Capabilities directory
Find your team’s next superpower.
- Function: Procurement and suppliers
- Function: Product management
- Function: Supply chain and inventory
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Results
36 capabilities, showing 1 to 24
Acceptance criteria sheet
Hand a developer or agency a story with its definition of done written down: testable expected behaviours, error cases and edge cases, each traced to a rule or design state, with the unclear terms and open questions listed for the product owner.
Assumption map
For a product owner whose plan rests on beliefs nobody has tested: each belief is written down, set against the evidence you hold, ranked by what it would do to the plan, and given a cheap test to choose from. You decide what to test; no evidence is invented.
Bid or no-bid and RFP response plan
Before anyone starts on a response, your bid manager sees every requirement in the request checked against your own evidence, your bid criteria tested and the buyer questions ready. A named person decides whether to bid; then a dated plan says who does what by when.
Business insurance renewal review
Before the business insurance renews, the owner gets one pack: every policy with insurer, limits, deductibles, premium and dates; renewal terms beside expiring ones, every change marked; what changed in the business; claims; and questions for the broker. The broker and the owner decide all cover.
Business model assumptions review
Before you commit money to a new or revised business model, see it block by block with every claim marked evidenced or assumed, the riskiest assumptions ranked, and the cheapest test for each. You choose what to test; no projection or valuation is made.
Carrier performance review
The shipping lead gets a lane-by-lane comparison of carriers from the delivery export and the freight charges: on-time delivery, damage, tracking gaps and cost, each with the shipments behind it. A person decides whether to raise issues or change carrier.
Category sourcing plan
For the buyer or operations lead who owns one spend category, such as packaging or IT hardware: its spend and suppliers on one page, where it sits on a supply-risk and spend matrix, the value levers the evidence supports, and a dated sourcing plan. A person chooses the approach.
Clinic supply par levels and expiry check
From the clinic's own stock-count and usage exports, the person who orders supplies gets a par level and reorder point for every item in every room, what is below par, what will expire before it is used, and a draft order. Medical-surgical and office supplies only; a person approves every order.
Contractor safety prequalification
For a named job, the operations, facilities or site manager gets a safety questionnaire scaled to the risk of the work, then a record of the contractor's answers scored only on the evidence supplied, with every gap, the conditions that close it and a review date. A competent person decides.
Customer feedback themes
Each month your support lead sees what customers keep telling you: tickets, disputes, reviews and survey comments grouped into themes with counts and quotations, the three issues most worth fixing with a proposed fix and owner, and a note for customers once a fix ships. A person decides every fix.
Customer interview synthesis
Turn a stack of customer call notes into the answer to one question, in your customers’ own words. Every quotation is cited to the note it came from, every theme shows its confidence and the evidence against it, and nothing is claimed that the notes do not say.
Demand and supply review
The operations lead gets one monthly review from the demand plan, confirmed supply and stock: where confirmed and likely demand outrun supply, what that does to inventory, and the decision each function head has to make. Sales ambition stays separate and nothing is forecast beyond your figures.
Dental lab case tracker
The office coordinator keeps one tracker of every case at an outside dental lab: when it went, the lab's due date against the patient's seating, which cases are overdue or due back too late, each remake with its stated reason, and each lab's on-time record for the quarter. A person calls every lab.
Feedback follow-through updates
When a change ships or a decision lands on something customers asked for, your account owner gets the list of who asked, the confirmed status of each request, and an individual draft update for each person in the channel they prefer. No update promises a date or feature the team has not confirmed.
Inventory reorder plan
The store owner or buyer gets one plan from the latest sales and stock exports: each item's sales rate, the day it could run out, its reorder point and safety stock, what to order, what is not moving, and a draft purchase order per supplier. Nothing is ordered until a person approves.
Kit component availability check
The stock or online-store lead gets every kit beside the quantity actually sellable, the component that limits it, the stock records that disagree and the listings that promise more than can be built. Nothing is changed until a person decides.
Order size comparison
When a supplier offers a bigger discounted order, the inventory planner gets each quantity costed the same way: yearly cost, cash tied up, months of cover and storage fit. The planner chooses the quantity; nothing is ordered.
Product landed cost worksheet
After an import shipment lands, the owner or bookkeeper gets one worksheet: freight, duty, brokerage, insurance and inbound fees from the invoices spread over each product by a stated method, the landed unit cost beside the cost the store records, and the margin left. A person updates any cost.
Product pricing options
A product owner weighing how to price or package a product gets one options brief: what each customer group uses, the willingness-to-pay evidence held with stated kept apart from observed, what each option would bill every account, the uncertainties and the tests. It recommends no price.
Release notes draft
The product owner gets draft release notes for one shipped release, in words users recognize: what is new, changed, removed and fixed, the steps users must take, and the known limitations. Only what was supplied is described. The owner checks and publishes.
Roadmap tradeoff review
When a new priority arrives, the product owner sees what the roadmap would have to give up to hold it: the capacity gap by team, the work that could move, the commitments and dependencies that move with it, and the questions still open. The owner decides.
Slow-moving stock and markdown plan
Before a seasonal reset, the merchandiser or store owner gets one plan from the sales and stock exports: each item's sell-through and weeks of cover, the cash tied up in dead and slow stock, and a markdown plan in dated steps with the margin each leaves and a date to stop. The owner decides every price.
Smallest useful release scope
A product owner or founder with more features than capacity gets one page: what is in the first release and what is deferred, all tied to one user outcome, with the reason for each cut. The owner decides the scope; no effort is estimated beyond what is supplied.
Software subscription and vendor spend review
From a card statement or ledger export, the finance or operations lead gets every subscription on one register: what each costs a year, who owns it, what renews in the next 90 days, what looks unused, duplicated or orphaned, and the decisions to make. Nothing is cancelled or changed.