How Much Food Should You Order? Start With What You Have

Order from a physical count and an operating plan. “We usually buy five cases” is not a method when sales, shelf life or stock have changed.

Use one unit throughout

Write the purchased case size and the unit used in the forecast. If a case contains 10 lb, convert both stock and expected usage into pounds. Do not subtract three cases from 45 lb or confuse purchased weight with usable recipe yield.

The basic calculation is demand until replenishment + deliberate safety stock − usable on-hand − confirmed inbound arriving in time. If demand is 80 lb, safety 10 lb, on-hand 25 lb and inbound 20 lb, you need 45 lb more. Ten-pound cases mean 5 cases, or 50 lb.

Check what the rounded order would do

Stock plus inbound plus that order totals 95 lb. Does it fit storage? Can the lots be used within their actual safe shelf lives? Does inbound arrive before the shortage? If not, split deliveries, choose a smaller pack or adjust the plan with evidence. Do not double the order to avoid doing inventory again.

The order calculator flags aggregate storage and likely-use conflicts. It cannot know individual lot expiration dates or a delivery that will be late. Keep a dated count and first-expiring-first-out handling appropriate to the product.

Compare the same product delivered

ProductA costs $28 for 10 lb:$2.80/lb. ProductB costs $24 for 8 lb:$3/lb. The cheaper carton is more expensive per pound. Compare quality and usable yield too; an unsuitable substitute can cost more in the finished dish.

Please quote these exact specifications and pack sizes, including delivery charges, minimums, availability, substitution policy and offer validity. List alternatives separately. Quantities are planning estimates, not purchase commitments.

Receiving closes the first control loop

Check supplier, product, quantity, condition, packaging, dates and locally required temperature/food-safety acceptance standards. Record a discrepancy promptly and separate rejected goods according to your procedures. Do not sign that everything was received correctly without checking.

The invoice closes the second loop

Compare ordered price, received quantity and billed amount. A $2 increase on 50 cases is $100. Ask about the specific item, prior/current price and invoice dates. Record promised credits, then verify the credit appears. A verbal promise is not savings received.

The supplier quote, receiving, inventory and credit worksheets give you columns and examples. Review total purchases, consumption, waste and credits together. A discount is valuable only if it lowers the cost of suitable product you can actually use. General purchasing decisions should follow your documented business plan; SBA’s planning resources provide broader cost-planning context.