Restaurant workbooks and control sheets: choose your working format

Start with the formula-ready Excel workbook

Download the restaurant operations workbook · XLSX

Eight sheets cover Settlement, Invoices, Contribution, Food variance, Campaign, Capacity, Recipe costing and Outlets. Amber cells accept your inputs; formulas calculate the comparison. All samples are fictional INR amounts, with no implied tax or platform rate. The workbook has no macros, external workbook links or password protection.

The first six sheets handle one record or scenario per workbook copy. Recipe costing has twelve prepared ingredient rows; Outlets has twelve prepared outlet rows. Added rows are not automatically included. Keep an untouched reference copy, test the example, then use your supported figures. Check the sample results in your spreadsheet application before entering your own figures.

Read the complete sheet-by-sheet guide, cell maps and checked examples · Prepare source records safely

1. Settlement control sheet: why is the bank amount different?

Use this after collecting the payout statement, eligible order totals, adjustment details and bank credit. Revenue and a cash payout are different measures. This sheet explains the cash bridge for one cycle, not your restaurant’s profit.

₹1,00,000 − ₹4,000 − ₹20,000 − ₹3,600 − ₹1,400 + ₹500 − ₹0 = ₹71,500. Then ₹70,900 − ₹71,500 = −₹600.

Next action: The ₹600 gap needs evidence. Check the eligible dates, prior-cycle adjustments, split bank credits and withholding before opening a support ticket. Attach the cycle ID and exact unexplained difference, without customer identifiers.

Avoid: deducting discounts again if revenue is already net of them, adding tax twice, or comparing an order-week total with a different settlement-eligibility window. The ₹3,600 tax figure is an example input, not a recommendation of an applicable rate.

Read the full reconciliation method · Download settlement CSV

2. Invoice-to-settlement map: was a fee already deducted?

Use this when an issued platform-service invoice needs to be tied to a settlement deduction. Record the invoice’s own labels first, then add your internal category. Matching amounts without a matching invoice and period is not enough.

Next action: A zero difference supports this invoice-to-deduction tie-out; it does not prove the commercial rate is correct. Compare the service period, contractual charging basis, issued invoice and any credit note.

Avoid: counting the invoice total and the settlement deduction as two separate expenses. If an invoice spans several cycles, add an allocation schedule that totals back to the invoice. Do not repeat the full invoice on every cycle row and then sum those rows. Ask your accountant about tax classification or credit eligibility.

Read the fee and tax guide · Download invoice map CSV

3. Contribution scenarios: will more orders actually help?

Use this before changing a price, funded discount or advertising allocation. Contribution is the order’s revenue less the variable costs included in your documented scope. Fixed expenses are deducted later. The three downloaded rows hold revenue at ₹600 so you can see the cost change clearly.

Base: ₹600 − (₹180 + ₹25 + ₹45 + ₹120 + ₹30 + ₹12 + ₹0) = ₹188.

Next action: The promotion reduces contribution by ₹45 per comparable order. To recover the same ₹18,800 produced by 100 base orders, it would need at least 132 promotion orders at ₹143 contribution each, assuming estimates hold and no additional fixed cost. Those extra orders must be genuinely additional, not existing customers paying less.

Avoid: treating payout as revenue, using ingredient margin alone as full contribution, applying one assumed platform percentage to every outlet, or labelling contribution “net profit.” Keep recoverable tax and pass-through amounts on a consistent basis with your accountant.

Understand contribution margin · Download contribution CSV

4. Food-cost variance: why did ingredients run out early?

Use this after a stock count at a consistent weekly cut-off. Record inventory at cost, not menu selling price. The simple file assumes no stock transfers or purchase returns. If they occur, add separate documented adjustments before relying on the result.

Next action: Investigate the ₹3,000 difference using spoilage logs, staff meals, complimentary dishes, portion weights, yield, count errors and unrecorded purchases. For example, documented waste of ₹1,800 and staff meals of ₹700 would explain ₹2,500, leaving ₹500 to investigate. That is an illustration, not information stored in the download.

Avoid: calling the whole variance theft or waste, counting purchases as consumption, changing count times, or adding waste again to a profit calculation that already includes actual inventory consumption. Use the weekly review for a fuller example.

Read the food-cost guide · Download food-cost CSV

5. Campaign decision log: how many extra orders pay for the campaign?

Use this for a dated test with a defined budget and a realistic comparison period. Count additional delivered orders caused by the test, not every order received while it ran. Attribution is an estimate unless your experiment can isolate it.

Next action: The 110 estimate implies a baseline of 70 out of 180 delivered orders. Check whether that baseline is credible. At only 90 additional orders, the same test loses ₹900. At 100 it breaks even; 101 is the first whole-order count with positive contribution after the budget. The file records “Holiday and menu change” because those can weaken the comparison.

Avoid: claiming all 180 orders came from advertising, subtracting the same budget inside D and again in H, ignoring funded discounts, or scaling a test with unsupported attribution.

Read the campaign decision guide · Download campaign CSV

6. Cloud-kitchen capacity model: can the kitchen fulfil break-even demand?

Use this after costing a representative order and measuring practical production capacity. Break-even volume is not helpful if the kitchen cannot produce it reliably. Count safe, quality-controlled capacity under your actual staffing, equipment, menu mix and opening hours.

Next action: At 55 orders/day for 30 days, the constrained case produces 1,650 orders. At ₹100 contribution each, it contributes ₹1,65,000 against ₹2,10,000 fixed costs: a ₹45,000 shortfall. Improve cost structure, contribution, practical capacity or the opening pattern before committing. Demand still needs to exist even where capacity exceeds break-even.

Avoid: treating theoretical equipment output as safe capacity, using monthly averages to hide peak queues, assuming every item consumes the same station time, or buying equipment before identifying the actual bottleneck.

Read the unit-economics guide · Download capacity CSV