Daily checklist and a worked example
A reliable day ends with reconciled operations, not merely a balanced-looking dashboard. Use this checklist alongside your organization’s responsibilities and local procedures.
Reviewed 7 October 2026
Who this is for
Station managers, cashiers, inventory managers and owners.
Before you begin
Complete the relevant detailed chapters first; this checklist does not replace their approvals or safeguards.
1Before opening and during the day
- Confirm the assigned staff, active nozzles, serving tanks, current prices and opening readings. Resolve any unexplained previous closing gap.
- Check physical stock and available tank capacity before ordering or accepting a delivery. Use the correct fuel and tank on every operation.
- Start shifts with the actual readings. Record credit sales against authorized clients online and keep non-cash payments distinct from cash.
- Record deliveries, expenses and customer repayments once, with their real dates and evidence. Review warnings and pending synchronization throughout the day.
The day begins with known equipment, stock, prices and responsibilities.
2Before handing over and leaving
- Close each completed shift with final readings and the actual money/payment breakdown. Investigate unexplained volume or cash differences.
- Check independent readings and stock reconciliation. Link supplier invoices to the real receipts without recording the delivery twice.
- Count cash, record legitimate drawer movements and complete the handover with the receiver. A declared amount still needs the appropriate confirmation.
- Match any real bank deposit to its eligible handovers. Review open credit balances, unpaid expenses and outstanding supplier amounts.
- Check pending mobile operations and incomplete approvals. Give the next responsible person a list of unresolved items and their references.
The next team receives traceable records and an explicit list of outstanding work.
A practical example
Worked example, with no other movements: opening stock 10,000 L + delivery 5,000 L - metered sales 4,000 L = book stock 11,000 L. A physical reading of 10,950 L gives a -50 L difference to investigate, not an automatic loss posting. At 750 FCFA/L, 4,000 L gives 3,000,000 FCFA of fuel sales: 2,400,000 cash + 400,000 electronic payments + 200,000 credit. Add 100,000 cash repayment of an older debt and subtract a documented 50,000 drawer expense: expected drawer cash is 2,450,000 FCFA, before any opening float or other movements. A counted 2,440,000 means a -10,000 cash difference. The old-debt repayment is not new fuel revenue, and the credit sale is not cash.
If something goes wrong
My sales equal neither stock nor cash
They measure different things: litres, revenue, cash collected and debts. Reconcile each with its own unit and source.
One unresolved item remains at close
Preserve its evidence and assign follow-up. Do not invent a delivery, payment or index just to make totals match.
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