TG Receive Store Stock 190312 V2V2

Receive and store stock
D2.TGA.CL6.11
Trainer Guide
D2.TGA.CL6.11
Trainer Guide
Project Base
William Angliss Institute of TAFE

555 La Trobe Street
Melbourne 3000 Victoria
Telephone: (03) 9606 2111
Facsimile: (03) 9670 1330
Acknowledgements
Project Director: Wayne Crosbie

Chief Writer: Alan Hickman
Subject Writer: Alan Hickman
Project Manager/Editor: Alan Maguire
DTP/Production: Daniel Chee, Mai Vu
© William Angliss Institute of TAFE 2012

All rights reserved. No part of this publication may be reproduced, repackaged, stored in a retrieval
system or transmitted in any form by any means whatsoever without the prior permission of the
copyright owner.
This booklet was produced by William Angliss Institute of TAFE to be used for the ASEAN Australia
Development Cooperation Program (AADCP) Phase II:"Toolbox Development for a Priority Tourism
Labour Division" Project.
Disclaimer
Every effort has been made to ensure that this booklet is free from errors or omissions. However, you
should conduct your own enquiries and seek professional advice before relying on any fact, statement
or matter contained in this book. William Angliss Institute of TAFE is not responsible for any injury, loss
or damage as a result of material included or omitted from this course. Information in this module is
current at the time of publication. The time of publication is indicated in the date stamp at the bottom of
each page.
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File name: TG_Receive_&_store_stock_190312_V2V2.docx
Table of contents
Competency Standard ...................................................................................................... 1
Notes and PowerPoint slides .......................................................................................... 13
Recommended training equipment ............................................................................... 161
Instructions for Trainers for using PowerPoint – Presenter View ................................... 165
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Trainer Guide
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Trainer Guide
Competency Standard
Competency Standard
UNIT TITLE: RECEIVE AND STORE STOCK NOMINAL HOURS: 15
UNIT NUMBER: D2.TGA.CL6.11
UNIT DESCRIPTOR: This unit deals with skills and knowledge required to accept delivery of and store products in an establishment
ELEMENTS AND PERFORMANCE CRITERIA UNIT VARIABLE AND ASSESSMENT GUIDE
Element 1: Accept delivery of stock Unit Variables

1.1 Check internal systems to identify incoming stock The Unit Variables provide advice to interpret the scope and context of this unit of
competence, allowing for differences between enterprises and workplaces. It relates to
1.2 Prepare the area to receive stock
the unit as a whole and facilitates holistic assessment.
1.3 Verify delivery is for the premises This unit applies to all industry sectors that order, receive and store stock for use in the
1.4 Check incoming stock against relevant documentation operations of the enterprise within the labour divisions of the hotel and travel industries
and may include:
1.5 Check stock received against stock ordered
1. Front Office
1.6 Identify variations between delivery and documentation
2. Housekeeping
1.7 Return stock identified for return to supplier
3. Food and Beverage Service
1.8 Follow-up on variations between delivery and relevant
documentation 4. Food Production
1.9 Manage excess stock within the organisation 5. Travel Agencies
1.10 Secure new stock against damage and/or theft. 6. Tour Operation.
Element 2: Store stock Internal systems may include:
2.1 Move stock to the required operational area Purchase orders

Verbal orders that have been placed
2.2 Apply appropriate occupational health and safety skills
Standing orders
2.3 Unpack stock items, as required
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Competency Standard
2.4 Load stock into storage units Telephone orders

2.5 Remove waste from the storage areas Online orders
2.6 Label stock to identify items. Facsimile orders
Manual or computerised stock control/management systems.
Element 3: Maintain stock and storage areas
Prepare the area will include:
3.1 Rotate stock aligning with enterprise and stock item
requirements Cleaning the area
3.2 Inspect stock and storage areas Tidying the area including making a clear passage
3.3 Take remedial action where stock related issues are identified Removing other stock from the area
Ensuring requirements for accepting deliveries are present, including weighing
3.4 Clean and tidy storage areas
scales, thermometers, purchase orders, purchase specifications
3.5 Identify stock usage rates. Ensuring security and safety requirements are in place.
Element 4: Finalise documentation and stock management Stock may include:
system requirements
Food and beverage items
4.1 Check and verify stock related documentation
Equipment
4.2 Enter data into stock systems to update stock levels Cleaning materials and chemicals
4.3 Authorise supplier documentation for processing and Stationery and office supplies
payment.
Vouchers and tickets
Souvenir products and merchandise.
Verify delivery may be related to:
Checking that the stock being delivered has been ordered
Checking that the delivery is being made to the correct business.
Check incoming stock against relevant documentation should include:
Ensuring all items ordered have been supplied
Checking all items listed have been delivered
Ensuring all items are delivered in good condition
Ensuring items are of the correct/ordered size
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Competency Standard
Ensuring items are of the correct quality

Ensuring the correct price has been charged
Applying specific food safety checks to food and beverage items, including checking
temperatures, where appropriate, checking for pests, checking use-by dates,
checking integrity of packaging, checking wholesomeness of the food
Rejecting unsatisfactory goods.
Check stock received against stock ordered must include:
Ensuring all stock ordered has been received
Ensuring only stock ordered has been received
Ensuring all aspects of the delivery match the order placed – including type, brand,
quality, quantity, cost and alignment with purchases specifications, where
appropriate.
Identify variations may include:
Describing the nature of the variation, including under/over supplies, incorrect sizes
and quality, etc
Recording the variation on accompanying documentation and internal system
Making verbal mention to the delivery driver, where applicable.
Documentation may include:
Delivery dockets
Invoices
Purchase order guides
Buying catalogues
Purchase specifications.
Return stock may relate to:
Ullages (evaporation/leakages) and damaged stock
Out of date stock
Recalls
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Competency Standard
Excess stock
Unsatisfactory goods
Poor quality goods.
Follow-up on variations may include:
Requesting credit notes from suppliers, where applicable
Ordering supplementary stock from a different supplier
Ordering substitute stock from the same or an alternative supplier
Notifying the accounts department
Recording action taken and arrangements with suppliers on documentation, or other
appropriate systems/forms
Informing internal personnel/departments regarding delivery problems, including the
non-delivery of items, late deliveries, short deliveries, delivery of alternative items.
Manage excess stock may include:
Monitoring stock levels to ensure identified stock levels are not exceeded
Reducing stock levels in one area to compensate for increases in another area
Returning excess stock to supplier
Attempting to exchange excess stock with another organisation
Suggesting uses for excess stock that will increase sales levels and/or usage rates
Monitoring the use-by dates of stock.
Move stock may include:
Using trolleys to move stock
Carrying items by hand
Reloading stock onto another vehicle
Ensuring safety and integrity of stock being moved
Relocating stock in a timely manner, including prioritizing foodstuffs to guard against
food safety issues
Comply with internal requirements, as advised.
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Competency Standard
Operational area may include:

Storage areas appropriate for the individual stock items, including dry goods store,
refrigerated storage and frozen storage for food and beverage items, linen stores,
chemical storage areas
Working departments and locations where the stock items will be processed or
offered for sale
On-site or off-premises situation.
Occupational health and safety skills must relate to manual handling skills and may
include:
Ensuring there is no overloading of individuals, trolleys, etc
Determining the characteristics of the package/item before attempting a carry or lift
Ensuring route to be travelled is free of obstructions or risks
Using designated internal transportation equipment and systems to move stock
Ensuring compliance with manual handling requirements of the host country and the
host enterprise, including correct lifting techniques, not stretching or straining,
observing appropriate weight/load sizes, avoiding potentially injurious repetition
Wearing protective clothing as appropriate which may include thermal clothing,
gloves, and protective boots.
Unpack stock items may include:
Removing individual items from cartons and packaging
Checking quality and suitability of individual items as they are unpacked
Determining items that should be left in cartons and packaging
Maintaining the integrity of foods and beverages that are being processed.
Storage units may include:
Shelves
Bins
Specially provided storage containers
Refrigeration and freezer units.
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Remove waste may include:

Taking packaging out of storage areas
Identifying and removing damaged or un-saleable items from the storage areas
Applying environmentally friendly practices to waste materials where appropriate,
including the re-use of materials within the organization and recycling of suitable
materials.
Label stock may include:
Placing labels on storage containers and shelving to identify stock items and indicate
delivery date
Preparing hand written labels and attaching them to individual stock items
Using electronic bar coding and labelling equipment
Observing food safety requirements in relation to the labelling of food.
Rotate stock may include:
Applying stock rotation protocols relevant to individual stock type including:
 First In, First Out
 First In, Last Out
 Last In, First Out
 Last In, Last Out.
Inspect stock may include:
Undertaking Visual Inspections Of Storage Area
Identifying stock approaching use-by date and out of date stock
Adhering to internal inspection schedules and checklists
checking stock quality
Looking for signs of pest infestation, physical damage to the storage area itself,
damage or degradation to stock items
Ensuring stock is aligned with designated storage areas, bins etc.
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Competency Standard
Take remedial action may include:

Notifying relevant personnel
Arranging for maintenance, including in-house and external
Re-locating stock
Protecting stock
Disposing of damaged stock, including disposal to waste, or returning items to
suppliers
Arranging for nominated stock items to be used immediately
Arranging for stock to be returned to suppliers
Acting to address identified problems and threats as the need demands, including
pest control, repairs to store rooms, removal of threats and damaged stock, cleaning,
re-positioning stock to designated areas.
Identify stock usage rates may include:
Identifying fast and slow-moving stock items
Advising relevant personnel in relation to stock usage and the need to order
additional stock.
Check and verify stock related documentation may relate to paper-based or electronic
versions of:
Purchase orders
Delivery dockets and invoices
Statements
Credit notes
Requisitions
Internal transfers
Bin cards
and include actions such as:
Checking cost prices for individual stock items
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Competency Standard
Checking extensions and calculations

Checking additional charges and fees, including taxes, delivery fees, re-pack
charges, insurance
Checking legitimate entitlements have been allowed for including discounts, rebates,
free items, bonus products, gifts, samples.
Enter data into stock systems may include:
Updating all stock related details
Recording deliveries into system
Removing damaged or returned stock from the system
Updating prices and other details relating to individual stock items and suppliers.
Authorise supplier documentation may include:
Noting issues arising on the documentation
Recording associated action taken in relation to the identified issue
Signing, initialling and/or dating documents.
Assessment Guide
The following skills and knowledge must be assessed as part of this unit:
The enterprise‟s policies and procedures in regard to stock control and management
including specifics relating to stock ordering, documentation processes, internal
storage requirements
Principles of stock control and rotation
Ability to use safe food and beverage storage practices in accordance with host
country legislated requirements
Understanding of the roles of stock related documentation
Ability to use required functions of internal computerized stock control systems,
where applicable
Knowledge of the recommended and legislated storage requirements for stock items
being processed
Knowledge of stock security systems and procedures
Knowledge of and ability to apply safe manual handling procedures, including the
use of lifting and transporting equipment.
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Competency Standard
Linkages To Other Units

Receive and store kitchen supplies and food stock
Apply standard safety procedures for handling foodstuffs
Access and retrieve computer-based data
Apply standard safety procedures for handling foodstuffs
Implement occupational health and safety procedures
Comply with workplace hygiene procedures
Develop and maintain food & beverage product knowledge
Maintain a paper-based filing and retrieval system
Use common business tools and technology
Work cooperatively in a general administration environment
Manage stock purchases and inventory
Follow safety and security procedures
Clean premises and equipment
Clean and maintain industrial work area and equipment
Clean and tidy bar and food service areas.
Critical Aspects of Assessment
Evidence of the following is essential:
Understanding of host enterprise policies and procedures in regard to stock control
and management including specifics relating to stock ordering, documentation
processes, internal storage requirements
Demonstrated ability to receive, inspect, check and record a nominated delivery of
food, beverage or other stock items
Demonstrated ability to effectively follow-up a nominated range of delivery related
problems regarding document errors, such as incorrect pricing and stock errors, such
as damaged stock, stock not matching delivery documentation
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Competency Standard
Demonstrated ability to place a nominated range of food, beverage or other stock

items into appropriate storage ensuring compliance with required safe food handling,
manual handling, stock rotation and stock recording practices
Demonstrated ability to update a nominated stock control system, paper-based or
electronic, to reflect the receipt of a nominated delivery and the removal of damaged
items from inventory.
Context of Assessment
This unit may be assessed on or off the job:
Assessment should include practical demonstration either in the workplace or
through a simulation activity, supported by a range of methods to assess
underpinning knowledge
Assessment must relate to the individual‟s work area or area of responsibility.
Resource Implications
Training and assessment to include access to a real or simulated workplace; and access
to workplace standards, procedures, policies, guidelines, tools and equipment.
Assessment Methods
The following methods may be used to assess competency for this unit:
Observation of practical candidate performance
Analysis of documentation used in the receiving of stock and the storage process
Inspection of stock and storage areas
Role plays
Oral and written questions
Third party reports completed by a supervisor
Project and assignment work.
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Competency Standard
Key Competencies in this Unit

Level 1 = competence to undertake tasks effectively
Level 2 = competence to manage tasks
Level 3 = competence to use concepts for evaluating
Key Competencies Level Examples
Collecting, organising and 1 Obtaining information relating to inwards

analysing information good delivery
Communicating ideas and 1 Advising personnel in relation to stock

information that has not been delivered as ordered
Planning and organising 2 Applying stock rotation procedures to

activities stock
Working with others and in 2 Co-operating with delivery drivers

teams
Using mathematical ideas and 1 Calculating cost prices and verifying

techniques extensions
Solving problems 2 Addressing issues where stock received

does not align with the order placed
Using technology 1 Using mechanical equipment to assist

with transportation and lifting of stock
Using a computerised stock control
system
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Competency Standard
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Notes and PowerPoint slides

Slide
Slide No Trainer Notes
1. Trainer welcomes trainees to class.
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Trainer Guide 13
Slide
2. Trainer advises trainees this Unit comprises four Elements, as listed on the slide,
explaining:
Each Element comprises a number of Performance Criteria which will be
identified throughout the class and explained in detail
Trainees can obtain more detail from their Trainee Manual
At times the course presents advice and information about reporting
procedures but where their workplace requirements differ to what is presented,
the workplace practices and standards must be observed.
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Slide
3. Trainer advises trainees that assessment for this Unit may take several forms all of
which are aimed at verifying they have achieved competency for the Unit as
required.
Trainer indicates to trainees the methods of assessment that will be applied to them
for this Unit.
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Slide
4. Trainer identifies for trainees the Performance Criteria for this Element, as listed on
the slide.
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Slide
the slide.
Class Activity – General discussion
Trainer leads a general class discussion on the receival and storage of stock asking
questions such as:
What experience have you had in receiving and storing stock?
What stock items have been involved? What foods and non-food items?
What procedures have applied to accepting a delivery of stock into the
business?
Where was the stock delivered to within the premises? Why do you think this
was the case?
When was stock normally delivered? Why do you think that was?
What documentation was involved with deliveries you received?
What checks did you make of stock delivered to you?
What checks of accompanying delivery documentation did you undertake?
Why?
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Slide
6. Trainer backgrounds the receival and storage of stock in a venue by identifying

factors influencing placement of orders with suppliers and the items ordered:
Nature and style of the property. Five-star properties will tend to order better
quality items than a two-star property. Indeed, many suppliers offer products at
different quality levels and price points to accommodate this variation in the
need for quality
During peak seasons more items may need to be ordered to keep up with
demand, as opposed to the quantity ordered during the low season
Amount of storage space available. More frequent orders for smaller quantities
of stock will be placed where storage room is restricted
Rate at which items are used. Higher usage rates equate to more frequent
orders and higher volumes of stock required
Money/credit available. Higher liquidity rates enable purchase of more stock;
limited cash or credit restricts the capacity to buy
Customer/guest demand, needs, wants and preferences. The type and amount
of stock bought is frequently a reflection of what customers want to buy.
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Slide
7. Trainer identifies the personnel who may order stock in a venue. Those who
receive and store stock need to have an effective working relationship with these
people in order to identify stock that has been ordered, and to follow-up on stock-
related delivery issues.
Venue personnel who may have responsibility to lodge orders with suppliers can
include:
Purchasing officer. Mainly found only in larger premises. All orders must go
through this person who sources best supplier, best prices, best Terms of
Trade and best service
Owner/manager who usually has unlimited capacity to place orders (subject to
restrictions already mentioned such as storage space, cash/credit)
Supervisors and Department Heads. They traditionally have authority only to
buy items for their area of responsibility
Designated staff. Individual staff may have a special and limited scope of
authority to place orders. They are limited in terms of the amount of money they
can spend and the type of items they are allowed to purchase.
Class Activity – Guest speaker
Trainer arranges for a Purchasing Officer to attend and talk to trainees about, for
example:
Their role within the overall organisation where they work
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Trainer Guide 19
How orders may be placed with suppliers

Examples of the authority others within the venue have to order stock, if
applicable
The nature of the relationship between „purchasing‟ and the other roles and
functions in the venue
Types of goods (food and non-food items) they purchase
The relationship between them and the person who receives and stores stock
How they communicate to others that the stock that has been ordered and
when is expected to be delivered.
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Slide
8. Trainer explains to trainees that there are many options open to venues to order
stock from suppliers. People with responsibility for receiving and storing stock
should check all these options to determine the type and amount expected to be
delivered into the venue on any given day.
Trainer identifies stock may be ordered using:
Purchase orders – an official internal form detailing goods the venue wishes to
buy, the supplier they want to buy from, amounts/volumes of products, quality
descriptors („grade‟, style‟, „vintage‟, „number of stars‟), quantities and
sometimes price and delivery instructions
Verbal orders – spoken orders given to travelling representatives. A Purchase
Order may be raised to support these orders, or there may be no support
Purchasing Order
Standing orders are orders given to a supplier enabling nominated stock items
in designated quantities to be delivered to the venue on a regular basis, e.g.
every day, weekly or monthly, without the need for another order to be lodged.
The standing order can be cancelled or modified at any stage, as trade
requirements demand
Telephone orders. Many orders are placed using the telephone. Sometimes a
supporting Purchase Order is raised to reflect the telephone order, but often
there is no Purchase Order. An internal form, book or register may record
telephone orders placed but this is certainly not the case in all venues.
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Slide
9. Trainer continues to explain the options available for venues to place orders with
suppliers:
Online ordering where orders are placed with suppliers using the internet and
buying and paying online. Purchases made downloaded and printed off and
used as a „Purchase Order‟
Facsimile orders where the venue places an order using the fax machine
Computerised, electronic stock control management systems. These may
automatically „send‟ an order to another computerised system at the supplier‟s
office using telephone lines with internet connection when a pre-set order figure
is reached. The system can also print out an „order report‟ and these items are
then ordered using, for example, verbal order, fax, and online order.
Trainer arranges a guest speaker from a local supplier to visit and talk to trainees
about:
Options venues have for placing orders with them
Standard requirements for orders placed
Tips on how to place orders
Tips on how to follow-up when querying discrepancies with deliveries.
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Class Activity – Internet research

Trainer enables trainees access to internet and asks them to:
Visit and read
http://www.bottomline.com/collateral/electronic_documents/purchase_order.pdf
Visit and read http://www2.niddk.nih.gov/NR/rdonlyres/1567A6D9-E168-473F-
8F20-D81B54CD3C14/0/ffbms_attachment6.pdf
Visit and view the facilities of one local supplier that provides online ordering
facilities.
Class Activity – Distribution of handouts
Trainer obtains and distributes examples of internal order documentation
explaining:
How they are completed
How they are forwarded to suppliers.
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Slide
10. Trainer indicates to trainees that a wide variety of goods may be delivered to
venues.
Class Activity – Questions/Discussion
Trainer asks trainees to:
Classify the food items that may be delivered to a venue:
 Beverages – alcoholic and non-alcoholic; bulk (barrels/kegs) and
packaged (bottles and cans)
 Fresh food – fruit and vegetables
 Dry goods - spices, canned goods, bottled sauces
 Refrigerated food – smallgoods, dairy products, meat, fish and chicken
 Frozen food – vegetables, processed products, ice cream
Identify non-food items that may be delivered:
 Equipment – including maintenance equipment, cleaning equipment,
office equipment and sundry other items required to provide or produce the
services and products the venue wants to offer
 Linen – for housekeeping purposes and other operational requirements in
every department throughout the property. Linen items may include bed
linen, batch towels, tea towels, swabs and cloths
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 Cleaning materials and chemicals such as all-purpose cleaners, abrasive

cleaners, deodorisers, window cleaners, carpet spot cleaner and cleaning
equipment (cleaning gloves, mops and buckets and machines such as
vacuum cleaners, polishers)
 Stationery and office supplies such as guest stationery, office supplies and
departmental requirements including letterheads, envelopes, fax paper,
note pads and pens
 Promotional material such as brochures, signs, posters, in-room
compendiums and advertising materials from local businesses and tourist
attractions
 Vouchers and tickets to support package deals, group tours, promotional
initiatives, in-house events and other bookings
 Merchandise such as souvenir products and other items the venue may
offer for sale
 Giveaways. These can include items placed into guest rooms (shower
caps, shampoo, conditioner, moisturiser, tanning lotion, shoe cleaning kits,
sewing kits) and items presented to guests as part of a package deal (caps,
bags, T-shirts)
 Consumables such as toilet paper, rubbish bin liners, soap for use in public
toilets, light globes, daily newspapers, tissues, paper towels and so on
 Souvenir products and merchandise for selling to customers, guests and
visitors/tourists.
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Slide
11. Trainer explains to trainees that stock is usually delivered to a nominated area in a
venue – such as a „delivery bay‟ or „receivals area‟. This area is set up to receive
and process deliveries and will be close to central storage areas within the venue to
facilitate storage of deliveries.
Trainer mentions that in smaller properties deliveries may be made directly to the
department that ordered the goods, for example, liquor deliveries may go directly to
the bar and food deliveries may go straight to the kitchen.
Trainer states deliveries of stock are rarely made to, for example, reception as:
It looks bad for guests/customers
It interferes with the customer/guest service focus
It does not provide adequately for security of the products delivered.
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Slide
12. Trainer indicates to trainees that deliveries may be accepted by different people
depending on the size of the property and the time of day the delivery is made.
Trainer identifies those responsible for accepting deliveries may be:
Store person – usually only applicable in larger venues. This person does
nothing but receive deliveries and distribute stock to internal departments from
the storage areas
Supervisors. Deliveries are made directly to departments and the supervisors
usually have authority to receive and sign for stock
„Any staff‟ or „nominated staff‟. In some cases there is no rule about who can
receive deliveries and any staff member may have permission to do so. In other
venues, this responsibility may be limited to nominated individuals within the
department.
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Slide
13. Trainer stresses to trainees that once a delivery has been made to the venue it
must never be left unattended as it:
May tempt thieves who had not planned to steal but take the opportunity
presented by items left lying around
May cause a tripping hazard to people as they walk through the area
May require special storage conditions as is the case for refrigerated and/or
frozen products.
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Slide
14. Trainer describes the preparation activities required every day or every shift to
prepare the delivery area for receiving stock, highlighting need to:
Follow the Standard Operating Procedure (SOP) for cleaning the area, which
may include sweeping, mopping, pressure washing the area. Ancillary (outside
and/or adjacent) areas may also need to be cleaned
Tidy the area by removing loose litter, empty cartons, wrapping materials,
putting things back where they belong (trolleys, weighing scales, ladders,
pallets) ensuring there is a clear passage for workers and delivery drivers
Remove other stock from the area so existing stock does not get confused with
new stock being delivered, and so stock does not present a target or temptation
for thieves
Ensure all necessary requirements, equipment and/or utensils and tools to
enable proper receival of stock are present. These items may include weighing
scales and thermometers (used to take the temperature of food to ensure it is
safe to receive), box cutters, copies of Purchase Orders for deliveries expected
that day and copies of Purchase Specifications (where applicable) for items to
be delivered
Frozen food should be „hard frozen‟ when received. Refrigerated food should
be at or below 5˚C and hot food should be at or above 60˚C
Ensure all security arrangements are in place and working. This may include
verifying alarms are on/off and/or working as required and checking areas
required to be locked are locked
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Trainer Guide 29
Ensure safety requirements are in place, such as first aid kit is present,
required signage is available such as „wet floor‟ signs and fire fighting
equipment.
Trainer arranges for a person who is employed to receive and store stock (such as
a Store person) to visit and talk to trainees about:
Their job – the responsibilities and tasks involved
How they identify deliveries to be made to the venue for the day/shift
Tasks involved in preparing the delivery area to receive stock/deliveries
The good and bad points about their job
The challenges of the job
Anecdotes about the job.
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Slide
15. Trainer stresses to trainees that before any stock is received into the premises, a
check must be done to ensure the delivery is being made to the correct premises.
Trainer advises this is necessary to ensure:
The stock being delivered has been ordered by the business and is not being
delivered without having been ordered or authorised
The delivery is being made to the correct business and has not been delivered
to the wrong address/business
Trainer notes it is very time-consuming and annoying to take delivery of stock only
to find the delivery has been unloaded at the wrong premises and has to be re-
loaded into the delivery vehicle and given back to the supplier.
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Slide
16. Trainer suggests to trainees they should verify the delivery is for them by:
Checking internal documentation to see if the delivery was expected
Verbally checking with the delivery driver to make sure the delivery is for the
correct address. Double-check by asking who the delivery is for, or state the
name of the business
Asking to see the delivery documentation and checking to see the correct
venue is listed on the documentation.
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Slide
17. Trainer advises if delivery cannot be verified as being for the venue, trainees
should:
Check with the department the delivery appears to be for and enquire if they
have placed an order. For example, check with the kitchen for deliveries of food
or check with housekeeping for a delivery of bed linen
Contact the supplier by phone and query the delivery: perhaps the delivery
was a „late order‟ only recently ordered (in the last hour or so) to cater for some
unexpected emergency or situation
Refuse the delivery – send it back to the supplier.
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Slide
18. Trainer explains to trainees all deliveries will be accompanied by some form of
paperwork from the supplier.
Trainer indicates this documentation may be:
Delivery docket:
 This needs to be signed by the person accepting the delivery
 The delivery docket should only be signed if all items listed on the docket
have in fact been received as stated on the delivery docket
 Be aware delivery drivers are very busy and do not like being kept waiting
while deliveries are checked. This means they will often attempt to apply
pressure to sign immediately so they can get going and do their next
delivery. If this is the case, stand firm and insist on not signing until
everything has been checked, or obtain consent from the company they
deliver for to sign the delivery docket and add 'STC' to it (meaning 'Subject
To Check'). This means a signature indicates acceptance of the delivery
without checking/verification of the stock or documentation
 The delivery docket will state:
– The number of boxes/cartons, drums or items delivered
– A brief description of the goods.
 The delivery docket does not normally contain a detailed description of the
goods, and does not list the prices for each item
© ASEAN 2012
34 Trainer Guide
 A signature on a delivery docket verifies the items have been delivered in

total and in a satisfactory condition
Invoice – which identifies:
 A description of the items supplied
 Quantity supplied
 Cost of the items
 The invoice may be delivered at the same time the stock is delivered, or it
may arrive by mail a day or so later
Delivery docket-invoice – a single document combining the details of both the
delivery docket and the invoice.
Class Activity – Distribution of handouts
Trainer distributes sample delivery dockets, invoices and/or delivery docket-
invoices and:
Explains the contents
Interprets information on them.
Trainer enables internet access for trainees and asks them to visit and research:
http://www.ezysoft-dev.com/sample-invoice.htm.
© ASEAN 2012
Trainer Guide 35
Slide
19. Trainer stresses deliveries must be checked against accompanying documentation

for:
Damage – to make sure there are no leaking containers, no broken bottles,
labels are not missing, seals are intact
Quality – to make sure all food is fit for human consumption, to ensure items
are of the correct grade or year or style; to ensure items feature the required or
ordered characteristics and/or classifications, to ensure the required or
expected attributes are present
Type and brand – to ensure items delivered match items listed on the
paperwork, and to verify the items meet the needs and requirements of the
business
Quantity – checking to make sure all the items listed on delivery
documentation have been supplied.
© ASEAN 2012
36 Trainer Guide
Slide
20. Trainer continues stressing deliveries must be checked against accompanying

documentation for:
Use-by dates to ensure the items are not out-of-date, to verify items have not
exceeded „best before‟ dates, and to ensure items have sufficient shelf life left
Discrepancies. These are differences between what was ordered and what
was delivered, and/or differences between what was delivered and what was
listed on the accompanying documentation
Pests/vermin – to ensure the delivery does not bring with it cockroaches, mice.
„Outstanding items‟. These are items not delivered, due to the supplier not having
them in stock. They should be listed on the accompanying paperwork as
'Outstanding' (or similar). Part of the job is to make sure all stock listed as
„Outstanding‟ has been delivered before the documentation is forwarded to the
office for payment and processing.
© ASEAN 2012
Trainer Guide 37
Slide
21. Trainer indicates a sensory inspection of goods delivered is necessary („looking‟,

„smelling‟ and „touching‟ as appropriate to the nature of the goods) requiring
trainees to:
Look at the goods and ensure there is no evidence of damage. This may be
identified by damaged packaging or evidence the packaging has been
tampered with, leaking product, torn wrapping, broken bottles, dented cans,
missing labels or scratches to equipment
Verify items are of the quality required and/or ordered. This can mean looking
at the appearance of items and using industry knowledge and common sense
to determine if they are acceptable or not. Simply look at some foods, touch or
feel others, smell others, and taste certain items
Look at the use-by dates on the items and use personal knowledge about the
rate at which the items will be used to work out if these dates are acceptable in
terms of usage rate. Where there is a belief the property will be unable to use
these items before these use-by dates arrive the delivery should be rejected
unless the venue is desperate for those items. Where, for example, there is an
urgent need for the item, it may be acceptable to sign for the delivery and then
take extra action to make sure the items are used before they become out-of-
date
Count the items to make sure they tally with what has been ordered or listed
on the delivery docket/invoice. Count cartons and/or individual items as
appropriate.
© ASEAN 2012
38 Trainer Guide
Class Activity – Practical exercise

Trainer arranges a simulated delivery of goods into a venue with accompanying
documentation. The documentation may be „correct‟ or there may be a deliberate
error. The goods may also be „acceptable‟ or some may be deliberately
‟unacceptable‟ in some way.
Trainer asks trainees to:
Check the delivery
Compare goods delivered (type, brand, type, quantity, quality, size) against
accompanying paperwork and:
 Accept the delivery, and/or
 Identify problems/discrepancies.
© ASEAN 2012
Trainer Guide 39
Slide
22. Trainer explains to trainees that another check needing to be made when stock is
delivered is to ensure the items delivered match the items ordered. It is standard
practice not to accept items which have not been ordered.
Trainer reminds trainees all stock must be checked to make sure it is of sound
quality, not damaged and is suitable for use or sale, and a primary requirement is
that the venue should receive only what it is being charged for.
© ASEAN 2012
40 Trainer Guide
Slide
23. Trainer informs trainees when checking stock received against stock ordered they
are verifying only goods that have been ordered will be accepted and this means
they will need to check the delivery docket/invoice against internal documentation
such as:
Purchase Order
Hard copy download of an online order
Printout from the computerised stock management system identifying stock
ordered
The fax sent to the supplier
Copy of standing order relating to the items.
Trainer explains in some cases they will need to telephone internal personnel or
departments to verify deliveries for which no supporting documentation exists.
© ASEAN 2012
Trainer Guide 41
Slide
24. Trainer advises trainees that checking stock delivered against stock ordered
involves:
Making sure all items ordered have been supplied. Where an ordered item has
not been supplied they need to immediately notify the person or department
that placed the order and advise them of this so they can make alternative
arrangements (such as ordering alternate stock or sourcing a different supplier
or changing menu items)
Verifying quantities to make sure the numbers ordered are being supplied: by
individual item or carton or pallet, as appropriate
Verifying type and brand of items. If the order was for bed sheets they must
ensure they are not being provided with blankets. If the order was for Brand A
they must make sure they are not being supplied with Brand Band if the order
was for detergent they do not want sanitiser
Ensuring items are the correct/ordered size. If a 20 litre container of detergent
has been ordered, ensure 1 litre bottles have not been sent. If the bottle shop
has ordered 700 ml bottles of scotch they do not want 2 litre ones. If 1kg
packets have been ordered, 20Kg ones are not acceptable. If single bed sheets
have been ordered then double-bed sheets are not suitable
Ensuring items are the correct quality. If a 3-ply serviette has been ordered, a
delivery of 2-ply ones is not acceptable. If 'red label' scotch has been ordered,
ensure 'blue label' or „black label‟ has not been delivered (and will have to be
paid for). If an order of „premium quality‟ is made, „standard‟ or „executive‟
quality will not suit.
© ASEAN 2012
42 Trainer Guide
Class Activity – Excursion

Trainer arranges for trainees to visit a venue and:
View the receival area and equipment/facilities
Talk to the person who receives and stores stock about their job and
responsibilities
Observe delivery of food and non-food items into the premises noting the
inspections and checks made.
© ASEAN 2012
Trainer Guide 43
Slide
25. Trainer explains to trainees a variation occurs when the actual stock item delivered
or the quantity or quality of that item is not the same as what was ordered, or is
different to what is listed on the documentation. Trainer highlights a variation can be
„under‟, „over‟ or „different‟ and it is not acceptable to keep any stock delivered in
excess of what is shown on the delivery documentation.
Trainer stresses whenever there is a difference between the expected delivery and
the actual delivery, or the goods listed on the delivery documentation and the actual
goods delivered, these must be identified because:
It is important the venue only pays for the items it wanted to buy and the items
that have, in fact, been delivered
Departments that have ordered stock need to be advised quickly if these items
have not arrived as expected so they can make alternative arrangements
and/or so an alternative product can be sourced.
© ASEAN 2012
44 Trainer Guide
Slide
26. Trainer states to trainees that the nature of all variations and discrepancies must be
recorded and processed explaining activities in this regard may involve:
Listing discrepancies on the delivery documentation – identifying the items
involved and the nature of the variation („over‟, „under‟ or „different‟)
Mentioning the variation to the delivery driver so they can verify and
understand the problem
Contacting the supplier and explaining things to them
Taking action to obtain the correct items. This may be from the original supplier
or from an alternate supplier. It may also mean obtaining a substitute product in
place of any item that cannot be supplied
Notifying appropriate in-house person/s who may be the Purchasing Officer,
manager, owner, Head of Department, supervisor, person who placed the order
or the person responsible for paying accounts.
© ASEAN 2012
Trainer Guide 45
Slide
27. Trainer introduces useful additional documentation for those with responsibility for
receiving and storing stock
Trainer describes role of Credit Note, explaining:
They are predominantly red in colour to help identify them and differentiate
them from other documents
Credit Notes are issued by suppliers. They are sent usually through the mail
after items have been returned due to damage or wrong delivery of item
(incorrect item, extra items) or stock the supplier has agreed to take back even
though no legal or other legitimate reason to do so exists
The Credit Note describes the items returned in the same way an invoice
describes items delivered – by type, brand, quality, size, value
The words „Credit Note‟ are printed clearly on the document.
Trainer mentions the person receiving and storing stock may have responsibility for
checking or verifying that credit notes accurately reflect all items returned to the
supplier/s for credit. It is important no items are returned to suppliers without the
venue receiving credit for those returns.
Class Activity – Distribution and Explanation of Credit Note
Trainer obtains copy of a sample Credit Note from a supplier and:
Distributes same to trainees
Highlights sections of the document
Explains the details of the items shown on the document for credit.
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46 Trainer Guide

Trainer arranges internet access for trainees and asks them to visit the following
site and read the information presented there:
http://www.ezysoft-dev.com/articles/credit-note.htm.
© ASEAN 2012
Trainer Guide 47
Slide
28. Trainer explains to trainees Statements are:

Received from suppliers. They usually come in the mail but may be sent
electronically or delivered by hand when a delivery is made
They show:
 The total from the previous period
 The amount paid by the venue and any discounts allowed
 Individual invoices and credit notes for the period
 A total („Closing balance‟) for the period.
Trainer states that some suppliers use combined Invoice Statements (in the same
way some suppliers have combined the Delivery Docket with the Invoice)
highlighting the use of these:
Saves paper
Saves account processing time because it removes the need to check an
invoice against a statement as they are combined.
Class Activity – Distribution and Explanation of Statement, and
Demonstration
Trainer obtains copy of a sample Statement from a supplier and:
Highlights and explains entries on the document
Demonstrates how to reconcile a Statement against a set of Invoices and
Credit Notes.
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48 Trainer Guide
Class Activity – Practical Exercise (Optional)

Trainer develops a Statement and series of Invoices and Credit Notes and asks
trainees to reconcile the Statement against the Invoices and Credit Notes.
Class activity – Guest speaker
Trainer arranges for a supplier to visit trainees and:
Provide sample documentation used by the supplier in relation to deliveries
and accounts (delivery dockets, invoices, credit notes, statement)
Explain the use of each document and the sections on each document
Provide an overview of the process they use when receiving an order such as
the procedures involved in picking, packing and delivering items
Explain what is meant by „Terms of Trade‟ with reference to their Terms of
Trade
Detail their preferences/requirements for notification when there is:
 A variation in a delivery
 A problem with stock items delivered to the venue.
© ASEAN 2012
Trainer Guide 49
Slide
29. Trainer identifies to trainees that when a delivery is received from a supplier, this
occasion is also an opportunity to return identified stock to the supplier. This means
the person delivering goods to them may be required to also take goods back from
them to the supplier.
Trainer explains items which may need to be returned to a supplier can include:
Deposit-charged items – things for which the supplier charged a deposit when
they were supplied and which entitle the venue to a credit when they are
returned (such as bottle crates, drums in which chemicals were delivered, post-
mix cylinders, gas bottles) in good condition
Ullages – cans, bottles or containers damaged in some way, containing an
unacceptable product. For example, the item may be discoloured or have
something floating in solution or not properly filled or sealed. It is standard
practice for suppliers to take these back and issue a credit for them
Out-of-date stock. Once a venue has accepted delivery of date-stamped stock
it is their responsibility to use it before the expiry date is reached. In some
cases and with some suppliers they may be prepared to take back stock
approaching its use-by date. They try to sell it to another venue, or wear the
loss themselves where the venue is a valued customer
Product recalls. If a product is recalled for whatever reason (usually a food
safety reason for food and beverages, or a safety reason for other items), the
items will be picked up for return or credit by the delivery driver when they
make their next delivery. This pick-up may also involve an exchange where
they replace the recalled stock with acceptable product
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50 Trainer Guide
Excess stock. Some suppliers will, subject to negotiation, take back excess
stock. They are under no legal obligation to do this. If they do take back excess
stock they may issue a credit for it, or supply other stock to the same value of
the items returned to them
Unsatisfactory poor quality goods. All suppliers are under an obligation to
provide goods that are „fit for purpose‟. Any goods not of a suitable standard
must be taken back and a credit given.
© ASEAN 2012
Trainer Guide 51
Slide
30. Trainer advises trainees when returning goods to a supplier they should record:
Name of supplier to whom goods have been returned written clearly so others
can read and understand
Quantity and description of goods returned describing the item sufficiently so
the credit issued by the supplier can be checked and verified. Attention must be
made to, for example, brand names, size, quality descriptors, number of
individual items or number of cartons (and the individual units within each
carton)
Date returned – day of the week, month/year.
Trainer further mentions that where possible trainees should also obtain a signature
from the delivery driver stating they have taken the identified stock. Some suppliers
or delivery drivers provide a special „credit return‟ document to this effect. This
„credit return‟ should be passed on to the office to help in processing the account
when the Statement arrives.
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52 Trainer Guide
Slide
31. Trainer emphasises to trainees that all identified variances between actual delivery
and supporting documentation must be addressed, adding that sometimes this job
is the responsibility of office staff and sometimes it will be their job as the person
responsible for receiving and storing stock.
Trainer indicates the possible action needing to be taken when there is a variation
between delivery and relevant documentation. This will depend on the nature of the
variation but could include:
Requesting a credit note from the supplier for items that were short-delivered,
or delivered in a damaged or unacceptable form
Ordering stock from a different supplier where the original or preferred supplier
is unable to provide what was ordered there can be a need (where the need for
an item is urgent) to obtain the product from an alternate supplier (sometimes
at a more expensive price)
Ordering substitute stock where there is an urgent need for an item it may be
necessary to order, for example, a different brand of product, a different style or
colour, a different size, or a different model, strength or formula
Notifying the accounts department so they make sure they do not pay for items
that have not been received
Recording action taken by making sure a written record of situations are kept,
either on delivery documentation, in some form of log or register or on the
internal stock control/management system. There is also a need to keep a
record of arrangements made with the supplier to remedy any delivery problem.
For example, they may have promised to supply a missing item tomorrow or
later the same day.
© ASEAN 2012
Trainer Guide 53
Class Activity – Simulated exercise

Trainer describes a venue and explains to trainees:
The venue is holding a wedding for 500 people in two days time
The host has ordered 50 dozen bottles of 2002 Tattinger Brut de Brut
Champagne for the function
The delivery in which the 50 dozen bottles of Champagne were expected has
arrived and the supplier has only supplied 5 dozen of the required Champagne,
stating on the Delivery Docket that the remaining 45 dozen are „out of stock‟.
Trainer asks trainees:
What action will they take in response to this situation to ensure the wedding is
supplied with the required amount of Champagne?
Who will they talk to?
What factors will they take into consideration?
© ASEAN 2012
54 Trainer Guide
Slide
32. Trainer states staff responsible for receiving and storing stock may also be required
to manage excess stock in accordance with relevant organization policies and
procedures.
Trainer explains it is necessary to actively manage excess stock because:
If an establishment has „too much‟ excess stock this can lead to a cash flow or
liquidity problem in terms of the venue not having enough cash to pay for items
bought
Excess stock can also create storage problems in terms of not having enough
suitable storage space for the items that have been delivered
It can also lead to a situation where stock quality deteriorates by virtue of
having been in storage for too long, exceeds its use-by date (or best before
date) or where the stock looks old because the newer items have a new look,
new packaging, new formula or revised name.
Trainer indicates to trainees most venues seek to:
Have stock delivered, sell it and receive the money before they need to pay the
suppliers for it.
© ASEAN 2012
Trainer Guide 55
Slide
33. Trainer highlights to trainees the keys in managing excess stock include:
Monitor stock levels by ensuring new stock is only ordered when „reorder‟
levels are reached. Other ways are only ordering the prescribed re-order
amounts and never exceeding the designated „maximum‟ stock limit for each
item. Physical counting of actual stock-on-hand is the only way to effectively
monitor stock. Simply checking the „in-stock‟ figure on a computerised stock
control/management system will not achieve the required result. The actual
stock must be physically seen, and counted
Monitor dates by inspecting stock on a regular basis (at least weekly). Also by
visually checking use-by and best-before dates of stock and by making efforts
to move (sell or use) stock approaching its expiry date
Reduce levels of stock/inventory to match known seasonal demand by getting
rid of slow-moving lines or items.
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56 Trainer Guide
Slide
34. Trainer explains to trainees techniques for reducing excess stock levels may
include:
Returning excess stock to the supplier. In some cases (and this is definitely not
the case in all instances), suppliers may be willing to take stock back where you
have been unable to sell it. They are not legally obliged to do this, and if they
do so it is done as a gesture of goodwill, and an act of recognition and
appreciation. Some suppliers will also accept stock back if it is approaching its
use-by date, or will arrange for your stock to be transferred to another
establishment that can use it before it becomes out of date
Organising in-house Specials to quickly move surplus stock. These Specials
may include special promotions, increased advertising or different product
placement on shelves and in displays. It can also include creating a new menu
item or dish to use up stock or developing a new cocktail to use up a product
line that is in excess
Asking staff in departments using the items what they can suggest to help
move the items. The people using the products are in the best position to know
how they can be used
Supplying stock „in excess‟ as a substitute for items ordered or requisitioned by
departments. This will not work all or even most of the time but can be an
effective way of quitting stock from the stores area. For example, if a bar orders
a certain brand of scotch they may be happy with an alternative brand you have
too much of
© ASEAN 2012
Trainer Guide 57
Talking to other venues to see if they are willing to buy or swap items for
mutual benefit
Selling the items at a reduced price by offering discounts on normal selling
price.
Class Activity – Individual or Group Exercise
Trainer identifies a food or beverage item that is considered to be „in excess‟ for a
venue and asks trainees, on an individual or group basis, to:
Identify creative ways the product could be sold, used and promoted in order to
return a legitimate profit while quickly reducing the stock level to an acceptable
quantity.
Class Activity – Guest Speaker
Trainer arranges for a management-level person to attend and talk to trainees
about:
How they monitor stock levels at their venue
The triggers indicating a stock item is „in excess‟ or over-stocked
Examples of action they have taken to clear over-stocked lines from their
inventory.
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58 Trainer Guide
Slide
35. Trainer explains to trainees that all stock delivered to the venue must be stored to
protect it against damage or deterioration and to guard against theft.
Trainer identifies keys to securing stock after it has been delivered include:
Move all deliveries promptly from the goods receival area to the appropriate
storage area. Do not leave stock lying around in the delivery/‟goods in‟ area as
items (food) can deteriorate and goods may be a temptation to thieves
Secure the delivery area to prevent unauthorised access: close and lock doors
and shutters while absent from the area
Ensure store rooms protect stock from contamination as appropriate to
individual stock items. Protection is commonly required to guard against
damage caused by weather, sunlight, airborne contamination (fumes and dust),
and vermin
Store stock safely so it will not fall over and people cannot knock it over by
brushing against it
Guard against theft from the storage areas – close and lock doors, activate
alarms.
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Trainer Guide 59
Slide
36. Trainer continues to identify keys to securing stock after it has been delivered:
Store food items under appropriate storage conditions. For example:
 Frozen food must be stored in freezers operating at a temperature that will
keep items „hard frozen‟ (in the range of -15˚C to -18˚C)
 Refrigerated food must be stored in the nominated cool rooms or
refrigerators below 5˚C
 Dry food (canned food, biscuits, rice, nuts) must be stored in a designated
dry goods store for food. Food should not be stored with other items and
must not be stored with chemicals or cleaning agents.
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60 Trainer Guide
Slide
37. Trainer continues to identify keys to secure stock after it has been delivered:
Rotate stock in the stores area to make sure stock is used (in the majority of
cases) in the order it was delivered. In practical terms this means:
 Moving existing items on a shelf to the front, and placing new deliveries
behind them
 Putting new stock underneath a stack of existing stock
 Using high-visibility signs to indicate the date stock (individual items of
plant, machinery, equipment or cartons) was delivered to facilitate issue of
stock in the required sequence.
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Trainer Guide 61
Slide
Never place stock on the floor. Always put items in or on their allocated space,
shelf, „bin‟, and cupboard. This also helps prevent slips, trips and falls
Keep the stores area well-lit and ventilated to deter pests and allow easy
identification of stock items, problems and other issues
Keep shelves, benches, pallets and bins in good order and inspect the area
and fixtures and fittings on a regular basis for signs of damage/deterioration or
other problems such as stability, security, pest infestation
Conduct preventative maintenance checks on floors, walls, lighting, storage
areas and containers/fixtures within the stores areas to identify problems/items
requiring attention at the earliest opportunity.
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62 Trainer Guide
Slide
Check the temperature of refrigerated food and frozen food storage areas
regularly (twice daily) and arrange for maintenance/repairs where temperatures
fall outside required limits
Restrict access to the stores area. This can involve prohibiting staff access to
the stores areas, or limiting access to nominated staff only at designated times
Implement a „full box/carton‟ policy. This means only unopened or full boxes
and cartons are kept in the store. This stops the potential for staff to steal one
item from an open carton believing „no-one will miss just one‟
Refuse to allow stock to be removed from the stores area unless it has correct
supporting documentation such as a requisition form (see next slide), properly
completed and signed by an authorised person.
Trainer arranges to visit a venue and:
Inspect the stores areas
Observe items being delivered, checked and stored
Talk to staff about:
 Maintenance of the stores areas
 Problems encountered with stores areas
 Stock rotation protocols used for different types of food and/or products
 Individual stores areas SOPs.
© ASEAN 2012
Trainer Guide 63
Slide
40. Trainer introduces the concept of the Requisition form as an integral aspect of stock
control/management stating.
It is a standard requirement where a stock control system is in use that no
stock moves in the venue unless it is accompanied by a document (or a data
entry on the computerised system) tracking its movement
A requisition – or requisition form – is the most common and effective way to
monitor stock movement from the stores areas to departments. A requisition is
filled in by a department requesting stock from the central stores and may often
need to be authorised (signed) by a manager/supervisor before it can be filled
Where this system is in use, a requisition book is located in each department
containing sequentially numbered duplicate (or triplicate) requisition forms.
These are completed usually at the end of trade by staff to order stock so the
department is fully-stocked for the next trading session
The requisition will identify:
 Date on which the order/requisition was placed
 Department to which the stock is to be supplied
 Stock required by type, brand name, quality and quantity
Every requisition has its own unique number to assist with tracking and
identification
The stock requested on the requisition is the only stock that should be issued.
In some cases there may be a need to short-supply items or provide a
substitute brand or item where inventory is low or has run out. This must be
recorded on the requisition
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64 Trainer Guide
When stock is delivered to a department on the basis of a requisition, it is the

responsibility of a staff member in that area to check the items delivered match
the items were ordered or requisitioned.
Class Activity – Distribution of Requisition
Trainer arranges for a sample requisition form to be distributed to trainees and:
Explains the sections of the form
Demonstrates how to complete the form.
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Trainer Guide 65
Slide
41. Trainer provides a recap of the Element asking questions to check trainee
understanding and responding to questions from trainees, as required.
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66 Trainer Guide
Slide
© ASEAN 2012
Trainer Guide 67
Slide
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68 Trainer Guide
Slide
the slide.
Class Activity – Discussion
Trainer asks trainees questions regarding their experiences in storing stock:
What types of storage areas have you worked with/stored stock in?
How is stock laid out in the stores you have worked with?
What special requirements apply to storing refrigerated and frozen food?
How may stock be moved from storage areas to operational departments?
What OHS requirements apply to handling/moving stock?
What equipment have you seen or used to move stock?
© ASEAN 2012
Trainer Guide 69
Slide
45. Trainer highlights to trainees that once stock has been received, it must then be
transported to the appropriate storage or operational area, as required, ensuring all
items should be transported promptly, safely and without damage.
Trainer explains stock should be promptly moved from the delivery area in order to:
Allow space for further incoming items to be unloaded or delivered. The
delivery area is a bottle neck for stock movement and can quickly become
chaotic if stock is not moved quickly through the area
Remove potential hazards. Stock left lying around presents a tripping risk
Minimise the chance of theft. Quickly securing stock in its appropriate storage
area greatly reduces the likelihood of theft. Remember members of the public,
other delivery drivers, and staff all have the potential to steal stock
Reduce the likelihood of damage to products. Cartons and items in a cluttered
and busy receival area can suffer more damage the longer they are left there
Eliminate confusion regarding stock checks and counts. It can be difficult to
distinguish different orders when the receival area is full or cluttered
Maintain the safety of food. Refrigerated and frozen food must be stored under
appropriate conditions, or taken as soon as possible to the areas where
needed.
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70 Trainer Guide
Slide
46. Trainer indicates to trainees the „operational area‟ to which stock and other
deliveries may need to be moved covers „storage areas‟ and departments and
working areas within the premises.
Trainer defines „departments‟ as locations where the stock items will be processed
or offered for sale, for example:
Kitchen/s
Bar/s
Function and/or banquet room/s
Housekeeping
Offices
Engineering and maintenance
Security
Retail outlets and shops within the venue.
Trainer indicates that this definition can also include „Off-premises‟ situations where
there can be a need to transport items off-site, for example:
When providing off-site catering at a remote location, there can be a need to
transport food, beverages, seating, tables to the site
When you are part of a larger organisation or chain and need to convey stock
to a member venue. For example, the organisation may have made a bulk
purchase of an item used by all properties and bought the item for a bargain
price. The intention of purchasing such a large quantity was to distribute the
items between all the properties in the organisation. Consequently there is a
need to distribute these items or arrange for their distribution.
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Trainer Guide 71
Slide
47. Trainer identifies storage areas to which stock may need to be transported can
include:
Storage areas for food are:
 Dry goods store for food – room, pantry, shelving
 Refrigerated storage areas – cool rooms and refrigerators
 Frozen food storage areas – walk-in freezers, domestic freezers.
Trainer stresses it is vital all food is moved from the goods receival area to
appropriate storage temperature (whether in storage areas or working areas) as
soon as possible to maintain food safety.
Beverage storage areas for alcoholic and non-alcoholic products which may
include:
 Refrigerators
 Cool rooms
 Refrigerated displays
 Dry goods store
 Cellars
Linen stores which may be located within the Housekeeping areas
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Chemical storage areas. These are generally located at a central point with
subsidiary chemical storage areas existing in some other departments such as
gardens, pool, sporting and recreational facilities and parking areas,
housekeeping, bar and other departments. Every chemical purchased must be
accompanied by safety instructions (Material Safety Data Sheets – known as
MSDS). These sheets recommend the best environment in which to store the
product and also provide relevant first aid instructions if the chemical is spilled
on skin, ingested or inhaled. Safety instructions as relevant to each chemical
must be followed at all times, and MSDS must be kept with or near the
chemicals so staff can refer to them in the event of an accident or emergency
A central store area where „miscellaneous‟ items are stored. This is where
items such as the following may be stored:
 Stationery
 Advertising material
 Crockery and cutlery
 Glassware.
Class Activity – Distribution of MSDS
Trainer obtains several examples of MSDS and:
Distributes them to trainees
Reads through and explains each MSDS highlighting their role in workplace
safety and storage of chemicals.
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Slide
48. Trainer indicates to trainees that when moving stock they must match the transport
option to the characteristics of the stock to be moved. Moving stock can include:
Moving from receival area to storage
Moving stock from storage to working departments
Moving from receival area to working departments.
Trainer stresses this means each move must be judged on its individual
characteristics and the following should be taken into account when deciding the
most appropriate and safest transport option:
The number of items to be moved
The nature of the item to be moved taking into account factors such as:
 Size/dimensions of the item/load
 Whether it is hot or cold
 How awkward it is to carry
The distance the item has to be moved
The terrain you will be travelling , taking into account factors such as:
 Do you need to go outside?
 Will you need to go up or down steps or stairs?
 Is the entire floor surface flat or will there be uneven parts or slip, trip
and/or fall hazards?
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Slide
49. Trainer introduces several basic safety tips and techniques to be followed when
transporting stock internally:
Follow house procedures and all internal requirements as specified by the
venue. Many venues will have SOPs and/or Work Instructions to guide what
should be done
Use common sense. Avoid anything possibly dangerous; be prepared to make
two trips rather than an over-loaded single trip and refuse to move anything
posing a risk/hazard to personal health/safety
Take a little extra time – to make sure you do not get injured and stock does
not get damaged: do not rush or run
Ensure to the greatest extent possible the safety and integrity of the stock
being moved – protect items; take care/be careful
Relocate food items to food storage areas in a timely manner. This means „as
soon as possible‟ to guard against food safety issues or contamination.
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Slide
50. Trainer identifies for trainees there are several common options available in
workplaces for moving or transporting stock, such as:
Using trolleys to move stock. There are several options:
 Two-wheel trolleys
 Stair-climbing trolleys
 Four-wheel flatbed trolleys
 Four-wheel trolleys with multiple shelves
 Trolleys with hard wheels or pneumatic tires
Carrying items by hand
Re-loading stock into another vehicle to transport to another location
Using pallet jacks for moving pallets around across short distances. No licence
is required to operate these
Using forklifts to move pallets of stock. Ensure fork lift operators have a current
licence where the law requires them to be licensed.
Trainer arranges to visit a venue and:
View the receival and stores areas
Observe deliveries being received and checked/inspected
Observe transportation/movement of stock throughout the venue
Talk with staff regarding safety issues relating to stock storage and movement.
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Slide
51. Trainer notes all stock should be stored in the appropriate location and in
accordance with organisational and legislated OHS procedures.
Trainer defines OHS as an acronym for „Occupational Health and Safety‟.
Trainer explains OHS in this context includes „manual handling‟ and defines
„manual handling‟ as including activities such as:
Lifting of stock, cartons, boxes
Carrying items from storage areas to trolleys, moving stock from place-to-place
Pulling boxes and cartons forward in storage areas
Pushing trolleys.
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Slide
52. Trainer introduces safe working practices in relation to manual handling of stock as
including:
Ensure there is no overloading of trolleys or transportation equipment.
When physically picking up and carrying light items:
 Do not overload self. Make two trips rather than trying to carry or move
everything at once
 Do not carry any item that is slippery or has an uneven surface. Use a
trolley instead
 Do not carry an object of an irregular and difficult shape
 Do not carry any item obscuring or obstructing the view of the route to be
taken
 Do not carry any item causing overstretching, or which places a strain on
any part of the body
Determine the characteristics of the package or item before attempting a carry
or lift. Every carry or lift must be judged on its individual attributes
Ensure route to be travelled is free of obstructions or risks. This can mean
walking the route first, checking it out and removing or addressing any hazards
or problems (such as picking up or removing obstacles, drying areas that are
wet, making sure the route is not too long, or identifying „rests‟ along the way
where items can be placed down if there is a need to do so
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Use designated internal transportation equipment and systems to move stock.

For example, the workplace may require:
 A keg mover to be used when moving barrels of beer
 A flatbed trolley to be used when moving linen and drums of chemicals
 A gas bottle trolley to be used when moving cylinders of gas
 Use of a conveyor roller when moving cartons from delivery bay to central
store
 A stair climbing trolley to be used when moving stock up more than one
step
 A pneumatic wheel trolley to be used when moving bottles and glass
items.
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Slide
53. Trainer continues to inform trainees of safe working practices in relation to manual
handling of stock:
Ensure compliance with all local manual handling requirements imposed by
law
Apply correct lifting techniques:
 Bend the knees
 Keep the back straight
 Lift with the legs, not the back
Avoid stretching or straining when handling or moving stock. This is a common
cause of back and muscular pain or injury
Observe appropriate weight or load sizes. Even if there is no legislated
„maximum weight limit‟ for lifting or manual handling the following guidelines are
recommended:
 Individuals should not handle weights over 4.5 kg when seated
 Individuals should not lift weights over 16 kg
 A team lift or a mechanical aid should be used for anything over 55 kg
Avoid any action or activity that is repetitive in nature as it gives rise to
potentially injurious repetitive strain injuries
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Wear protective clothing as appropriate for the item and/or situation. This may
mean wearing:
 Thermal clothing – cold suits when working in a freezer or cool room
 Gloves or gauntlets to protect hands and forearms
 Protective/steel-capped boots
 Protective aprons.
Trainer arranges for a local official from the OHS Authority to attend and:
Talk about workplace safety
Identify options for safely moving/transporting stock
Distribute materials relating to safe manual handling
Demonstrate how to safely lift a box/carton with provision of opportunities for
trainees to practice same under supervision.
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Slide
54. Trainer provides trainees with tips to follow when using trolleys to move stock:
Never overload a trolley. Make two trips rather than an overloaded single trip;
obtain a bigger trolley
Place heaviest items on the bottom of the trolley. This helps avoid the trolley
overturning and reduces the risk of the item falling off the trolley
Always push the trolley. Walk forward to see what is in front: never pull the
trolley
Never use a damaged trolley such as a trolley with a jammed wheel, or one
with shelves with jagged edges
Select the right trolley for the job. Different trolleys are suited to different tasks
so ensure the best option is used.
Class Activity – Practical Exercise: Transporting stock
Trainer arranges a two-wheel and four-wheel trolley plus a range of boxes and
cartons and general stock items and:
Asks trainees to load trolleys safely
Move stock across a range of different terrains (such as through passageways,
upstairs, downstairs, inside, outside)
Unload stock from trolley.
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Slide
55. Trainer explains to trainees that many items received into stock will need to be
unpacked as part of the storage process.
Trainer identifies general requirements relating to the unpacking of stock include:
Remove individual items from cartons and/or packaging and load stock into
storage bins or storage areas. There will be more on this in next set of slides
Check the quality and suitability of every item unpacked to ensure:
 Item is not damaged or broken
– Nothing is leaking
– No seals are broken
– Items, cans, drums, bottles, packets are intact
 Use-by and/or best-before dates are appropriate to the usage rate of the
venue
Check to ensure no pests, rodents, vermin or dirt is introduced into the store
through the items being unpacked
Verify that items look suitable for the purpose they are to be used for using the
various senses (smell, sight, touch and taste as appropriate) and a combination
of industry/venue knowledge and common sense. This involves a quick check
of each item to ensure (as appropriate to the nature of each individual item):
 Linen is the expected or correct colour. If you know the property always
uses white sheets, it should cause concern if the delivery of sheets you
were unpacking was blue in colour
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 Fruit and vegetables are fit for the purposes they are going to be used for.
This may involve checking to ensure food intended to be eaten „as is‟ is
free from blemishes, are not bruised. Items to be used in stocks, stews
and/or sauces can be of lesser quality but must still meet internal
specifications and all food safety requirements
 Matches the information on the carton or packaging from which it is being
taken
 The fitting for light globes matches the fittings in the venue. There is no
point stowing „bayonet‟ light fittings in store if the property uses „screw in‟
globes
Adhere to „full box/carton‟ policy in stores where this is an internal requirement.
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Slide
56. Trainer states stock must be placed into the designated storage areas and may
need to be loaded into appropriate storage units. There is a need to maintain „order‟
in the storage areas such that there is „a place for everything and everything in its
place‟. Remind trainees that special requirements always apply to food.
Trainer explains that when loading stock on to shelves the following practices
should be adhered to:
Clean the shelf before loading the stock
Do not over-stock or over-load shelves. This can cause them to collapse and
items to fall off
Rotate stock. Move existing items to the front and put new items behind
Check use-by and best-before dates of existing stock and adjacent items.
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Slide
57. Trainer continues to explain that when loading stock onto shelves the following
practices should be adhered to:
Store similar products together. „Group‟ all products of the same type
Load heavier items of lower shelves to help avoid injury
Use ladders to store stock on high shelves. Do not over-stretch or over-reach:
never stand on a chair or box to reach a high shelf
Load stock with labels facing the front to assist in identification
Keep stock on shelves neat to optimise space on shelves and aid in stock
control.
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Slide
58. Trainer explains to trainees that many stock items are stored in specific locations in
the general storage area. These locations may be referred to as „bins‟.
Trainer states:
These are not rubbish, garbage or trash bins
A bin may be a:
 A shelf or part of a shelf (a section of shelving)
 A box or some container into which items are placed
 A cupboard with or without a door on „sections‟ or dividers
 Some other physical place where stock is placed
A „bin‟ does not have to be an actual bin. The term refers more to a „concept‟
than a physical storage unit.
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Slide
59. Trainer notes specially provided storage containers may be used to store stock and
these can be made from plastic or metal and are used to:
Provide extra security for items where the original packaging/wrapping is not
deemed sufficiently robust
Increase storage space –because storage containers can usually be stored on
top of each other
Assist in identification of stock. Most storage containers will have a sign on
them stating what is contained inside
Enable easy access to product/items. The lids of storage containers are
relatively easy to remove.
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Slide
60. Trainer advises trainees when loading stock into storage units they must:
Rotate stock. Place new stock at the bottom and move existing stock to the top
Check container is clean. Clean it where necessary
Verify integrity of container. Replace or repair if damaged
Ensure lid makes a tight fit – storage containers are usually supplied with a lid
intended to make a tight fit.
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Slide
61. Trainer advises trainees in relation to general storage requirements for food items:
Use food grade materials to store food susceptible to contamination; stainless
steel is preferred
Cover food to protect it from contamination
Rotate stock to ensure it is used in the correct sequence – see section 3.1
Keep all storage areas and equipment clean
Never store food (including packaged food) directly on the floor. Put cartons on
pallets, shelves, trolleys or in „bins‟
Ensure pests and rodents are excluded from food storage areas. Conduct a
regular (at least weekly inspection) to check this, and take appropriate action
when evidence of pests or rodents is discovered.
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Slide
62. Trainer provides advice regarding storage requirements in a dry goods store:
The area is fly- and vermin-proof to minimise contamination by pests
It is well ventilated and lit to deter pests and to allow staff to see what they are
doing and identify spillages, infestation, problems
It is never overstocked. Excess stock costs money (that is, increases the
chance of stock needing to be paid for before it is used/sold), clutters things up,
and increases the chance of out-of-date stock being used
It is fitted with doors making a proper fit when fully closed to help exclude pests
The lowest shelf is sufficiently far enough above floor level (250mm) to enable
air circulation around produce, and to allow mops and brooms to get under the
shelves when cleaning is required
Bulk food containers used are made from food grade materials and have tight-
fitting lids. Plastic garbage bins are not permitted to be used for food storage as
they are liable to splitting, do not have a smooth internal surface to facilitate
cleaning and do not protect against mice and rats
Food storage containers are cleaned and sanitised before being reused or
refilled to guard against batch-mixing.
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Slide
63. Trainer explains refrigerated storage may involve the use of cool rooms, domestic
refrigeration units or a wide range of commercial refrigeration equipment.
When storing stock into refrigeration units trainer encourages trainees to:
Check and verify temperature is at 5°C or below and this temperature is
checked with an independent, calibrated thermometer at least once per day.
The maximum time high risk foods should be stored at 5°C or below is seven
days. Food should be eaten within this time or discarded. Where the
temperature is 3°C or less, this time could extend beyond seven days
The cool room/refrigerator door is closed between uses and an effort made to
minimise opening times by planning these openings. An open door raises the
temperature and makes the unit more expensive to operate as well as
potentially jeopardising food safety. Do not leave doors open while storing
items in the unit
The cool room/refrigerator is not overcrowded to enable air to circulate freely
around food items
Food loads put into the cool room/refrigerator are broken down into smaller
units to enable faster cooling. Where large units of food are placed in the
refrigerator it takes longer for the core of the food to fall out of the Temperature
Danger Zone
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All food is covered and protected from contamination using, for example,
plastic film with a label attached to identify the food and the date/time it was
placed under refrigeration
Potentially hazardous raw food is separated from cooked and/or ready-to-eat
foods. This is to prevent cross contamination. Never store potentially hazardous
raw food above cooked and/or ready-to-eat foods as there is the potential for
raw blood or raw juice to drip down onto the food below.
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Slide
64. Trainer presents trainees with storage requirements relating to frozen food:
Food is kept „hard frozen‟. The recommended temperature range is -15˚C to -
18˚C: check temperature with thermometer at least daily
Hot food is never frozen – cool it first
Thawed items are never refrozen
Freezers are defrosted regularly to maintain operating effectiveness and
encourage use or disposal of items in the freezer for some time
Freezer doors are kept closed when the freezer is not in use. Shut freezer
doors when possible while stocking items into freezer
Large pieces or amounts of food are not frozen as this encourages others to
defrost the item and then re-freeze it. In practice this means freezing slices
rather than slabs of meat, and using shallow storage containers rather than
deep ones
Manufacturer‟s instructions regarding the storage of frozen food products are
followed. These may relate to storage temperatures and the length of time the
product can be stored (for quality and/or safety reasons).
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Slide
65. Trainer highlights to trainees that all storage areas must be kept neat, clean and
tidy; highlighting an important aspect of this is to remove waste.
Trainer explains to trainees that keeping storage areas clean includes the following
practices and procedures:
Removing waste. This means physically removing:
 Empty boxes, cartons, crates, dividers from which stock has been taken
 Packaging and wrapping materials used to protect and wrap items
unloaded onto shelves, into containers
Cleaning the area in-keeping with venue requirements such as in accordance
with the cleaning schedule for the area which may include:
 Sweeping
 Mopping
 Using a pressure washer
Identifying and removing unsafe, unusable or unsalable items from the storage
areas such as:
 Damaged items
 Food that has exceeded its use-by date
 Food contaminated by vermin.
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Trainer Guide 95
Attention must always be paid to identifying any items that can be returned to
suppliers for credit
Applying environmentally friendly practices to waste materials where
appropriate. This may include:
 Re-using materials elsewhere within the organization:
– An item unsuitable for the Five Star dining kitchen may be suitable for
a less expensive, fast food outlet
– Damaged linen unsuitable for guest rooms may be suitable for use in
the kitchen as cleaning cloths
 Recycling suitable materials – current waste management practices include
the sorting of waste into the following categories in order to facilitate
recycling:
– Paper, including cardboard and newspapers
– Plastic, including soft drink, milk, juice and cordial bottles
– Glass, including bottles (clear, green and amber), jars and clear sauce
bottles
– Steel cans, including food cans and aerosol cans
– Aluminium cans, including aluminium foil
– Milk and fruit juice cartons.
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Slide
66. Trainer identifies to trainees that most stock delivered to a venue will already be
labelled sufficiently for the purposes of storage and general use of the item but
where items are delivered without some form of appropriate identification, wrapping
or labelling or where there is a need to take individual items out of packets, cartons,
wrapping there can be a need to provide labels for these items.
Trainer advises trainees labels may be:
An adhesive/stick on label peeled from a roll of pre-printed labels
A computer-generated „document‟ printed out from the stock management
system
A simple hand-written note or adhesive label with the relevant information
written onto the label with a marking pen.
Class Activity – Distribution of Labels
Trainer obtains a range of stock labels and:
Distributes them to trainees
Interprets contents of the labels
Identifies stock items each type of label would be suitable for.
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Trainer Guide 97
Slide
67. Trainer advises trainees activities involved in labelling stock can include:
Physically placing existing labels on storage containers and shelving in order
to:
 Identify the stock items
 Display delivery date
Preparing hand-written or computer-generated labels and attaching them to
individual stock items
Using electronic bar coding and labelling equipment and attaching labels to:
 Shelves
 Containers
 Individual stock items
Observing food safety requirements in relation to the labelling of food such as:
 Labels, tags or spikes must not make direct contact with food
 Ensure day/date and time of delivery is noted on label
 Any decanted items must be labelled with details of the original package or
item.
Class Activity – Individual exercise
Trainer provides labels, marking pens and several non-food and food stock items to
trainees and:
Asks them to prepare hand-written labels suitable for use in a storage area to
identify each individual stock item.
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Slide
68. Trainer informs trainees labels may be placed on individual stock items or on
shelves/containers where stock is placed.
Trainer advises trainees about the different roles and functions performed by stock
labels:
They help identify individual stock items by assisting in differentiation between
items that look similar
They facilitate placement of stock on shelves and d into storage units. Items
are loaded according to the labels on the shelving, on containers/bins. This
keeps stock in standard/predictable positions rather than in random order
They may provide information to staff, such as:
 Directions to staff – “Use this first”, “Check with Graham before using”
 Advice to staff – “Last one – no more being ordered”
 Allocation of items – “For use by Kitchen/John Barnes only”.
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Slide
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Trainer Guide 101
Slide
the slide.
Trainer asks trainees questions regarding their experience in relation to maintaining
stock and storage areas:
Why is it important to keep stock in good condition while in storage?
How can you ensure stock in storage is in good condition?
What cleaning activities are required to keep storage areas clean?
How might the cleaning of a food storage area differ from the cleaning required
for a storage area for non-food items?
Why is it important for storage areas to be kept in a neat and tidy condition?
What is meant by the term „stock usage rate‟?
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Slide
72. Trainer informs trainees it is standard procedure all stock delivered into a venue
needs to be rotated so the older stock is used before the newer stock.
Trainer advises trainees stock rotation is important and must be applied to help
avoid situations such as:
Stock loss due to items becoming out-of-date stock
Stock looking old and tired by virtue of spending too long in storage. This stock
is unattractive and customers will not buy it
Damage to stock – or a reduction in stock quality – that may occur if stock
spends excessive time in storage. The longer an item spends in storage the
greater the risk of damage to it.
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Slide
73. Trainer instructs trainees there are four stock rotation options:
FIFO – First In, First Out: this is the most common option for hospitality and
tourism outlets. The vast majority of stock (especially food) is rotated using this
approach. FIFO is not be used:
 Where wines are bought and cellared for future use as a specific strategy
to increase their value
 Where meat is purchased and deliberately kept to „age‟ it
FILO – First in, Last Out
LIFO – Last In, First Out
LILO – Last In, Last Out.
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Slide
74. Trainer advises trainees FIFO means stock is used or sold in the order it arrived
into the premises. Practices to ensure this occurs include:
Move old stock forward and place the new stock behind it. Do not load new
stock in front of old or existing stock
Lift existing stock up and put new stock under it
Create a new storage area or stack for new stock and make sure the old stock
is used before this new stack is started or issued
Log the identification information on items (such as kegs of beer, cartons)
when they are delivered by date of delivery. Then make sure you refer to this
record when issuing/using kegs or cartons to make sure you use the old ones
first
Check best-before and use-by dates and use/issue oldest stock first.
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Slide
75. Trainer reminds trainees to always be alert to the opportunity to „do two jobs at
once‟ indicating when rotating stock they can also:
Check the dates to identify if stock is approaching its expiry date and needs
some sort of action taken to quit or use the items
Check for signs of pest and rodent attack or infestation. Are there mice
droppings on the shelf? Does it appear mice have gnawed through boxes?
Check the quality of the product. Does it look as if it is deteriorating in storage?
Has it been damaged in storage?
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Slide
76. Trainer advises trainees of the need to record movement of stock between
departments (as distinct from the need to record stock issued to departments from
storage areas) indicating an Internal Transfer sheet is used for this purpose.
Trainer explains stock transferred between departments must:
Be recorded accurately on the designated internal form such as „Internal
Transfer sheet‟. Entries or records must be made at the time the transfer is
made
Show the date of the transfer so the shift in resources can be allocated to the
appropriate trading period by administrative staff
Detail the stock that was transferred by type, brand, size and quantity
Identify the departments involved indicating the department the stock was
moved from and the department the stock was moved to.
Class Activity – Distribution of Internal Transfer sheets
Trainer obtains samples of Internal Transfer sheet and:
Explains the sections on the form
Demonstrates how to complete the form to accurately reflect the transfer of
stock from one department to another.
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Slide
77. Trainer identifies to trainees they must:

Continually inspect stock and storage areas, and
Take appropriate remedial action when they identify a problem.
Trainer describes the process of inspecting stock and storage areas must include
the following practices:
Undertaking visual inspections. Inspections should embrace:
 Floors, walls and ceilings
 Shelves, bins and storage containers
 Individual stock items
Identifying stock approaching use-by and/or best-before date so it can be
used, promoted or returned before it is „too late‟
Adhering to internal inspection protocols. Some venues have:
 Inspection schedules detailing when to inspect and what items or areas to
inspect
 Inspection checklists identifying aspects of items or areas to inspect and
providing tick boxes to be checked when items/areas have been inspected
plus an area for writing down problems identified for later follow-up
Checking stock quality. This is a constant requirement for every inspection and
must become part of what is done every time stock is handled when in storage
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Checking for signs of pest infestation. Look for:

 Signs of physical damage to the storage area itself
 Damage or degradation to stock items
 Evidence of the presence of vermin such as cobwebs and/or droppings
Ensuring stock is aligned with designated storage areas, bins. Make sure stock
is placed where it should be; maintain tidiness of the store and stock.
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Slide
78. Trainer explains to trainees inspection of stock and storage areas needs to be an
on-going activity; highlighting several opportunities for inspecting/checking stock
exist. Many opportunities can be created by combining other activities with
checking activities.
Trainer describes stock can be checked for quality at the same time you perform
the following:
Checking stock levels when determining stock to be ordered
Placing new items into stock loading items onto shelves and placing items into
containers
Checking use-by/best before dates of items in storage.
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Slide
79. Trainer continues to identify opportunities for combining activities when inspecting
stock and storage areas:
Taking items out of storage for issuing to departments
Doing stock takes; counting stock to provide the basis for calculating business
performance
Performing pest control activities such as laying baits, pest control bombs
Cleaning and tidying tasks in the stores area.
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Slide
80. Trainer notes to trainees they must take appropriate remedial/follow-up action when
they identify a problem with stock or storage areas. An unacceptable situation must
never be ignored.
Trainer identifies possible action may include:
Taking remedial/corrective action – doing something to fix a problem, prevent a
recurrence and protect remaining stock
Dispose of damages items. There is never any point in allowing
damaged/unacceptable stock to remain in the storage area. Always consider
the potential to use items in a different way, make an insurance claim, or return
an item to the supplier for credit
Report issues to management so they may take whatever action they deem
appropriate to address the identified issue/problem. Also notify the
staff/department that normally uses the stock affected so they are kept
informed and can if necessary order different stock to replace stock that has
been lost
Adjust internal records to show what has happened to stock‟ to reduce the
stock-on-hand figure/s to represent the new reality of the workplace.
Trainer arranges for trainees to visit a venue and:
View storage areas
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Observe stock rotation practices

Observe inspections of storage areas by staff
View inspection checklists and schedules
Talk to store staff about:
 Storage and stock rotation protocols
 How they ensure stock is rotated correctly
 Cleaning and tidying requirements and activities.
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Trainer Guide 113
Slide
81. Trainer reminds trainees that when they identify a stock-related issue they must
always take action in response to the identified situation explaining action required
can be immediate on-the-spot remedial action to fix a problem, or action may mean
reporting the issue.
Trainer identifies the action to be taken will depend on the problem identified, but it
is possible it can involve:
Notifying relevant personnel. This may be:
 Supervisor
 Owner/operator
 Supervisor/manager of the department to which the stock relates, for
example Head/Executive Chef; Head Housekeeper; Food and Beverage
Manager
 Purchasing Officer
Arranging for maintenance where the problem relates to:
 Damaged equipment, fixtures and/or fittings in the stores area such as
shelving, containers, doors, walls, ceilings/roofs
 Equipment not working as required such as faulty refrigeration equipment
and freezers
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114 Trainer Guide
There can be a need to organise:

 In-house maintenance by contacting the Maintenance department
 External maintenance by arranging for attendance by qualified service
technicians
 Re-locate stock to move undamaged stock from a hazard, and to prevent
further damage to already damaged stock. This is a common requirement
in the immediate short-term while you fix the problem or arrange for the
issue to be addressed.
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Trainer Guide 115
Slide
82. Trainer continues to identify the action to be taken when a stock related issue has
been identified:
Protect stock as an alternative to re-locating stock you may be able to take on-
the-spot action to protect stock from further damage/contamination. This could
require you to:
 Close windows or doors
 Cover the stock
 Move damaged stock way from undamaged stock
Dispose of damaged stock. This involves:
 Disposal of damaged or unfit stock to waste
 Adjusting internal records to reflect disposal of items
 Notifying relevant departments regarding stock disposed of to determine if
replacement stock is required
 Return items to suppliers and/or make arrangements for returning items to
suppliers. In limited cases a supplier may be prepared to accept damaged
stock for credit: it is possible, for example, the supplier may be able to re-
package and resell a product where only the packaging or wrapping has
been damaged but the item itself remains in perfect condition
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116 Trainer Guide
Arrange for stock items to be used immediately. In some cases an item slightly
damaged may be able to be used/sold quite successfully if it is used/offered for
sale immediately. This means the normal FIFO stock rotation approach is not
adhered to
Act to address identified problems and threats as the need demands. This may
involve, depending on the issue:
 Implementing or arranging for pest control
 Making repairs to store rooms and/or storage infrastructure
 Removing imminent threats to stock
 Removing damaged stock
 Cleaning
 Re-positioning stock to safer/more secure areas.
© ASEAN 2012
Trainer Guide 117
Slide
83. Trainer identifies to trainees the way in which stock areas are maintained will vary
between premises, and between individual storage areas within the same business,
but the general aims and requirements will remain essentially the same.
Trainer describes general requirements commonly applied industry-wide in order to
maintain a stock area are:
Keeping the stores area clean and tidy at all times by:
 Cleaning up spills as they occur
 Implementing cleaning schedules for the area
 Removing wrapping/packaging and waste
 Cleaning and tidying as part of other store room activities as opposed to
making „cleaning and tidying‟ a separate task
Storing all stock as soon as possible after delivery to:
 Guard against theft
 Remove potential tripping hazards
 Keep the area clear for future deliveries
 Refrigerate items requiring refrigeration
 Protect against damage that can occur to items left lying around in the
delivery area caused by other deliveries being made, general staff traffic in
the area
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118 Trainer Guide
Keeping stores area well-lit and ventilated to deter pests and allow easy
identification of stock items and problem issues
Keeping shelves, benches, pallets, bins in good order and inspecting the
area/fixtures and fittings on a regular basis for signs of damage/deterioration or
other problems such as stability, security, pest infestation
Maintaining all equipment and storage areas in accordance with the relevant
occupational health and safety requirements and (for beverage storage and
food-related items such as single-use items and food packaging) the
requirements of food safety protocols for the property.
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Trainer Guide 119
Slide
84. Trainer continues to describe the general requirements commonly applied industry-
wide in order to maintain a stock area:
Conducting preventative maintenance checks on floors, walls, lighting, storage
areas and containers/fixtures within the stores areas
Checking the temperature of refrigerated and frozen food storage areas
Initiating preventative maintenance servicing for plant and equipment in the
stores area as opposed to waiting until items break down before servicing them
Restricting access to the stores area as required by the organisation. This can
involve prohibiting staff access to the stores areas, or limiting access to
nominated staff only at designated times
Closing and locking doors to stores areas when the area is not attended.
Further security actions may include activation of alarms, maintenance and
operation of closed circuit television
Developing a proper cleaning schedule for the stores areas, including ensuring
supplies of all necessary chemicals and equipment exist to get the job done.
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Slide
85. Trainer advises trainees they will need to report/make a notification when they
identify instances such as:
Plant and equipment is malfunctioning or has broken down, is not performing
„as expected‟
Indications there has been a security breach or theft has occurred
Collapse of shelving/storage equipment. This can be caused by:
 Improperly trained staff loading stock onto shelves
 Insufficient storage space
 Excess stock
 Leakage of liquid into cardboard cartons
Situations where you are running out of storage space and the order, security
or integrity of stock is being compromised.
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Trainer Guide 121
Slide
86. Trainer continues to advise trainees they will need to report/make a notification
when they identify instances such as:
Stock lines not moving/moving slowly so action can be taken to move these
lines
Stock lines being used faster than normal so staff can decide if additional
orders need to be placed to avoid running out of stock
Accidents or OHS incidents have occurred so investigation into cause and
preventative measures can be undertaken
Conditions exist or have emerged jeopardising the quality or safety of products
in store. This is to limit or prevent stock loss and/or damage
Situations where a physical stock count reveals a significantly lesser number of
items than the stock control system indicates should be in stock.
Class Activity – Group Exercise (Cleaning store)
Trainer arranges for trainees to visit the storage areas at the training institute and:
Provides necessary equipment (including safety equipment and/or clothing)
and cleaning agents/materials for cleaning these areas
Supplies necessary cleaning procedures/information
Demonstrates safe and effective cleaning practices
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122 Trainer Guide
Asks trainees to clean the storage areas and/or facilities, equipment,

infrastructure as required
Supervises trainee action and provides appropriate feedback on progress and
technique.
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Trainer Guide 123
Slide
87. Trainer advises trainees any problems identified in storage areas should be
immediately reported highlighting face-to-face reporting or using the phone are the
usual methods to use.
Trainer instructs trainees the person to whom you report may be one of the
following:
Your supervisor
The duty manager
The owner
The Maintenance department.
Trainer mentions in some premises it may also be necessary to accompany this
verbal report with some form of written report, such as a Maintenance Card.
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Slide
88. Trainer informs trainees there can be a need for those with responsibilities for
receiving and storing stock to also identify usage rates of stock, or nominated stock
items highlighting:
Not all venues require identification of stock usage rates. Many venues will not
require monitoring, identification and/or reporting on stock usage rates at all
Not all stock items may need to be monitored. Where there is a need to identify
stock usage rates, management/departments usually only require a small
number of nominated items to be monitored and reported.
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Trainer Guide 125
Slide
89. Trainer advises trainees the usage rates of individual stock items may need to be
monitored to:
Ensure additional stock is ordered and received before a department or the
venue runs out of stock. A stock „outage‟ is a situation where the venue has run
out of stock
Make sure there is never „too much‟ stock-on-hand at any one time. Most
organisations will seek to limit the monetary value of stock in storage
Help management compare one trading period with another to determine if
action needs to be taken to promote the venue and/or increase sales
Assist management/administration with:
 Calculating/determining the financial performance of a department or the
venue
 Investigating poor performance statistics for the venue/a department.
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126 Trainer Guide
Slide
90. Trainer informs trainees the following practices are involved in identifying stock
usage rates:
Using your experience and venue knowledge. Many venues will have
„seasons‟/periods when certain items move quickly and less quickly. For
example, stock tends to move more quickly during holiday periods, festivals,
and events. Each venue will have days of the week, weeks of the month and/or
months of the year when trade is slow and, as a result, stock moves more
slowly
Referring to the stock control/management system in use at the venue. Where
a computerised system is in use, statistics for every stock item can easily be
produced to show actual stock movement and comparisons with previous/other
periods
Referring to delivery documentation. An inspection of delivery documents can
be a quick way of determining stock usage. Generally speaking the more an
item has been delivered, the more it has been used
Reading/analysing bin cards and requisitions to determine:
 The volume of stock moved
 The time period for usage
 Where the stock has been used
A computerised stock control/management system will provide similar
information
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Trainer Guide 127
Physically counting stock and comparing current totals to previous totals. The
bigger the difference, the greater the usage rate
Identifying use-by/best-before dates of items in storage. Where items are
regularly exceeding these dates, the higher the possibility the usage rate for
them has slowed. Alternatively, too much was ordered in the first place.
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Slide
91. Trainer explains to trainees „bin cards‟ are not used by every business. Where bin
cards are in use, one bin card is used for every item of stock. For example, if there
were three or four different variations of a stock item (such as different sizes,
different qualities) there would be one bin card for every option.
Trainer advises trainees „bin cards‟:
Record details about stock including:
 When stock was delivered to the venue, by date, and how much was
received
 Where stock has been issued to by department, date and quantity
 The physical stock-on-hand in the „bin‟ which is a total that changes as
stock is received and as stock is issued
May also contain additional information such as:
 Name and contact details of the supplier
 Last cost price for the item written in pencil so it can easily be updated as
prices changes
 Minimum stock levels, maximum stock levels and reorder quantity.
Where an electronic stock system is in use, all the information on a bin card will be
available through this computer-based system
Are physically located with the stock items. That is, they are not kept in the
office or at some remote location: they are physically present where the stock is
so they can be updated when stock is delivered and/or issued.
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Trainer Guide 129
Class Activity – Distribution of Bin Card

Trainer obtains sample bin cards and:
Distributes then to trainees
Explains the sections on the bin card
Demonstrates how to complete or update the bin card to reflect stock received,
and stock issued to departments.
Class Activity – Guest Speaker
Trainer arranges for a suitable person from a venue with extensive experience in
receiving and storing stock to visit and:
Talk about stock rotation practices and principles used at their workplace for
food and non-food items
Discuss practices and protocols used at their workplace relating to the
inspection of stock and storage areas
Give examples of remedial action they have taken to address identified stock-
related issues
Demonstrate or discuss practices used to clean and tidy storage areas at their
workplace
Identify practices involved in determining stock usage rates at their workplace
Provide and explain the use of sample internal documentation such as
cleaning schedules, inspection checklists, and stock control documents.
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130 Trainer Guide
Slide
© ASEAN 2012
Trainer Guide 131
Slide
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132 Trainer Guide
Slide
© ASEAN 2012
Trainer Guide 133
Slide
the slide.
Trainer asks trainees questions regarding their experiences with finalising
delivery/stock-related documentation and stock control/management system
requirements:
What delivery-related documentation have you dealt when receiving deliveries
and processing the paperwork for payment?
What internal documentation (that is, paperwork generated by the venue) is
involved in finalising delivery/stock-related documentation? What role does
each document play in the control process?
What stock control/management systems have you worked with?
What did you have to do as part of your job with these stock
control/management systems?
What have you done to finalise delivery documents so they can be forwarded
for payment?
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134 Trainer Guide
Slide
96. Trainer identifies to trainees that all staff involved with receiving and storing stock
will have some responsibilities relating to stock-related documentation but some
venues will require more in this regard than other establishments.
Trainer indicates stock-related documentation needing to be checked and verified
can include paper-based documents or their electronic equivalents, especially:
Purchase orders or other documents related to the ordering or purchase of
stock
Delivery dockets and invoices – delivery-related documentation provided by the
supplier
Statements – the „end of trading period‟ document listing all transactions for the
period
Credit notes – reflecting items returned to the supplier for credit
Requisitions – internal documents from departments requesting stock from the
central stores areas
Internal transfers – reflecting stock exchanged/moved between departments
Bin cards – stock cards for items showing stock „in‟ and „out‟ as well as other
details such as stock-on-hand, name of supplier, cost price.
© ASEAN 2012
Trainer Guide 135
Slide
97. Trainer explains to trainees they may be required to check prices on documentation
and this may include:
Checking the prices charged on the invoice against prices quoted in the price
list/catalogue provided by the supplier (online or in hard copy form) and
notifying management/accounts where there is a discrepancy
Checking the prices charged on the invoice against the previous cost price as
listed on paper-based or electronic format stock control records (such as bin
cards, or individual Stock Item documents on the computer-based system).
This check is made so operators get immediate notification when the cost price
of raw materials and in-coming goods rises so they can adjust selling prices to
retain the level of profit the property requires.
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136 Trainer Guide
Slide
98. Trainer advises trainees their responsibilities may also extend to checking
„calculations‟ on documentation provided by the supplier to identify
variations/discrepancies and this may entail:
Verifying extensions. Extensions are where more than a single item has been
bought. For example, confirming the listed price „per unit‟ (comparing the
invoice price against the price list, catalogue or quoted price) and then
checking, for example, five items at the listed „per unit‟ rate actually totalled the
amount shown on the document (five x unit price, per item)
Ensuring the correct amount of tax had been calculated using the correct rate
or percentage and verifying the total amount of tax
Verifying the total of goods purchased plus taxes is the correct „sub-total‟
amount and all sub-totals on documentation
Making sure applicable deductions had been applied in accordance with
entitlements. These may include some form of discount (relating to quantities,
amounts or volume purchased) so there may be a need to check which
discount rate applies and then confirm it has been calculated and allowed as
expected or entitled
Confirming other charges has only been applied by the supplier in-keeping with
their stated Terms and Conditions. These charges only apply to certain
suppliers and can apply to things such as:
 Picking and packing charges. A fee charged by suppliers for selling
individual items (as opposed to a full carton or box). It is paid to them for
the time or labour required to „pick‟ an item out of a carton and „pack‟ it into
another box for delivery. These are also known as „re-pack‟ charges
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Trainer Guide 137
 Insurance – paid to cover loss of, or damage to, goods in transit

 Delivery/freight fees – paid to cover the cost (vehicle, labour, petrol) of
delivering the goods to the venue.
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138 Trainer Guide
Slide
99. Trainer advises trainees verifying documentation can include ensuring:

Only items listed on order documentation from the property have been
delivered and are listed on delivery documentation. Items delivered but not
ordered may need to be returned
Items listed on a delivery docket are the only ones listed on the matching
invoice
Items returned for credit received a credit note
The statement is a true and accurate reflection of the invoices and credit notes
for the period.
Class Activity – Group exercise
Trainer obtains or prepares a set of delivery dockets, invoices, credit notes and
statement/s and:
Asks trainees to reconcile, check, verify the statement against all supporting
documentation. Trainer may elect to include a deliberate error in the
documentation for trainees to identify.
© ASEAN 2012
Trainer Guide 139
Slide
100. Trainer states all identified errors, discrepancies and variations must be recorded
when checking and verifying stock related documentation. This may include:
Writing details on the relevant document so the issue is outlined on the
document to which it relates
Explaining the nature of the issue as opposed to simply „circling‟ an entry or
figures, or underlining the incorrect area or item
Accompanying the written details with a verbal explanation. This should be
done at the time the paperwork is presented to the appropriate person so they
can ask questions or gain a full or proper understanding of the issue.
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140 Trainer Guide
Slide
101. Trainer explains to trainees many suppliers offer inducements to buyers to

encourage them to make purchases. Standard inducements are low prices, great
service, discounts and rebates.
Trainer notes in addition to these standard inducements suppliers can also offer
other inducements (which are the property of the venue, not personal gifts to staff)
that those with responsibility for receiving and storing stock may be required to
follow up. Action may be required in relation to ensuring the venue receives what it
is entitled to:
Free items. These can be almost anything: for example, a food supplier may
offer a free box of chickens with every purchase above a nominated amount
Bonus products. The supplier may supply 13 items whenever a dozen items
are ordered or bought, or a free case of product whenever a pallet-load is
bought
Gifts. These can be tickets to sporting events, holiday vouchers or personal
items related to a nominated volume of product purchased, a certain value of
money spent, or on-going customer over a designated period
Samples. Suppliers may provide you with free samples of new product, or
products different to what you have bought or ordered to demonstrate the other
items they have for sale.
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Trainer Guide 141

Trainer arranges for guest speaker from a supplier to attend and talk to trainees
about:
How to follow-up discrepancies with deliveries and/or documentation
Terms of Trade
Inducements for businesses to buy from them, identifying what is offered or
available and any pre-requisites for triggering these inducements.
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142 Trainer Guide
Slide
102. Trainer advises trainees most venues have a stock control/management system of
some kind (paper-based/manual or electronic/computerised) in order:
To identify theft especially of stock
To determine the financial performance of departments and the venue overall
To limit the amount of money tied up in stock-on-hand („inventory‟)
To make sure the property does not run out of stock
To track the cost price and selling price of items so the required profit margin
can be obtained for stock sold.
© ASEAN 2012
Trainer Guide 143
Slide
103. Trainer advises trainees larger properties tend to use electronic systems:
These may be dedicated hospitality stock management systems or „off-the-
shelf‟ software adapted to meet individual venue needs
Most are integrated with POS software and hardware to provide a „total‟
system
Training and a user manual is supplied by the vendor/supplier of the system
They may feature a hands-on „training section‟ within the system to enable
practical experience to be gained without impacting the „live‟ sections of the
program.
Trainer arranges for a representative from a stock system supplier to visit and:
Explain the benefits and limitations of computerised stock control systems
Identify necessary features of an effective hospitality stock
control/management system
Describe how the system works
Describe the information, reports and print-outs the system can generate to
assist with stock control and management
Demonstrate establishment of a stock item in the system
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144 Trainer Guide
Demonstrate updating of a stock item to reflect:

 Change in buying price
 A delivery of an item into stock from a supplier
 Issuing of stock from central store to a department.
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Trainer Guide 145
Slide
104. Trainer explains to trainees that even where a computerised/electronic system is in

use, paper-based documents (such as Purchase Orders, Delivery dockets,
Invoices, Credit notes, Statements, Sales dockets and cash register/point-of-sale
terminal audit rolls/tapes) will usually provide the raw data entered into the system.
Trainer identifies from a „receiving and storing stock‟ point of view, use of this
system may involve the need to:
Create files for new suppliers
Enter supplier and product details such as names and addresses, prices,
minimum order quantities
Delete files relating to individual suppliers and product lines
Update data entering details of:
 Deliveries into the system - quantities and dates
 Stock that has been issued or transferred to departments
 Returns to suppliers
 Stock that has been damaged or has to be discarded
Adjusting stock levels given on the computer on the basis of physical stock
takes.
Class Activity – Demonstration and Practical Exercise

Trainer arranges for trainees to view and use the computerised stock
© ASEAN 2012
146 Trainer Guide
control/management system in use at the training facility.

Trainer:
Demonstrates basic functions – accessing stock items, determining stock-on-
hand, identifying re-order limits
Demonstrates how to enter a new stock item into the system
Demonstrates how to update a stock items as a result of new delivery, issuing
to a department, stock loss
Provides trainees with hands-on opportunity to practice or gain experience in
the training section of the system.
Trainer provides internet access to trainees and asks them to visit, read and report
back to the class on sites providing information on computerised stock
control/management system, such as:
CHECK EAM – http://www.mbtcheck.com/products/cpa.htm
IBS – http://www.ibs.net/au/
HISintercative – http://www.his.com.au/
Barmetrix – http://www.barmetrix.com/
Maxial – http://www.maxial.net/.
Microsoft – http://www.microsoft.com/enterprise/industry/retail-
hospitality/default.aspx
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Trainer Guide 147
Slide
105. Trainer explains a manual/paper-based stock control/management system

comprises the following documents, most of which have already been discussed:
Purchase orders
Bin cards
Requisition forms
Internal transfer sheets
Sales dockets and cash register audit rolls/tapes – proving or recording
revenue earned
Checks – proving or recording payment for stock received
„Books of account‟.
Class Activity – Group discussion
Trainer asks trainees questions about the listed documents in a manual/paper-
based stock control/management system, such as:
What is a Purchase order used for?
What is the role of an Internal Transfer sheet? When and why is it completed?
What information is contained on a Requisition? What is it used for?
What is meant by „books of account‟? What information might they contain?
Why are they maintained?
What is the role of a „check‟ (Cheque) in stock control/management?
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Slide
106. Trainer instructs trainees information in a stock control/management system will

need to be updated when stock is:
Ordered – so deliveries can be anticipated, and so others know what has been
ordered to avoid „double ordering‟ of an item
Received – identifying what has been delivered by item type, description and
quantity
Moved into storage – showing movement of stock within the property
Issued to a department – indicating stock issued to operating departments by
type, date, and quantity.
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Trainer Guide 149
Slide
107. Trainer continues to instruct trainees information in a stock control/management

system will need to be updated when stock is:
Returned to a supplier listing items retuned to suppliers, reason for return and
date so a check can be kept on credit for such items
Moved between departments to enable accurate performance statistics to be
calculated for each department
Disposed of at a lesser selling price than normal perhaps due to damage, or
the fact stock was approaching its use-by date
Given away as a donation to a charity, club, for PR purposes
Thrown out due to damage, being in an unsafe or unsalable condition.
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150 Trainer Guide
Slide
108. Trainer informs trainees there can also be a need to update the stock
control/management system when:
New stock lines are purchased. New files will need to be created. Depending
on the system being used details will include:
 Product type and brand name
 Size, volume, weight
 Supplier name and contact details
 Internal stock code for the product
 Maximum, minimum and re-order figures for the item
 Cost price and selling price
Providing the details in data fields is also referred to as „populating‟ the data
fields
Lines are quitted. This may involve the closing of a file when the business
decided it will no longer stock, buy or use the product
New suppliers are used. The same product can be purchased from different
suppliers and from time-to-time the venue may switch suppliers if they can
obtain a better deal or service from an alternate supplier. Where the venue
elects to change suppliers, the file for the product remains but some data fields
within the file will need to be changed to reflect the different supplier or new
price
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Trainer Guide 151
Different sizes and/or qualities are introduced to the system. Every stock item
has its own file. You cannot add a different size, quality, style, colour, brand
name into an existing file. Anew file must be created which updates the system
to reflect the change in product
Changes are made to purchase prices and/or selling prices. If the cost price of
an item changes, this must be updated into the system. If the venue alters the
selling price, this too must be updated.
Note:
Not all systems require cost and selling prices to be entered
Many properties will require administration staff to enter this data
Management alters directions in relation to the size of inventory such as
amending maximum, minimum and/or re-order levels/quantities.
Trainer arranges for trainees to visit a hospitality or other suitable venue and:
View the stock control/management system in use
Observe the operation of the system
Talk to system operators and management about the use of and need for the
system
Observe the integration of paper-based documentation into the
electronic/computerised system (where applicable).
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152 Trainer Guide
Slide
109. Trainer indicates to trainees if they have any responsibility for receiving stock, they
will always have some responsibility for authorising the delivery for payment
highlighting:
It is standard industry practice to never pay a delivery driver for goods
delivered to the venue
If a driver requests cash/payment for deliveries, they should be referred to
management
Refusal to pay must apply even though delivery drivers may:
 Insist on and demand payment
 Point to paperwork on which is printed/written „Cash Only‟ or „C.O.D.‟
The only exception to this is a situation where management has already
advised there is a need to pay cash for a delivery, and they have provided
money or a cheque to pass on to the delivery driver.
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Trainer Guide 153
Slide
110. Trainer advises trainees the following are activities they will be required to complete
to enable the processing (filing, entry of data into book keeping systems) of delivery
documents and payment of accounts:
Note/record and resolve issues arising on the documentation before it is
forwarded. Issues may involve:
 Short-deliveries
 Over-delivery
 Incorrect items delivered – by brand, type, size, colour
 Failure of items to align with purchasing specifications
 Items refused/rejected
 Damage to stock
 Items returned to supplier for credit
Double-check any notations made on documents to ensure they are clear,
correct and comprehensive. It is often necessary to accompany this written
record with a verbal report or explanation
All stock shown as „Outstanding‟ should be received before forwarding
documentation for processing
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154 Trainer Guide
Record action taken. This requires indication of follow-up action taken to

address identified issues, for example:
 Telephone calls to the supplier to query or clarify the delivery including
promises made by them to address or rectify the situation
 Sourcing of a new or alternate product from a new or different supplier
 „No action taken‟. This should be written on documents where no action
was taken in response to the situation. This can happen at very busy times
when accepting other deliveries and/or storing items.
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Trainer Guide 155
Slide
111. Trainer continues to present activities involved in authorising deliveries for payment
or further internal processing:
Match all relevant documentation. This may mean making sure, as
appropriate:
 Purchase orders are attached to delivery dockets
 Delivery dockets are attached to invoices
 Credit notes are attached to delivery dockets/invoices
 The intention is all paperwork relating to a single delivery is grouped
together
Ensure the correct price has been charged. If the item was listed in a price
list/catalogue at $115.00 each, you need to check you are not being charged
more than this. In some businesses, this check may be done by
management/administration
Signing, initialling and/or dating documents. This is the most common
requirement relating to forwarding documents for processing and payment. It is
vital to realise how important a signature on delivery documentation is. If there
is a signature or initials for a delivery, management/administration will assume
all the items signed for have been delivered and are in good condition and the
account can be paid. In most cases, the signature/initials authorises payment
for the goods so only sign or initial if the delivery is correct and acceptable. Any
variance between the delivery documentation and the actual delivery must be
described on the paperwork. It is never acceptable to sign for any delivery
unless it has been inspected, checked, counted, and verified
© ASEAN 2012
156 Trainer Guide
Forward the documents. This means passing on all delivery documents to

management/administration so they can process them and pay the accounts.
Delivery documentation should be forwarded „as soon as possible‟ providing:
 All the necessary checks have been made on the deliveries
 All necessary notations on the documents have been made
 Documents are no longer required to update the stock
control/management system/s as required by the venue
At a minimum, all documentation should be forwarded within 24 hours.
Trainer arranges visit to a local venue so trainees can:
Observe procedures involved in finalising delivery documentation for
processing and payments
Talk to personnel about the procedures involved in receiving delivery
documentation, checking it and processing/paying the accounts
View relevant documentation
Identify issues delaying the processing and payment of accounts
Track delivery documentation from „receipt of goods‟ into the venue to
„payment‟ of the account.
© ASEAN 2012
Trainer Guide 157
Slide
© ASEAN 2012
158 Trainer Guide
Slide
© ASEAN 2012
Trainer Guide 159
Slide
Trainer thanks trainees for their attention and encourages them to apply course
content as required in their workplace activities.
© ASEAN 2012
160 Trainer Guide
Recommended training equipment

Sample documentation:
Purchase orders/Purchase order book
Standing orders
Online order forms
Purchase specifications
Delivery dockets
Invoices
Combined Delivery Dockets-Invoices
Statements
Credit notes
Bin cards
Combined Invoices-Statements
Goods ordered register
Goods In register
Goods Returned register
Purchase Order Guides and Price Lists from a variety of suppliers
Product recall notices
Communications book
Stock take sheets
Requisition forms
Internal transfer sheets
Material Safety Data Sheets
Inspection schedules
Inspection checklists
Maintenance cards
Sales dockets and cash register audit rolls/tapes
SOPs and Work Instructions relating to accepting deliveries, storing stock and issuing
stock, updating stock systems
Stock order/s from computerised stock control/management system/s.
© ASEAN 2012
Trainer Guide 161
Computerised stock control/management systems

Stores area or simulated stores area – with:
Receival area
Office – with necessary stationery requisites and computer
Calculator
Shelves
Bins
Benches
Pallets
Storage containers
Trolleys
- Two-wheel trolleys
- Stair-climbing trolleys
- Four-wheel flatbed trolleys
- Four-wheel trolleys with multiple shelves
- Trolleys with hard wheels or pneumatic tires
Weighing scales
Food thermometer
Dry goods store for food
Refrigerated storage area/cool rooms
Freezer storage
Chemical stores area.
An assortment of stock for practice purposes – which may include:
Food – fresh, refrigerated, frozen and other packaged items
Beverages
Equipment
Linen
Cleaning materials and chemicals
Stationery and office supplies
Promotional material
Vouchers and tickets
Merchandise
Giveaways
Consumables
Souvenir products and merchandise.
© ASEAN 2012
162 Trainer Guide
Personal protective equipment and clothing:

Thermal clothing – cold suits when working in a freezer or cool room
Gloves or gauntlets to protect hands and forearms
Protective/steel-capped boots
Protective aprons.
Labelling equipment and labels
Standard operating procedures for cleaning and maintaining stores area and equipment
Telephone system
Fax machine
Computer with Internet access
Printer
Pens, paper, marking pens
Box cutters
Step ladders.
© ASEAN 2012
Trainer Guide 163
© ASEAN 2012
164 Trainer Guide
Instructions for Trainers for using PowerPoint – Presenter View
Instructions for Trainers for using

PowerPoint – Presenter View
Connect your laptop or computer to your projector equipment as per manufacturers‟
instructions.
In PowerPoint, on the Slide Show menu, click Set up Show.
Under Multiple monitors, select the Show Presenter View check box.
In the Display slide show on list, click the monitor you want the slide show presentation
to appear on.
Source: http://office.microsoft.com
Note:
In Presenter View:
You see your notes and have full control of the presentation
Your trainees only see the slide projected on to the screen
More Information
You can obtain more information on how to use PowerPoint from the Microsoft Online
Help Centre, available at:
http://office.microsoft.com/training/training.aspx?AssetID=RC011298761033
Note Regarding Currency of URLs
Please note that where references have been made to URLs in these training resources
trainers will need to verify that the resource or document referred to is still current on the
internet. Trainers should endeavour, where possible, to source similar alternative
examples of material where it is found that either the website or the document in question
is no longer available online.
© ASEAN 2012
Trainer Guide 165
Instructions for Trainers for using PowerPoint – Presenter View
© ASEAN 2012
166 Trainer Guide

TG Receive Store Stock 190312 V2V2

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TG Receive Store Stock 190312 V2V2

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Receive and store stock

William Angliss Institute of TAFE

Project Director: Wayne Crosbie

© William Angliss Institute of TAFE 2012

Competency Standard ...................................................................................................... 1

Notes and PowerPoint slides .......................................................................................... 13

Recommended training equipment ............................................................................... 161

UNIT NUMBER: D2.TGA.CL6.11

ELEMENTS AND PERFORMANCE CRITERIA UNIT VARIABLE AND ASSESSMENT GUIDE

Element 1: Accept delivery of stock Unit Variables

1.9 Manage excess stock within the organisation 5. Travel Agencies

Element 2: Store stock Internal systems may include:

2.1 Move stock to the required operational area Purchase orders

2.4 Load stock into storage units Telephone orders

Ensuring items are of the correct quality

Operational area may include:

Remove waste may include:

Take remedial action may include:

Checking extensions and calculations

Linkages To Other Units

Demonstrated ability to place a nominated range of food, beverage or other stock

Key Competencies in this Unit

Key Competencies Level Examples

Collecting, organising and 1 Obtaining information relating to inwards

Communicating ideas and 1 Advising personnel in relation to stock

Planning and organising 2 Applying stock rotation procedures to

Working with others and in 2 Co-operating with delivery drivers

Using mathematical ideas and 1 Calculating cost prices and verifying

Solving problems 2 Addressing issues where stock received

Using technology 1 Using mechanical equipment to assist

Notes and PowerPoint slides

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1. Trainer welcomes trainees to class.

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6. Trainer backgrounds the receival and storage of stock in a venue by identifying

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How orders may be placed with suppliers

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Class Activity – Internet research

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 Cleaning materials and chemicals such as all-purpose cleaners, abrasive

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 A signature on a delivery docket verifies the items have been delivered in

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19. Trainer stresses deliveries must be checked against accompanying documentation

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20. Trainer continues stressing deliveries must be checked against accompanying

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21. Trainer indicates a sensory inspection of goods delivered is necessary („looking‟,

Class Activity – Practical exercise

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