Guide
Par levels and reorder points for hotel amenities
A par level is simply how much you should have on hand. A reorder point tells you when to buy. Set both for each item and stock-outs mostly disappear.
What par means
Par is the standard quantity needed for the next cycle. In housekeeping it often means the number of items on each trolley and in each floor store. For purchasing, it means the stock level you aim to hold. Keep the two ideas separate: trolley par, floor par and store par.
Train the team on the difference with a simple example. If a trolley holds 18 shampoos and the floor store holds 60, the attendant knows when to refill the trolley and the supervisor knows when to draw from the main store. Each level has an owner.
Write down the assumptions behind each number, such as occupancy, rooms per attendant and lead time. When one of them changes, you will know which par levels to revise instead of guessing. Keep the sheet where supervisors can see it, not only in the office.
Setting the trolley par
Start with the number of rooms one attendant services in a shift and the items each room takes. For example, if an attendant cleans 14 rooms and each may need one shampoo, one body wash and one hand soap, the minimum is 14 of each. Add a margin, say 25% to cover replacement and spillage, which gives 18. Round to what fits the trolley neatly. These figures are illustrative; adjust them with a week of observation.
Watch for rooms with unusual use. A suite with a family may use three times the standard amount. Instead of raising par for every room, set a separate figure for those categories and let supervisors adjust when a large group checks in.
Setting the store par
Multiply daily use by the number of days of cover you want, then add safety stock. For example, a hotel using 60 units a day with a 10-day cover needs 600, plus a safety margin of 150. Total 750. The reorder point is the amount that covers your lead time. If lead time is three weeks, a reorder point near 1,260 plus the buffer applies. Always check against your own supplier lead time.
Do not forget items with a shelf life, such as lotions and some soaps. Rotate stock so older cartons are used first, and mark delivery dates on the boxes. Over-stocking items that age quickly is a quiet source of waste.
A one-page stock card
Keep a simple card for each item: description, par, reorder point, supplier, lead time, last order date. Update it when anything changes. Counting once a week and writing it on the card is enough for many properties. Spreadsheet or paper both work; consistency matters more than tools.
Add a line for 'order quantity' on the card, based on the supplier's minimum and your cover. If the minimum is larger than you need, note it, since this is a reason to negotiate or to hold a longer cover for that item.
Common mistakes
- Setting par from a single busy week.
- Not separating trolley and store levels.
- Forgetting that dispensers and refill packs need different counts from bottles; see refill systems for typical formats.
- Ignoring seasonal changes in occupancy.
- Letting each shift decide its own quantity.
Treat an unexpected stock-out as information. Write down why it happened: late delivery, a larger group, miscount or theft. After a few entries you will see which assumption in your system needs changing.
Review rhythm
Review par monthly in the first quarter, then quarterly. Compare actual use with the cost per occupied room and look at any item that is consistently over or under. If an item's use is unpredictable, find out why; a high figure may reveal waste or shrinkage. When your numbers are ready, send them with a request for a quote so supply can be matched to them.
Who owns the numbers
Give one person ownership of par and reorder points, usually the executive housekeeper or stores manager, and let purchasing hold the supplier relationship. Review together monthly. When both functions share the same stock card, disputes about who forgot to order become rare.
Questions on this topic
How do I set par for a new hotel?
Use projected occupancy and a conservative guess, then adjust after two to four weeks of real use.
Is software needed?
No. A weekly count and a stock card are enough for many properties.
How often should I count?
Weekly for store stock and daily spot checks on trolleys.
Keep reading
- What amenities does a 3-star hotel actually need?
- What guests expect from a 5-star bathroom amenity set
- How to calculate amenity cost per occupied room
- How to write an amenity specification for your hotel
- How to stock an Airbnb bathroom
- Hospital and clinic bathroom amenities: what to consider
- Gym locker room amenities: a practical checklist
Looking for supply? See Hotels & resorts, browse the product range or request samples.