agentic-team-templates 0.19.0 → 0.20.0

package/templates/business/supply-chain/.cursor/rules/inventory-management.md

@@ -0,0 +1,200 @@
+# Inventory Management
+
+Frameworks and best practices for inventory optimization, classification, and control.
+
+## Core Principle
+
+**Inventory is a buffer against uncertainty.** The goal is not zero inventory but the right inventory in the right place at the right time. Over-stocking ties up cash; under-stocking loses sales.
+
+## Economic Order Quantity (EOQ)
+
+### Formula
+
+```text
+EOQ = sqrt((2 x D x S) / H)
+
+Where:
+  D = Annual demand (units)
+  S = Ordering cost per order ($)
+  H = Annual holding cost per unit ($)
+```
+
+### When EOQ Applies
+
+| Scenario | EOQ Applicable? | Alternative |
+|----------|----------------|-------------|
+| Stable demand, constant lead time | Yes | Standard EOQ |
+| Volume discounts available | Partial | Quantity discount model |
+| Multiple items from same supplier | No | Joint replenishment |
+| Perishable goods | No | Newsvendor model |
+| Lumpy/sporadic demand | No | Min-max or manual |
+
+### EOQ Sensitivity
+
+```text
+EOQ is most sensitive to demand (D) and least sensitive to costs.
+Doubling demand increases EOQ by only 41% (sqrt of 2).
+If costs are approximate, EOQ still provides a good starting point.
+```
+
+## Reorder Points and Safety Stock
+
+### Reorder Point Formula
+
+```text
+ROP = (Average Daily Demand x Lead Time) + Safety Stock
+```
+
+### Safety Stock Calculation
+
+```text
+Basic:
+  SS = Z x sigma_D x sqrt(LT)
+
+With lead time variability:
+  SS = Z x sqrt(LT x sigma_D^2 + D_avg^2 x sigma_LT^2)
+
+Where:
+  Z = Service level factor
+  sigma_D = Standard deviation of daily demand
+  sigma_LT = Standard deviation of lead time
+  LT = Average lead time (days)
+  D_avg = Average daily demand
+```
+
+### Service Level Z-Values
+
+| Service Level | Z-Value | Typical Use |
+|--------------|---------|-------------|
+| 90% | 1.28 | C items, low priority |
+| 95% | 1.65 | B items, standard |
+| 97.5% | 1.96 | A items, important |
+| 99% | 2.33 | Critical items |
+| 99.9% | 3.09 | Safety-critical, no stockout tolerance |
+
+## ABC/XYZ Classification
+
+### ABC Analysis Steps
+
+1. Calculate annual usage value (unit cost x annual demand) for each SKU
+2. Sort descending by usage value
+3. Calculate cumulative percentage
+4. Classify: A = top 80% of value, B = next 15%, C = remaining 5%
+
+### XYZ Analysis Steps
+
+1. Calculate coefficient of variation (CoV) for each SKU's demand
+2. Classify: X (CoV < 0.5), Y (0.5-1.0), Z (> 1.0)
+
+### Combined Strategy Matrix
+
+| Segment | Strategy | Review | Safety Stock |
+|---------|----------|--------|-------------|
+| AX | JIT/Kanban, tight control | Weekly | Low (predictable) |
+| AY | Regular review, moderate buffer | Bi-weekly | Medium |
+| AZ | Custom strategy, close monitoring | Weekly | High or make-to-order |
+| BX | Automated reorder | Monthly | Standard |
+| BY | Periodic review | Monthly | Medium |
+| BZ | Safety stock buffer | Monthly | Above average |
+| CX | Min-max automation | Quarterly | Minimal |
+| CY | Periodic batch ordering | Quarterly | Standard |
+| CZ | Consider eliminating or stocking on demand | Semi-annual | High or drop |
+
+## Cycle Counting
+
+### Counting Strategy
+
+```text
+A Items: Count every month (100% counted 12x/year)
+B Items: Count every quarter (100% counted 4x/year)
+C Items: Count every 6 months (100% counted 2x/year)
+
+Daily count target = (A items / 20 working days)
+                   + (B items / 60 working days)
+                   + (C items / 120 working days)
+```
+
+### Accuracy Targets
+
+| Class | Accuracy Target | Tolerance |
+|-------|----------------|-----------|
+| A | 99.5% | +/- 0.5% |
+| B | 97% | +/- 3% |
+| C | 95% | +/- 5% |
+
+### Root Cause Categories for Discrepancies
+
+| Category | Examples | Resolution |
+|----------|----------|------------|
+| Receiving | Miscounts, wrong putaway | Receiving audit, barcode scan |
+| Picking | Wrong item, wrong quantity | Pick verification, zone picking |
+| System | Timing errors, duplicate entries | Transaction controls |
+| Damage | Breakage, spoilage | Inspection protocols |
+| Theft | Shrinkage | Security, access controls |
+
+## Warehouse Optimization
+
+### Slotting Strategy
+
+```text
+High velocity (A items):  Place near shipping dock, waist-height
+Medium velocity (B items): Middle zones
+Low velocity (C items):    Far zones, upper/lower racks
+Heavyweight items:         Floor level
+Frequently co-picked:      Adjacent locations
+```
+
+### Key Warehouse KPIs
+
+| KPI | Formula | Target |
+|-----|---------|--------|
+| Space utilization | Used cubic ft / Total cubic ft | 80-90% |
+| Pick accuracy | Correct picks / Total picks | > 99.5% |
+| Orders per hour | Orders completed / Labor hours | Varies by type |
+| Dock-to-stock time | Receipt to putaway complete | < 24 hours |
+| Order cycle time | Order received to shipped | < 24 hours |
+
+## Common Pitfalls
+
+### 1. Using Average Demand Without Variability
+
+```markdown
+Wrong: "Average demand is 100/day, so reorder at 100 x 7 days = 700"
+Right: "Average demand is 100/day (StdDev 20), lead time 7 days (StdDev 1),
+        so ROP = 700 + safety stock of Z x sqrt(7 x 400 + 10000 x 1) = 700 + SS"
+```
+
+### 2. One-Size-Fits-All Inventory Policies
+
+```markdown
+Wrong: All items have 2 weeks safety stock
+Right: A-items get 99% service level, C-items get 90%, each with calculated SS
+```
+
+### 3. Ignoring Carrying Costs
+
+```markdown
+Wrong: "Buy more to get the volume discount"
+Right: "Volume discount saves $5K but additional carrying cost is $8K/year - net loss"
+```
+
+### 4. Counting Accuracy Without Root Cause
+
+```markdown
+Wrong: Fix the count, move on
+Right: Fix the count AND investigate why it was wrong to prevent recurrence
+```
+
+### 5. Static Safety Stock
+
+```markdown
+Wrong: Set safety stock once and forget it
+Right: Recalculate quarterly as demand patterns and lead times change
+```
+
+### 6. Not Reviewing Slow Movers
+
+```markdown
+Wrong: Keep everything in stock indefinitely
+Right: Flag items with no movement in 90+ days for review; consider write-down or liquidation
+```

package/templates/business/supply-chain/.cursor/rules/logistics.md

@@ -0,0 +1,296 @@
+# Logistics
+
+Guidelines for transportation management, route optimization, and freight cost control.
+
+## Core Principle
+
+**Logistics is the physical execution of supply chain strategy.** The right mode, the right carrier, the right route, at the right cost. Every logistics decision balances speed, cost, reliability, and compliance.
+
+## Transportation Mode Selection
+
+### Mode Comparison
+
+| Mode | Cost/kg | Transit Time | Reliability | Best For |
+|------|---------|-------------|-------------|----------|
+| Ocean (FCL) | $0.02-0.05 | 14-45 days | Medium | Bulk, non-urgent intercontinental |
+| Ocean (LCL) | $0.05-0.15 | 21-50 days | Medium-Low | Small intercontinental shipments |
+| Rail | $0.03-0.08 | 3-15 days | Medium-High | Heavy goods, continental |
+| Truck (FTL) | $0.05-0.15 | 1-5 days | High | Full loads, regional/national |
+| Truck (LTL) | $0.10-0.30 | 2-7 days | Medium-High | Partial loads, regional |
+| Air | $1.00-5.00 | 1-3 days | High | Urgent, high-value, perishable |
+| Parcel | $0.50-3.00 | 1-5 days | High | Small packages, B2C |
+
+### Decision Framework
+
+```text
+Question 1: What is the time constraint?
+├── < 3 days → Air freight or express parcel
+├── 3-14 days → Truck (FTL/LTL) or rail
+└── > 14 days → Ocean or rail (for cost optimization)
+
+Question 2: What is the shipment size?
+├── < 150 lbs → Parcel carrier
+├── 150-10,000 lbs → LTL truck
+├── > 10,000 lbs → FTL truck or intermodal
+└── Container load → Ocean FCL or rail
+
+Question 3: What is the value density?
+├── High (> $50/kg) → Air freight justified
+├── Medium ($5-50/kg) → Truck or intermodal
+└── Low (< $5/kg) → Ocean or rail (minimize freight %)
+```
+
+### Intermodal Strategies
+
+| Combination | Use Case | Savings vs Pure |
+|-------------|----------|-----------------|
+| Ocean + Truck | Import to inland destination | Standard import routing |
+| Rail + Truck | Long-haul domestic + last mile | 20-40% vs FTL over 500+ miles |
+| Air + Truck | Urgent international + domestic | Standard for air freight |
+| Ocean + Rail | Port to inland warehouse | 10-20% vs ocean + truck |
+
+## Route Optimization
+
+### Milk Run Configuration
+
+```text
+Traditional (point-to-point):
+  Supplier A → Warehouse: 1 truck
+  Supplier B → Warehouse: 1 truck
+  Supplier C → Warehouse: 1 truck
+  Total: 3 trucks, 3 trips
+
+Milk Run:
+  Warehouse → Supplier A → Supplier B → Supplier C → Warehouse
+  Total: 1 truck, 1 trip
+
+Savings: 40-60% reduction in transportation cost
+Best for: Multiple suppliers in same geographic area
+```
+
+### Hub-and-Spoke Model
+
+```text
+       [Supplier A]
+            \
+[Supplier B] → [Regional Hub] → [Distribution Center]
+            /
+       [Supplier C]
+
+Benefits:
+- Consolidation reduces long-haul shipments
+- Better truck utilization
+- Reduced per-unit freight cost
+
+Trade-offs:
+- Added handling and hub costs
+- Slightly longer total transit time
+- Requires sufficient volume to justify hub
+```
+
+### Last-Mile Optimization
+
+| Strategy | Description | Cost Impact |
+|----------|-------------|-------------|
+| Route optimization software | Algorithm-based routing | -15-25% fuel/labor |
+| Delivery windows | Customer picks time slot | -10-15% failed deliveries |
+| Locker/pickup points | Customer collects from locker | -30-40% per delivery |
+| Zone-based delivery | Set days per zone | -20% route miles |
+| Crowdsourced delivery | Gig drivers for peak | Flexible capacity |
+
+## Freight Cost Management
+
+### Cost Structure Breakdown
+
+```text
+Typical Freight Cost Components:
+├── Base rate (distance x weight/volume)      60-70%
+├── Fuel surcharge                            10-15%
+├── Accessorial charges                       5-10%
+│   ├── Liftgate delivery
+│   ├── Inside delivery
+│   ├── Residential delivery
+│   ├── Detention/demurrage
+│   └── Re-delivery
+├── Insurance                                 1-2%
+└── Administrative fees                       2-5%
+```
+
+### Cost Reduction Strategies
+
+| Strategy | Potential Savings | Implementation Effort |
+|----------|------------------|----------------------|
+| Consolidate shipments | 15-25% | Medium |
+| Negotiate volume contracts | 10-20% | Low |
+| Mode shift (air to ocean) | 50-80% | Medium |
+| Optimize packaging (reduce DIM weight) | 5-15% | Medium |
+| Freight audit and payment | 2-5% (error recovery) | Low |
+| Backhaul utilization | 20-30% on return legs | Medium |
+| Carrier bid events (annual) | 5-15% | Medium |
+
+### Dimensional Weight Calculation
+
+```text
+DIM Weight = (Length x Width x Height) / DIM Factor
+
+DIM Factors:
+  Domestic truck: 3,000 (cubic inches)
+  International air: 5,000 (cubic cm) or 166 (cubic inches)
+  Domestic parcel: 139 (cubic inches)
+
+Billable Weight = MAX(Actual Weight, DIM Weight)
+
+Example:
+  Box: 24" x 18" x 12" = 5,184 cubic inches
+  Actual weight: 25 lbs
+  DIM weight: 5,184 / 139 = 37.3 lbs
+  Billable weight: 37.3 lbs (DIM weight is higher)
+```
+
+### Freight Audit Checklist
+
+```text
+For every invoice, verify:
+├── Correct origin and destination
+├── Correct weight and dimensions
+├── Correct freight class (LTL)
+├── Contracted rate applied
+├── Fuel surcharge matches index
+├── Accessorials are legitimate
+├── No duplicate charges
+└── Delivery confirmed before payment
+```
+
+## Customs and Compliance
+
+### Import Process Overview
+
+```text
+1. Pre-shipment
+   ├── Classify product (HS/HTS code)
+   ├── Determine duty rate
+   ├── Check for restricted/prohibited items
+   ├── Arrange customs broker
+   └── Prepare commercial documents
+
+2. Documentation Required
+   ├── Commercial invoice
+   ├── Packing list
+   ├── Bill of lading / Airway bill
+   ├── Certificate of origin
+   ├── Import license (if required)
+   └── Product-specific certifications
+
+3. Customs Clearance
+   ├── Entry filing by customs broker
+   ├── Document review
+   ├── Inspection (if selected)
+   ├── Duty assessment and payment
+   └── Release of goods
+
+4. Post-Entry
+   ├── Record retention (5-7 years)
+   ├── Duty drawback claims (if applicable)
+   └── Periodic reconciliation
+```
+
+### Incoterms Quick Reference
+
+| Term | Risk Transfer | Cost Responsibility |
+|------|--------------|---------------------|
+| EXW | At seller's premises | Buyer pays everything |
+| FOB | When goods pass ship's rail | Seller pays to port |
+| CIF | When goods pass ship's rail | Seller pays freight + insurance |
+| DDP | At buyer's premises | Seller pays everything |
+
+### Common Compliance Requirements
+
+| Regulation | Scope | Penalty for Non-Compliance |
+|------------|-------|---------------------------|
+| CTPAT (US) | Import security | Loss of trusted trader status |
+| AEO (EU) | Customs simplification | Increased inspections |
+| USMCA | North American trade | Duty preference denial |
+| Export controls (EAR/ITAR) | Controlled goods | Criminal penalties |
+| Sanctions (OFAC) | Restricted parties | Severe fines, criminal charges |
+
+## Carrier Management
+
+### Carrier Scorecard
+
+| Metric | Weight | Target |
+|--------|--------|--------|
+| On-time pickup | 20% | > 95% |
+| On-time delivery | 25% | > 95% |
+| Claims ratio | 20% | < 0.5% |
+| Invoice accuracy | 15% | > 98% |
+| Communication | 10% | Proactive updates |
+| Rate competitiveness | 10% | Within 5% of market |
+
+### Carrier Selection Strategy
+
+```text
+Primary carriers:  60-70% of volume (2-3 carriers)
+Secondary carriers: 20-30% of volume (3-5 carriers)
+Spot market:       5-10% of volume (overflow/special)
+
+Review annually through competitive bid process
+Rebalance quarterly based on scorecard performance
+```
+
+## Key Logistics KPIs
+
+| KPI | Formula | Target |
+|-----|---------|--------|
+| Freight cost as % of revenue | Total freight / Revenue | < 5% |
+| Cost per unit shipped | Total logistics cost / Units shipped | Trending down |
+| On-time delivery | On-time deliveries / Total deliveries | > 95% |
+| Perfect order rate | Error-free orders / Total orders | > 95% |
+| Carrier utilization | Actual capacity used / Available capacity | > 85% |
+| Claims rate | Claims filed / Total shipments | < 0.5% |
+| Dock-to-stock time | Receipt to available inventory | < 24 hours |
+
+## Common Pitfalls
+
+### 1. Choosing Mode by Default, Not by Analysis
+
+```markdown
+Wrong: "We always ship FTL because that's what we've always done"
+Right: "We analyzed LTL consolidation and can save 18% by pooling Tuesday/Thursday shipments"
+```
+
+### 2. Ignoring Dimensional Weight
+
+```markdown
+Wrong: Ship product in oversized boxes, pay DIM rates
+Right: Right-size packaging to minimize DIM weight; $3K/month savings on parcel alone
+```
+
+### 3. Not Auditing Freight Bills
+
+```markdown
+Wrong: Pay every carrier invoice as received
+Right: Audit 100% of invoices; industry average error rate is 3-5% of freight spend
+```
+
+### 4. Single Carrier Dependency
+
+```markdown
+Wrong: 100% of volume with one carrier for "relationship pricing"
+Right: Maintain 2-3 qualified carriers per lane; competitive tension improves service and rates
+```
+
+### 5. Ignoring Total Landed Cost When Selecting Origin
+
+```markdown
+Wrong: "Supplier X is cheapest per unit"
+Right: "Supplier X is cheapest per unit but ships from 3,000 miles away;
+        landed cost including freight, duties, and inventory carrying is 12% higher"
+```
+
+### 6. Neglecting Customs Classification
+
+```markdown
+Wrong: Use generic HS code or guess at classification
+Right: Professional classification by licensed customs broker;
+        wrong codes risk penalties and overpayment of duties
+```

package/templates/business/supply-chain/.cursor/rules/overview.md

@@ -0,0 +1,102 @@
+# Supply Chain Management
+
+Principal-level guidelines for end-to-end supply chain optimization.
+
+## Scope
+
+This ruleset applies to:
+
+- Inventory management and optimization
+- Demand planning and forecasting
+- Supplier evaluation and relationships
+- Logistics and transportation
+- Cost optimization and modeling
+- Risk mitigation and business continuity
+
+## Core Philosophy
+
+**Supply chains compete, not companies.** The organization with the most responsive, cost-effective, and resilient supply chain wins. Every decision must balance cost, speed, quality, and risk.
+
+## Fundamental Principles
+
+### 1. End-to-End Visibility
+
+You cannot optimize what you cannot see. Every node, every flow, every cost must be measured.
+
+```markdown
+Wrong: "We track inventory at our warehouse"
+Right: "We track inventory from supplier raw materials through to customer delivery"
+```
+
+### 2. Demand-Driven Planning
+
+Pull-based systems reduce waste. Let actual demand signal drive replenishment.
+
+### 3. Total Cost Thinking
+
+Unit price is one component. True cost includes transportation, quality, risk, and carrying costs.
+
+### 4. Risk Diversification
+
+Single points of failure are not acceptable for critical materials or routes.
+
+### 5. Continuous Improvement
+
+Measure baseline, set targets, implement changes, verify results, standardize.
+
+## Project Structure
+
+```text
+supply-chain/
+├── inventory/
+│   ├── abc-analysis.md           # SKU classification
+│   ├── safety-stock-params.md    # Safety stock calculations
+│   ├── reorder-points.md         # ROP by item class
+│   └── cycle-count-schedule.md   # Counting calendar
+├── demand/
+│   ├── forecast-models.md        # Active forecast methods
+│   ├── accuracy-tracking.md      # MAPE and bias reports
+│   ├── consensus-plan.md         # S&OP demand plan
+│   └── demand-signals.md         # Leading indicators
+├── suppliers/
+│   ├── scorecards/               # Per-supplier scorecards
+│   ├── contracts/                # Active agreements
+│   ├── rfq-templates/            # RFQ documents
+│   └── risk-profiles/            # Supplier risk assessments
+├── logistics/
+│   ├── carrier-contracts/        # Carrier agreements
+│   ├── route-optimization/       # Routing models
+│   ├── freight-analysis/         # Cost analysis
+│   └── compliance/               # Customs and regulatory
+├── cost-models/
+│   ├── tco-analyses/             # Total cost of ownership
+│   ├── landed-costs/             # Landed cost calculations
+│   ├── make-vs-buy/              # Sourcing decisions
+│   └── budget-tracking/          # Cost vs budget
+├── risk/
+│   ├── risk-register.md          # Active risk log
+│   ├── bcp-plans/                # Business continuity plans
+│   └── mitigation-tracker.md     # Action items
+└── s-and-op/
+    ├── meeting-minutes/          # Monthly S&OP notes
+    ├── consensus-plan.md         # Approved plan
+    └── kpi-dashboard.md          # Performance metrics
+```
+
+## Decision Framework
+
+When evaluating any supply chain decision:
+
+1. **Total Cost**: What is the full cost including hidden and indirect costs?
+2. **Service Impact**: How does this affect customer delivery and fill rates?
+3. **Risk Exposure**: Does this create or mitigate supply chain risk?
+4. **Capacity**: Do we have the resources and infrastructure to execute?
+5. **Flexibility**: Does this improve or reduce our ability to respond to change?
+
+## Communication Standards
+
+- Use data to support every recommendation
+- Quantify trade-offs in dollars and service levels
+- Present scenarios (best case, likely, worst case)
+- Document assumptions behind every model
+- Share risks alongside opportunities