![]() The credits for the goods produced were not handled by me in the store room. They were interested in looking at all the requisitions for the GM’s house. These items were closely watched, and I even had a visit one day from the Director of Finance and some strange people from the corporate office. Finally, I was able to see the work I was doing was not going unnoticed. Lemons and limes to the bars were a reverse to the booze for the kitchen. The booze to the kitchen which I’m pretty sure didn’t all make it to the soup (Cheffie) was a credit to the beverage cost and a debit to the food cost. ![]() Same with the cafeteria food as it became a debit to employee benefits. Same for the booze and oddly enough it was a big number, then a credit to the beverage cost. The cost controller totaled these requisitions each month and sent the summary up to accounting.įood to the GM’s house was a credit to food cost and a debit to GM’s expense. Each one of these other items was costed and it then got recorded as a credit to either the food or the beverage cost depending on what family the products requested belonged to. Odd I thought as the main requisitions piled high in the corner of the office never to see the light of day again. Every one of these “other orders” caught the attention of the cost controller each month as he requested I keep a separate and complete copy of each “other” requisition. ![]() I thought at the time this was interesting, but I had no idea that it all meant something. But then every once and a while I would get requisitions from other places the general managers house, the executive offices, the staff cafeteria and then the chef would also order booze for the kitchen and the bars ordered food like limes, lemons and juices. Boxes and boxes of wine, beer and spirits for the bars to pick-up. Many carts full of food from the freezer, fridge and dry goods room every day were delivered to the kitchen. My job was to fill all the requisitions for the kitchens and the bars. As a young lad one of my first jobs in hospitality was a food and beverage storeman. Let’s do the credits for goods at cost first. These transactions are handled separately but their values effect the same accounts on your statements. Credits come in two forms credits for goods at cost and credit for goods at retail. The food cost percentage and the beverage cost percentage. We want to give F&B credits for their goods that are used in other departments, so we can keep a close eye on the cost of goods sold percentage. We do appreciate all their hard work, but we don’t give them any credit on our books, sorry. In the case of maintenance, it’s a non-operating department (no revenues) so it gets no such credit. In rooms we don’t do anything like this (sorry rooms folks). In F&B we buy products, food and beverage and we manufacture goods and sell them for a higher price. Rooms has no such cost of goods account because they are not producing anything they do in F&B. The reason why F&B is special is because it has cost of goods sold accounts. ![]() Why is F&B so special? I have heard this one a hundred times. ![]() Or better still why don’t we credit rooms when staff members stay over because of bad weather or business volumes. Someone once asked me why we don’t credit maintenance for their costs when used in other departments. The first thing we want to look at is why we need to credit the F&B operation for its goods used in other parts of our business. This article examines all the usual credits, the different types, the proper way to take them and why we need to take them. You want to insure its done consistently and fairly. Giving the proper credits to your food and beverage operation is an important task. ![]()
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