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Coffee shop Inventory Turnover

Measure how many inventory equivalents were consumed during a period.

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Coffee shop / sale economics

Coffee shop Inventory Turnover

Your result6 turns per period

4.896,0005.4108,0006120,0006.6132,0007.2144,000Cost of goods used or sold in period
Other inputs stay fixed. Point labels show the calculated result in turns per period; this is a scenario comparison.

Turnover = period cost of goods / average inventory

What you’ll need

Gather recipe sheets, supplier invoices and stock counts. Include ingredients, staffing, and occupancy cost. The starting figures are examples. Replace them with your own records.

Formula and worked example

Turnover = period cost of goods / average inventory

Example figures
InputExample
Cost of goods used or sold in period120,000
Average inventory at cost20,000
Calculated result6 turns per period

Choose reliable inputs

Track purchased quantities, usable yield, labour and waste before deciding on a selling price. For this coffee shop calculation, use recipe sheets, supplier invoices and stock counts and a consistent definition of one sale.

  • Ingredients: include the portion belonging to this sale or reporting period, and record where the value came from.
  • Staffing: include the portion belonging to this sale or reporting period, and record where the value came from.
  • Occupancy cost: include the portion belonging to this sale or reporting period, and record where the value came from.

Use the same currency for every money input. Do not mix weekly costs with monthly revenue, or count the same expense in both an itemised cost and allocated overhead.

Why should inventory turnover use cost of goods?

Comparing revenue with inventory cost mixes measurement bases and inflates the apparent turnover.

Use cost on both numerator and denominator, not sales revenue against inventory cost.

Compare a different assumption

What if this input changes?

If cost of goods used or sold in period rises by 10%, this example changes by 0.6 turns per period. This shows the effect of one change; it does not predict what will happen.

Open the calculator, save your baseline, then change the input supported by the least reliable estimate in your records. Compare both scenarios before committing to a price or capacity promise.

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