Hotels and spas: organising amenity replenishment

An amenity range needs to remain available throughout guests’ stays and treatments. To prepare replenishment orders, start with observed consumption and lead times confirmed by the supplier. A simple spreadsheet, updated regularly, helps identify requirements before teams run out of a product.

Measure usage by product

List each product with its pack size, ordering unit and storage location. Distinguish units supplied to rooms, those used in the spa and those sold in the shop. Record losses and products set aside too, so they are not confused with normal consumption.

Choose a tracking period that suits your operation. Compare usage with the number of occupied rooms or treatments delivered over the same period. These indicators help explain changes and prepare estimates for the following weeks.

Define a reorder point

A reorder point can be based on expected consumption during the replenishment lead time, plus a safety buffer. That buffer depends in particular on fluctuations in activity, the reliability of lead times and available storage space.

Fictional example: with consumption of 100 units per week and a confirmed lead time of four weeks, demand during that period is 400 units. With a chosen buffer of 150 units, the indicative reorder point is 550 units. These figures illustrate the method; they are neither a minimum order quantity nor a lead time announced by Whitwest.

Take outstanding orders into account

Before ordering, check the quantities actually available, expected deliveries and products already reserved for an event or another property. A stock total can be misleading if some of it is no longer available for everyday use.

• Usable stock at the latest inventory check.
• Confirmed orders and announced delivery dates.
• Reserved quantities and special operations.
• Estimated consumption until the next delivery.
• Ordering pack size and storage capacity.

Prepare for busy periods

Share expected peak periods with the purchasing team. An event, additional rooms opening or a new treatment menu may change requirements. Present these quantities as forecasts to be adjusted and obtain confirmation of availability before announcing an internal date.

When customised presentation is planned, ask whether packaging or decoration lead times affect replenishment. Reordering a product does not mean all of its components are immediately available.

Receive deliveries and rotate stock

For every delivery, compare received quantities with the purchase order and record batch references and the storage information provided. Organise storage so products to use first can be identified according to the applicable instructions and your establishment’s procedures.

Review your thresholds regularly. A change in pack size, dispensing or distribution habits can alter consumption. Tracking helps adapt purchasing to the establishment’s actual needs while maintaining a consistent range for guests.