# Procurement & Supply Chain Architecture

## Purpose

This folder contains the static **Procurement & Supply Chain Architecture** for **HAV Seafood**, the fictional Faroese seafood manufacturer used in the synthetic business dataset.

The files define how HAV Seafood structurally manages suppliers, sourcing, supplier governance, commercial relationships, supply planning, inventory-control policy, inbound logistics, receiving, procurement workflows, approvals and controls.

This architecture belongs to **Phase 1 — Business Architecture** of the project:

**1. Business architecture -> 2. Stories -> 3. Operational dataset**

It describes **what exists and how Procurement & Supply Chain are designed**. It intentionally does **not** contain operational or historical activity such as purchase orders, supplier quotations, shipments, goods receipts, stock movements, supplier performance, approval events, inventory balances or invoice activity.

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## Core architecture principles

The Procurement & Supply Chain Architecture follows these rules:

- Shared Enterprise supplier, item, location, role and system identities are reused rather than redefined.
- Production remains authoritative for detailed technical material specifications, production storage structures and product/material requirements.
- Procurement owns supplier-specific commercial sourcing structures, procurement categories, supplier governance and procurement process/control architecture.
- Supply Chain owns supply-planning policy, inventory-control policy, inbound-lane architecture and receiving/putaway logic.
- Quality remains authoritative for detailed technical supplier-quality evidence, food-safety criteria, audits and quality-system records where applicable.
- HR / Shared Enterprise authority structures remain authoritative for roles, positions and approval authority referenced by Procurement.
- Future Finance architecture should own enterprise financial thresholds, payment-term masters, inventory valuation and accounting rules.
- Static rules, classifications and expected relationships are separated from actual events and history.
- Derived reference workbooks never override authoritative source workbooks.
- If a derived value conflicts with an authoritative source, the authoritative source wins.
- No deliberate Phase 2 business-story anomalies are seeded during Phase 1.

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## Architecture scope at a glance

The current Procurement & Supply Chain architecture includes:

- **13 procurement suppliers**;
- **25 procurement categories**;
- **132 purchasable items**;
- **188 approved supplier-item sourcing relationships**;
- **8 supply-planning profiles**;
- **8 inventory-control profiles**;
- **18 static supplier inbound lanes**;
- **8 receiving profiles**;
- **19 procurement processes**;
- **119 static process steps**;
- procurement-specific approval, control and exception structures built on the existing enterprise authority model.

These values describe the current static synthetic architecture, not historical activity.

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## Files in this folder

### `hav_seafood_procurement_supplier_sourcing_architecture_v1.xlsx`

Defines the static supplier and sourcing structure.

Contains:

- 13 supplier procurement records;
- 25 procurement categories;
- supplier-category capability relationships;
- procurement classifications for 132 purchasable items;
- 188 approved supplier-item sourcing relationships;
- preferred, secondary and emergency source structures;
- sourcing models such as single-source and dual-source;
- purchasing UOMs, MOQ/order-multiple assumptions and planning lead times;
- source-country and origin requirements;
- normal replenishment-method references;
- source-dependency summary views.

The workbook extends Shared Enterprise supplier and item identity rather than replacing it.

Shared Enterprise remains authoritative for external-organization and enterprise-item identity. Production remains authoritative for the detailed technical definitions of raw materials, ingredients and packaging.

The architecture answers:

**Who may supply what, and under what normal sourcing parameters?**

It contains no purchase orders, quotations, actual prices, supplier performance or delivery history.

---

### `hav_seafood_procurement_supplier_governance_commercial_framework_v1.xlsx`

Defines how suppliers are structurally governed, qualified and assigned to commercial frameworks.

Contains:

- reusable supplier-governance profiles;
- current supplier-to-governance assignments;
- supplier qualification requirements;
- qualification-profile mappings;
- reusable commercial-term profiles;
- supplier commercial-profile assignments;
- agreement types and agreement-framework structures;
- qualification review expectations;
- commercial responsibility and approval references;
- system and ownership mappings.

The architecture separates Procurement governance from specialist technical authority.

Procurement owns the governance/commercial framework, while Quality remains authoritative for detailed technical quality evidence and food-safety approval criteria. Finance is expected to become authoritative for enterprise payment-term masters and financial thresholds when that architecture is completed.

The architecture answers:

**What must a supplier satisfy, and under what commercial framework does HAV Seafood work with that supplier?**

It contains no completed supplier reviews, audit findings, signed agreements, negotiations, price history or actual supplier approvals.

---

### `hav_seafood_supply_planning_inventory_framework_v1.xlsx`

Defines how purchased supply should be planned and how purchased inventory should be structurally controlled.

Contains:

- 8 reusable supply-planning profiles;
- one planning-profile assignment for each of the 132 sourced items;
- demand-type classifications;
- replenishment methods;
- planning horizons and review frequencies;
- safety-stock and target-coverage classes;
- lead-time treatment and planning responsibility;
- 8 inventory-control profiles;
- one inventory-control assignment for each sourced item;
- lot, expiry, shelf-life and rotation rules;
- FIFO/FEFO treatment;
- quality-hold applicability;
- stock-control and cycle-count classifications;
- primary storage-location references;
- controlled stock-status definitions.

Production remains authoritative for detailed storage locations and technical storage compatibility. Procurement remains authoritative for supplier sourcing inputs such as supplier/item relationships and normal planning lead times.

The architecture answers:

**How should purchased material be planned, stocked and controlled before actual operational demand and inventory events exist?**

It contains no forecasts, MRP runs, inventory balances, reorder calculations, stock movements, shortages, counts or write-offs.

---

### `hav_seafood_supply_chain_inbound_logistics_receiving_v1.xlsx`

Defines the static inbound logistics and receiving structure from supplier dispatch to accepted HAV Seafood inventory.

Contains:

- 7 reusable inbound-lane profiles;
- 18 static supplier inbound lanes;
- lane assignments covering all 188 supplier-item sourcing relationships;
- transport modes and temperature regimes;
- normal transit-time and delivery-pattern structures;
- logistics-partner references where applicable;
- receiving profiles for major material classes;
- receiving requirement mappings;
- documentation, lot-capture and temperature-check requirements;
- quality-hold and inspection-first logic;
- putaway/disposition rules;
- storage and quarantine-location references;
- normal resulting stock-status structures.

Shared Enterprise remains authoritative for external-party and enterprise-location identity. Production remains authoritative for detailed storage locations. Quality remains authoritative for technical acceptance criteria and test requirements.

The architecture answers:

**How should purchased material normally move to HAV Seafood, be received, and be directed into inventory?**

It contains no actual shipments, carrier bookings, customs declarations, received quantities, receipt temperatures, rejected deliveries, QC results or putaway movements.

---

### `hav_seafood_procurement_process_control_framework_v1.xlsx`

Defines the static governance layer across Procurement and Supply Chain processes.

Contains:

- 19 procurement processes;
- 119 static process steps;
- approval-authority rules;
- procurement internal controls;
- segregation-of-duties rules;
- exception and escalation structures;
- process ownership;
- initiating, reviewing and approving role references;
- ERP/QMS/Microsoft 365 process mappings;
- links to existing enterprise authority levels and management positions.

The architecture deliberately reuses the existing HR/enterprise authority model rather than creating an independent Procurement approval hierarchy.

Important authority boundaries include:

- Procurement controls sourcing and commercial procurement decisions;
- Finance retains financial-control authority where applicable;
- Quality retains specialist technical approval authority;
- executive authority uses the existing Managing Director structure;
- company-wide monetary approval thresholds are not invented here and should be owned by the future Finance architecture.

The architecture answers:

**Who may initiate, review, approve, control or escalate Procurement actions, and in what sequence?**

It contains no actual requisitions, POs, approvals, RFQs, exception cases, audit logs, control breaches or monetary commitments.

---

### `hav_seafood_procurement_supply_chain_reference_tables_v1.xlsx`

Provides the derived, AI-friendly navigation and joining layer across the complete Procurement & Supply Chain architecture.

Contains compact reference views for:

- suppliers;
- purchased items and sourcing summaries;
- all 188 supplier-item source relationships;
- planning and inventory-control assignments;
- inbound logistics and receiving structures;
- supplier governance and commercial structures;
- procurement processes and controls;
- cross-architecture relationships;
- source lineage;
- field-level data dictionary.

This workbook is **derived** and does not own master data.

If it conflicts with any authoritative Procurement, Supply Chain, Shared Enterprise, Production, HR, Quality or future Finance source, the authoritative source wins.

This workbook should normally be the first Procurement/Supply Chain workbook inspected when fast AI context or cross-domain navigation is needed.

---

## Companion Markdown files

Each Procurement & Supply Chain workbook has a matching `.md` file containing a compact description of:

- purpose;
- workbook contents and sheets;
- important entities and relationships;
- ownership boundaries;
- assumptions;
- links to other architectures;
- identifier conventions where relevant;
- explicit Phase 1 exclusions;
- recommended AI usage.

These files are intended to let an AI system understand the role of a workbook before opening the detailed spreadsheet.

---

## How the Procurement & Supply Chain architecture fits together

At a high level, the model follows these relationships:

`Shared Enterprise External Organization -> Procurement Supplier`

`Enterprise / Production Item -> Procurement Category`

`Supplier + Item -> Approved Supplier-Item Source`

`Supplier -> Governance Profile -> Qualification Requirements`

`Supplier -> Commercial Profile -> Agreement Framework`

`Item -> Planning Profile -> Inventory Control Profile`

`Supplier + Item -> Inbound Lane -> Receiving Profile`

`Receiving Profile -> Putaway / Stock Status -> Production Storage Location`

`Procurement Process -> Process Steps -> Approval Authority -> Controls / Exceptions`

`All Procurement & Supply Chain domains -> Procurement & Supply Chain Reference Tables`

Another useful operational-design view is:

`Who can supply it?`

-> Supplier & Sourcing Architecture

`Under what governance/commercial structure?`

-> Supplier Governance & Commercial Framework

`How should it be planned and controlled as stock?`

-> Supply Planning & Inventory Framework

`How should it physically arrive and be received?`

-> Inbound Logistics & Receiving Architecture

`Who may initiate, approve, control or escalate the process?`

-> Procurement Process & Control Framework

---

## Relationship with Shared Enterprise Architecture

The Shared Enterprise Architecture remains the enterprise backbone around Procurement & Supply Chain.

Procurement & Supply Chain reuse Shared Enterprise structures including:

- external organization IDs;
- enterprise item IDs;
- departments;
- enterprise job roles;
- management positions;
- enterprise locations;
- countries and currencies;
- units of measure;
- enterprise systems;
- identifier conventions;
- shared classifications;
- entity-ownership rules;
- system/data ownership rules.

Procurement extends supplier organizations with procurement-specific classifications, sourcing relationships, governance assignments and commercial structures rather than creating competing identities.

Supply Chain extends item and location structures with planning, inventory-control, inbound-lane and receiving attributes rather than redefining the enterprise masters.

---

## Relationship with Production Architecture

Production remains authoritative for detailed technical material and storage structures.

Production continues to own areas including:

- raw-material technical definitions;
- ingredient technical definitions;
- packaging technical definitions;
- technical storage requirements;
- detailed storage locations and compatibility;
- recipes and BOMs;
- production routings;
- production consumption relationships;
- standard yields;
- production quality and food-safety requirements currently defined there.

Procurement & Supply Chain use these structures to answer commercial, planning and inbound questions without copying the technical masters.

Examples include:

- `Production Item -> Procurement Category`;
- `Production Item -> Approved Supplier Source`;
- `Production Item -> Planning / Inventory Profile`;
- `Supplier + Production Item -> Inbound Lane`;
- `Receiving Rule -> Production Storage Location`.

---

## Relationship with HR & Organization Architecture

HR and Shared Enterprise remain authoritative for people, roles, positions and approval-authority structures.

Procurement uses existing roles such as Procurement Manager, Senior Buyer, Finance & Administration management and specialist Quality roles rather than creating a second organizational model.

The Procurement Process & Control Framework specifically reuses established authority levels and management positions. Actual approver identity should later be resolved from incumbency and delegation at transaction time.

No employee-specific procurement activity is stored in this folder.

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## Quality boundary

The Procurement architecture contains structural quality-related references where supplier or receiving governance depends on them, but it does not become the authoritative Quality architecture.

Quality remains authoritative, or is expected to become authoritative, for areas such as:

- detailed supplier-quality approval criteria;
- audit structures and evidence;
- food-safety certification requirements;
- technical incoming-material acceptance criteria;
- sampling/test specifications;
- supplier-quality incidents;
- release/rejection decisions;
- corrective-action processes where technically owned by Quality.

Procurement may require that those controls exist, but it does not redefine their technical content.

---

## Finance boundary

Several Procurement structures reference commercial or financial concepts, but the future Finance Architecture should remain authoritative for enterprise financial rules.

Finance is expected to own or finalize areas such as:

- company-wide monetary approval thresholds;
- payment-term master structures;
- accounting treatment;
- supplier invoice controls;
- landed-cost accounting;
- inventory valuation;
- cost-center and general-ledger relationships;
- actual financial commitments and postings.

The Procurement architecture deliberately avoids silently creating Finance policy merely to make the Procurement model complete.

---

## Authoritative versus derived files

The following Procurement & Supply Chain workbooks are authoritative for their subject areas:

- `hav_seafood_procurement_supplier_sourcing_architecture_v1.xlsx`
- `hav_seafood_procurement_supplier_governance_commercial_framework_v1.xlsx`
- `hav_seafood_supply_planning_inventory_framework_v1.xlsx`
- `hav_seafood_supply_chain_inbound_logistics_receiving_v1.xlsx`
- `hav_seafood_procurement_process_control_framework_v1.xlsx`

The following workbook is deliberately derived:

- `hav_seafood_procurement_supply_chain_reference_tables_v1.xlsx`

The derived reference workbook exists to simplify navigation, joining, AI context and later dataset generation. It should be refreshed whenever an authoritative Procurement/Supply Chain workbook changes.

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## Architecture boundaries — operational data intentionally excluded

This folder does **not** contain historical or transactional records such as:

- purchase requisitions;
- RFQs;
- supplier quotations;
- sourcing cases;
- supplier-selection events;
- negotiated prices or price history;
- signed contracts and agreement history;
- purchase orders;
- purchase-order lines or amendments;
- supplier confirmations;
- advance shipping notices;
- freight bookings;
- shipments and transport tracking;
- customs declarations;
- goods receipts;
- receiving temperatures and measurements;
- delivery shortages or over-deliveries;
- rejected deliveries;
- QC results;
- inventory balances;
- inventory movements;
- reservations and transfers;
- stock counts;
- stock adjustments and write-offs;
- forecasts;
- MRP runs;
- planned purchase orders;
- shortages;
- supplier invoices;
- credit notes;
- payment activity;
- supplier scorecards;
- actual lead-time measurements;
- OTIF metrics;
- supplier audits and audit findings;
- supplier complaints;
- supplier corrective actions;
- actual approval events;
- approval timestamps/comments;
- exception cases;
- workflow/audit logs;
- control failures.

Those belong to Phase 3 after the Phase 2 business stories and patterns have been deliberately designed.

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## Story neutrality

The Procurement & Supply Chain architecture is intentionally designed to support future business stories without choosing them yet.

It does not deliberately seed outcomes such as:

- supplier delivery deterioration;
- supplier quality decline;
- purchase-price inflation;
- procurement fraud;
- approval bypasses;
- repeated emergency purchasing;
- chronic shortages;
- excess inventory;
- expiry losses;
- warehouse-control failures;
- transport disruption;
- receiving errors;
- supplier dependency failures;
- single-source disruption;
- contractual disputes;
- invoice/payment problems.

Some structural characteristics, such as single-source specialist packaging relationships, exist because of the current static supplier architecture. They should not automatically be interpreted as a Phase 2 story or failure condition.

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## Identifier conventions

Existing Shared Enterprise and Production identifiers are preserved throughout the architecture.

Examples include:

- `ORG-EXT-*` — external organizations;
- `RM-*` — seafood raw materials;
- `ING-*` — ingredients and processing inputs;
- `PKG-*` / `LBL-*` — packaging materials;
- `R*` — enterprise job roles;
- `DEPT-*` — enterprise departments;
- existing enterprise system and location IDs.

Procurement/Supply Chain workbooks introduce domain-local identifiers for structures such as procurement categories, sourcing relationships, governance profiles, commercial profiles, planning profiles, inventory profiles, inbound lanes, receiving profiles, processes, controls and exceptions.

Where these domain-local prefixes are not yet registered in Shared Enterprise identifier standards, they should be registered if the enterprise standards workbook is refreshed.

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## Recommended use of the folder

For fast context, inspect files in this order:

1. `README_procurement_supply_chain_architecture.md` — overall Procurement & Supply Chain architecture, boundaries and ownership.
2. `hav_seafood_procurement_supply_chain_reference_tables_v1.xlsx` — compact cross-domain joining and navigation layer.
3. The matching authoritative Procurement/Supply Chain workbook for the subject being analyzed.
4. Shared Enterprise, Production, HR, Quality or future Finance source workbooks whenever the relationship crosses domain ownership boundaries.

For AI workflows, this README plus the Procurement & Supply Chain Reference Tables workbook should normally provide enough context to identify which detailed authoritative source must be inspected next.

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## Use in later phases

### Phase 2 — Stories

This architecture provides the stable structures required to design cross-functional stories involving areas such as:

- sourcing dependency;
- supplier performance;
- supplier quality;
- price and commercial changes;
- shortages;
- planning failures;
- inventory excess or expiry;
- logistics disruption;
- receiving discrepancies;
- procurement approvals;
- emergency purchasing;
- contract/commercial issues;
- Finance and supplier-payment effects;
- Production consequences of unavailable materials;
- Quality consequences of supplier or receiving failures.

Stories should reference the existing IDs, profiles, lanes, processes and control structures rather than changing the architecture solely to create a pattern.

### Phase 3 — Operational dataset generation

Operational Procurement & Supply Chain datasets should:

1. reuse the supplier, item, sourcing, governance, commercial, planning, inventory, lane, receiving, process and control identifiers defined here;
2. preserve Shared Enterprise, Production and HR identifiers;
3. generate events according to the static rules and profiles in the authoritative workbooks;
4. use the established systems-of-record and ownership boundaries;
5. generate realistic ordinary activity and noise around deliberately selected Phase 2 stories;
6. avoid redefining master data inside transactional datasets;
7. create cross-functional records that join consistently with Production, Finance, Quality, Sales, HR, Logistics, IT and Management datasets.

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## Overall role of this architecture

Together, these files form the **static Procurement & Supply Chain master-data, policy, relationship and control layer** for HAV Seafood.

They connect shared supplier and item identity to sourcing, supplier governance, commercial structure, supply planning, inventory policy, inbound logistics, receiving and procurement controls while preserving the ownership of Shared Enterprise, Production, HR, Quality and future Finance architectures.

This gives later synthetic purchasing, inventory and supply-chain data a coherent structural foundation so operational events can behave like parts of one company rather than independent synthetic tables.
