@oriro/orirocli 0.1.11 → 0.3.1

package/skills/business/biz-strategy/SKILL.md

@@ -1,233 +1,233 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-strategy
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Business strategy — competitive analysis, market positioning, strategic
-  frameworks, business model design, competitive advantages, and strategic
-  planning. Activate for questions about how to compete, what strategy to
-  pursue, competitive analysis, business model canvas, Porter's five forces,
-  SWOT analysis, pricing strategy, market entry, or any strategic business
-  question. Sources: Harvard Business Review, MIT OCW Strategy, OpenStax
-  Business, Michael Porter's competitive strategy principles.
----
-
-# Business Strategy
-
-## The fundamental strategic question
-
-**Strategy is choosing what NOT to do.**
-
-A strategy that tries to appeal to everyone succeeds for no one.
-The core of strategy: make trade-offs. Be the best option for a specific customer
-doing a specific job, at the expense of not being the best option for everyone else.
-
-**Three generic strategies (Porter):**
-
-1. **Cost leadership:** Be the lowest cost producer in the industry.
-2. **Differentiation:** Offer something customers value that competitors can't match.
-3. **Focus:** Serve a narrow market better than generalists can.
-
-Stuck in the middle (trying to be all three) = above-average risk, below-average returns.
-
----
-
-## Porter's Five Forces
-
-Measures the competitive intensity and profitability of an industry.
-
-### 1. Threat of New Entrants
-
-High barriers to entry = better for incumbents.
-Barriers: economies of scale, brand loyalty, regulatory requirements, high capital requirements, network effects, switching costs.
-
-**Questions:** How easy is it for a new competitor to enter? What would it cost? How long would it take?
-
-### 2. Bargaining Power of Suppliers
-
-Few suppliers with unique inputs = strong supplier power = bad for you.
-**Reduce supplier power:** Multiple suppliers, backward integration, commodity inputs.
-
-### 3. Bargaining Power of Buyers
-
-Many choices + low switching costs = high buyer power = price pressure.
-**Reduce buyer power:** Differentiation, switching costs, fragmented buyer base, emotional connection.
-
-### 4. Threat of Substitutes
-
-Alternative ways customers can meet the same need (outside your industry).
-Uber is a substitute for car ownership. Zoom is a substitute for business travel.
-
-### 5. Industry Rivalry
-
-Number of competitors, growth rate, exit barriers, differentiation.
-Intense rivalry → price wars → reduced margins.
-
-**Most attractive industry:** High barriers to entry, low supplier power, low buyer power, few substitutes, moderate rivalry.
-
----
-
-## Competitive advantage
-
-### Types of sustainable advantages
-
-**Cost advantage:** You produce at lower cost than competitors.
-Sources: scale, superior processes, proprietary technology, location, access to cheaper inputs.
-Risk: Someone always finds a cheaper way.
-
-**Differentiation advantage:** Customers prefer your product and pay more for it.
-Sources: brand, quality, features, service, relationships, technology.
-Risk: Differentiation erodes as competitors copy.
-
-**Network effects:** Value increases as more people use it (Facebook, Visa, WhatsApp).
-Sources: direct (users connect to users), indirect (more users attract developers/partners).
-Most durable advantage: very hard to replicate.
-
-**Switching costs:** Customers stay because leaving is expensive or painful.
-Sources: data lock-in, training costs, integration costs, habit.
-Examples: Salesforce CRM, enterprise software, banks.
-
-**Economies of scale:** Unit cost falls as volume increases.
-Fixed costs spread over more units; bulk purchasing power; specialization.
-
-### Testing your competitive advantage
-
-Ask: If a well-funded competitor decided to attack your market, what would stop them?
-If the answer is "not much," you lack a durable advantage.
-If the answer is "5+ years and $100M to replicate our network/brand/technology," you have a moat.
-
----
-
-## Business Model Canvas (Osterwalder)
-
-Nine building blocks of a business model:
-
-| Block                      | Questions                                                                                |
-| -------------------------- | ---------------------------------------------------------------------------------------- |
-| **Customer Segments**      | Who are you creating value for? Which customers are most important?                      |
-| **Value Propositions**     | What problem do you solve? What need do you fulfill? What's better than the alternative? |
-| **Channels**               | How do you reach your customers? Through what touchpoints?                               |
-| **Customer Relationships** | What type of relationship? Personal? Automated? Community?                               |
-| **Revenue Streams**        | What value are customers paying for? How much? How?                                      |
-| **Key Resources**          | What assets are required (physical, intellectual, human, financial)?                     |
-| **Key Activities**         | What must you do well to deliver your value proposition?                                 |
-| **Key Partnerships**       | Who are your key partners and suppliers? What do you get from them?                      |
-| **Cost Structure**         | What are the most important costs? Which resources/activities are most expensive?        |
-
-**Use this:** Before building anything, map all nine blocks. Gaps become visible.
-
----
-
-## SWOT Analysis
-
-|              | Helpful       | Harmful    |
-| ------------ | ------------- | ---------- |
-| **Internal** | Strengths     | Weaknesses |
-| **External** | Opportunities | Threats    |
-
-**Strengths:** What do you do well? What advantages do you have?
-**Weaknesses:** What do you do poorly? What should you avoid?
-**Opportunities:** What market trends help you? What gaps exist?
-**Threats:** What are competitors doing? What trends hurt you?
-
-**SWOT → TOWS (strategic options):**
-
-- SO (Strengths + Opportunities): Use strengths to exploit opportunities
-- WO (Weaknesses + Opportunities): Overcome weaknesses to exploit opportunities
-- ST (Strengths + Threats): Use strengths to reduce threat impact
-- WT (Weaknesses + Threats): Minimize weaknesses to avoid threats
-
----
-
-## Market sizing
-
-### TAM, SAM, SOM
-
-**TAM (Total Addressable Market):** Everyone who could ever buy from you.
-**SAM (Serviceable Addressable Market):** Portion you can realistically reach.
-**SOM (Serviceable Obtainable Market):** Portion you can realistically capture in 3-5 years.
-
-**Top-down:** Start with industry data, carve out your segment.
-**Bottom-up:** Start with number of customers × average revenue per customer.
-
-Bottom-up is more credible with investors.
-
-Example (bottom-up for a local restaurant):
-
-- Local population: 100,000
-- % who eat out 2x/week: 30% = 30,000 people
-- Within delivery range: 20% = 6,000 people
-- Market share target: 5% = 300 customers
-- Average order: $25, 2x/month = $50/month per customer
-- Monthly revenue: $15,000
-- Annual: $180,000
-
----
-
-## Pricing strategy
-
-### Cost-plus pricing
-
-Add desired profit margin to cost of production.
-Simple. But ignores what customers are willing to pay.
-Often leaves money on the table.
-
-### Value-based pricing
-
-Price = value delivered to customer.
-Best approach when value is clear and quantifiable.
-A product that saves a customer $100,000/year can be priced at $20,000+.
-
-### Competitive pricing
-
-Price relative to competitors.
-Necessary when customers can easily compare.
-Leads to margin compression unless differentiated.
-
-### Penetration pricing
-
-Start low to gain market share; raise prices later.
-Works when switching costs are high and network effects matter.
-Risk: customers balk at price increases; attracts price-sensitive customers.
-
-### Premium pricing
-
-Price high to signal quality and status.
-Works with genuine differentiation, strong brand, or status signaling.
-Apple, Rolex, luxury brands.
-
-### Freemium
-
-Give basic product free; charge for advanced features.
-Works when free version drives viral adoption; conversion rate typically 2-5%.
-Requires large free user base to be sustainable.
-
----
-
-## Strategic planning process
-
-**Annual strategy cycle:**
-
-1. **Environmental scan:** What has changed? New competitors, technology, regulations, customer behavior?
-2. **Internal assessment:** What are we good at? Where do we fall short? (SWOT)
-3. **Strategic options:** What could we do? What should we focus on?
-4. **Strategic choice:** What will we do? What will we NOT do?
-5. **OKRs/Goals:** What does success look like? How will we measure it?
-6. **Resource allocation:** What gets funded? Who is responsible?
-7. **Execution:** Quarterly reviews. Adjust based on results.
-
-**OKRs (Objectives and Key Results):**
-Objective: Qualitative, inspiring, directional.
-Key Results: 3-5 measurable outcomes that indicate the objective is achieved.
-
-Example:
-Objective: "Become the go-to platform for freelance designers."
-KR1: 10,000 designer sign-ups by Q4.
-KR2: Net Promoter Score > 60.
-KR3: 40% of designers return within 30 days of first project.
-
-Sources: Michael Porter "Competitive Strategy" (principles),
-Osterwalder Business Model Canvas, Harvard Business Review open articles,
-OpenStax Principles of Management (CC-BY), MIT OCW Strategy courses
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-strategy
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Business strategy — competitive analysis, market positioning, strategic
+  frameworks, business model design, competitive advantages, and strategic
+  planning. Activate for questions about how to compete, what strategy to
+  pursue, competitive analysis, business model canvas, Porter's five forces,
+  SWOT analysis, pricing strategy, market entry, or any strategic business
+  question. Sources: Harvard Business Review, MIT OCW Strategy, OpenStax
+  Business, Michael Porter's competitive strategy principles.
+---
+
+# Business Strategy
+
+## The fundamental strategic question
+
+**Strategy is choosing what NOT to do.**
+
+A strategy that tries to appeal to everyone succeeds for no one.
+The core of strategy: make trade-offs. Be the best option for a specific customer
+doing a specific job, at the expense of not being the best option for everyone else.
+
+**Three generic strategies (Porter):**
+
+1. **Cost leadership:** Be the lowest cost producer in the industry.
+2. **Differentiation:** Offer something customers value that competitors can't match.
+3. **Focus:** Serve a narrow market better than generalists can.
+
+Stuck in the middle (trying to be all three) = above-average risk, below-average returns.
+
+---
+
+## Porter's Five Forces
+
+Measures the competitive intensity and profitability of an industry.
+
+### 1. Threat of New Entrants
+
+High barriers to entry = better for incumbents.
+Barriers: economies of scale, brand loyalty, regulatory requirements, high capital requirements, network effects, switching costs.
+
+**Questions:** How easy is it for a new competitor to enter? What would it cost? How long would it take?
+
+### 2. Bargaining Power of Suppliers
+
+Few suppliers with unique inputs = strong supplier power = bad for you.
+**Reduce supplier power:** Multiple suppliers, backward integration, commodity inputs.
+
+### 3. Bargaining Power of Buyers
+
+Many choices + low switching costs = high buyer power = price pressure.
+**Reduce buyer power:** Differentiation, switching costs, fragmented buyer base, emotional connection.
+
+### 4. Threat of Substitutes
+
+Alternative ways customers can meet the same need (outside your industry).
+Uber is a substitute for car ownership. Zoom is a substitute for business travel.
+
+### 5. Industry Rivalry
+
+Number of competitors, growth rate, exit barriers, differentiation.
+Intense rivalry → price wars → reduced margins.
+
+**Most attractive industry:** High barriers to entry, low supplier power, low buyer power, few substitutes, moderate rivalry.
+
+---
+
+## Competitive advantage
+
+### Types of sustainable advantages
+
+**Cost advantage:** You produce at lower cost than competitors.
+Sources: scale, superior processes, proprietary technology, location, access to cheaper inputs.
+Risk: Someone always finds a cheaper way.
+
+**Differentiation advantage:** Customers prefer your product and pay more for it.
+Sources: brand, quality, features, service, relationships, technology.
+Risk: Differentiation erodes as competitors copy.
+
+**Network effects:** Value increases as more people use it (Facebook, Visa, WhatsApp).
+Sources: direct (users connect to users), indirect (more users attract developers/partners).
+Most durable advantage: very hard to replicate.
+
+**Switching costs:** Customers stay because leaving is expensive or painful.
+Sources: data lock-in, training costs, integration costs, habit.
+Examples: Salesforce CRM, enterprise software, banks.
+
+**Economies of scale:** Unit cost falls as volume increases.
+Fixed costs spread over more units; bulk purchasing power; specialization.
+
+### Testing your competitive advantage
+
+Ask: If a well-funded competitor decided to attack your market, what would stop them?
+If the answer is "not much," you lack a durable advantage.
+If the answer is "5+ years and $100M to replicate our network/brand/technology," you have a moat.
+
+---
+
+## Business Model Canvas (Osterwalder)
+
+Nine building blocks of a business model:
+
+| Block                      | Questions                                                                                |
+| -------------------------- | ---------------------------------------------------------------------------------------- |
+| **Customer Segments**      | Who are you creating value for? Which customers are most important?                      |
+| **Value Propositions**     | What problem do you solve? What need do you fulfill? What's better than the alternative? |
+| **Channels**               | How do you reach your customers? Through what touchpoints?                               |
+| **Customer Relationships** | What type of relationship? Personal? Automated? Community?                               |
+| **Revenue Streams**        | What value are customers paying for? How much? How?                                      |
+| **Key Resources**          | What assets are required (physical, intellectual, human, financial)?                     |
+| **Key Activities**         | What must you do well to deliver your value proposition?                                 |
+| **Key Partnerships**       | Who are your key partners and suppliers? What do you get from them?                      |
+| **Cost Structure**         | What are the most important costs? Which resources/activities are most expensive?        |
+
+**Use this:** Before building anything, map all nine blocks. Gaps become visible.
+
+---
+
+## SWOT Analysis
+
+|              | Helpful       | Harmful    |
+| ------------ | ------------- | ---------- |
+| **Internal** | Strengths     | Weaknesses |
+| **External** | Opportunities | Threats    |
+
+**Strengths:** What do you do well? What advantages do you have?
+**Weaknesses:** What do you do poorly? What should you avoid?
+**Opportunities:** What market trends help you? What gaps exist?
+**Threats:** What are competitors doing? What trends hurt you?
+
+**SWOT → TOWS (strategic options):**
+
+- SO (Strengths + Opportunities): Use strengths to exploit opportunities
+- WO (Weaknesses + Opportunities): Overcome weaknesses to exploit opportunities
+- ST (Strengths + Threats): Use strengths to reduce threat impact
+- WT (Weaknesses + Threats): Minimize weaknesses to avoid threats
+
+---
+
+## Market sizing
+
+### TAM, SAM, SOM
+
+**TAM (Total Addressable Market):** Everyone who could ever buy from you.
+**SAM (Serviceable Addressable Market):** Portion you can realistically reach.
+**SOM (Serviceable Obtainable Market):** Portion you can realistically capture in 3-5 years.
+
+**Top-down:** Start with industry data, carve out your segment.
+**Bottom-up:** Start with number of customers × average revenue per customer.
+
+Bottom-up is more credible with investors.
+
+Example (bottom-up for a local restaurant):
+
+- Local population: 100,000
+- % who eat out 2x/week: 30% = 30,000 people
+- Within delivery range: 20% = 6,000 people
+- Market share target: 5% = 300 customers
+- Average order: $25, 2x/month = $50/month per customer
+- Monthly revenue: $15,000
+- Annual: $180,000
+
+---
+
+## Pricing strategy
+
+### Cost-plus pricing
+
+Add desired profit margin to cost of production.
+Simple. But ignores what customers are willing to pay.
+Often leaves money on the table.
+
+### Value-based pricing
+
+Price = value delivered to customer.
+Best approach when value is clear and quantifiable.
+A product that saves a customer $100,000/year can be priced at $20,000+.
+
+### Competitive pricing
+
+Price relative to competitors.
+Necessary when customers can easily compare.
+Leads to margin compression unless differentiated.
+
+### Penetration pricing
+
+Start low to gain market share; raise prices later.
+Works when switching costs are high and network effects matter.
+Risk: customers balk at price increases; attracts price-sensitive customers.
+
+### Premium pricing
+
+Price high to signal quality and status.
+Works with genuine differentiation, strong brand, or status signaling.
+Apple, Rolex, luxury brands.
+
+### Freemium
+
+Give basic product free; charge for advanced features.
+Works when free version drives viral adoption; conversion rate typically 2-5%.
+Requires large free user base to be sustainable.
+
+---
+
+## Strategic planning process
+
+**Annual strategy cycle:**
+
+1. **Environmental scan:** What has changed? New competitors, technology, regulations, customer behavior?
+2. **Internal assessment:** What are we good at? Where do we fall short? (SWOT)
+3. **Strategic options:** What could we do? What should we focus on?
+4. **Strategic choice:** What will we do? What will we NOT do?
+5. **OKRs/Goals:** What does success look like? How will we measure it?
+6. **Resource allocation:** What gets funded? Who is responsible?
+7. **Execution:** Quarterly reviews. Adjust based on results.
+
+**OKRs (Objectives and Key Results):**
+Objective: Qualitative, inspiring, directional.
+Key Results: 3-5 measurable outcomes that indicate the objective is achieved.
+
+Example:
+Objective: "Become the go-to platform for freelance designers."
+KR1: 10,000 designer sign-ups by Q4.
+KR2: Net Promoter Score > 60.
+KR3: 40% of designers return within 30 days of first project.
+
+Sources: Michael Porter "Competitive Strategy" (principles),
+Osterwalder Business Model Canvas, Harvard Business Review open articles,
+OpenStax Principles of Management (CC-BY), MIT OCW Strategy courses

package/skills/business/biz-supply-chain-advanced/LICENSE

@@ -1,21 +1,21 @@
-MIT License
-
-Copyright (c) 2026 ORIRO.ai
-
-Permission is hereby granted, free of charge, to any person obtaining a copy
-of this software and associated documentation files (the "Software"), to deal
-in the Software without restriction, including without limitation the rights
-to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
-copies of the Software, and to permit persons to whom the Software is
-furnished to do so, subject to the following conditions:
-
-The above copyright notice and this permission notice shall be included in all
-copies or substantial portions of the Software.
-
-THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
-IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
-FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
-AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
-LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
-OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
-SOFTWARE.
+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/business/biz-supply-chain-advanced/SKILL.md

@@ -1,68 +1,68 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-supply-chain-advanced
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Advanced supply chain — demand planning, inventory optimization, logistics,
-  procurement strategy, risk management, and ERP systems. Sources: APICS CSCP
-  (free summaries), MIT CTL OpenCourseWare (CC-BY).
----
-
-# Advanced Supply Chain Management
-
-## Demand planning
-
-**Forecast methods:**
-Moving average: Simple. Good for stable demand.
-Exponential smoothing: Weights recent data more.
-Seasonal decomposition: Isolates trend, seasonality, residual.
-
-**MAPE (Mean Absolute Percentage Error):** Primary forecast accuracy metric.
-MAPE < 10% = excellent. 10-20% = good. 20-50% = reasonable. >50% = poor.
-
-**Demand sensing:** Use point-of-sale data (not orders) for short-term forecasts.
-
-## Inventory optimization
-
-**EOQ (Economic Order Quantity):** √(2DS/H)
-D = annual demand, S = order cost, H = holding cost per unit per year.
-
-**Safety stock:** z × σ_LT × √LT
-z = service level factor (1.65 for 95%), σ_LT = demand standard deviation, LT = lead time.
-
-**ABC analysis:** A items (20% SKUs, 80% value), B items (30% SKUs, 15% value), C items (50% SKUs, 5% value).
-Apply tighter control to A items.
-
-## Logistics and transportation
-
-**Incoterms 2020:** Define buyer/seller responsibility split.
-EXW = seller does nothing. DDP = seller does everything.
-FOB = seller loads at origin port. CIF = seller pays freight and insurance.
-
-**3PL vs 4PL:** 3PL provides logistics services. 4PL manages entire supply chain strategy.
-
-## Procurement strategy
-
-**Kraljic matrix:** Categorize spend by supply risk vs profit impact.
-Strategic items (high risk, high profit): Partner deeply.
-Leverage items (low risk, high profit): Competitive bidding.
-Bottleneck items (high risk, low profit): Secure supply, multiple sources.
-Routine items (low risk, low profit): Automate, simplify.
-
-## Supply chain risk
-
-**Disruption categories:** Single-source dependency, geographic concentration, natural disasters, geopolitical.
-**Mitigation:** Dual sourcing, inventory buffers, geographic diversification, nearshoring.
-**DDMRP (Demand-Driven MRP):** Position strategic buffers at decoupling points.
-
-## ERP systems
-
-SAP S/4HANA: Enterprise standard. Expensive. Deep functionality.
-Oracle ERP: Strong finance integration.
-NetSuite: Mid-market cloud. Good for growing businesses.
-Odoo: Open source. Free community version.
-
-Sources: APICS CSCP (apics.org — free introductory resources), MIT CTL OCW (CC-BY),
-Council of Supply Chain Management Professionals (free frameworks)
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-supply-chain-advanced
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Advanced supply chain — demand planning, inventory optimization, logistics,
+  procurement strategy, risk management, and ERP systems. Sources: APICS CSCP
+  (free summaries), MIT CTL OpenCourseWare (CC-BY).
+---
+
+# Advanced Supply Chain Management
+
+## Demand planning
+
+**Forecast methods:**
+Moving average: Simple. Good for stable demand.
+Exponential smoothing: Weights recent data more.
+Seasonal decomposition: Isolates trend, seasonality, residual.
+
+**MAPE (Mean Absolute Percentage Error):** Primary forecast accuracy metric.
+MAPE < 10% = excellent. 10-20% = good. 20-50% = reasonable. >50% = poor.
+
+**Demand sensing:** Use point-of-sale data (not orders) for short-term forecasts.
+
+## Inventory optimization
+
+**EOQ (Economic Order Quantity):** √(2DS/H)
+D = annual demand, S = order cost, H = holding cost per unit per year.
+
+**Safety stock:** z × σ_LT × √LT
+z = service level factor (1.65 for 95%), σ_LT = demand standard deviation, LT = lead time.
+
+**ABC analysis:** A items (20% SKUs, 80% value), B items (30% SKUs, 15% value), C items (50% SKUs, 5% value).
+Apply tighter control to A items.
+
+## Logistics and transportation
+
+**Incoterms 2020:** Define buyer/seller responsibility split.
+EXW = seller does nothing. DDP = seller does everything.
+FOB = seller loads at origin port. CIF = seller pays freight and insurance.
+
+**3PL vs 4PL:** 3PL provides logistics services. 4PL manages entire supply chain strategy.
+
+## Procurement strategy
+
+**Kraljic matrix:** Categorize spend by supply risk vs profit impact.
+Strategic items (high risk, high profit): Partner deeply.
+Leverage items (low risk, high profit): Competitive bidding.
+Bottleneck items (high risk, low profit): Secure supply, multiple sources.
+Routine items (low risk, low profit): Automate, simplify.
+
+## Supply chain risk
+
+**Disruption categories:** Single-source dependency, geographic concentration, natural disasters, geopolitical.
+**Mitigation:** Dual sourcing, inventory buffers, geographic diversification, nearshoring.
+**DDMRP (Demand-Driven MRP):** Position strategic buffers at decoupling points.
+
+## ERP systems
+
+SAP S/4HANA: Enterprise standard. Expensive. Deep functionality.
+Oracle ERP: Strong finance integration.
+NetSuite: Mid-market cloud. Good for growing businesses.
+Odoo: Open source. Free community version.
+
+Sources: APICS CSCP (apics.org — free introductory resources), MIT CTL OCW (CC-BY),
+Council of Supply Chain Management Professionals (free frameworks)