Restaurant inventory isn’t like retail inventory. Product spoils. Portions vary. Prices change weekly. A case of tomatoes from a local farm in Hanover isn’t the same price in July as it is in January. The goal isn’t to know exactly how many tomatoes you have. It’s to know whether your food cost is where it should be and, if it isn’t, where the money is going.

Start with weekly counts on your high-cost items. Proteins, seafood, alcohol. These categories represent most of your food cost and most of your theft and waste risk. Counting everything every week is ideal but unrealistic for most kitchens. Count what matters most, and do full inventory at least monthly.

Theoretical food cost versus actual food cost is the number that matters. Theoretical is what your food cost should be based on your recipes, portion sizes, and what you sold. Actual is what you spent on food divided by what you brought in. If theoretical says 28% and actual says 33%, five points of your revenue is going somewhere it shouldn’t. That’s the leak you need to find.

The leak is usually one of four things. Waste that nobody’s tracking. Over-portioning because cooks eyeball instead of weigh. Theft, which is more common than owners want to believe. Or receiving errors where you’re paying for product that never arrived or arrived short. You won’t know which one until you start tracking.

Waste logs sound tedious but they work. Every time something gets thrown out, dropped, sent back, or made wrong, it goes on the log. At the end of the week, you can see patterns. If the grill station is wasting $200 in proteins every week, that’s a training problem or a prep problem you can actually fix.

Your POS system has sales data. Your invoices have purchase data. The gap between what you sold and what you bought, adjusted for inventory change, is your actual food cost. Most restaurant owners look at this monthly when they should look at it weekly. By the time you see a problem in the monthly numbers, you’ve been bleeding for four weeks.

Recipe costing sounds academic but it’s the foundation. If you don’t know what a dish costs to make, you can’t price it correctly and you can’t calculate theoretical food cost. Sit down once and cost out every menu item. Update it when prices change significantly. It takes a day and it pays for itself immediately.

Software helps but isn’t required. Systems like MarketMan, BlueCart, or Restaurant365 automate a lot of this. They connect to your POS and your suppliers, track inventory levels, flag variances, and calculate food cost in real time. Worth it for high-volume restaurants. Overkill for a 40-seat neighborhood spot in the Fan that can manage with spreadsheets and discipline.

Counting inventory is the easy part. Using the numbers to actually change how the kitchen operates is the hard part. A weekly food cost report that nobody looks at doesn’t help. A variance report that doesn’t lead to a conversation with the chef doesn’t help. The tracking only matters if it drives decisions.

Richmond’s restaurant scene has gotten competitive. Scott’s Addition alone has more restaurants than the whole city had a decade ago. Margins were already thin before food costs spiked. The places that survive know their numbers cold. Restaurant bookkeeping includes more than just food cost, but food cost is where most restaurants lose money without realizing it. If you’re running above 30% and don’t know why, the books alone won’t tell you. You need inventory tracking that shows where the gap is.