RECEIVE AND STORE STOCK

RECEIVE AND STORE STOCK
Unit Code: D1.HGE.CL7.11 D1.HGA.CL6.10 D2.TGA.CL6.11 Trainer welcomes trainees to class.

Receive and store stock
This unit comprises four Elements: Accept delivery of stock Store stock Maintain stock and storage areas Finalise documentation and stock management system requirements. 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.

Assessment Assessment for this unit may include: Oral questions
Written questions Work projects Workplace observation of practical skills Practical exercises Formal report from employer/supervisor. 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.

Accept delivery of stock
Performance Criteria for this Element are: Check internal systems to identify incoming stock Prepare the area to receive stock Verify delivery is for the premises Check incoming stock against relevant documentation Check stock received against stock ordered (Continued) Trainer identifies for trainees the Performance Criteria for this Element, as listed on the slide.

Accept delivery of stock
Identify variations between delivery & documentation Return stock identified for return to supplier Follow-up on variations between delivery & relevant documentation Manage excess stock within the organisation Secure new stock against damage and/or theft. Trainer identifies for trainees the Performance Criteria for this Element, as listed on 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?

Check internal systems to identify incoming stock
Factors impacting orders placed and items ordered: Nature & style of establishment/organisation Seasonal influences Storage space available Usage rate Money or credit available Customer/guest demand and preferences. 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.

Personnel who place orders for stock may include: Purchasing officer Owner/manager Supervisor Head of Department Designated staff. 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 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.

Internal systems for ordering stock may include: Purchase orders Verbal orders Standing orders Telephone orders (Continued) 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 traveling 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.

Online ordering Facsimile orders Computerised stock control/management systems. 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, online order. Class Activity – Guest speaker 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. Class Activity – Internet research Trainer enables trainees access to internet and asks them to: Visit and read Visit and read 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.

Prepare the area to receive stock
Goods delivered into venues can include: Food items Non-food items. 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 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.

Stock is usually delivered to a designated ‘receivals area’ or delivery bay. In smaller properties, deliveries may be made direct to operating departments: Bars Kitchen Housekeeping. 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.

Deliveries may be received by: Storeperson Supervisors Any staff, or ‘nominated’ staff. 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: Storeperson – 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.

When stock has been delivered it should never be left unattended, as it: May tempt thieves May cause a tripping hazard May require special storage condition. 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.

Always prepare the delivery area to receive stock: Clean the area Tidy the area Remove other stock Ensure all equipment/utensils are available Ensure security arrangements are in place Ensure safety items are ready. 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 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. Class Activity – Guest speaker Trainer arranges for a person who is employed to receive and store stock (such as a Storeperson) 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.

Verify delivery is for the premises
All deliveries must be checked to ensure: The stock being delivered has been ordered by the business The delivery is being made to the correct business. 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.

To verify delivery is for you: Check internal documentation Verbally check with delivery driver Ask to see the delivery documentation. 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.

If you cannot verify the delivery is for you: Check with the appropriate department Contact the supplier Refuse the delivery. 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.

Check incoming stock against relevant documentation
Deliveries will be accompanied by documentation from suppliers: Delivery docket Invoice Delivery docket-invoice. 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 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. Class Activity – Internet research Trainer enables internet access for trainees and asks them to visit and research:

Check deliveries against accompanying documentation for: Damage Quality Type & brand Quantity (Continued) 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.

Use-by dates Discrepancies Pests/vermin ‘Outstanding items’. Unsatisfactory stock must be rejected unless it is desperately needed and is still safe and suitable despite its problems. 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.

When checking deliveries, a ‘sensory’ inspection is necessary: Look at items Smell certain items Touch or feel certain items Taste others. 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. 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.

Check stock received against stock ordered
You need to verify: Stock delivered matches items ordered Only items ordered are accepted All items are in an ‘acceptable’ condition The venue only pays for what it has received. 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.

You must check stock received against, as appropriate: Purchase Order Hard copy of online order Printout from computerised stock system Fax sent to the supplier Copy of standing order. 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.

Verification will involve: Ensuring all items ordered have been delivered Checking quantities Checking type & brands Checking size, weight, volume, capacity Checking quality descriptors. Only sign for what you receive 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. 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.

Identify variations between delivery & documentation
Occur 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 Are also known as ‘discrepancies’ Must be identified, recorded and followed-up. 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.

Identify variations between delivery and documentation
Variations must be recorded and processed: List the variation on the delivery documentation Mention the variation to the delivery driver Contact the supplier and inform them Take action to obtain the correct items Notify appropriate in-house person/s. 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.

Other documentation to be aware of includes: Credit note: Usually red in color Issued by supplier to reflect items returned for credit Lists description, number and value of items Has ‘Credit Note’ printed on it. 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 color 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. Class Activity – Internet research Trainer arranges internet access for trainees and asks them to visit the following site and read the information presented there:

Statement: Provided by supplier at end of each period Shows an opening balance, payments made and a closing balance (‘Total owing’ for the period) Lists all invoices & credit notes for the period. Some suppliers use combined Invoice Statements 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: Distributes same to trainees Highlights and explains entries on the document Demonstrates how to reconcile a Statement against a set of Invoices and Credit Notes. 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.

Return stock identified for return to supplier
When receiving a delivery you may also be required to send goods back to the supplier. For example: Deposit-charged items Ullages Out of date stock Product recalls Excess stock Unsatisfactory and poor quality goods. 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 discolored 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 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.

Return stock identified for return to supplier
When returning goods to a supplier: Record name of supplier to whom goods were returned List quantity and description of goods Record date the items were returned Obtain a ‘credit return’ slip from delivery driver, if possible. 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.

Follow-up variations between delivery and relevant documentation
All variations must be followed-up. Options include: Requesting credit note from supplier Ordering stock from a different supplier Ordering substitute stock Notifying the accounts department Recording action taken. 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 color, 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. 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?

Manage excess stock within the organization
It is important to actively manage excess stock, because: It can negatively impact liquidity It can cause storage problems It can cause deterioration of stock. The aim is to sell the stock and get the money before it has to be paid for 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.

Keys to managing excess stock are: Monitor stock levels Monitor use-by and best-before dates Reduce levels of stock or inventory – see next slide. Attention must always be paid to never running out of lines unless there is a decision to ‘quit’ a line Trainer highlights to trainees the keys in managing excess stock include: Monitor stock levels by ensuring new stock is only ordered when ‘re-order’ 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.

Methods to clear excess stock levels may include: Returning excess stock to supplier Organising in-house Specials Asking staff for suggestions Substituting ‘excess’ stock for other products Talking to other venues regarding possibility of exchange or sale Selling at a reduced price. 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 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.

Secure new stock against damage and/or theft
Keys to securing stock after delivery include: Move deliveries promptly out of delivery area to storage area/s Secure the delivery area Ensure stores areas protect from contamination Store stock safely Guard against theft (Continued) 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.

Store food appropriately: Frozen food must be hard frozen (-15˚C to -18˚C) Refrigerated food at or below 5˚C Dry food in a designated dry goods store Store food separately from chemicals (Continued) 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.

Rotate stock: Put new stock/deliveries behind existing items Place new stock under or below existing stock Use signs to indicate ‘new’ and ‘existing’/old stock (Continued) 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.

Never place stock directly on floor Keep stores well-lit & ventilated Keep stores & fittings in good repair Conduct preventative maintenance in stores areas (Continued) Trainer continues to identify keys to securing stock after it has been delivered: Never place stock on the floor. Always put items in or on their allocated space, shelf, ‘bin’, 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.

Check temperature of food refrigeration and freezer units twice per day Restrict access to stores areas Implement a ‘full box/carton policy No stock should leave the stores areas unless there is a Requisition form to track its movement. Trainer continues to identify keys to securing stock after it has been delivered: 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. Class Activity – Excursion 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.

The ‘requisition form’: Is an internal, hand-written form Is completed by departments when they want to order stock from central stores Details: Stock required – type/brand, quality and quantity Date Department requesting or requisitioning the stock 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 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.

Summary – Element 1 When accepting delivery of stock:
Check internally (with personnel, paperwork and systems) to identify expected deliveries for the day/shift Clean, tidy & prepare the receival area (& ancillary areas) to receive deliveries Check the delivery is intended for the business & not for another venue (Continued) Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Summary – Element 1 Check the incoming stock against the accompanying paperwork Verify goods being delivered have been ordered Inspect the stock for quality & quantity Determine if there are variances between stock ordered & stock delivered (Continued) Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Summary – Element 1 Determine if there are variances between stock delivered & items listed on delivery documentation Return identified items (such as ‘ullages’ & deposit- charged items) to supplier for credit Follow-up internally and/or with suppliers when there are discrepancies/problems with the delivery Take action to effectively manage excess stock Ensure new stock delivered into the premises is protected against damage and/or theft. Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Store stock Performance Criteria for this Element are:
Move stock to the required operational area Apply appropriate OHS skills Unpack stock items, as required Load stock into storage units Remove waste from the storage areas Label stock to identify items. Trainer identifies for trainees the Performance Criteria for this Element, as listed on 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?

Move stock to the required operational area
Stock needs to be moved promptly from the delivery area to: Make room for new deliveries Remove hazards Minimise risk of theft Reduce potential for damage to items Eliminate confusion Maintain food safety. 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.

Move stock to the require operational area
Stock may need to be transported to: Departments – working areas throughout the venue, such as: Bars Kitchens Housekeeping Storage areas – see following slides. 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.

Storage areas include: Food stores Beverage storage areas Linen stores Chemical storage areas A central store for ‘miscellaneous’ items. 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 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.

When determining the best and safest option for transporting stock, consider: Number of items to be moved Nature of the item/s Distance Terrain to be traveled. 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 traveling , taking into account factors such as: Do you need to go outside? Will you need to go up or down steps or stairs? Is all the floor surface flat or will there be uneven parts or slip, trip and/or fall hazards?

Standard safety requirements when moving stock: Follow workplace SOPs Use common sense Take time Ensure safety of items being moved Move food promptly. 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.

Move stock to the require operational area
Stock movement and transport options include: Using trolleys Carrying by hand Re-loading into a vehicle Using pallet jacks Using fork lifts. 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 fork lifts to move pallets of stock. Ensure fork lift operators have a current licence where the law requires them to be licensed. Class Activity – Excursion 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.

Apply appropriate OHS skills
OHS includes ‘manual handling’ which involves: Listing Carrying Pulling Pushing. 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 Safety and Health’. 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.

Safe work practices include: Not overloading equipment or self Determining load characteristics Checking route is free of obstructions Using equipment when and where appropriate (Continued) 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 then 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 traveled 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 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.

Comply with local OHS laws Apply correct lifting techniques Avoid over-stretching or over-reaching Observe weight and load sizes Avoid repetitive actions Wear protective clothing. 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 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. Class Activity – Guest speaker 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.

When using a trolley: Do not overload Put heaviest items on bottom level Push the trolley Never use a damaged trolley Select the right trolley. 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.

Unpack stock items, as required
When unpacking stock: Remove items from cartons or packaging Check quality of items as they are unpacked Check no pests are introduced Verify items are ‘fit for purpose’ Adhere to ‘full box’ policy. 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 color. If you know the property always uses white sheets, it should cause concern if the delivery of sheets you were unpacking was blue in color 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.

Load stock into storage units
When loading stock on to shelves: Clean the shelf Never over-stock or overload Rotate stock Check use-by and best-before dates of items being loaded as well as adjacent stock (Continued) 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.

Store similar products together Load heavier items on low shelves Use ladders to reach high shelves Face labels to front Keep stock neat and tidy. 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.

Stock may need to be stored in ‘bins’: These are not rubbish bins. A bin may be: A shelf A box or container A cupboard The ‘bin’ does not have to be an actual bin. 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.

Special storage containers may be used to store stock: Made from plastic or metal They provide extra protection They optimise storage space They help identify stock items They facilitate access to stock. 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 a product/items. The lids of storage containers are relatively easy to remove.

When loading stock into special containers: Rotate stock Check and clean the container Verify integrity of container Make sure lid makes tight fit. 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.

When storing food: Use containers made from food grade materials Cover food Rotate stock Keep clean Never store on floor Check for pests and rodents. 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.

A dry goods store should: Be fly and vermin proof Be well lit and ventilated Never be over-stocked Fitted with close-fitting doors Enable cleaning under lowest shelves Use dedicated food storage bins Clean/sanitise storage bins between uses 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.

When loading stock into refrigeration units: Check and verify temperature: 5°C or below Close doors between uses and while storing stock Do not overload Break big loads down into smaller units Protect food from contamination Separate potentially hazardous raw food from cooked or ready-to-eat food. 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 coolroom/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 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.

When storing frozen food: It must be kept ‘hard frozen’ Do not freeze hot food Never re-freeze thawed food Defrost regularly Close door/s when storing food Freeze small amounts, not large Follow food manufacturer’s instructions. 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).

Remove waste from the storage areas
To keep stores areas clean: Remove waste Undertake cleaning activities Identify and remove unfit food/items Apply environmentally-friendly practices. 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. 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 Aluminum cans, including aluminum foil Milk and fruit juice cartons.

Label stock to identify items
Labels may be: Adhesive Computer-generated Hand-written. Trainer identifies to trainees that most stock delivered to a venue will already be labeled 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 labeling 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.

Activities in labeling stock: Placing labels on stock/shelves Preparing labels Using bar coding equipment Observing food safety requirements. Trainer advises trainees activities involved in labeling 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 labeling equipment and attaching labels to: Shelves Containers Individual stock items Observing food safety requirements in relation to the labeling 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 labeled 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.

Help identify or differentiate between stock items Facilitate correct placement of stock Provide information to staff about products. 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 an 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”.

Summary – Element 2 When storing stock:
Move deliveries promptly to their designated storage area or required ‘working’’ department Treat all food deliveries with priority due to food safety concerns Take care when moving and storing stock to avoid damage to stock and injury to self Check quality of items when unpacking items (Continued) Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Summary – Element 2 Load items into/onto designated storage units
Keep stores areas clean and tidy by removing waste Re-use and recycle items as appropriate Label stock to facilitate identification, retrieval and stock management/rotation. Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Maintain stock and storage areas
Performance Criteria for this Element are: Rotate stock aligning with enterprise and stock item requirements Inspect stock and storage areas Take remedial action where stock related issues are identified Clean and tidy storage areas Identify stock usage rates. Trainer identifies for trainees the Performance Criteria for this Element, as listed on the slide. Class Activity – Discussion 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’?

Rotate stock Stock rotation must be applied to avoid: Stock loss
Stock looking old & tired Damage to stock. 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.

Rotate stock Stock rotation options: FIFO FILO LIFO LILO.
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.

Rotate stock To apply FIFO stock rotation:
Place new stock behind existing stock, and move existing stock forward Put new stock under old stock Create new stacks for new stock Log date of delivery on stock Check use-by and best-before dates on stock. 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.

Rotate stock When rotating stock, also: Check dates on stock
Check for pest infestation Check product quality. 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?

Rotate stock Stock moved between departments must be recorded:
On an ‘Internal Transfer sheet’ Showing date items were transferred Detailing the stock involved Identifying the departments involved. 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: Distributes same to trainees Explains the sections on the form Demonstrates how to complete the form to accurately reflect the transfer of stock from one department to another.

Inspect stock and storage areas
Inspecting stock and storage areas involves: Undertaking visual inspections Identifying stock approaching expiry dates Following internal inspection schedules & checklists Checking stock quality Looking for signs of pest infestation Ensuring stock is correctly placed, tidy & neat. 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 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.

Inspections can be combined with other tasks to save time & increase frequency of inspections. Inspections can occur at the same time you: Check stock to determine orders Load stock Check dates (Continued) 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.

Pick stock for issuing to departments Conduct stocktakes Perform pest control activities Cleaning and tidying the area. 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.

Never ignore an unacceptable situation: Take appropriate remedial or corrective action Dispose of damaged items Report issues Adjust internal records to reflect action taken. 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. Class Activity – Excursion Trainer arranges for trainees to visit a venue and: View storage areas 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.

Take remedial action where stock related issues are identified
It is vital to take action to address any identified stock-related issue – possible action could involve: Notifying relevant personnel Arranging for internal or external maintenance Re-locating stock (Continued) 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 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.

Take remedial action where stock related issues are identified
Protecting stock Disposing of stock Arranging to use damaged items immediately Taking immediate on-the-spot action to address the nature of the issue causing the problem. 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 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.

Clean & tidy storage areas
General requirements include: Taking on-the-spot cleaning and tidying action to maintain storage areas Storing stock in storage areas as soon as possible Keeping stores well-lit and ventilated Keeping shelves in good condition Maintaining equipment in good order (Continued) 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 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 safety and health 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.

Conducting preventative maintenance checks Checking temperatures of fridges & freezers Initiating preventative maintenance service Restricting access Closing & locking doors Developing & implementing a cleaning schedule. 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.

Report to others when: Plant & equipment is malfunctioning Indications of a security breach Collapse of shelving/storage equipment Situations where you are running out of storage space (Continued) 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.

Stock is moving fast or slow Accidents or near-misses have occurred Conditions impacting on stock quality have emerged Evidence exists stock is missing. 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 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.

Reporting of stock & storage problems should be made face-to-face or over the phone to: Supervisor Duty manager Owner Maintenance department. A ‘Maintenance Card’ may need to be completed where repairs are required to address the problem 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.

Identify stock usage rates
You may be required to identify stock usage rates: Not all venues do this Where usage rates are required, the usage rate for every item is usually not calculated. 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.

Usage rates may need to be determined to: Order stock to ensure no stock ‘outages’ Limit amount/value of stock-on-hand Compare trading periods Calculate business performance statistics Investigate business performance. 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.

Practices to identify stock usage rates include: Use experience and venue knowledge Referring to stock control/management system Referring to delivery documentation Analysing bin cards – see next slide Physically counting stock-on-hand Looking at best-before and use-by dates. 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, 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 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.

Bin cards (stock control cards): Not used by every business One bin card per individual type/sort of item Record stock in and out; date and where it went Contain ‘additional’ information Are located with the stock items. 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 re-order 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. 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, stock control documents.

Summary – Element 3 When maintaining stock and storage areas:
Ensure all stock is rotated according to the method/option appropriate for each item – FIFO is the most common Be alert to rotating stock in all areas of the venue – not just the dedicated stores areas Complete internal documentation/systems when stock is moved between departments (Continued) Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Summary – Element 3 Complete internal documentation/systems when stock has to be discarded or returned to suppliers Combine tasks. Check use-by dates when checking quality, check for pest infestation at the same time and do all checks when counting items Conduct regular checks and inspections of all stores and all items in store Take immediate action where a stock-related problem is identified. If you cannot fix it, report it (Continued) Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Summary – Element 3 Notify relevant personnel when a stock-related issue is identified Maintain stores areas in a clean and tidy condition following cleaning schedules, using checklists and implementing food safety protocols for the premises Determine stock usage rates in accordance with internal demands. Refer to systems, actual stock and relevant documentation to identify fast-moving and slow-moving items. Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Finalize documentation and stock management system requirements
Performance Criteria for this Element are: Check and verify stock related documentation Enter data into stock systems to update stock levels Authorise supplier documentation for processing and payment. Trainer identifies for trainees the Performance Criteria for this Element, as listed on the slide. Class Activity – Discussion 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?

Check and verify stock related documentation
There can be a need to check/verify: Purchase orders Delivery documentation Statements Credit notes Requisitions and internal transfers Bin cards. 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.

Checking prices can include: Checking prices charged by supplier against prices quoted/listed Checking current cost prices against previous cost price/s. 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.

Checking calculations can involve: Verifying extensions Ensuring correct tax has been charged Verifying totals and sub-totals Checking applicable deductions have been allowed Confirming correct application of ‘other charges’. 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 totaled 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 have 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 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.

Verifying documentation can include ensuring: Only ordered items have been delivered and will be paid for Items of invoices match items on delivery dockets Returned items have received credit notes The statement is a true reflection of purchases made and credit notes received. 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.

Record all identified errors or discrepancies: On the relevant document Explaining the nature of the problem Making a verbal explanation, where necessary. 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.

Make sure inducements from suppliers are treated as property of the venue. These may relate to: Free items Bonus products Gifts Samples. All supplier inducements must be given to management/treated as ‘bought’ items 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. Class Activity – Guest speaker 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.

Enter data into stock systems to update stock levels
Stock control/management systems are used to: Identify theft Determine financial performance Limit inventory Ensure no stock outages Track buying & selling prices. 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.

Electronic systems are used by larger venues: May be dedicated industry-based software, or off- the-shelf systems adapted to individual need Are integrated with POS Come with training and user manual May feature a training section within the software to enable actual experience to be gained. 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. Class Activity – Guest speaker 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 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.

When using an electronic system you need to know how to: Create files for new suppliers Enter supplier details Delete files/products Update data Adjust stock levels. Paper-based documents often form the basis of electronic entries 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 stocktakes. Class Activity – Demonstration and Practical Exercise Trainer arranges for trainees to view and use the computerised stock 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. Class Activity – Internet research 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 – IBS – HISintercative – Barmetrix – Maxial – . Microsoft –

Paper-based stock control/management system includes: Purchase orders Bin cards Requisitions Internal transfer sheets Sales dockets and POS documents Checks. 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?

Update the system when stock is: Ordered Received Moved to storage Issued (Continued) 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.

Returned to supplier Moved between departments Sold at a reduced price Given away Thrown out. 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.

There is also a need to update the system when: New stock lines are purchased Lines are quitted New suppliers are used Different types of the same product are bought There are changes to buying or selling prices. Accuracy when entering data is always more important than speed 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. 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, color, 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. Class Activity – Excursion 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).

Authorise supplier documentation for processing and payment
Never pay cash for a delivery: Even if delivery driver insists Even when delivery driver points to COD paperwork Refer drivers to management if they persist The only exception is when directed to do so by management who have provided cash or cheque. 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.

Activities in authorising deliveries for payment: Record and resolve all issues Double-check notations are able to be understood Ensure ‘outstanding’ stock has been received Record any action taken (Continued) 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, color 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 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.

Match up relevant documentation Ensure correct prices have been charged Sign/initial documents according to house protocols Forward the documentation. 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 $ 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, initialing 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. 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. Class Activity – Excursion 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.

Summary – Element 4 When finalising documentation and stock management system requirements: Check all internal and external documents Verify all documentation, prices and calculations Compare prices charged against prices quoted Record variations, discrepancies and errors (Continued) Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Summary – Element 4 Follow-up as required to resolve issues
Update the stock control/management system to reflect changes in relation to stock-on-hand, suppliers, processes Always ensure accuracy of all entries made into the stock control/management system. It is more important to be correct than it is to be fast (Continued) Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required.

Summary – Element 4 Never pay for goods delivered unless specifically instructed by management to do so Ensure all documents are properly checked and verified before forwarding them to management/administration for processing and payment. Record any issues/problems on the paperwork before forwarding it Forward delivery documentation on a daily basis. Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required. Trainer thanks trainees for their attention and encourages them to apply course content as required in their workplace activities.

RECEIVE AND STORE STOCK

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RECEIVE AND STORE STOCK

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