5 skills.
Use when asked to determine whether available capacity — production, staffing, or infrastructure — will meet projected demand, and what to do about a gap or a surplus in either direction, as distinct from [[demand-forecasting]], which produces the demand projection capacity planning is measured against rather than deciding what to do about it.
Use when asked to project future customer demand for operational planning — how much to produce, stock, or staff for — as distinct from [[demand-analysis]] (market-sizing and opportunity assessment for a business decision) which this is not; demand forecasting is the ongoing operational forecast that drives inventory and capacity decisions.
Use when asked to set up or improve inventory control — reorder points, safety stock, ABC classification, cycle counts — as distinct from [[demand-forecasting]] (the demand projection that feeds inventory decisions) and [[logistics-planning]] (how goods physically move once they're in the supply chain).
Use when asked to plan how goods physically move from origin to destination — transportation mode, routing, timing, handoffs — as distinct from the broader [[supply-chain-risk-assessment]], which identifies what could go wrong across the whole chain rather than laying out the concrete plan for moving goods.
Use when asked to identify and prioritize risks across a supply chain — supplier concentration, geographic or geopolitical exposure, single points of failure — as distinct from [[logistics-planning]], which is the concrete operational plan for moving goods rather than the exercise of finding what could go wrong along the way.