Know what is in stock, what is running low and what each dish costs you. Link recipes to menu items and stock moves as you sell — no separate spreadsheet, no Sunday-night count to reconcile from memory.
The stock list and the low-stock alerts, as they ship.
Most restaurants run stock on a spreadsheet somebody updates on a day off. It is accurate the moment it is written and drifting by the next service.
Nobody knows what ran out until a guest orders it. Waste is invisible because it is never written down. Food cost is a number you calculate once a month, long after you could have done anything about it.
The count moves as the kitchen works. What sold came off, what was thrown away is attributed to a reason and a shift, and the next physical count tells you the gap between the two rather than starting from zero.
You still count. The difference is that you are checking a number rather than inventing one.
Set up is a day of typing, not a consulting engagement.
Name, SKU, unit, category and supplier — added by hand or imported from a CSV a few thousand rows long.
Say how much you want on hand and the point at which you want to be told. Everything below it surfaces on the alerts list.
Tell the system what goes into a dish and how much. That link is what lets a sale move stock.
When an order fires to the kitchen, the ingredients behind those items come off the count. Later rounds on the same check deduct too.
Overproduction, spoilage, breakage — attributed to a shift, a staff member and a reason, so the pattern is visible rather than anecdotal.
Draft a restock order per supplier straight from a low-stock alert, mark it sent, then receive against it — which updates both the quantity and the cost.
Snapshot what the system expects, enter what you physically counted, and apply the variance. The gap is the number worth talking about.
Stock value at weighted-average cost, consumption over 30 days and days of cover per ingredient — next to the sales they came from.
Every adjustment carries a reason and is written to the audit log with the staff member’s name.
Grouped by the job, not by the menu it lives under.
The unit you buy in and the unit you cook with, tracked properly.
The link between what you sell and what you hold.
The alert you want is the one that arrives while a supplier can still deliver.
Ordering, receiving and what it cost, in one thread.
The two places money actually leaks.
A count that matches the system tells you nothing. The gap between what should be there and what is tells you where the food is going.
Starting a count freezes what the system expects. Your team enters what they physically counted, without seeing the expected figure first if you would rather they did not.
Accepting the count writes the difference as a movement, so on-hand matches reality and the adjustment is recorded rather than quietly overwritten.
Scope a count to a category — proteins on Monday, dry goods on Thursday — so counting fits inside a shift instead of needing a closed day.
Applied counts are kept. A variance that shrinks after you started logging waste is the evidence that the logging is worth the effort.
Inventory is useful on its own. It gets sharper the more of the restaurant is on the same system, because the movements stop being typed in by hand.
Recipes hang off your menu items, so the thing you sell and the thing you count are linked rather than matched by name.
Every sale that fires to the kitchen deducts its ingredients — including rounds added to a check that is already open.
Guest orders from the table move stock exactly the same way a till order does. There is no second path to reconcile.
Stock value and purchases meet your other costs in a monthly P&L with a food-cost percentage.
Ranks items by how often they sell and what they bring in, so the reorder conversation and the menu conversation use the same data.
Each branch keeps its own stock, while the group sees them side by side.
Products are switched on individually — see the full catalogue and prices on the products page.
The mechanics are the same. The leak it closes is not.
Written around how supply actually works in the Gulf.
Weighted-average cost across deliveries, so a price rise from one supplier shows up in your stock value rather than being averaged away by a figure someone typed six months ago.
The dashboard runs in English and Arabic with proper right-to-left layout, so whoever does the count reads it in the language they think in.
Consumption is measured over a rolling 30 days, so days of cover reflects the volume you are doing now — not a quiet week in a different season.
Supplier records and per-supplier purchase orders match the way most kitchens here buy: a main supplier, a backup, and a souq run when neither can deliver.
Two ways to get it: add it to the plan you already pay for, or move to the plan that bundles it.
Start with a Tahlib plan, then add the products you need — or move to a plan that already includes them.
Yes, for menu items you have linked to a recipe. When the order fires to the kitchen, the ingredients behind those items come off the count — from the till and from the QR menu alike. Items without a recipe just sell without touching stock, so you can link the dishes that matter first and add the rest later.
Loading ingredients is the bulk of it, and you can import them from a CSV rather than typing. Recipes take longer, but you do not need all of them on day one — start with your top sellers and the expensive lines, and the numbers are useful immediately.
Yes, and you should. The point is that a count becomes a check rather than a reconstruction: the system tells you what it expects, you enter what is there, and the variance is the number worth investigating.
It shows you what is out of stock, what is below its reorder point and what is getting close, plus days of cover per ingredient calculated from actual consumption over the last 30 days. You can draft a purchase order straight from the alert.
No. Demand forecasting and automatically raised purchase orders are on the roadmap, not in the product today. What you get now is real consumption, real days of cover and an alert — which is enough to order in time.
Yes. Log overproduction, spoilage and breakage against a reason, a shift and a staff member. The month’s total, the top reason and the top ingredient are on the main screen without running a report.
Draft an order per supplier, mark it sent, then receive against it when the delivery arrives. Receiving updates both the quantity on hand and the cost, so your stock value follows the price you actually paid.
Two ways. Add it to the paid plan you are already on, at its own monthly price per branch — switched on and off from your dashboard, with a 14-day free trial. Or move to the plan that bundles it. The pricing section above shows both, with current figures.
Yes. The whole inventory dashboard runs in English and Arabic with proper right-to-left layout.
You can see the cost of the ingredients you have linked to it, valued at weighted-average cost. Full plate-cost reporting across the menu is still developing — today the honest answer is that you get ingredient cost and stock value, not a finished margin-per-dish report.
Yes. Stock, suppliers and counts are per branch. With the Chain Dashboard you can compare branches side by side, which is usually where an unexplained food-cost gap first shows up.
Load your ingredients, link the dishes that matter, and let the next service tell you where the food is going.
No card to start · nothing to install · cancel whenever