Adjustments & Wastage

Reality diverges from the books: milk spoils, a tray drops, a count finds more than the system thought. Adjustments are how divergence is recorded as what it is — with a reason, a direction, and a ledger posting — instead of accumulating as mystery.

Three ways to enter one#

• Minus — stock decreases: the spoiled, the dropped, the stolen, the expired.
• Plus — stock increases: found stock, a correction upward. Plus lines create a new stock layer (give them a真real rate if the stock has one — a zero-rate plus line makes free-looking stock).
• Current stock — type what you counted; the system computes the difference and books the plus or minus itself. The quick single-ingredient version of a reconciliation.

Department variants act on a kitchen department's holding instead of the branch store.

Reasons are the point#

Every adjustment carries a reason, from a fixed taxonomy in two families:

• Wastage & loss — wastage, spoilage, expired, theft, breakage, preparation error, quality reject, staff meal, complimentary, donation…
• Variance & correction — count error, manual error, production variance, unit-conversion error, opening correction, system correction…

The families matter because reports read them differently: wastage reasons are operational losses to manage down; correction reasons are data quality to clean up. An operation whose adjustments are all "other" has a record but no information — insist on real reasons, per line where a document mixes causes.

Ingredient wastage#

Ingredient wastage is a minus adjustment with a wastage reason — the menu's "Add Ingredient Wastage" entry is exactly that, pre-set to minus. (A prepared item wasted — the burned pizza — is food wastage instead, recorded against the menu item so its whole recipe consumes.) Both feed the wastage reports and the day-close wastage reminder.

The accounting#

Each direction posts its own voucher — minus debits the adjustment-loss head against inventory; plus does the reverse — and department adjustments post theirs distinctly. Wastage is thus a visible expense line in the P&L, which is the entire point: a cost you can see is a cost you can manage.

Expiry labels (in the same menu) print dated labels for prepared and opened stock — the cheap discipline that turns "is this still good?" into a glance, and shrinks the spoiled-stock adjustments this page exists to record.