feat(example): add supply-chain-vsm composition demo (S3.5)

Demonstrates infospace composition: the Wealth of Nations infospace is
used as a discipline, applying Smith's economic framework as a lens to
analyse modern supply chain management concepts.

New example: examples/supply-chain-vsm/
- infospace.yaml binding WoN as discipline (../infospace-with-history)
- 3 source documents: coordination mechanisms, capital & inventory,
  market structure (~400 words each, original content)
- supply-chain-entity-schema-v1.0.md with WoN Concept required section
- won-mapping-schema-v1.0.md with Conceptual Continuity rating
- artifacts/won-reference/core-entities.md — 12 curated WoN entities
  for injection as discipline context
- 8 hand-crafted entity files demonstrating LLM output format
- 3 mapping files with full rationale and VSM inheritance chains
- Viable: YES (5/5 thresholds)

Key mappings demonstrated:
  Demand Signal          → Effectual Demand        (Strong, S2)
  Vendor-Managed Inventory → Division of Labour    (Strong, S1/S2)
  Just-in-Time Inventory → Circulating Capital     (Strong, S1/S3)
  Bullwhip Effect        → Natural Price           (Moderate, S2)
  Platform Intermediary  → Merchant Capital        (Strong, S2/S4)
  Monopsony Power        → Combination of Masters  (Strong, S3*)

Platform fix: entity_parser.py now recognises ## Supply Chain Domain
as a domain alias for ## Economic Domain, enabling composed infospaces
to use their own domain section name.

Tutorial §13 rewritten with real commands, real output, and the full
mapping table from the demo.

Co-Authored-By: Claude Sonnet 4.6 <noreply@anthropic.com>

examples/supply-chain-vsm/artifacts/sources/capital-and-inventory.md

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+# Capital and Inventory in Supply Chain Management
+
+## Inventory as Frozen Capital
+
+Inventory is working capital immobilised in physical form. Every unit of
+stock sitting in a warehouse represents capital that has been deployed but
+not yet returned. The cash-to-cash cycle — the time between paying a
+supplier and receiving payment from a customer — determines how much
+working capital a business must hold at any moment. A long cycle requires
+more capital; a short cycle requires less.
+
+This relationship makes inventory management inseparable from capital
+management. Decisions about how much stock to hold, where to hold it, and
+in what form are simultaneously decisions about how to deploy scarce capital.
+Excess inventory does not merely incur storage costs; it has an opportunity
+cost equal to the return that capital could earn in its next best use.
+
+## Just-in-Time Inventory
+
+Just-in-time (JIT) inventory management is the practice of receiving goods
+from suppliers only as they are needed in the production process or for
+customer fulfilment, thereby minimising the volume of inventory held at any
+moment. JIT was developed in the Japanese automotive industry and achieved
+its most influential form at Toyota, where it became part of the Toyota
+Production System.
+
+The goal of JIT is to eliminate inventory as a buffer. Where traditional
+manufacturing used inventory to absorb variability in supply and demand,
+JIT addresses variability directly — through reliable supplier relationships,
+short production runs, and rapid changeover. The capital released from
+inventory reduction is the primary financial justification for the
+substantial coordination investments JIT requires.
+
+JIT succeeds when supply chains are stable, geographically concentrated,
+and have high-quality supplier relationships. It fails when exposed to
+supply shocks, as the 2011 Tōhoku earthquake and the 2020–2022 global
+supply chain disruptions demonstrated: the same lean buffers that minimise
+capital in stable conditions amplify vulnerability in unstable ones.
+
+## Safety Stock and Reserve Capacity
+
+Safety stock is inventory held in excess of expected demand to buffer
+against uncertainty. It is a form of capital deliberately kept unproductive
+in order to preserve operational continuity. The optimal safety stock level
+balances the cost of holding excess inventory against the cost of stockouts —
+lost sales, production stoppages, and damaged customer relationships.
+
+The existence of safety stock reflects a fundamental trade-off in supply
+chain design: capital efficiency versus operational resilience. A supply
+chain optimised purely for capital efficiency holds no safety stock, but
+collapses at the first supply disruption. A supply chain optimised for
+resilience holds substantial safety stock, but earns a low return on
+capital employed.
+
+## Working Capital Optimisation
+
+Working capital optimisation is the systematic management of the
+cash-to-cash cycle to reduce the amount of capital tied up in operations
+at any point. The primary levers are: reducing inventory levels (JIT, VMI),
+shortening the receivables cycle (faster collection from customers), and
+lengthening the payables cycle (slower payment to suppliers).
+
+Large buyers — particularly major retailers and platform companies — use
+their market power to extend payment terms to suppliers to 60, 90, or 120
+days while collecting from customers within days. This transfers the
+financing burden of working capital to the supply chain without reducing
+the buyer's operational requirements. The result is an effective subsidy
+from suppliers (often smaller and more capital-constrained) to buyers
+(typically larger and better-capitalised).

examples/supply-chain-vsm/artifacts/sources/coordination-mechanisms.md

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+# Coordination Mechanisms in Modern Supply Chains
+
+## Demand Signals and Information Flow
+
+Supply chains coordinate through the propagation of demand signals upstream
+from end consumers through retailers, distributors, and manufacturers to raw
+material suppliers. The quality and latency of these signals determine how
+well production is synchronised with actual consumption.
+
+In a well-functioning supply chain, a retailer's point-of-sale data becomes
+the input signal for a distributor's replenishment order, which in turn
+signals the manufacturer to schedule production runs. When this chain
+operates with full transparency and zero delay, production closely tracks
+consumption. When it operates with delays, batching, or information
+filtering, coordination failures emerge.
+
+## The Bullwhip Effect
+
+The bullwhip effect describes the amplification of demand variability as
+signals travel upstream in a supply chain. A 5% fluctuation in retail
+demand may translate into a 20% fluctuation in distributor orders and a
+40% swing in manufacturer production schedules. This amplification occurs
+because each node in the chain adds a safety buffer to its orders, reacts
+to the previous period's signal rather than real-time data, and places
+orders in discrete batches rather than continuously.
+
+The result is a supply chain that oscillates — periods of excess inventory
+alternating with periods of shortage — even when underlying consumer demand
+is relatively stable. The bullwhip effect is not a market equilibrium; it
+is a coordination failure in which the absence of shared real-time
+information causes each rational local decision to produce irrational
+aggregate outcomes.
+
+## Vendor-Managed Inventory
+
+Vendor-managed inventory (VMI) is a coordination arrangement in which the
+supplier, rather than the buyer, is responsible for maintaining stock levels
+at the buyer's location. The supplier has read access to the buyer's
+inventory data and automatically replenishes when stock falls below a
+specified threshold. Payment occurs when the buyer consumes the goods, not
+when they arrive.
+
+VMI represents a reallocation of the inventory management function: the
+buyer surrenders operational control over a specific task (replenishment)
+to the party better positioned to perform it (the supplier, who controls
+the supply side). This specialisation of function reduces transaction costs,
+improves forecast accuracy (the supplier sees real consumption, not
+batch orders), and smooths the demand signal upstream.
+
+## Supply Chain Visibility
+
+Supply chain visibility refers to the degree to which all participants can
+observe the state of inventory, orders, and shipments across the entire
+chain in real time. High visibility reduces the information asymmetries
+that drive the bullwhip effect and enables coordinated responses to
+disruption.
+
+Modern visibility platforms aggregate data from tracking systems, IoT
+sensors, and partner APIs to provide a unified operational picture. The
+commercial value of visibility comes from reducing the cost of safety
+stock (since uncertainty is lower) and enabling faster responses to supply
+shocks. Visibility is not merely a technical feature; it is a coordination
+mechanism that changes the incentive structure for every node in the chain.

examples/supply-chain-vsm/artifacts/sources/market-structure.md

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+# Market Structure in Modern Supply Chains
+
+## Platform Intermediaries
+
+A platform intermediary in a supply chain context is a company that does
+not itself produce or consume goods but instead controls the infrastructure
+through which buyers and sellers transact. Platform intermediaries include
+e-commerce marketplaces (Amazon, Alibaba), logistics platforms (Flexport,
+FreightOS), and procurement networks (Coupa, Ariba). Their value lies not
+in physical capital but in network effects: the platform becomes more
+valuable to each participant as the total number of participants grows.
+
+Platform intermediaries extract value by charging transaction fees, selling
+data analytics, providing financing, or leveraging their position to capture
+margin that previously accrued to producers or carriers. Their market power
+derives from control of the matching infrastructure: a seller who abandons
+the platform loses access to the buyer network; a buyer who abandons the
+platform loses access to the supplier network.
+
+Unlike traditional merchant intermediaries — who bought and sold goods,
+bearing inventory risk — platform intermediaries transfer inventory risk to
+the counterparties. The platform earns commission on each transaction but
+holds no stock; the asymmetry concentrates profit in the intermediary while
+concentrating risk in producers and carriers.
+
+## Monopsony and Buyer Power
+
+Monopsony is market power on the buyer's side: a situation in which a
+single buyer (or a small number of buyers acting in concert) faces many
+sellers. In supply chains, monopsony manifests when a large retailer or
+manufacturer is the dominant customer for a category of suppliers. The
+buyer's ability to credibly threaten to switch suppliers — or to reduce
+purchase volumes — gives it negotiating leverage that suppliers cannot
+easily counter.
+
+Buyer power is exercised through price pressure (demanding lower unit costs
+in each contract renegotiation), terms pressure (extending payment terms,
+imposing fines for delivery failures), and specification creep (adding
+requirements without cost compensation). Suppliers facing strong buyer power
+are systematically squeezed: their margins decline, their ability to invest
+in quality and capacity is constrained, and their bargaining position
+deteriorates further as the buyer grows.
+
+The long-run consequence of sustained monopsony pressure is supplier
+consolidation — weaker suppliers exit, leaving the buyer with fewer but
+larger suppliers — and supply fragility, as the surviving suppliers have
+insufficient margin to hold safety stock or invest in resilience.
+
+## Market Concentration and Single-Source Dependencies
+
+Single-source dependency occurs when a supply chain relies on one supplier
+for a critical component or material with no readily substitutable
+alternative. Single-source situations arise from supplier specialisation
+(only one firm has the required capability), geographic concentration (all
+competent suppliers are in one region), or deliberate buyer policy (choosing
+the best supplier and extracting maximum scale economies).
+
+Single-source dependencies concentrate supply chain risk. When a
+single-sourced supplier fails — due to fire, flood, earthquake, insolvency,
+or geopolitical disruption — the buyer has no immediate alternative. The
+semiconductor industry exemplifies this: certain advanced logic chips can
+only be produced by one or two foundries globally, making entire sectors
+of the world economy dependent on the operational continuity of a small
+number of facilities in Taiwan and South Korea.
+
+From a market structure perspective, single-source suppliers possess
+temporary monopoly power: during a supply disruption, they can charge
+prices far above their normal level, because no substitute exists. Smith's
+analysis of monopoly price — that it is the highest that can be squeezed
+from buyers — applies directly: a disrupted single-source supplier in a
+critical category faces demand that is inelastic in the short run.