Consumables run out one unit at a time and you find out from a guest. Conduit projects draw-down from the booking calendar, flags the units about to run short, and folds the restock into the next turn.
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In a distributed portfolio there is no stockroom to walk into. Every unit is its own inventory, and none of them are counted.
You learn the coffee pods ran out when a guest messages about it at 8am. That message costs you a response, a trip, and often a point on the review.
A six-person stay for a week and a solo two-nighter consume completely differently. A flat restock schedule overstocks half the portfolio and starves the other half.
The cleaner was in the unit yesterday. The restock run goes out tomorrow. Two trips to the same property because the two schedules do not know about each other.
Consumables billed to an owner with no record of what was delivered to which unit and when. The conversation ends in a discount more often than it ends in agreement.
Conduit already reads your reservations and runs your turns. Projecting consumable draw-down off that data is the same calculation, applied per unit.
Projected consumption uses guest count and length of stay per unit, not a flat monthly average. A busy unit gets restocked ahead of a quiet one.
You hear which units are projected below par with enough notice to act, rather than hearing it from the guest who found the empty cupboard.
The cleaner already going to that unit gets the restock list on the same visit. One trip instead of two, which is most of the saving.
A cleaner messaging that a unit is out of something draws down the record and triggers the reorder, without anyone opening a spreadsheet.
When stock needs replenishing at portfolio level, the order drafts against the supplier and price you have approved, for a human to release.
Consumable spend attaches to the unit that consumed it, which is what turns an owner charge from an assertion into a line with evidence.
The projection is only as good as the reservation data behind it, so that connection comes first.
Guest counts, stay lengths, and turn dates per unit feed the projection directly from Guesty, Hostaway, Track, Streamline, and the rest.
Restock tasks attach to the turnover already scheduled for that unit, so the work and the trip line up instead of running as separate jobs.
Portfolio-level ordering reads and drafts against your accounting system, so committed spend and payables are real figures rather than a side ledger.
Nobody needs a full inventory system for a distributed portfolio. Start with the handful of items that generate messages.
Coffee, paper goods, toiletries, whatever your inbox says guests run out of. Usually under a dozen lines across the portfolio.
Roughly how much a stay consumes per guest per night. It does not need to be precise on day one; it self-corrects as real turns come through.
For the first cycle you just get warnings about units projected short. Compare them against what actually ran out before trusting the projection.
Once projections hold, restock lists start riding along with the scheduled clean and the second trip disappears.
SOC 2 Type II, HIPAA, ISO 27001, and GDPR. Purchasing actions require explicit approval and log the actor, the supplier, the unit, and the amount on every call.
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Need clarity? Start with these frequently asked questions.
No. The projection runs off bookings and per-stay consumption rates, corrected by what cleaners report from the field. Physically counting every unit is exactly the work this replaces.
