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Introduction
Chapter 1 : Fundamentals of Restaurant Operations
Chapter 2 : Ingredients and Yield Loss
Chapter 3 : Cost analysis and ingredient valuation
Chapter 4 : Inventory management
4.1 What is inventory management?4.2 Receiving and quality control4.3 The FIFO method and stock counts4.4 Impact on cost and operations4.5 The role of staff4.6 Exercises and Examples4.7 References
Chapter 5 : Technology, Automation, and Artificial Intelligence in Kitchen Operations
Chapter 6 : Pricing, Contribution Margin and Cost Control
Chapter 7 : Sales, Marketing and the Psychology of the Menu
Chapter 8 : Inventory Management, Internal Controls and Food Safety
Chapter 9: Standardisation and Description of Ingredients and Dishes
Chapter 10 : Service, service processes, and service quality Service as the foundation of the guest experience
Chapter 11 : Digital reviews and online visibility
Chapter 12 : From Concept to Operation
Chapter 13 : Operational Metrics and Performance Management
Chapter 14 : Process Design and Service Flow
Chapter 15 : The future of restaurant operations: challenges and opportunities
Chapter 16 : Glossary
Closing worda

4.1 What is inventory management?

Inventory management is the systematic oversight of the quantity, quality and utilisation of ingredients from order to service. It rests on an economic foundation that includes the EOQ model (Economic Order Quantity) – which identifies the most cost-effective order quantity by balancing ordering and holding costs – and the JIT methodology (Just-In-Time), which minimises stock levels through precise delivery timing.

Today these models are commonly integrated into ERP systems that monitor stock levels in real time. ABC analysis is frequently used to classify ingredients: Category A contains the most valuable items requiring frequent counting, Category B intermediate items and Category C less expensive items. Key performance indicators include inventory turnover rate and days of inventory on hand, where a high turnover rate indicates efficiency and reduced capital tied up in stock.

STOP blaming slow weeks for your high food costs