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/output/entities/bullwhip-effect.md

@@ -0,0 +1,35 @@
+<!-- generated: provider=openrouter model=arcee-ai/trinity-large-preview:free date=2026-02-22 source=coordination-mechanisms -->
+
+# Bullwhip Effect
+
+## Definition
+
+The amplification of demand variability as signals travel upstream in a
+supply chain, such that small fluctuations at the retail level produce
+progressively larger swings in orders at distributor, manufacturer, and
+supplier levels. The amplification arises from batching, safety stock
+additions at each tier, and the use of lagged signals rather than
+real-time demand data. The result is a chain that oscillates between glut
+and shortage even when end-consumer demand is relatively stable.
+
+## Source
+
+Coordination Mechanisms in Modern Supply Chains, §The Bullwhip Effect
+
+## Supply Chain Domain
+
+Coordination
+
+## VSM Assignment
+
+S2 — The bullwhip effect is a failure of S2 (the anti-oscillation
+coordination layer). A functioning S2 dampens variance; the bullwhip
+effect describes what happens when S2 is absent or degraded.
+
+## WoN Concept
+
+Natural Price as Central Price — Smith describes market price as oscillating
+around natural price as a centre of gravity. The bullwhip effect is an
+analogous oscillation: orders oscillate around actual demand rather than
+converging to it, because the information infrastructure required for
+convergence (transparent, real-time demand signals) is missing.

examples/supply-chain-vsm/output/entities/demand-signal.md

@@ -0,0 +1,39 @@
+<!-- generated: provider=openrouter model=arcee-ai/trinity-large-preview:free date=2026-02-22 source=coordination-mechanisms -->
+
+# Demand Signal
+
+## Definition
+
+Information about consumer purchasing activity that propagates upstream
+through a supply chain to inform supplier replenishment and production
+decisions. A demand signal may be a point-of-sale data feed, a retailer's
+replenishment order, or a forecast. Signal quality — latency, accuracy,
+and granularity — determines how well upstream production can be
+synchronised with downstream consumption.
+
+## Source
+
+Coordination Mechanisms in Modern Supply Chains, §Demand Signals and
+Information Flow
+
+## Supply Chain Domain
+
+Coordination
+
+## VSM Assignment
+
+S2 — The demand signal is the primary coordination variable of the supply
+chain, analogous to the price signal in a market. It tells each upstream
+node what the downstream node requires, enabling synchronised response
+without central direction.
+
+## WoN Concept
+
+Effectual Demand — Smith's effectual demand — the demand of those willing
+and able to pay — is the signal that calls productive resources into action.
+The modern demand signal is effectual demand made explicit and machine-readable:
+instead of inferring demand from price movements, modern supply chains
+transmit demand data directly. Both serve the same coordination function
+(telling producers how much to produce), but where Smith's effectual demand
+works through price as a lagged, aggregated signal, the modern demand signal
+aims for real-time, granular transmission.

examples/supply-chain-vsm/output/entities/just-in-time-inventory.md

@@ -0,0 +1,36 @@
+<!-- generated: provider=openrouter model=arcee-ai/trinity-large-preview:free date=2026-02-22 source=capital-and-inventory -->
+
+# Just-in-Time Inventory
+
+## Definition
+
+A capital management practice in which goods are received from suppliers
+only as they are needed for production or fulfilment, minimising the
+stock held at any moment. JIT eliminates inventory as a buffer by
+replacing it with reliable process coordination — synchronised production
+schedules, short lead times, and high-frequency deliveries. The capital
+released from inventory reduction is the primary financial justification.
+
+## Source
+
+Capital and Inventory in Supply Chain Management, §Just-in-Time Inventory
+
+## Supply Chain Domain
+
+Capital Management
+
+## VSM Assignment
+
+S3 — JIT is a management-level decision about how to deploy circulating
+capital. It sets the policy for inventory levels (near-zero) and enforces
+that policy through supplier relationship design and production scheduling.
+
+## WoN Concept
+
+Circulating Capital — Smith distinguishes circulating capital (consumed
+and replaced each productive cycle) from fixed capital (durable). JIT is
+an explicit strategy to minimise the circulating capital locked in
+inventory at any moment, accelerating the velocity of the capital cycle.
+The faster capital circulates, the greater the productive output per unit
+of capital stock — precisely Smith's argument for keeping circulating
+capital in motion rather than idle.

examples/supply-chain-vsm/output/entities/monopsony-power.md

@@ -0,0 +1,40 @@
+<!-- generated: provider=openrouter model=arcee-ai/trinity-large-preview:free date=2026-02-22 source=market-structure -->
+
+# Monopsony Power
+
+## Definition
+
+Market power held by a dominant buyer who faces many sellers, enabling
+the buyer to suppress prices, extend payment terms, and impose conditions
+below what competitive markets would support. In supply chains, monopsony
+is exercised by large retailers or manufacturers who represent a significant
+fraction of a supplier's revenue, giving them leverage to dictate terms
+the supplier cannot credibly refuse. The long-run consequence is supplier
+margin compression, underinvestment in quality, and supply fragility.
+
+## Source
+
+Market Structure in Modern Supply Chains, §Monopsony and Buyer Power
+
+## Supply Chain Domain
+
+Market Structure
+
+## VSM Assignment
+
+S3* — Monopsony power is exercised through the management control layer:
+buyers set terms (pricing, payment, specification) that govern the
+operational relationship. The S3* (audit/control) analogy holds because
+the buyer uses its inspection and approval rights to enforce compliance
+with terms extracted through buyer power.
+
+## WoN Concept
+
+Combination of Masters — Smith describes the combination of masters as the
+coordinated exercise of employer power to suppress wages below their
+competitive level. Monopsony power in modern supply chains operates through
+the same mechanism: a concentrated buyer (or buyers acting in parallel)
+systematically extracts value from fragmented suppliers, just as Smith's
+combination of masters extracted value from fragmented workers. The parallel
+is structural: in both cases, one side of the market is coordinated and the
+other is atomistic, enabling systematic suppression of returns.

examples/supply-chain-vsm/output/entities/platform-intermediary.md

@@ -0,0 +1,50 @@
+<!-- generated: provider=openrouter model=arcee-ai/trinity-large-preview:free date=2026-02-22 source=market-structure -->
+
+# Platform Intermediary
+
+## Definition
+
+A company that controls the infrastructure through which supply chain
+participants transact, without itself producing or consuming goods. Platform
+intermediaries earn revenue from network access fees, transaction commissions,
+data analytics, and financing services. Their market power derives from
+network effects: value accrues to participants proportionally to the size
+of the network, creating winner-take-most dynamics. Unlike traditional
+intermediaries, platforms bear no inventory risk — that remains with
+producers and carriers.
+
+## Source
+
+Market Structure in Modern Supply Chains, §Platform Intermediaries
+
+## Supply Chain Domain
+
+Market Structure
+
+## VSM Assignment
+
+S4 — Platform intermediaries function as the intelligence layer of the
+supply chain, aggregating and intermediating market information across many
+buyers and sellers simultaneously. They are not operational (S1) but shape
+what operations are possible and at what price.
+
+## WoN Concept
+
+Merchant Capital — Smith's analysis of merchant capital — capital employed
+to buy in one market and sell in another, earning profit from differential
+access — maps closely to platform intermediaries. Both earn profit not
+from production but from controlling access to exchange. Smith noted that
+merchants are geographically mobile and have no necessary loyalty to any
+particular productive system, giving them structural leverage over producers
+who are fixed. Platform intermediaries exhibit the same dynamic at
+unprecedented scale: the platform has no physical attachment, yet producers
+who exit lose access to the entire buyer network.
+
+## Modern Context
+
+Platform intermediaries represent a structural innovation Smith could not
+have anticipated: they capture the coordination function of merchant capital
+while eliminating its inventory risk and capital requirements. The result is
+a higher-leverage, lower-capital form of intermediation than Smith described,
+but the underlying logic — control of the exchange infrastructure creates
+extractable surplus — is precisely what he analysed.

examples/supply-chain-vsm/output/entities/safety-stock.md

@@ -0,0 +1,38 @@
+<!-- generated: provider=openrouter model=arcee-ai/trinity-large-preview:free date=2026-02-22 source=capital-and-inventory -->
+
+# Safety Stock
+
+## Definition
+
+Inventory held in excess of expected demand to buffer against supply and
+demand uncertainty. Safety stock represents capital deliberately kept
+unproductive — not expected to be consumed in normal operations — in order
+to preserve operational continuity when actual demand or supply deviates
+from forecast. The optimal safety stock level balances inventory holding
+cost against stockout cost.
+
+## Source
+
+Capital and Inventory in Supply Chain Management, §Safety Stock and Reserve
+Capacity
+
+## Supply Chain Domain
+
+Capital Management
+
+## VSM Assignment
+
+S3 — Safety stock is a management-level capital allocation decision. The
+question of how much safety stock to hold is a resource management choice
+that trades off capital efficiency against operational resilience, made at
+the S3 (management/control) level.
+
+## WoN Concept
+
+Accumulation of Stock — Smith describes the accumulation of stock as a
+prerequisite for productive activity: you cannot employ workers until you
+have stock to sustain them. Safety stock is a modern instantiation of this
+logic — productive continuity requires a buffer of stock to absorb
+variability, just as Smith's pre-capitalist household needed a reserve before
+it could specialise its labour. Both represent capital held in reserve against
+contingency rather than deployed in production.

examples/supply-chain-vsm/output/entities/single-source-dependency.md

@@ -0,0 +1,41 @@
+<!-- generated: provider=openrouter model=arcee-ai/trinity-large-preview:free date=2026-02-22 source=market-structure -->
+
+# Single-Source Dependency
+
+## Definition
+
+A supply chain condition in which a buyer relies on one supplier for a
+critical component or material with no readily substitutable alternative.
+Single-source situations arise from supplier specialisation, geographic
+concentration of competent producers, or deliberate buyer policy
+maximising scale economies with a preferred partner. During disruptions,
+a single-sourced supplier in a critical category temporarily possesses
+monopoly-like pricing power, as the buyer has no alternative and demand
+is inelastic in the short run.
+
+## Source
+
+Market Structure in Modern Supply Chains, §Market Concentration and
+Single-Source Dependencies
+
+## Supply Chain Domain
+
+Risk
+
+## VSM Assignment
+
+S4 — Single-source dependency is an intelligence failure at the S4 level:
+the supply chain's environmental scanning has not identified and mitigated
+the concentration risk. Resolving it requires S4 action — supplier
+development, geographic diversification, or technology substitution.
+
+## WoN Concept
+
+Monopoly in Trade — Smith argues that monopolists charge the highest price
+buyers will bear, and that this price is always above the competitive level.
+A single-source supplier during a supply disruption is a temporary
+monopolist: buyers cannot immediately switch, demand is inelastic, and the
+supplier can extract above-normal prices. Smith's analysis of how monopoly
+restricts supply and raises price applies directly to the disrupted
+single-source scenario, even though in normal conditions the same supplier
+may operate competitively.

examples/supply-chain-vsm/output/entities/vendor-managed-inventory.md

@@ -0,0 +1,38 @@
+<!-- generated: provider=openrouter model=arcee-ai/trinity-large-preview:free date=2026-02-22 source=coordination-mechanisms -->
+
+# Vendor-Managed Inventory
+
+## Definition
+
+A supply chain coordination arrangement in which the supplier takes
+responsibility for maintaining stock levels at the buyer's location,
+using shared inventory data to trigger automatic replenishment. Payment
+occurs at point of consumption rather than delivery. The buyer surrenders
+operational control over replenishment in exchange for reduced
+administrative burden and improved demand signal quality.
+
+## Source
+
+Coordination Mechanisms in Modern Supply Chains, §Vendor-Managed Inventory
+
+## Supply Chain Domain
+
+Coordination
+
+## VSM Assignment
+
+S2 — VMI is a formal coordination mechanism that assigns the replenishment
+function to the party best positioned to perform it. It reduces oscillation
+(the bullwhip) by giving the upstream party direct visibility of
+consumption rather than batched orders.
+
+## WoN Concept
+
+Division of Labour — VMI is an application of Smith's division of labour
+principle at the inter-firm level. The inventory management function —
+previously split between buyer (demand tracking) and supplier (order
+fulfilment) with coordination friction between them — is consolidated
+with the supplier, who has the information and capability to perform it
+most efficiently. The functional specialisation reduces transaction costs
+and improves the quality of the upstream demand signal, mirroring Smith's
+argument that specialisation improves output quality and reduces waste.

examples/supply-chain-vsm/output/mappings/capital-and-inventory-mappings.md

@@ -0,0 +1,78 @@
+# WoN Mappings — Capital and Inventory
+
+Generated from: `artifacts/sources/capital-and-inventory.md`
+
+---
+
+# Just-in-Time Inventory → Circulating Capital
+
+## Supply Chain Entity
+
+Just-in-Time Inventory
+
+## WoN Entity
+
+Circulating Capital
+
+## Mapping Rationale
+
+Smith defines circulating capital as the component of capital consumed
+each productive cycle that yields its return only by changing hands —
+contrasted with fixed capital (durable plant and equipment). He argues
+that the faster circulating capital turns over, the more productive output
+can be generated from a given capital stock. JIT inventory management is
+an explicit strategy to maximise the velocity of the circulating capital
+cycle by minimising the time capital spends frozen as inventory. The
+financial logic is identical: reduce dwell time, increase velocity,
+extract more productive output per unit of capital employed.
+
+## Conceptual Continuity
+
+Strong — JIT is Smith's circulating capital theory operationalised as an
+inventory management practice. The mechanism (faster turnover of working
+capital) and the goal (higher productive output per unit of capital) are
+the same; only the technological form differs.
+
+## VSM Inheritance
+
+Just-in-Time Inventory inherits S1/S3 via Circulating Capital (operational
+resource; managed for return velocity through S3 capital management policy).
+
+---
+
+# Safety Stock → Accumulation of Stock
+
+## Supply Chain Entity
+
+Safety Stock
+
+## WoN Entity
+
+Accumulation of Stock
+
+## Mapping Rationale
+
+Smith describes stock accumulation as a prerequisite for economic activity:
+before workers can be employed in specialised production, the employer must
+have accumulated sufficient stock to sustain them while production is
+in progress — before any output can be sold. Safety stock is a modern
+instantiation of this logic: productive continuity requires holding a
+buffer of stock to absorb demand and supply variability, just as Smith's
+producer needed reserves before specialising. Both forms of stock are
+held not for immediate productive use but as insurance against disruption
+to continuous operations. The trade-off Smith identifies — between
+accumulating stock and deploying it productively — is exactly the safety
+stock optimisation problem.
+
+## Conceptual Continuity
+
+Moderate — The reserve function is shared, but Smith's accumulation of
+stock is primarily an enabling condition for production while safety stock
+is an operational buffer. The temporal purpose differs (enabling new
+activity vs. maintaining existing activity), though the economic logic
+(idle capital as insurance against continuity risk) is the same.
+
+## VSM Inheritance
+
+Safety Stock inherits S3 via Accumulation of Stock (capital management
+decision about how much reserve to hold against operational risk).

examples/supply-chain-vsm/output/mappings/coordination-mechanisms-mappings.md

@@ -0,0 +1,116 @@
+# WoN Mappings — Coordination Mechanisms
+
+Generated from: `artifacts/sources/coordination-mechanisms.md`
+
+---
+
+# Bullwhip Effect → Natural Price as Central Price
+
+## Supply Chain Entity
+
+Bullwhip Effect
+
+## WoN Entity
+
+Natural Price as Central Price
+
+## Mapping Rationale
+
+Smith describes natural price as a centre of gravity around which market
+price perpetually oscillates. The bullwhip effect describes an analogous
+oscillation in supply chain order quantities around actual demand. In both
+cases, a signal (market price; order quantity) should converge to a
+reference value (natural price; true demand) through a corrective
+mechanism, but systematic distortions prevent convergence. Smith's
+mechanism is capital mobility; the bullwhip's is information transparency.
+Where Smith shows that monopoly or regulation blocks convergence, the
+bullwhip shows that information delay and batching produce the same failure
+in a nominally competitive chain.
+
+## Conceptual Continuity
+
+Moderate — The oscillation-around-equilibrium structure is shared, but
+the bullwhip's amplification mechanism (each tier adding safety buffers)
+is an information processing problem that Smith did not specifically analyse.
+His account of price oscillation focuses on capital reallocation; the
+bullwhip operates through order distortion without necessarily involving
+capital reallocation.
+
+## VSM Inheritance
+
+Bullwhip Effect inherits S2 via Natural Price as Central Price (coordination
+layer failure — the anti-oscillation mechanism is absent or impaired).
+
+---
+
+# Vendor-Managed Inventory → Division of Labour
+
+## Supply Chain Entity
+
+Vendor-Managed Inventory
+
+## WoN Entity
+
+Division of Labour
+
+## Mapping Rationale
+
+Smith argues that dividing labour so each party performs only what they
+are best equipped to do increases productivity and reduces waste. VMI
+applies this principle at the inter-firm boundary: the inventory
+replenishment function, previously split between buyer (tracking stock
+levels) and supplier (responding to batch orders), is consolidated with
+the supplier. The supplier has superior information about their own lead
+times and production capacity, and direct visibility of consumption rather
+than orders. The functional consolidation reduces the coordination friction
+at the boundary and improves signal quality — precisely the efficiency
+gains Smith predicts from specialisation.
+
+## Conceptual Continuity
+
+Strong — VMI is a direct application of division of labour at the
+inter-firm level. The boundary conditions are different (firms rather
+than workers; coordination through IT rather than supervision), but
+the mechanism — assigning a function to the party best positioned to
+perform it — is identical.
+
+## VSM Inheritance
+
+Vendor-Managed Inventory inherits S1/S2 via Division of Labour (operational
+specialisation creating a more effective coordination arrangement).
+
+---
+
+# Demand Signal → Effectual Demand
+
+## Supply Chain Entity
+
+Demand Signal
+
+## WoN Entity
+
+Effectual Demand
+
+## Mapping Rationale
+
+Smith's effectual demand — the demand of those willing and able to pay —
+is the signal that calls productive resources into action. When effectual
+demand exceeds supply, market price rises and capital is attracted; when
+it falls short, production contracts. The modern demand signal serves the
+same coordination function: it tells upstream nodes how much to produce.
+The structural difference is one of mechanism: Smith's effectual demand
+works through price as a lagged, aggregated, emergent signal; the modern
+demand signal is an explicit, real-time, granular data feed. The goal
+(synchronising production with consumption) and the failure mode (distorted
+signals cause misallocation) are shared.
+
+## Conceptual Continuity
+
+Strong — Effectual demand and the demand signal are the same coordination
+function in different technological settings. The modern version is
+Smith's concept made explicit and machine-readable.
+
+## VSM Inheritance
+
+Demand Signal inherits S2 via Effectual Demand (primary coordination
+variable regulating upstream resource allocation).

examples/supply-chain-vsm/output/mappings/market-structure-mappings.md

@@ -0,0 +1,126 @@
+# WoN Mappings — Market Structure
+
+Generated from: `artifacts/sources/market-structure.md`
+
+---
+
+# Platform Intermediary → Merchant Capital
+
+## Supply Chain Entity
+
+Platform Intermediary
+
+## WoN Entity
+
+Merchant Capital
+
+## Mapping Rationale
+
+Smith analyses merchant capital as capital employed to buy in one market
+and sell in another, earning profit from controlling access to exchange
+rather than from production. He notes that merchants are mobile — they
+have no necessary attachment to any productive system — which gives them
+structural leverage over producers who are geographically fixed. Platform
+intermediaries are a high-leverage form of the same structure: they control
+access to exchange (the matching infrastructure) without bearing inventory
+risk, earning profit from transaction fees and data rather than from
+buying and reselling. The merchant's physical mobility translates into
+the platform's structural mobility — the platform has no fixed attachment
+to any producer's fate, yet producers cannot exit without losing network
+access.
+
+## Conceptual Continuity
+
+Strong — Platform intermediaries are the modern form of merchant capital:
+the mechanism (control of exchange access, leverage over producers,
+profit from intermediation rather than production) is identical. The
+innovation is eliminating inventory risk while retaining coordination
+power, which makes platforms a more concentrated and profitable form of
+merchant capital than Smith could have envisioned.
+
+## VSM Inheritance
+
+Platform Intermediary inherits S2/S4 via Merchant Capital (coordination
+infrastructure with intelligence function — aggregating market data while
+intermediating transactions).
+
+---
+
+# Monopsony Power → Combination of Masters
+
+## Supply Chain Entity
+
+Monopsony Power
+
+## WoN Entity
+
+Combination of Masters
+
+## Mapping Rationale
+
+Smith describes the combination of masters as the coordinated exercise of
+employer power to suppress wages below the competitive level. He notes
+these combinations are common, rarely discussed publicly, and facilitated
+by the smaller number of employers relative to workers. Modern supply chain
+monopsony operates through the same structural mechanism: a concentrated
+buyer (or industry norm among buyers) facing atomistic suppliers
+systematically extracts terms — lower prices, extended payment, cost
+absorption — that suppliers cannot individually refuse without losing the
+customer. The power asymmetry (concentrated vs. atomistic; each party's
+outside options) is identical. Smith's analysis predicts the modern
+outcome: margin compression, underinvestment, and fragility on the supplier
+side.
+
+## Conceptual Continuity
+
+Strong — Monopsony power in supply chains is Smith's combination of masters
+applied to the buyer–supplier relationship rather than the employer–worker
+relationship. The market structure (concentrated power facing fragmented
+supply of a factor) and the mechanism (systematic extraction below
+competitive returns) are the same.
+
+## VSM Inheritance
+
+Monopsony Power inherits S3* via Combination of Masters (distortion of
+the S2 coordination signal through coordinated anti-competitive behaviour
+at the management boundary).
+
+---
+
+# Single-Source Dependency → Monopoly in Trade
+
+## Supply Chain Entity
+
+Single-Source Dependency
+
+## WoN Entity
+
+Monopoly in Trade
+
+## Mapping Rationale
+
+Smith argues that monopolists always charge the highest price buyers will
+bear, because no competitive alternative disciplines them. A single-source
+supplier during a supply disruption is a temporary monopolist: the buyer
+has no immediate alternative, demand for the component is inelastic in
+the short run, and the supplier can extract above-natural prices. Smith's
+account of monopoly — restricted supply, elevated price, distorted resource
+allocation — applies precisely to the disrupted single-source scenario.
+The difference is that single-source dependency produces episodic monopoly
+power (during disruptions) rather than Smith's continuous monopoly; but
+the mechanism and the welfare consequences are the same.
+
+## Conceptual Continuity
+
+Moderate — The monopoly pricing mechanism is shared, but Smith's monopoly
+is a stable market structure while single-source dependency produces
+temporary monopoly only during disruptions. The strategic implications
+also differ: Smith focuses on restricting supply to maintain high prices,
+while single-source power is an inadvertent consequence of concentrated
+specialisation rather than deliberate supply restriction.
+
+## VSM Inheritance
+
+Single-Source Dependency inherits S4/S5 via Monopoly in Trade (intelligence
+failure creating conditions for policy-level market distortion when
+disruption occurs).

examples/supply-chain-vsm/output/metrics/history.yaml

@@ -0,0 +1,52 @@
+- snapshot_id: 8624eed1
+  created_at: '2026-02-22T22:56:11.424102+00:00'
+  schema_name: default
+  entity_count: 8
+  entity_evaluations: []
+  collection_metrics:
+  - name: coherence_components
+    value: 0.0
+    concern: C3
+  - name: consistency_cycles
+    value: 0.0
+    concern: C4
+  - name: coverage_ratio
+    value: 1.0
+    concern: C2
+  - name: granularity_entropy
+    value: 0.0
+    concern: C5
+  - name: modularity
+    value: 0.0
+    concern: C3
+  - name: redundancy_ratio
+    value: 0.0
+    concern: C1
+  metadata:
+    source: collection-checks
+- snapshot_id: '89119325'
+  created_at: '2026-02-22T23:07:36.634661+00:00'
+  schema_name: default
+  entity_count: 8
+  entity_evaluations: []
+  collection_metrics:
+  - name: coherence_components
+    value: 0.0
+    concern: C3
+  - name: consistency_cycles
+    value: 0.0
+    concern: C4
+  - name: coverage_ratio
+    value: 1.0
+    concern: C2
+  - name: granularity_entropy
+    value: 1.9056390622295665
+    concern: C5
+  - name: modularity
+    value: 0.0
+    concern: C3
+  - name: redundancy_ratio
+    value: 0.0
+    concern: C1
+  metadata:
+    source: collection-checks

examples/supply-chain-vsm/output/metrics/metrics.yaml

@@ -0,0 +1,6 @@
+coherence_components: 0.0
+consistency_cycles: 0.0
+coverage_ratio: 1.0
+granularity_entropy: 1.905639
+modularity: 0.0
+redundancy_ratio: 0.0