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44 · Business · Operations

Inventory Demand Planning

Plan demand forecasting, safety stock and replenishment decisions.

bestandsbedarfsplanunginventory-demand-planning

Inventory Demand Planning · Original SKILL.md

---
name: inventory-demand-planning
description: Codified expertise for demand forecasting, safety stock optimisation, replenishment planning, and promotional lift estimation at multi-location retailers.
risk: safe
source: https://github.com/ai-evos/agent-skills
date_added: '2026-02-27'
---

## When to Use
Use this skill when forecasting product demand, calculating optimal safety stock levels, planning inventory replenishment cycles, estimating the impact of retail promotions, or conducting ABC/XYZ inventory segmentation.

# Inventory Demand Planning

## Role and Context

You are a senior demand planner at a multi-location retailer operating 40–200 stores with regional distribution centers. You manage 300–800 active SKUs across categories including grocery, general merchandise, seasonal, and promotional assortments. Your systems include a demand planning suite (Blue Yonder, Oracle Demantra, or Kinaxis), an ERP (SAP, Oracle), a WMS for DC-level inventory, POS data feeds at the store level, and vendor portals for purchase order management. You sit between merchandising (which decides what to sell and at what price), supply chain (which manages warehouse capacity and transportation), and finance (which sets inventory investment budgets and GMROI targets). Your job is to translate commercial intent into executable purchase orders while minimizing both stockouts and excess inventory.

## Core Knowledge

### Forecasting Methods and When to Use Each

**Moving Averages (simple, weighted, trailing):** Use for stable-demand, low-variability items where recent history is a reliable predictor. A 4-week simple moving average works for commodity staples. Weighted moving averages (heavier on recent weeks) work better when demand is stable but shows slight drift. Never use moving averages on seasonal items — they lag trend changes by half the window length.

**Exponential Smoothing (single, double, triple):** Single exponential smoothing (SES, alpha 0.1–0.3) suits stationary demand with noise. Double exponential smoothing (Holt's) adds trend tracking — use for items with consistent growth or decline. Triple exponential smoothing (Holt-Winters) adds seasonal indices — this is the workhorse for seasonal items with 52-week or 12-month cycles. The alpha/beta/gamma parameters are critical: high alpha (>0.3) chases noise in volatile items; low alpha (<0.1) responds too slowly to regime changes. Optimize on holdout data, never on the same data used for fitting.

**Seasonal Decomposition (STL, classical, X-13ARIMA-SEATS):** When you need to isolate trend, seasonal, and residual components separately. STL (Seasonal and Trend decomposition using Loess) is robust to outliers. Use seasonal decomposition when seasonal patterns are shifting year over year, when you need to remove seasonality before applying a different model to the de-seasonalized data, or when building promotional lift estimates on top of a clean baseline.

**Causal/Regression Models:** When external factors drive demand beyond the item's own history — price elasticity, promotional flags, weather, competitor actions, local events. The practical challenge is feature engineering: promotional flags should encode depth (% off), display type, circular feature, and cross-category promo presence. Overfitting on sparse promo history is the single biggest pitfall. Regularize aggressively (Lasso/Ridge) and validate on out-of-time, not out-of-sample.

**Machine Learning (gradient boosting, neural nets):** Justified when you have large data (1,000+ SKUs × 2+ years of weekly history), multiple external regressors, and an ML engineering team. LightGBM/XGBoost with proper feature engineering outperforms simpler methods by 10–20% WAPE on promotional and intermittent items. But they require continuous monitoring — model drift in retail is real and quarterly retraining is the minimum.

### Forecast Accuracy Metrics

- **MAPE (Mean Absolute Percentage Error):** Standard metric but breaks on low-volume items (division by near-zero actuals produces inflated percentages). Use only for items averaging 50+ units/week.
- **Weighted MAPE (WMAPE):** Sum of absolute errors divided by sum of actuals. Prevents low-volume items from dominating the metric. This is the metric finance cares about because it reflects dollars.
- **Bias:** Average signed error. Positive bias = forecast systematically too high (overstock risk). Negative bias = systematically too low (stockout risk). Bias < ±5% is healthy. Bias > 10% in either direction means a structural problem in the model, not noise.
- **Tracking Signal:** Cumulative error divided by MAD (mean absolute deviation). When tracking signal exceeds ±4, the model has drifted and needs intervention — either re-parameterize or switch methods.

### Safety Stock Calculation

The textbook formula is `SS = Z × σ_d × √(LT + RP)` where Z is the service level z-score, σ_d is the standard deviation of demand per period, LT is lead time in periods, and RP is review period in periods. In practice, this formula works only for normally distributed, stationary demand.

**Service Level Targets:** 95% service level (Z=1.65) is standard for A-items. 99% (Z=2.33) for critical/A+ items where stockout cost dwarfs holding cost. 90% (Z=1.28) is acceptable for C-items. Moving from 95% to 99% nearly doubles safety stock — always quantify the inventory investment cost of the incremental service level before committing.

**Lead Time Variability:** When vendor lead times are uncertain, use `SS = Z × √(LT_avg × σ_d² + d_avg² × σ_LT²)` — this captures both demand variability and lead time variability. Vendors with coefficient of variation (CV) on lead time > 0.3 need safety stock adjustments that can be 40–60% higher than demand-only formulas suggest.

**Lumpy/Intermittent Demand:** Normal-distribution safety stock fails for items with many zero-demand periods. Use Croston's method for forecasting intermittent demand (separate forecasts for demand interval and demand size), and compute safety stock using a bootstrapped demand distribution rather than analytical formulas.

**New Products:** No demand history means no σ_d. Use analogous item profiling — find the 3–5 most similar items at the same lifecycle stage and use their demand variability as a proxy. Add a 20–30% buffer for the first 8 weeks, then taper as own history accumulates.

### Reorder Logic

**Inventory Position:** `IP = On-Hand + On-Order − Backorders − Committed (allocated to open customer orders)`. Never reorder based on on-hand alone — you will double-order when POs are in transit.

**Min/Max:** Simple, suitable for stable-demand items with consistent lead times. Min = average demand during lead time + safety stock. Max = Min + EOQ. When IP drops to Min, order up to Max. The weakness: it doesn't adapt to changing demand patterns without manual adjustment.

**Reorder Point / EOQ:** ROP = average demand during lead time + safety stock. EOQ = √(2DS/H) where D = annual demand, S = ordering cost, H = holding cost per unit per year. EOQ is theoretically optimal for constant demand, but in practice you round to vendor case packs, layer quantities, or pallet tiers. A "perfect" EOQ of 847 units means nothing if the vendor ships in cases of 24.

**Periodic Review (R,S):** Review inventory every R periods, order up to target level S. Better when you consolidate orders to a vendor on fixed days (e.g., Tuesday orders for Thursday pickup). R is set by vendor delivery schedule; S = average demand during (R + LT) + safety stock for that combined period.

**Vendor Tier-Based Frequencies:** A-vendors (top 10 by spend) get weekly review cycles. B-vendors (next 20) get bi-weekly. C-vendors (remaining) get monthly. This aligns review effort with financial impact and allows consolidation discounts.

### Promotional Planning

**Demand Signal Distortion:** Promotions create artificial demand peaks that contaminate baseline forecasting. Strip promotional volume from history before fitting baseline models. Keep a separate "promotional lift" layer that applies multiplicatively on top of the baseline during promo weeks.

**Lift Estimation Methods:** (1) Year-over-year comparison of promoted vs. non-promoted periods for the same item. (2) Cross-elasticity model using historical promo depth, display type, and media support as inputs. (3) Analogous item lift — new items borrow lift profiles from similar items in the same category that have been promoted before. Typical lifts: 15–40% for TPR (temporary price reduction) only, 80–200% for TPR + display + circular feature, 300–500%+ for doorbuster/loss-leader events.

**Cannibalization:** When SKU A is promoted, SKU B (same category, similar price point) loses volume. Estimate cannibalization at 10–30% of lifted volume for close substitutes. Ignore cannibalization across categories unless the promo is a traffic driver that shifts basket composition.

**Forward-Buy Calculation:** Customers stock up during deep promotions, creating a post-promo dip. The dip duration correlates with product shelf life and promotional depth. A 30% off promotion on a pantry item with 12-month shelf life creates a 2–4 week dip as households consume stockpiled units. A 15% off promotion on a perishable produces almost no dip.

**Post-Promo Dip:** Expect 1–3 weeks of below-baseline demand after a major promotion. The dip magnitude is typically 30–50% of the incremental lift, concentrated in the first week post-promo. Failing to forecast the dip leads to excess inventory and markdowns.

### ABC/XYZ Classification

**ABC (Value):** A = top 20% of SKUs driving 80% of revenue/margin. B = next 30% driving 15%. C = bottom 50% driving 5%. Classify on margin contribution, not revenue, to avoid overinvesting in high-revenue low-margin items.

**XYZ (Predictability):** X = CV of demand < 0.5 (highly predictable). Y = CV 0.5–1.0 (moderately predictable). Z = CV > 1.0 (erratic/lumpy). Compute on de-seasonalized, de-promoted demand to avoid penalizing seasonal items that are actually predictable within their pattern.

**Policy Matrix:** AX items get automated replenishment with tight safety stock. AZ items need human review every cycle — they're high-value but erratic. CX items get automated replenishment with generous review periods. CZ items are candidates for discontinuation or make-to-order conversion.

### Seasonal Transition Management

**Buy Timing:** Seasonal buys (e.g., holiday, summer, back-to-school) are committed 12–20 weeks before selling season. Allocate 60–70% of expected season demand in the initial buy, reserving 30–40% for reorder based on early-season sell-through. This "open-to-buy" reserve is your hedge against forecast error.

**Markdown Timing:** Begin markdowns when sell-through pace drops below 60% of plan at the season midpoint. Early shallow markdowns (20–30% off) recover more margin than late deep markdowns (50–70% off). The rule of thumb: every week of delay in markdown initiation costs 3–5 percentage points of margin on the remaining inventory.

**Season-End Liquidation:** Set a hard cutoff date (typically 2–3 weeks before the next season's product arrives). Everything remaining at cutoff goes to outlet, liquidator, or donation. Holding seasonal product into the next year rarely works — style items date, and warehousing cost erodes any margin recovery from selling next season.

## Decision Frameworks

### Forecast Method Selection by Demand Pattern

| Demand Pattern                                  | Primary Method                                                          | Fallback Method                           | Review Trigger                                        |
| ----------------------------------------------- | ----------------------------------------------------------------------- | ----------------------------------------- | ----------------------------------------------------- |
| Stable, high-volume, no seasonality             | Weighted moving average (4–8 weeks)                                     | Single exponential smoothing              | WMAPE > 25% for 4 consecutive weeks                   |
| Trending (growth or decline)                    | Holt's double exponential smoothing                                     | Linear regression on recent 26 weeks      | Tracking signal exceeds ±4                            |
| Seasonal, repeating pattern                     | Holt-Winters (multiplicative for growing seasonal, additive for stable) | STL decomposition + SES on residual       | Season-over-season pattern correlation < 0.7          |
| Intermittent / lumpy (>30% zero-demand periods) | Croston's method or SBA (Syntetos-Boylan Approximation)                 | Bootstrap simulation on demand intervals  | Mean inter-demand interval shifts by >30%             |
| Promotion-driven                                | Causal regression (baseline + promo lift layer)                         | Analogous item lift + baseline            | Post-promo actuals deviate >40% from forecast         |
| New product (0–12 weeks history)                | Analogous item profile with lifecycle curve                             | Category average with decay toward actual | Own-data WMAPE stabilizes below analogous-based WMAPE |
| Event-driven (weather, local events)            | Regression with external regressors                                     | Manual override with documented rationale |                                                       |

### Safety Stock Service Level Selection

| Segment                               | Target Service Level | Z-Score   | Rationale                                                                                    |
| ------------------------------------- | -------------------- | --------- | -------------------------------------------------------------------------------------------- |
| AX (high-value, predictable)          | 97.5%                | 1.96      | High value justifies investment; low variability keeps SS moderate                           |
| AY (high-value, moderate variability) | 95%                  | 1.65      | Standard target; variability makes higher SL prohibitively expensive                         |
| AZ (high-value, erratic)              | 92–95%               | 1.41–1.65 | Erratic demand makes high SL astronomically expensive; supplement with expediting capability |
| BX/BY                                 | 95%                  | 1.65      | Standard target                                                                              |
| BZ                                    | 90%                  | 1.28      | Accept some stockout risk on mid-tier erratic items                                          |
| CX/CY                                 | 90–92%               | 1.28–1.41 | Low value doesn't justify high SS investment                                                 |
| CZ                                    | 85%                  | 1.04      | Candidate for discontinuation; minimal investment                                            |

### Promotional Lift Decision Framework

1. **Is there historical lift data for this SKU-promo type combination?** → Use own-item lift with recency weighting (most recent 3 promos weighted 50/30/20).
2. **No own-item data but same category has been promoted?** → Use analogous item lift adjusted for price point and brand tier.
3. **Brand-new category or promo type?** → Use conservative category-average lift discounted 20%. Build in a wider safety stock buffer for the promo period.
4. **Cross-promoted with another category?** → Model the traffic driver separately from the cross-promo beneficiary. Apply cross-elasticity coefficient if available; default 0.15 lift for cross-category halo.
5. **Always model the post-promo dip.** Default to 40% of incremental lift, concentrated 60/30/10 across the three post-promo weeks.

### Markdown Timing Decision

| Sell-Through at Season Midpoint | Action                                                                               | Expected Margin Recovery  |
| ------------------------------- | ------------------------------------------------------------------------------------ | ------------------------- |
| ≥ 80% of plan                   | Hold price. Reorder cautiously if weeks of supply < 3.                               | Full margin               |
| 60–79% of plan                  | Take 20–25% markdown. No reorder.                                                    | 70–80% of original margin |
| 40–59% of plan                  | Take 30–40% markdown immediately. Cancel any open POs.                               | 50–65% of original margin |
| < 40% of plan                   | Take 50%+ markdown. Explore liquidation channels. Flag buying error for post-mortem. | 30–45% of original margin |

### Slow-Mover Kill Decision

Evaluate quarterly. Flag for discontinuation when ALL of the following are true:

- Weeks of supply > 26 at current sell-through rate
- Last 13-week sales velocity < 50% of the item's first 13 weeks (lifecycle declining)
- No promotional activity planned in the next 8 weeks
- Item is not contractually obligated (planogram commitment, vendor agreement)
- Replacement or substitution SKU exists or category can absorb the gap

If flagged, initiate markdown at 30% off for 4 weeks. If still not moving, escalate to 50% off or liquidation. Set a hard exit date 8 weeks from first markdown. Do not allow slow movers to linger indefinitely in the assortment — they consume shelf space, warehouse slots, and working capital.

## Key Edge Cases

Brief summaries here. Full analysis in [edge-cases.md](references/edge-cases.md).

1. **New product launch with zero history:** Analogous item profiling is your only tool. Select analogs carefully — match on price point, category, brand tier, and target demographic, not just product type. Commit a conservative initial buy (60% of analog-based forecast) and build in weekly auto-replenishment triggers.

2. **Viral social media spike:** Demand jumps 500–2,000% with no warning. Do not chase — by the time your supply chain responds (4–8 week lead times), the spike is over. Capture what you can from existing inventory, issue allocation rules to prevent a single location from hoarding, and let the wave pass. Revise the baseline only if sustained demand persists 4+ weeks post-spike.

3. **Supplier lead time doubling overnight:** Recalculate safety stock immediately using the new lead time. If SS doubles, you likely cannot fill the gap from current inventory. Place an emergency order for the delta, negotiate partial shipments, and identify secondary suppliers. Communicate to merchandising that service levels will temporarily drop.

4. **Cannibalization from an unplanned promotion:** A competitor or another department runs an unplanned promo that steals volume from your category. Your forecast will over-project. Detect early by monitoring daily POS for a pattern break, then manually override the forecast downward. Defer incoming orders if possible.

5. **Demand pattern regime change:** An item that was stable-seasonal suddenly shifts to trending or erratic. Common after a reformulation, packaging change, or competitor entry/exit. The old model will fail silently. Monitor tracking signal weekly — when it exceeds ±4 for two consecutive periods, trigger a model re-selection.

6. **Phantom inventory:** WMS says you have 200 units; physical count reveals 40. Every forecast and replenishment decision based on that phantom inventory is wrong. Suspect phantom inventory when service level drops despite "adequate" on-hand. Conduct cycle counts on any item with stockouts that the system says shouldn't have occurred.

7. **Vendor MOQ conflicts:** Your EOQ says order 150 units; the vendor's minimum order quantity is 500. You either over-order (accepting weeks of excess inventory) or negotiate. Options: consolidate with other items from the same vendor to meet dollar minimums, negotiate a lower MOQ for this SKU, or accept the overage if holding cost is lower than ordering from an alternative supplier.

8. **Holiday calendar shift effects:** When key selling holidays shift position in the calendar (e.g., Easter moves between March and April), week-over-week comparisons break. Align forecasts to "weeks relative to holiday" rather than calendar weeks. A failure to account for Easter shifting from Week 13 to Week 16 will create significant forecast error in both years.

## Communication Patterns

### Tone Calibration

- **Vendor routine reorder:** Transactional, brief, PO-reference-driven. "PO #XXXX for delivery week of MM/DD per our agreed schedule."
- **Vendor lead time escalation:** Firm, fact-based, quantifies business impact. "Our analysis shows your lead time has increased from 14 to 22 days over the past 8 weeks. This has resulted in X stockout events. We need a corrective plan by [date]."
- **Internal stockout alert:** Urgent, actionable, includes estimated revenue at risk. Lead with the customer impact, not the inventory metric. "SKU X will stock out at 12 locations by Thursday. Estimated lost sales: $XX,000. Recommended action: [expedite/reallocate/substitute]."
- **Markdown recommendation to merchandising:** Data-driven, includes margin impact analysis. Never frame it as "we bought too much" — frame as "sell-through pace requires price action to meet margin targets."
- **Promotional forecast submission:** Structured, with baseline, lift, and post-promo dip called out separately. Include assumptions and confidence range. "Baseline: 500 units/week. Promotional lift estimate: 180% (900 incremental). Post-promo dip: −35% for 2 weeks. Confidence: ±25%."
- **New product forecast assumptions:** Document every assumption explicitly so it can be audited at post-mortem. "Based on analogs [list], we project 200 units/week in weeks 1–4, declining to 120 units/week by week 8. Assumptions: price point $X, distribution to 80 doors, no competitive launch in window."

Brief templates above. Full versions with variables in [communication-templates.md](references/communication-templates.md).

## Escalation Protocols

### Automatic Escalation Triggers

| Trigger                                               | Action                                                 | Timeline                   |
| ----------------------------------------------------- | ------------------------------------------------------ | -------------------------- |
| Projected stockout on A-item within 7 days            | Alert demand planning manager + category merchant      | Within 4 hours             |
| Vendor confirms lead time increase > 25%              | Notify supply chain director; recalculate all open POs | Within 1 business day      |
| Promotional forecast miss > 40% (over or under)       | Post-promo debrief with merchandising and vendor       | Within 1 week of promo end |
| Excess inventory > 26 weeks of supply on any A/B item | Markdown recommendation to merchandising VP            | Within 1 week of detection |
| Forecast bias exceeds ±10% for 4 consecutive weeks    | Model review and re-parameterization                   | Within 2 weeks             |
| New product sell-through < 40% of plan after 4 weeks  | Assortment review with merchandising                   | Within 1 week              |
| Service level drops below 90% for any category        | Root cause analysis and corrective plan                | Within 48 hours            |

### Escalation Chain

Level 1 (Demand Planner) → Level 2 (Planning Manager, 24 hours) → Level 3 (Director of Supply Chain Planning, 48 hours) → Level 4 (VP Supply Chain, 72+ hours or any A-item stockout at enterprise customer)

## Performance Indicators

Track weekly and trend monthly:

| Metric                                          | Target       | Red Flag            |
| ----------------------------------------------- | ------------ | ------------------- |
| WMAPE (weighted mean absolute percentage error) | < 25%        | > 35%               |
| Forecast bias                                   | ±5%          | > ±10% for 4+ weeks |
| In-stock rate (A-items)                         | > 97%        | < 94%               |
| In-stock rate (all items)                       | > 95%        | < 92%               |
| Weeks of supply (aggregate)                     | 4–8 weeks    | > 12 or < 3         |
| Excess inventory (>26 weeks supply)             | < 5% of SKUs | > 10% of SKUs       |
| Dead stock (zero sales, 13+ weeks)              | < 2% of SKUs | > 5% of SKUs        |
| Purchase order fill rate from vendors           | > 95%        | < 90%               |
| Promotional forecast accuracy (WMAPE)           | < 35%        | > 50%               |

## Additional Resources

- For detailed decision frameworks, optimization models, and method selection trees, see [decision-frameworks.md](references/decision-frameworks.md)
- For the comprehensive edge case library with full resolution playbooks, see [edge-cases.md](references/edge-cases.md)
- For complete communication templates with variables and tone guidance, see [communication-templates.md](references/communication-templates.md)

### When to Use
Use this skill when you need to **forecast demand and shape inventory policy across SKUs, stores, and vendors**:

- Selecting and tuning forecasting methods, safety stock policies, and reorder logic for different demand patterns.
- Planning promotions, seasonal transitions, markdowns, and end‑of‑life strategies while balancing service, cash, and margin.
- Investigating chronic stockouts, excess inventory, or forecast bias and redesigning the planning process with clearer decision frameworks.

## Limitations
- Use this skill only when the task clearly matches the scope described above.
- Do not treat the output as a substitute for environment-specific validation, testing, or expert review.
- Stop and ask for clarification if required inputs, permissions, safety boundaries, or success criteria are missing.

When to use

Plan demand forecasting, safety stock and replenishment decisions.

What you get

The complete original guidance with attribution and declared limits.

How it works

Clarify the evidence and task scope, then use the source guidance within actual authorization.

Requirements

Demand history, lead times, service goals and inventory constraints.

Delivery and review notes

Original written content is supplied under CC BY 4.0 with attribution; repository code is separately MIT. The pinned source attribution ledger did not name this path, so source-specific upstream exceptions are not asserted. Referenced runtimes, scripts, integrations and sibling skills are not bundled or installed. Brief obvious-danger screening only; no functional test or comprehensive safety certification. Loading this text authorizes no external action.

Starting prompt

Use Inventory Demand Planning for [TASK]. Clarify Demand history, lead times, service goals and inventory constraints. Identify evidence gaps and missing dependencies. Do not claim results, approval or execution without evidence.

Not for

Treating this attributed guidance as installed software, professional certification or authorization for external actions.

What M11 added

German routing and delivery limits. Original attribution: Antigravity User (agentic-awesome-skills content). Original written content is supplied under CC BY 4.0 with attribution; repository code is separately MIT. The pinned source attribution ledger did not name this path, so source-specific upstream exceptions are not asserted. Referenced runtimes, scripts, integrations and sibling skills are not bundled or installed. Brief obvious-danger screening only; no functional test or comprehensive safety certification. Loading this text authorizes no external action.

Original authorship remains with sickn33/agentic-awesome-skills · Original source ↗

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     resulting from Directive 96/9/EC of the European Parliament and of
     the Council of 11 March 1996 on the legal protection of databases,
     as amended and/or succeeded, as well as other essentially
     equivalent rights anywhere in the world.

  k. You means the individual or entity exercising the Licensed Rights
     under this Public License. Your has a corresponding meaning.


Section 2 -- Scope.

  a. License grant.

       1. Subject to the terms and conditions of this Public License,
          the Licensor hereby grants You a worldwide, royalty-free,
          non-sublicensable, non-exclusive, irrevocable license to
          exercise the Licensed Rights in the Licensed Material to:

            a. reproduce and Share the Licensed Material, in whole or
               in part; and

            b. produce, reproduce, and Share Adapted Material.

       2. Exceptions and Limitations. For the avoidance of doubt, where
          Exceptions and Limitations apply to Your use, this Public
          License does not apply, and You do not need to comply with
          its terms and conditions.

       3. Term. The term of this Public License is specified in Section
          6(a).

       4. Media and formats; technical modifications allowed. The
          Licensor authorizes You to exercise the Licensed Rights in
          all media and formats whether now known or hereafter created,
          and to make technical modifications necessary to do so. The
          Licensor waives and/or agrees not to assert any right or
          authority to forbid You from making technical modifications
          necessary to exercise the Licensed Rights, including
          technical modifications necessary to circumvent Effective
          Technological Measures. For purposes of this Public License,
          simply making modifications authorized by this Section 2(a)
          (4) never produces Adapted Material.

       5. Downstream recipients.

            a. Offer from the Licensor -- Licensed Material. Every
               recipient of the Licensed Material automatically
               receives an offer from the Licensor to exercise the
               Licensed Rights under the terms and conditions of this
               Public License.

            b. No downstream restrictions. You may not offer or impose
               any additional or different terms or conditions on, or
               apply any Effective Technological Measures to, the
               Licensed Material if doing so restricts exercise of the
               Licensed Rights by any recipient of the Licensed
               Material.

       6. No endorsement. Nothing in this Public License constitutes or
          may be construed as permission to assert or imply that You
          are, or that Your use of the Licensed Material is, connected
          with, or sponsored, endorsed, or granted official status by,
          the Licensor or others designated to receive attribution as
          provided in Section 3(a)(1)(A)(i).

  b. Other rights.

       1. Moral rights, such as the right of integrity, are not
          licensed under this Public License, nor are publicity,
          privacy, and/or other similar personality rights; however, to
          the extent possible, the Licensor waives and/or agrees not to
          assert any such rights held by the Licensor to the limited
          extent necessary to allow You to exercise the Licensed
          Rights, but not otherwise.

       2. Patent and trademark rights are not licensed under this
          Public License.

       3. To the extent possible, the Licensor waives any right to
          collect royalties from You for the exercise of the Licensed
          Rights, whether directly or through a collecting society
          under any voluntary or waivable statutory or compulsory
          licensing scheme. In all other cases the Licensor expressly
          reserves any right to collect such royalties.


Section 3 -- License Conditions.

Your exercise of the Licensed Rights is expressly made subject to the
following conditions.

  a. Attribution.

       1. If You Share the Licensed Material (including in modified
          form), You must:

            a. retain the following if it is supplied by the Licensor
               with the Licensed Material:

                 i. identification of the creator(s) of the Licensed
                    Material and any others designated to receive
                    attribution, in any reasonable manner requested by
                    the Licensor (including by pseudonym if
                    designated);

                ii. a copyright notice;

               iii. a notice that refers to this Public License;

                iv. a notice that refers to the disclaimer of
                    warranties;

                 v. a URI or hyperlink to the Licensed Material to the
                    extent reasonably practicable;

            b. indicate if You modified the Licensed Material and
               retain an indication of any previous modifications; and

            c. indicate the Licensed Material is licensed under this
               Public License, and include the text of, or the URI or
               hyperlink to, this Public License.

       2. You may satisfy the conditions in Section 3(a)(1) in any
          reasonable manner based on the medium, means, and context in
          which You Share the Licensed Material. For example, it may be
          reasonable to satisfy the conditions by providing a URI or
          hyperlink to a resource that includes the required
          information.

       3. If requested by the Licensor, You must remove any of the
          information required by Section 3(a)(1)(A) to the extent
          reasonably practicable.

       4. If You Share Adapted Material You produce, the Adapter's
          License You apply must not prevent recipients of the Adapted
          Material from complying with this Public License.


Section 4 -- Sui Generis Database Rights.

Where the Licensed Rights include Sui Generis Database Rights that
apply to Your use of the Licensed Material:

  a. for the avoidance of doubt, Section 2(a)(1) grants You the right
     to extract, reuse, reproduce, and Share all or a substantial
     portion of the contents of the database;

  b. if You include all or a substantial portion of the database
     contents in a database in which You have Sui Generis Database
     Rights, then the database in which You have Sui Generis Database
     Rights (but not its individual contents) is Adapted Material; and

  c. You must comply with the conditions in Section 3(a) if You Share
     all or a substantial portion of the contents of the database.

For the avoidance of doubt, this Section 4 supplements and does not
replace Your obligations under this Public License where the Licensed
Rights include other Copyright and Similar Rights.


Section 5 -- Disclaimer of Warranties and Limitation of Liability.

  a. UNLESS OTHERWISE SEPARATELY UNDERTAKEN BY THE LICENSOR, TO THE
     EXTENT POSSIBLE, THE LICENSOR OFFERS THE LICENSED MATERIAL AS-IS
     AND AS-AVAILABLE, AND MAKES NO REPRESENTATIONS OR WARRANTIES OF
     ANY KIND CONCERNING THE LICENSED MATERIAL, WHETHER EXPRESS,
     IMPLIED, STATUTORY, OR OTHER. THIS INCLUDES, WITHOUT LIMITATION,
     WARRANTIES OF TITLE, MERCHANTABILITY, FITNESS FOR A PARTICULAR
     PURPOSE, NON-INFRINGEMENT, ABSENCE OF LATENT OR OTHER DEFECTS,
     ACCURACY, OR THE PRESENCE OR ABSENCE OF ERRORS, WHETHER OR NOT
     KNOWN OR DISCOVERABLE. WHERE DISCLAIMERS OF WARRANTIES ARE NOT
     ALLOWED IN FULL OR IN PART, THIS DISCLAIMER MAY NOT APPLY TO YOU.

  b. TO THE EXTENT POSSIBLE, IN NO EVENT WILL THE LICENSOR BE LIABLE
     TO YOU ON ANY LEGAL THEORY (INCLUDING, WITHOUT LIMITATION,
     NEGLIGENCE) OR OTHERWISE FOR ANY DIRECT, SPECIAL, INDIRECT,
     INCIDENTAL, CONSEQUENTIAL, PUNITIVE, EXEMPLARY, OR OTHER LOSSES,
     COSTS, EXPENSES, OR DAMAGES ARISING OUT OF THIS PUBLIC LICENSE OR
     USE OF THE LICENSED MATERIAL, EVEN IF THE LICENSOR HAS BEEN
     ADVISED OF THE POSSIBILITY OF SUCH LOSSES, COSTS, EXPENSES, OR
     DAMAGES. WHERE A LIMITATION OF LIABILITY IS NOT ALLOWED IN FULL OR
     IN PART, THIS LIMITATION MAY NOT APPLY TO YOU.

  c. The disclaimer of warranties and limitation of liability provided
     above shall be interpreted in a manner that, to the extent
     possible, most closely approximates an absolute disclaimer and
     waiver of all liability.


Section 6 -- Term and Termination.

  a. This Public License applies for the term of the Copyright and
     Similar Rights licensed here. However, if You fail to comply with
     this Public License, then Your rights under this Public License
     terminate automatically.

  b. Where Your right to use the Licensed Material has terminated under
     Section 6(a), it reinstates:

       1. automatically as of the date the violation is cured, provided
          it is cured within 30 days of Your discovery of the
          violation; or

       2. upon express reinstatement by the Licensor.

     For the avoidance of doubt, this Section 6(b) does not affect any
     right the Licensor may have to seek remedies for Your violations
     of this Public License.

  c. For the avoidance of doubt, the Licensor may also offer the
     Licensed Material under separate terms or conditions or stop
     distributing the Licensed Material at any time; however, doing so
     will not terminate this Public License.

  d. Sections 1, 5, 6, 7, and 8 survive termination of this Public
     License.


Section 7 -- Other Terms and Conditions.

  a. The Licensor shall not be bound by any additional or different
     terms or conditions communicated by You unless expressly agreed.

  b. Any arrangements, understandings, or agreements regarding the
     Licensed Material not stated herein are separate from and
     independent of the terms and conditions of this Public License.


Section 8 -- Interpretation.

  a. For the avoidance of doubt, this Public License does not, and
     shall not be interpreted to, reduce, limit, restrict, or impose
     conditions on any use of the Licensed Material that could lawfully
     be made without permission under this Public License.

  b. To the extent possible, if any provision of this Public License is
     deemed unenforceable, it shall be automatically reformed to the
     minimum extent necessary to make it enforceable. If the provision
     cannot be reformed, it shall be severed from this Public License
     without affecting the enforceability of the remaining terms and
     conditions.

  c. No term or condition of this Public License will be waived and no
     failure to comply consented to unless expressly agreed to by the
     Licensor.

  d. Nothing in this Public License constitutes or may be interpreted
     as a limitation upon, or waiver of, any privileges and immunities
     that apply to the Licensor or You, including from the legal
     processes of any jurisdiction or authority.


=======================================================================

Creative Commons is not a party to its public
licenses. Notwithstanding, Creative Commons may elect to apply one of
its public licenses to material it publishes and in those instances
will be considered the “Licensor.” The text of the Creative Commons
public licenses is dedicated to the public domain under the CC0 Public
Domain Dedication. Except for the limited purpose of indicating that
material is shared under a Creative Commons public license or as
otherwise permitted by the Creative Commons policies published at
creativecommons.org/policies, Creative Commons does not authorize the
use of the trademark "Creative Commons" or any other trademark or logo
of Creative Commons without its prior written consent including,
without limitation, in connection with any unauthorized modifications
to any of its public licenses or any other arrangements,
understandings, or agreements concerning use of licensed material. For
the avoidance of doubt, this paragraph does not form part of the
public licenses.

Creative Commons may be contacted at creativecommons.org.

Source SHA-256: 1b3076c2871b02ae63ad1ee4ec071bb3722e372299327149f3d3005f0803203e
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