LIFO (Last In First Out)

LIFO (Last-In, First-Out): Understanding Inventory Valuation and Costing

LIFO, an acronym for “Last-In, First-Out,” is an inventory costing method used by businesses to assign costs to inventory. Under the LIFO method, the assumption is that the most recently acquired inventory items are the first ones to be sold or used. Consequently, the cost of goods sold (COGS) is calculated using the costs of the newest inventory purchases, while the remaining inventory on hand is valued at the costs of the oldest inventory. This method is particularly relevant in accounting and financial reporting, influencing a company’s reported profitability and tax liability.

Where Did LIFO Come From?

The concept of LIFO as an inventory valuation method has roots in the early 20th century. While the exact origin is debated, its formal recognition and widespread adoption grew significantly in the United States, particularly after World War II. The primary driver for its development and acceptance was the need for businesses to better match their current revenues with current costs, especially during periods of fluctuating prices. In inflationary environments, LIFO was seen as a way to reduce taxable income by valuing COGS at higher, more recent prices, thereby deferring tax payments. The accounting profession and regulatory bodies eventually codified LIFO principles into accounting standards, such as the Generally Accepted Accounting Principles (GAAP) in the United States. It’s important to note that LIFO is not permitted under International Financial Reporting Standards (IFRS), which are used in many countries outside the U.S.

How Does LIFO Work in Practice?

The mechanics of LIFO are straightforward: imagine a stack of goods. When the first item is placed on the stack, it’s at the bottom. Subsequent items are placed on top. When an item is removed, the one from the very top (the last one placed) is taken first. In an accounting context:

  • Cost of Goods Sold (COGS): When a sale occurs, the cost assigned to that sale is based on the price of the most recent inventory acquired. If a company purchases 100 units at $10 each and later purchases another 100 units at $12 each, and then sells 50 units, the COGS for those 50 units would be calculated using the $12 per unit cost.
  • Ending Inventory: The inventory remaining on the company’s balance sheet is valued using the costs of the oldest inventory purchases. In the example above, if 150 units are sold (50 from the $12 batch and 100 from the $10 batch), the remaining 50 units would be valued at the older $10 cost.

This creates a “LIFO layer” effect, where older inventory costs remain on the books until they are “liquidated” (sold). This can lead to a situation where inventory values on the balance sheet do not reflect current market prices, especially if inventory levels have remained stable or declined over long periods. Businesses often need to maintain detailed records of inventory purchases at different costs to accurately apply the LIFO method.

Why Should Businesses Pay Attention to LIFO?

Understanding LIFO is crucial for businesses for several key reasons:

  • Tax Implications: In periods of rising prices (inflation), LIFO generally results in a higher COGS. A higher COGS leads to lower reported net income, which in turn can translate to lower income tax liabilities. This is a significant benefit for many U.S. businesses.
  • Profitability Reporting: LIFO impacts a company’s reported gross profit and net income. By matching current revenues with current costs, LIFO provides a more realistic measure of current profitability compared to other methods like FIFO (First-In, First-Out) during inflationary periods.
  • Inventory Valuation on the Balance Sheet: LIFO can result in older, potentially outdated costs remaining on the balance sheet. This can make the reported inventory value less reflective of current market conditions.
  • Decision Making: The reported profitability and cost of goods sold figures influenced by LIFO can affect a company’s strategic decisions, such as pricing strategies, production levels, and investment choices.

Where is LIFO Commonly Used?

While not universally applicable due to IFRS restrictions, LIFO finds its most common applications in specific industries and business scenarios, particularly in the United States:

  • Manufacturing and Retail: Companies that deal with large volumes of raw materials or finished goods that are fungible (interchangeable) and subject to price fluctuations often benefit from LIFO. Examples include businesses dealing with agricultural products, metals, or commodities.
  • Businesses Experiencing Inflation: The primary advantage of LIFO is realized during inflationary periods, where it helps to align costs with revenues and reduce taxable income.
  • Industries with Stable or Growing Inventory: LIFO is most effective when inventory levels are maintained or increasing. If inventory levels decline significantly, older, lower-cost LIFO layers can be depleted, leading to a “LIFO liquidation.” This can result in a sudden spike in taxable income as older, lower costs are recognized in COGS, and the tax benefits of LIFO are reversed.

What Other Concepts are Related to LIFO?

LIFO is part of a broader set of inventory costing methods and related accounting principles. Key related terms include:

  • FIFO (First-In, First-Out): The opposite of LIFO, where the oldest inventory is assumed to be sold first. This generally results in a lower COGS and higher ending inventory during inflation.
  • Weighted-Average Cost Method: This method calculates an average cost for all inventory items and applies it to both COGS and ending inventory.
  • Specific Identification Method: Used for unique or high-value items, where the actual cost of each specific item sold is tracked.
  • Inventory Liquidation: The sale of older inventory layers when a company using LIFO reduces its inventory levels.
  • GAAP (Generally Accepted Accounting Principles): The set of accounting standards used in the U.S., which permits LIFO.
  • IFRS (International Financial Reporting Standards): The international accounting standards, which prohibit LIFO.

What’s New or Changing with LIFO?

The discussion surrounding LIFO’s future is largely tied to the ongoing debate about accounting standards. While LIFO remains permitted under U.S. GAAP, there is consistent pressure from proponents of IFRS to converge accounting standards globally. This means that the long-term viability of LIFO as a permissible accounting method in the U.S. is not guaranteed. Furthermore, the increasing complexity of supply chains and the digitalization of inventory management are leading to more sophisticated methods of inventory tracking, which might eventually make the traditional application of LIFO more cumbersome. However, for the foreseeable future, LIFO remains a relevant and utilized method for many U.S. businesses.

Who Needs to Understand LIFO?

Several business departments are significantly impacted by and need to have a solid understanding of LIFO:

  • Accounting and Finance Departments: This is the most directly affected group. They are responsible for implementing LIFO, maintaining accurate records, calculating COGS and ending inventory, and ensuring compliance with tax regulations.
  • Tax Departments: LIFO has direct and significant implications for income tax liabilities. Tax professionals must understand how LIFO impacts taxable income and ensure optimal tax planning.
  • Management and Executive Leadership: Understanding LIFO is crucial for interpreting financial statements. Reported profitability, key performance indicators (KPIs), and cash flow can all be influenced by the chosen inventory method. This understanding aids in strategic decision-making.
  • Operations and Supply Chain Management: While not directly involved in accounting for LIFO, understanding its impact can inform inventory management strategies, such as how to manage inventory levels to avoid LIFO liquidations and their associated tax consequences.
  • Investor Relations and Reporting: When communicating financial performance to investors and stakeholders, it’s important to explain the accounting methods used, including LIFO, and their potential impact on reported figures.

Looking Ahead: The Future of LIFO

The future of LIFO is subject to several influential factors:

  • Global Accounting Convergence: The ongoing push for global accounting harmonization, particularly the convergence between U.S. GAAP and IFRS, poses the most significant long-term threat to LIFO. If the U.S. were to fully adopt IFRS, LIFO would no longer be permitted.
  • Technological Advancements: As businesses adopt more sophisticated inventory management systems, the ability to track inventory costs with greater precision might diminish the perceived need for theoretical costing methods like LIFO. However, these systems can also be programmed to adhere to LIFO principles more efficiently.
  • Economic Conditions: The prevalence of inflation versus deflation will continue to influence the perceived benefits of LIFO. In sustained low-inflation or deflationary environments, the tax advantages of LIFO diminish.
  • Regulatory Changes: Future changes in U.S. tax law or accounting regulations could also impact the continued use and attractiveness of LIFO.

Despite these potential challenges, LIFO is deeply entrenched in the U.S. accounting system and offers tangible tax benefits to many businesses, suggesting it will remain a relevant concept for the foreseeable future, even as its ultimate permissibility on a global scale remains a point of discussion.

Updated: Oct 8, 2025

Saurav Wadhwa

Co-founder & CEO

Saurav Wadhwa is the Co-founder and CEO of MYND Integrated Solutions. Saurav spearheads the company’s strategic vision—identifying new market opportunities, unfolding product and service catalogues, and driving business expansion across multiple geographies and functions. Saurav brings expertise in business process enablement and is a seasoned expert with over two decades of experience establishing and scaling Shared Services, Process Transformation, and Automation.

Saurav’s leadership and strategy expertise are backed by extensive hands-on involvement in Finance and HR Automation, People and Business Management and Client Relationship Management. Over his career, he has played a pivotal role in accelerating the growth of more than 800 businesses across diverse industries, leveraging innovative automation solutions to streamline operations and reduce costs.

Before becoming CEO, Saurav spent nearly a decade at MYND focusing on finance and accounting outsourcing. His background includes proficiency in major ERP systems like SAP, Oracle, and Great Plains, and he has a proven track record of optimizing global finance operations for domestic and multinational corporations.

Under Saurav’s leadership, MYND Integrated Solutions maintains a forward-thinking culture—prioritizing continuous learning, fostering ethical practices, and embracing next-generation technologies such as RPA and AI-driven analytics. He is committed to strategic partnerships, long-term business development, and stakeholder transparency, ensuring that MYND remains at the forefront of the BPM industry.

A firm believer that “Leadership and Learning are indispensable to each other,” Saurav consistently seeks new ways to evolve MYND’s capabilities and empower clients with best-in-class business process solutions.

Vivek Misra

Founder & Group MD

Vivek is the founder of MYND Integrated Solutions. He is a successful entrepreneur with a strong background in Accounts and Finance. An alumnus of Modern School and Delhi University, Vivek has also undertaken prestigious courses on accountancy with Becker and Business 360 management course with Columbia Business School, US.

Vivek is currently the Founder & Group MD of MYND Integrated Solutions. With over 22 years of experience setting up shared service centres and serving leading companies in the Manufacturing, Services, Retail and Telecom industries, his strong industry focus and client relationships have quickly enabled MYND to build credibility with 500+ clients. MYND has developed a niche in Shared services in India’s Finance and Accounting (FAO) and Human Resources (HR). MYND has also taken Solutions and services to the international space, offering multi-country services on a single platform under his leadership. Vivek has been instrumental in fostering mutually beneficial partnerships with global service providers, immensely benefiting MYND.

Mynd also forayed into a niche Fintech space with the setup of the M1xchange under the auspices of the RBI licence granted to only 3 companies across India. The exchange is changing the traditional field of bill discounting by bringing the entire process online along with the participation of banks through online auctioning.

Sundeep Mohindru

Founder Director

Sundeep initiated Mynd with a small team of just five people in 2002 and has been instrumental in steering it to evolve into a knowledge management company. He has brought about substantial improvements in growth, profitability, and performance, which has helped Mynd achieve remarkable customer, employee and stakeholder satisfaction. He has been involved in creating specialized service delivery models suitable for diverse client needs and has always created a new benchmark for Mynd and its team. Under his leadership, Mynd has developed niche products and implemented them on an all India scale for superior services. Mynd has been servicing a large number of multinational companies in India through its on-shore and off-shore model.

TReDS (Trade Receivable Discounting System) has been nurtured from a concept stage by Sundeep and the Mynd team. M1xchange, Mynd Online National Exchange for Receivables was successfully launched on April 7th, 2017. While spearheading the project, Sundeep and his team have built up the TReDS platform to meet RBI guidelines and enhance the transparency for all stakeholders. This platform and related service has the capability of transforming the way the receivable finance and other supply chain finance solutions are operating currently.

Sundeep is currently focused on providing strategic direction to the company and is working towards achieving high growth for Mynd, which will help in creating the products as per customer needs and increase its top line while maintaining the bottom line. He directly involves, develops, nurtures and manages all key client relationships of Mynd. He has also successfully acquired numerous preferred partners to support Mynd’s technology-based endeavors and scale up its business.

Sundeep has been the on the Board of Directors for many renowned companies. He has played a key role in planning the entry strategy and has set up subsidiaries for many multinational companies in India. In his leadership, Mynd has seen consistent growth at the rate of 20+ % CAGR from the year 2009 onwards. This was primarily because of investing into technology and bringing platform based offering in Accounting and HR domain for the customers.