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

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+<!-- 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

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+<!-- 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

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+<!-- 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

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+<!-- 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.