supply-chain-and-logistics
Manages the flow of goods and inputs — sourcing, inventory, lead times, fulfillment, and supply risk. Use this to reduce stockouts or excess inventory, plan for a supplier failure, decide reorder points and safety stock, improve fulfillment reliability, or assess concentration ri
Install
npx skills add https://github.com/cbrock84/headcount/tree/main/plugins/operations/skills/supply-chain-and-logistics
claude plugin marketplace add https://llmmart.ai/marketplace.json && claude plugin install cbrock84-headcount@llmmart
git clone https://github.com/cbrock84/headcount.git
The skills CLI installs just this skill, for any of its supported agents. Claude Code installs the whole cbrock84/headcount collection as a plugin from our marketplace. Git is the plain clone.
Skill manifest
Supply chain and logistics
Supply chains fail at variability, not at averages. A chain planned on average demand and average lead time will disappoint at both ends: stockouts when either runs long, dead stock when they do not.
Inventory is a bet on uncertainty
Safety stock exists to absorb variation in demand and in lead time. Sizing it needs both the average and the spread — a supplier averaging 20 days at ±2 is a different proposition from one averaging 20 days at ±15, and treating them the same guarantees you are wrong about one.
Set reorder points on lead-time demand plus safety stock, and revisit them when either input moves. A reorder point set once is a reorder point that is now wrong.
Hold inventory where it is most flexible. Stock held as components serves several finished configurations; the same value held as finished goods serves one and obsoletes faster.
Lead time is a distribution
Quoted lead time is a marketing number. Plan against your own measured receipt dates, including the bad months. Track the variance explicitly — reliability of lead time usually matters more than its length, because a long predictable lead time can be planned around and a short erratic one cannot.
Concentration is the risk that actually bites
Map dependencies past the first tier. Two suppliers on paper who share a single sub-supplier, a single port, or a single region are one supplier with extra paperwork.
For each critical input know: who else could supply it, how long qualifying them takes, and whether anything in the design makes switching hard. That answer is worth having before you need it — qualifying an alternate under pressure is where quality problems enter.
Supplier commercial terms and exit rights belong with operations:vendor-management; continuity of
the wider business process belongs with operations:business-continuity-and-resilience.
Fulfillment reliability
Measure on-time-in-full, not on-time and in-full separately — partial shipments that arrive on schedule are a way of appearing to hit a target while failing the customer.
Diagnose misses by cause: supply, capacity, information, or process. The remedies do not overlap, and a fulfillment problem attributed to the wrong one gets more expensive rather than better.
Sources
references/sources.md in this skill lists the outside authorities that settle the questions
here — what each one is authoritative for, and what you may do with it. Check them before
answering on anything they cover, and cite what you used. Most are free to read and not free
to reproduce; the use note on each is binding.
Never
- Size safety stock from average demand without accounting for variability.
- Treat a quoted lead time as a planning input when you have measured data.
- Count two suppliers as redundancy without tracing where their chains converge.
- Report on-time and in-full separately to make the number look better.
Files (headcount)
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references
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sources.md 2.2 KB
# Sources — `operations:supply-chain-and-logistics` <!-- Generated by scripts/build-sources.py from sources/*.toml. Do not edit. --> Check these before answering on anything they cover, and cite what you used. The use note on each one is binding: most of what a professional cites is free to read and not free to reproduce. ## 21 CFR Part 117 — preventive controls for human food US Food and Drug Administration · US · public domain (US government) — quote freely <https://www.ecfr.gov/current/title-21/chapter-I/subchapter-B/part-117> **Authoritative for:** Whether a food operation's hazard analysis, preventive controls and supplier verification are legally sufficient. Binding law rather than guidance. ## 49 CFR Part 395 — hours of service of drivers Federal Motor Carrier Safety Administration · US · public domain (US government) — quote freely <https://www.ecfr.gov/current/title-49/subtitle-B/chapter-III/subchapter-B/part-395> **Authoritative for:** How many hours a commercial driver may lawfully drive and work, and what records prove it. A hard cap that any realistic transit or capacity plan has to respect. ## Country Commercial Guides US Department of Commerce, International Trade Administration · global · public domain (US government) — quote freely <https://www.trade.gov/country-commercial-guides> **Authoritative for:** The factual regulatory picture for entering a named foreign market — licensing, customs, standards, distribution and investment restrictions. It settles the factual questions in a market entry, not the strategic ones. ## Incoterms rules International Chamber of Commerce · global · **sold — cite the identifier only, never the text** <https://iccwbo.org/business-solutions/incoterms-rules/> **Authoritative for:** Exactly where risk, cost and delivery obligation transfer between buyer and seller under a named three-letter term. Courts and contracts defer to it, and the full rules text is sold — name the term, do not reproduce the definition. --- Sources are maintained in `sources/` upstream, not here. If one is wrong, out of date, or missing, fix it there — this file is regenerated and an edit to it is lost.
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SKILL.md 3.2 KB
--- name: supply-chain-and-logistics description: Manages the flow of goods and inputs — sourcing, inventory, lead times, fulfillment, and supply risk. Use this to reduce stockouts or excess inventory, plan for a supplier failure, decide reorder points and safety stock, improve fulfillment reliability, or assess concentration risk in a supply base. --- # Supply chain and logistics Supply chains fail at variability, not at averages. A chain planned on average demand and average lead time will disappoint at both ends: stockouts when either runs long, dead stock when they do not. ## Inventory is a bet on uncertainty Safety stock exists to absorb variation in demand and in lead time. Sizing it needs both the average and the spread — a supplier averaging 20 days at ±2 is a different proposition from one averaging 20 days at ±15, and treating them the same guarantees you are wrong about one. Set reorder points on lead-time demand plus safety stock, and revisit them when either input moves. A reorder point set once is a reorder point that is now wrong. Hold inventory where it is most flexible. Stock held as components serves several finished configurations; the same value held as finished goods serves one and obsoletes faster. ## Lead time is a distribution Quoted lead time is a marketing number. Plan against your own measured receipt dates, including the bad months. Track the variance explicitly — reliability of lead time usually matters more than its length, because a long predictable lead time can be planned around and a short erratic one cannot. ## Concentration is the risk that actually bites Map dependencies past the first tier. Two suppliers on paper who share a single sub-supplier, a single port, or a single region are one supplier with extra paperwork. For each critical input know: who else could supply it, how long qualifying them takes, and whether anything in the design makes switching hard. That answer is worth having before you need it — qualifying an alternate under pressure is where quality problems enter. Supplier commercial terms and exit rights belong with `operations:vendor-management`; continuity of the wider business process belongs with `operations:business-continuity-and-resilience`. ## Fulfillment reliability Measure on-time-in-full, not on-time and in-full separately — partial shipments that arrive on schedule are a way of appearing to hit a target while failing the customer. Diagnose misses by cause: supply, capacity, information, or process. The remedies do not overlap, and a fulfillment problem attributed to the wrong one gets more expensive rather than better. ## Sources `references/sources.md` in this skill lists the outside authorities that settle the questions here — what each one is authoritative for, and what you may do with it. Check them before answering on anything they cover, and cite what you used. Most are free to read and not free to reproduce; the use note on each is binding. ## Never - Size safety stock from average demand without accounting for variability. - Treat a quoted lead time as a planning input when you have measured data. - Count two suppliers as redundancy without tracing where their chains converge. - Report on-time and in-full separately to make the number look better.
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