count high-value lines weekly and everything else monthly. Order little and often on short-life items, set par levels from actual usage rather than habit, and record what you throw away. Full weekly counts are unrealistic in most kitchens and the partial version captures most of the value.
Updated 28 August 2026
Count what carries the money
Meat, fish, cheese and spirits typically account for a large share of your stock value on a small share of your lines. Counting those weekly catches a portioning or theft problem within days. Counting flour weekly catches nothing and guarantees the whole routine gets abandoned.
Par levels from usage, not from habit
A par level set when you opened, or copied from a previous chef, is not a par level, it is a superstition. Set them from actual usage over several weeks and adjust seasonally. Over-par on short-life items is where spoilage comes from; under-par is where a Friday night runs out of the best seller.
Little and often on short-life lines
Buying larger quantities gets a better unit price and frequently costs more overall once spoilage is counted. For anything with a short life, more frequent smaller deliveries usually win. This is a good thing to negotiate with a supplier, and often easier for them to give than a price cut.
Record the waste as you go
A sheet on the wall, filled in as things are thrown. Without it, waste is invisible and your stock figures never reconcile in a way that teaches you anything. With it, the pattern is obvious within a fortnight.
The honest limitation
Partial counting means your cost of goods sold is approximate between full counts. That is an acceptable trade for a routine people will actually follow. A perfect system nobody maintains is worth less than a rough one that runs every week.
Questions, answered straight.
Not covered here? Just ask us.
How often should I do a full count?
Monthly, aligned with your accounting period, so cost of goods sold is calculated on real figures rather than on invoices alone.
Who should count?
Ideally not the same person who orders, where staffing allows. Separating the two is basic control and removes an obvious temptation.
Do I need stock software?
Not for a single site with a short menu. It earns its place with multiple sites, a long menu, or recipe-level costing.
What about running out on a Friday?
Set par levels against your busiest day rather than your average, on your top ten items only. Running out of the best seller costs more than a little extra stock.
See it run your restaurant.
Twenty minutes on your menu and your numbers. We'll show you what actually changes in the first month and exactly what it costs. If it's not right for your restaurant, we'll tell you that instead.
- Live in days, not months
- We build your menu and train your staff
- No contract, and thirty days to change your mind
Rather just ring us? +353 87 438 8032
Tell us about your restaurant
We reply the same day, usually inside a couple of hours.