How to Use the Liquor Inventory Calculator

What to enter on each tab, how to handle partial bottles, and how to plug the results into pour cost and prime cost.

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When to use this

Run this workbook every time you take a full bar inventory — most operators do this monthly, higher-volume bars may run it weekly. Use one month tab at a time so usage and pour cost line up with your accounting period.

What the workbook tracks

  • Beginning, purchases, and ending liquor inventory by category and brand.
  • Full and partial bottle counts converted to “bottle equivalents.”
  • Usage cost for the period, ready to drop into your pour cost and prime cost calculations.

Inputs — what goes where

  • Category (A) — Vodka, Whiskey, Tequila, Rum, Gin, Cordials, Wine, Beer, etc.
  • Brand / Item (B) — the label guests and staff know: “Tito’s 1L”, “Jameson 750ml”, etc.
  • Bottle Size (C) — 750ml, 1L, 1.75L, keg size, etc.
  • Begin Qty (D) — full-bottle equivalents at the start of the period (including partials as decimals).
  • Purchases Qty (E) — how many full-bottle equivalents you received during the period.
  • End Qty (F) — full-bottle equivalents on hand at the end of the period (again, partials as decimals).
  • Bottle Cost (G) — your current landed cost per full bottle equivalent.

Partials: If you’re using tenths or quarters behind the bar, enter them as decimals (e.g. 0.25, 0.5, 0.75). The sheet does the rest.

Formulas — exactly what the sheet does

At the bottom-right of the tab, all items roll into period totals:

Tip: Use Liquor COGS ÷ Liquor Sales to get your pour cost %. Plug that into your prime cost calculator to see how the bar is actually performing.

Walk-through example

Say you’re tracking a 1L premium tequila:

Repeat this for every tracked product. The summary box at the bottom-right gives you total liquor COGS for the period, ready for pour cost and prime cost.

Common pitfalls

  • Counting partials as “one bottle” instead of converting to a decimal.
  • Using different partial systems (tenths vs quarters) on different shifts.
  • Not updating bottle cost when vendors bump pricing.
  • Including comps and spilled drinks in sales but not accounting for them in usage.
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