agentic-team-templates 0.19.1 → 0.20.0

package/templates/business/supply-chain/CLAUDE.md

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+# Supply Chain Management Development Guide
+
+Principal-level guidelines for building resilient, cost-effective supply chains through inventory optimization, demand forecasting, supplier management, logistics coordination, and total cost modeling.
+
+---
+
+## Overview
+
+This guide applies to:
+
+- Inventory optimization and warehouse management
+- Demand forecasting and planning
+- Supplier evaluation and relationship management
+- Logistics and transportation management
+- Cost modeling and financial analysis
+- Risk management and mitigation
+- Sales & Operations Planning (S&OP)
+
+### Key Principles
+
+1. **End-to-End Visibility** - Every node in the supply chain must be measurable and monitored
+2. **Demand-Driven Planning** - Pull-based systems outperform push-based forecasts
+3. **Total Cost of Ownership** - Unit price is never the full picture
+4. **Risk Diversification** - Single points of failure are unacceptable
+5. **Continuous Improvement** - Measure, analyze, optimize, repeat
+
+### Core Frameworks
+
+| Framework | Purpose |
+|-----------|---------|
+| SCOR Model | End-to-end supply chain performance |
+| ABC/XYZ Analysis | Inventory classification and control |
+| S&OP | Cross-functional demand/supply alignment |
+| Total Cost of Ownership | True cost evaluation |
+| Supplier Scorecard | Vendor performance management |
+| Lean/Six Sigma | Process improvement and waste reduction |
+
+---
+
+## Inventory Optimization
+
+### Economic Order Quantity (EOQ)
+
+```text
+EOQ = sqrt((2 x D x S) / H)
+
+Where:
+  D = Annual demand (units)
+  S = Ordering cost per order ($)
+  H = Holding cost per unit per year ($)
+```
+
+### Example EOQ Calculation
+
+```text
+Annual Demand (D):     10,000 units
+Ordering Cost (S):     $50 per order
+Holding Cost (H):      $2 per unit/year
+
+EOQ = sqrt((2 x 10,000 x 50) / 2)
+EOQ = sqrt(500,000)
+EOQ = 707 units per order
+
+Number of Orders/Year: 10,000 / 707 = ~14 orders
+Order Frequency:       Every ~26 days
+```
+
+### Reorder Point (ROP)
+
+```text
+ROP = (Average Daily Demand x Lead Time) + Safety Stock
+
+Safety Stock = Z x sigma_demand x sqrt(Lead Time)
+
+Where:
+  Z = Service level factor (1.65 for 95%, 2.33 for 99%)
+  sigma_demand = Standard deviation of daily demand
+  Lead Time = Supplier lead time in days
+```
+
+### ABC/XYZ Classification
+
+**ABC Analysis (by value):**
+
+| Class | % of SKUs | % of Revenue | Control Level |
+|-------|-----------|-------------|---------------|
+| A | 10-20% | 70-80% | Tight control, frequent review |
+| B | 20-30% | 15-20% | Moderate control, periodic review |
+| C | 50-70% | 5-10% | Simple control, infrequent review |
+
+**XYZ Analysis (by demand variability):**
+
+| Class | CoV Range | Demand Pattern | Forecasting |
+|-------|-----------|----------------|-------------|
+| X | 0-0.5 | Stable, predictable | Statistical methods work well |
+| Y | 0.5-1.0 | Variable, some trends | Requires judgment + statistics |
+| Z | > 1.0 | Sporadic, unpredictable | Difficult to forecast |
+
+**Combined Matrix:**
+
+```text
+        A (High Value)    B (Medium)     C (Low Value)
+X       AX: Optimize      BX: Standard   CX: Automate
+        JIT delivery       reorder        min-max
+Y       AY: Monitor       BY: Buffer     CY: Periodic
+        closely           stock          review
+Z       AZ: Custom        BZ: Safety     CZ: Consider
+        strategy          stock heavy    elimination
+```
+
+### Cycle Counting Schedule
+
+| Class | Count Frequency | Accuracy Target |
+|-------|----------------|-----------------|
+| A | Monthly | 99.5% |
+| B | Quarterly | 97% |
+| C | Semi-annually | 95% |
+
+---
+
+## Demand Forecasting
+
+### Method Selection Guide
+
+| Method | Best For | Data Requirements | Accuracy |
+|--------|----------|-------------------|----------|
+| Moving Average | Stable demand, no trend | 12+ periods | Low-Medium |
+| Exponential Smoothing | Trend + seasonality | 24+ periods | Medium |
+| ARIMA | Complex patterns | 36+ periods | Medium-High |
+| Regression | Causal relationships | External variables | Medium-High |
+| Machine Learning | Large datasets, many variables | 100+ periods | High |
+
+### Forecast Accuracy Metrics
+
+```text
+MAPE (Mean Absolute Percentage Error):
+  MAPE = (1/n) x SUM(|Actual - Forecast| / Actual) x 100
+
+Bias (tracking signal):
+  Bias = SUM(Actual - Forecast) / SUM(|Actual - Forecast|)
+
+  Bias near 0:   Forecast is balanced
+  Bias > 0:      Consistently under-forecasting
+  Bias < 0:      Consistently over-forecasting
+```
+
+### Accuracy Benchmarks
+
+| Product Type | Good MAPE | Acceptable MAPE |
+|-------------|-----------|-----------------|
+| Staple/commodity | < 10% | 10-20% |
+| Seasonal | < 15% | 15-25% |
+| New product | < 25% | 25-40% |
+| Sporadic/lumpy | < 30% | 30-50% |
+
+### Collaborative Forecasting (CPFR)
+
+```text
+Step 1: Sales provides bottom-up forecast (customer-level)
+Step 2: Marketing adjusts for promotions and campaigns
+Step 3: Finance overlays budget targets
+Step 4: Supply chain adjusts for constraints
+Step 5: Consensus meeting resolves gaps
+Step 6: Executive sign-off on final plan
+```
+
+### Demand Sensing
+
+Use near-real-time signals to adjust short-term forecasts:
+
+| Signal | Lead Time | Use Case |
+|--------|-----------|----------|
+| POS data | 0-7 days | Retail replenishment |
+| Web traffic | 0-14 days | E-commerce demand |
+| Weather forecasts | 3-10 days | Seasonal products |
+| Social media sentiment | 7-30 days | Trend detection |
+| Economic indicators | 30-90 days | Macro demand shifts |
+
+---
+
+## Supplier Management
+
+### Supplier Scorecard Template
+
+```markdown
+## Supplier Scorecard: [Supplier Name]
+
+### Performance Metrics (Weight: 40%)
+| Metric | Target | Actual | Score |
+|--------|--------|--------|-------|
+| On-time delivery | > 95% | | /10 |
+| Fill rate | > 98% | | /10 |
+| Lead time consistency | +/- 2 days | | /10 |
+| Order accuracy | > 99% | | /10 |
+
+### Quality Metrics (Weight: 30%)
+| Metric | Target | Actual | Score |
+|--------|--------|--------|-------|
+| Defect rate | < 0.5% | | /10 |
+| First-pass yield | > 98% | | /10 |
+| Corrective action response | < 48 hrs | | /10 |
+
+### Cost Metrics (Weight: 20%)
+| Metric | Target | Actual | Score |
+|--------|--------|--------|-------|
+| Price competitiveness | Market avg | | /10 |
+| Cost reduction YoY | > 3% | | /10 |
+| Invoice accuracy | > 99% | | /10 |
+
+### Relationship Metrics (Weight: 10%)
+| Metric | Target | Actual | Score |
+|--------|--------|--------|-------|
+| Communication quality | Proactive | | /10 |
+| Innovation contribution | 2+/year | | /10 |
+| Sustainability practices | Compliant | | /10 |
+
+### Overall Score: [Weighted Total] / 100
+### Classification: Strategic | Preferred | Approved | Probation | Exit
+```
+
+### Dual-Sourcing Strategy
+
+```text
+Primary Supplier:    70% of volume (best cost/quality)
+Secondary Supplier:  30% of volume (geographic diversity)
+
+Trigger for Rebalancing:
+- Primary delivery < 90% on-time for 2 consecutive months
+- Quality defects exceed 1% for any shipment
+- Natural disaster or geopolitical risk in primary region
+- Primary capacity utilization > 85%
+```
+
+### RFQ Process
+
+```text
+Step 1: Define requirements and specifications
+Step 2: Identify qualified suppliers (minimum 3)
+Step 3: Issue RFQ with evaluation criteria
+Step 4: Receive and normalize bids
+Step 5: Conduct technical evaluation
+Step 6: Negotiate with shortlisted suppliers
+Step 7: Award and contract execution
+Step 8: Supplier onboarding and qualification
+```
+
+---
+
+## Logistics Optimization
+
+### Transportation Mode Selection
+
+| Mode | Cost/Unit | Speed | Best For |
+|------|-----------|-------|----------|
+| Ocean | Lowest | 14-45 days | Bulk, non-urgent, intercontinental |
+| Rail | Low | 3-10 days | Heavy goods, domestic long-haul |
+| Truck (FTL) | Medium | 1-5 days | Palletized, full loads |
+| Truck (LTL) | Medium-High | 2-7 days | Partial loads, regional |
+| Air | Highest | 1-3 days | Urgent, high-value, perishable |
+
+### Mode Selection Decision Tree
+
+```text
+Is it urgent (< 3 days)?
+├── Yes → Air freight
+└── No → Is it intercontinental?
+    ├── Yes → Is it time-sensitive (< 21 days)?
+    │   ├── Yes → Air or Air-Ocean hybrid
+    │   └── No → Ocean freight
+    └── No → Is it > 10,000 lbs?
+        ├── Yes → FTL truck or rail
+        └── No → LTL truck or parcel
+```
+
+### Freight Cost Management
+
+```text
+Key Cost Drivers:
+├── Weight/Volume (dimensional weight)
+├── Distance
+├── Mode of transport
+├── Fuel surcharges
+├── Accessorial charges (liftgate, inside delivery)
+├── Customs duties and taxes
+└── Insurance
+
+Cost Reduction Strategies:
+├── Consolidate shipments to fill containers
+├── Negotiate volume discounts with carriers
+├── Optimize routing (milk runs, hub-and-spoke)
+├── Shift to slower modes when lead time permits
+├── Use freight auditing to catch billing errors
+└── Implement transportation management system (TMS)
+```
+
+### Last-Mile Delivery Optimization
+
+| Strategy | Use Case | Cost Impact |
+|----------|----------|-------------|
+| Route optimization | Multiple daily stops | -15-25% fuel costs |
+| Delivery windows | Customer scheduling | -10-15% failed deliveries |
+| Locker/pickup points | Urban areas | -30-40% per delivery |
+| Crowdsourced delivery | Peak periods | Variable, flexible capacity |
+
+---
+
+## Cost Modeling
+
+### Total Cost of Ownership (TCO)
+
+```text
+TCO = Purchase Price
+    + Ordering Costs
+    + Transportation & Logistics
+    + Customs & Duties
+    + Quality Costs (inspection, rework, scrap)
+    + Inventory Carrying Costs
+    + Risk Costs (disruption, currency, compliance)
+    + Administration Costs
+    - Residual/Salvage Value
+```
+
+### TCO Comparison Template
+
+```markdown
+## TCO Analysis: [Component/Material]
+
+### Supplier Comparison
+| Cost Element | Supplier A | Supplier B | Supplier C |
+|-------------|-----------|-----------|-----------|
+| Unit price | $10.00 | $9.50 | $11.00 |
+| Minimum order qty | 500 | 1,000 | 200 |
+| Freight per unit | $0.50 | $1.20 | $0.30 |
+| Customs/duties | $0.00 | $0.80 | $0.00 |
+| Quality cost/unit | $0.10 | $0.30 | $0.05 |
+| Carrying cost/unit | $0.40 | $0.80 | $0.20 |
+| Risk premium | $0.00 | $0.50 | $0.00 |
+| **TCO per unit** | **$11.00** | **$13.10** | **$11.55** |
+
+### Decision
+Supplier A has lowest TCO despite not having lowest unit price.
+Supplier B's low unit price is offset by international shipping and quality costs.
+```
+
+### Landed Cost Calculation
+
+```text
+Landed Cost = Product Cost
+            + International Freight
+            + Insurance
+            + Customs Duties (HS Code x Duty Rate x Value)
+            + Customs Brokerage Fees
+            + Local Transportation
+            + Handling & Warehousing
+
+Example:
+  Product Cost:        $10,000
+  Ocean Freight:       $1,200
+  Insurance (0.5%):    $56
+  Duties (5%):         $500
+  Brokerage:           $150
+  Local Transport:     $300
+  Handling:            $200
+  ─────────────────────────
+  Landed Cost:         $12,406  (24% above product cost)
+```
+
+### Make-vs-Buy Analysis
+
+| Factor | Make | Buy |
+|--------|------|-----|
+| Variable cost/unit | Direct materials + labor | Purchase price |
+| Fixed cost investment | Equipment, facility, training | None |
+| Quality control | Full control | Dependent on supplier |
+| Lead time | Internal scheduling | Supplier lead time |
+| Capacity flexibility | Limited by equipment | Scalable with suppliers |
+| Core competency | Builds capability | Frees resources |
+| IP protection | Contained internally | Risk of exposure |
+
+---
+
+## Risk Management
+
+### Supply Chain Risk Categories
+
+| Category | Examples | Mitigation |
+|----------|----------|------------|
+| Supply | Supplier failure, capacity shortage | Dual-source, safety stock |
+| Demand | Forecast error, demand spikes | Flexible capacity, demand sensing |
+| Logistics | Port delays, carrier bankruptcy | Multi-modal, buffer time |
+| Geopolitical | Trade wars, sanctions, conflict | Regional diversification |
+| Natural disaster | Earthquake, flood, pandemic | Geographic spread, BCP |
+| Financial | Currency fluctuation, supplier insolvency | Hedging, credit monitoring |
+| Quality | Contamination, defects, recalls | Inspection, certification |
+| Cyber | System breach, ransomware | Security protocols, backups |
+
+### Risk Assessment Matrix
+
+```text
+              Low Impact    Medium Impact    High Impact
+High Prob.    Monitor       Mitigate         Immediate Action
+Medium Prob.  Accept        Monitor          Mitigate
+Low Prob.     Accept        Accept           Monitor
+```
+
+### Business Continuity Plan Template
+
+```markdown
+## BCP: [Scenario]
+
+### Trigger
+[What event activates this plan]
+
+### Impact Assessment
+- Products affected: [List]
+- Revenue at risk: [$Amount/day]
+- Customer impact: [Description]
+- Recovery time objective: [Days/weeks]
+
+### Immediate Actions (0-48 hours)
+1. [Action 1] - Owner: [Name]
+2. [Action 2] - Owner: [Name]
+
+### Short-Term Response (48 hours - 2 weeks)
+1. [Action 1] - Owner: [Name]
+2. [Action 2] - Owner: [Name]
+
+### Long-Term Recovery (2+ weeks)
+1. [Action 1] - Owner: [Name]
+2. [Action 2] - Owner: [Name]
+
+### Communication Plan
+- Internal stakeholders: [Who, when, how]
+- Customers: [Who, when, how]
+- Suppliers: [Who, when, how]
+```
+
+---
+
+## S&OP Process
+
+### Monthly S&OP Cycle
+
+```text
+Week 1: Data Collection & Demand Review
+├── Gather sales data, forecast updates
+├── Review forecast accuracy metrics
+└── Identify demand risks and opportunities
+
+Week 2: Supply Review
+├── Assess capacity constraints
+├── Review inventory positions
+└── Identify supply risks
+
+Week 3: Pre-S&OP Meeting
+├── Reconcile demand and supply gaps
+├── Develop scenario options
+└── Prepare executive recommendations
+
+Week 4: Executive S&OP Meeting
+├── Review financial impact
+├── Make decisions on gaps
+└── Approve consensus plan
+```
+
+### S&OP Meeting Agenda
+
+```markdown
+## Executive S&OP Meeting
+
+### 1. Prior Month Performance (10 min)
+- Forecast accuracy: [MAPE]
+- Inventory turns: [Actual vs Target]
+- Customer service level: [Fill rate]
+- Revenue vs plan: [$Actual vs $Plan]
+
+### 2. Demand Review (15 min)
+- Updated demand forecast (next 3-18 months)
+- Key assumptions and risks
+- New product launch plans
+
+### 3. Supply Review (15 min)
+- Capacity utilization
+- Inventory health (excess, obsolete, shortage)
+- Supplier performance issues
+
+### 4. Gap Resolution (15 min)
+- Demand-supply gaps identified
+- Options with financial impact
+- Recommendations
+
+### 5. Decisions Required (5 min)
+- [ ] [Decision 1]
+- [ ] [Decision 2]
+```
+
+---
+
+## Key Performance Indicators
+
+### KPI Dashboard
+
+| KPI | Formula | Target | Frequency |
+|-----|---------|--------|-----------|
+| Perfect Order Rate | Orders with no errors / Total orders | > 95% | Monthly |
+| Inventory Turns | COGS / Average Inventory | 8-12x | Monthly |
+| Cash-to-Cash Cycle | DIO + DSO - DPO | < 30 days | Monthly |
+| Forecast Accuracy | 1 - MAPE | > 80% | Monthly |
+| Supplier OTD | On-time deliveries / Total deliveries | > 95% | Monthly |
+| Freight Cost % | Freight cost / Revenue | < 5% | Monthly |
+| Warehouse Utilization | Used space / Total space | 80-90% | Weekly |
+| Stockout Rate | Stockout events / Total demand events | < 2% | Weekly |
+
+### Days Metrics
+
+```text
+DIO (Days Inventory Outstanding) = (Avg Inventory / COGS) x 365
+DSO (Days Sales Outstanding)     = (Accounts Receivable / Revenue) x 365
+DPO (Days Payable Outstanding)   = (Accounts Payable / COGS) x 365
+
+Cash-to-Cash Cycle = DIO + DSO - DPO
+
+Example:
+  DIO: 45 days (inventory sits 45 days)
+  DSO: 30 days (customers pay in 30 days)
+  DPO: 60 days (we pay suppliers in 60 days)
+  Cash-to-Cash: 45 + 30 - 60 = 15 days
+```
+
+---
+
+## Common Pitfalls
+
+### 1. Optimizing Silos Instead of the Whole Chain
+
+- **Wrong**: Purchasing buys in bulk for discounts; warehouse overflows; carrying costs eat the savings
+- **Right**: Evaluate total landed cost including carrying, handling, and obsolescence risk
+
+### 2. Treating Forecasts as Commitments
+
+- **Wrong**: Building exactly to forecast with no buffer
+- **Right**: Forecast is a best guess; plan for variability with safety stock and flexible capacity
+
+### 3. Choosing Suppliers on Price Alone
+
+- **Wrong**: Award 100% to lowest bidder
+- **Right**: Use TCO analysis; factor in quality, reliability, risk, and total service cost
+
+### 4. Ignoring Demand Variability
+
+- **Wrong**: Using average demand for all planning
+- **Right**: Segment by ABC/XYZ and apply different strategies per segment
+
+### 5. Reactive Risk Management
+
+- **Wrong**: Scrambling when a disruption happens
+- **Right**: Map risks proactively, maintain BCP, conduct tabletop exercises quarterly
+
+### 6. Over-Relying on Single Sources
+
+- **Wrong**: One supplier, one factory, one shipping lane
+- **Right**: Dual-source critical items; diversify geographically; maintain qualified alternates
+
+---
+
+## Definition of Done
+
+A supply chain initiative is complete when:
+
+- [ ] Requirements documented with measurable targets
+- [ ] Data validated and baseline metrics established
+- [ ] Analysis completed with multiple scenarios
+- [ ] Recommendations supported by quantitative evidence
+- [ ] Stakeholder review and approval obtained
+- [ ] Implementation plan with milestones defined
+- [ ] KPIs defined and tracking enabled
+- [ ] Risk mitigation strategies documented
+- [ ] Training materials prepared for affected teams
+- [ ] Post-implementation review scheduled
+
+---
+
+## Resources
+
+- [APICS SCOR Model](https://www.ascm.org/scor/)
+- [Council of Supply Chain Management Professionals](https://cscmp.org/)
+- [The Goal - Eliyahu Goldratt](https://www.tocinstitute.org/the-goal-summary.html)
+- [Supply Chain Management: Strategy, Planning, and Operation - Chopra & Meindl](https://www.pearson.com/)
+- [Demand Driven Material Requirements Planning](https://www.demanddriveninstitute.com/)
+- [ISM (Institute for Supply Management)](https://www.ismworld.org/)

package/templates/professional/executive-assistant/.cursor/rules/calendar.md

@@ -0,0 +1,120 @@
+# Calendar Optimization
+
+Guidelines for strategic calendar management and scheduling.
+
+## Scheduling Philosophy
+
+The calendar is the executive's most visible commitment tool. Treat it as a strategic asset, not a first-come-first-served queue.
+
+## Weekly Calendar Structure
+
+```text
+Weekly Calendar Structure
+├── Monday: Strategy & Planning
+│   ├── Morning: Weekly priority review
+│   ├── Midday: Leadership team sync
+│   └── Afternoon: 1:1s with direct reports
+├── Tuesday-Wednesday: External Meetings
+│   ├── Client meetings
+│   ├── Partner calls
+│   └── Board prep (as needed)
+├── Thursday: Deep Work & Internal
+│   ├── Morning: Focus block (no meetings)
+│   ├── Afternoon: Cross-functional syncs
+│   └── Late: Catch-up meetings
+└── Friday: Review & Prep
+    ├── Morning: Week review
+    ├── Midday: Next week prep
+    └── Afternoon: Flex time
+```
+
+## Time Blocking Rules
+
+| Block Type | Duration | Purpose | Protection Level |
+|------------|----------|---------|-----------------|
+| Deep Work | 2-3 hours | Strategic thinking, document review | High - decline all but emergencies |
+| Meeting Blocks | 30-60 min | Scheduled conversations | Medium - allow priority overrides |
+| Buffer Time | 15-30 min | Transition, prep, catch-up | Medium - protect between meetings |
+| Flex Time | 1-2 hours | Overflow, ad-hoc needs | Low - available for scheduling |
+| Personal | As needed | Breaks, personal commitments | High - non-negotiable |
+
+## Conflict Resolution
+
+When two meetings conflict:
+
+1. **Check Priority Tier**
+   - Tier 1: Board, CEO, critical clients - always wins
+   - Tier 2: Direct reports, key stakeholders - usually wins
+   - Tier 3: Informational, optional - reschedule first
+
+2. **Evaluate Consequence**
+   - What happens if we miss each meeting?
+   - Can either be delegated?
+   - Can either be shortened?
+
+3. **Resolution Options**
+   - Reschedule the lower-priority meeting
+   - Send a delegate with briefing notes
+   - Request async update instead of live meeting
+   - Split attendance (join for critical portion only)
+
+4. **Communicate Promptly**
+   - Notify affected parties immediately
+   - Offer alternative times within 48 hours
+   - Provide context without over-explaining
+
+## Timezone Management
+
+### Standard Practices
+
+- Store all times in the executive's home timezone as primary
+- Include timezone abbreviations in all invites: "3:00 PM EST / 12:00 PM PST"
+- Maintain a timezone reference sheet for frequent contacts
+- Account for daylight saving transitions (update twice yearly)
+
+### Scheduling Windows
+
+| Region Overlap | Window (EST) | Best For |
+|----------------|-------------|----------|
+| US East + West | 12:00-5:00 PM | Internal US meetings |
+| US + Europe | 8:00-11:00 AM | Transatlantic calls |
+| US + Asia | 7:00-9:00 AM or 8:00-10:00 PM | APAC coordination |
+| Europe + Asia | 6:00-8:00 AM EST (their afternoon) | Delegate if possible |
+
+## Recurring Meeting Audits
+
+Conduct quarterly audits of all recurring meetings:
+
+### Evaluation Criteria
+
+- Does this meeting still serve its original purpose?
+- Is the executive's presence required, or can they delegate?
+- Could the frequency be reduced?
+- Could the duration be shortened?
+- Are the right people attending?
+- Is there a clear agenda and outcome?
+
+### Recommendations
+
+After evaluation, classify each meeting as:
+
+- Keep as-is
+- Reduce frequency
+- Shorten duration
+- Delegate attendance
+- Convert to async update
+- Eliminate
+
+## Common Pitfalls
+
+### Over-Scheduling
+
+Wrong: Fill every open slot with meetings.
+
+Right: Protect 30% of the calendar for deep work, transitions, and unexpected needs.
+
+### No Buffer Time
+
+Wrong: Schedule back-to-back meetings with zero transition time.
+
+Right: Build in 15-minute buffers between meetings for prep and decompression.