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One Skill. Three paths. See exactly what changes when you run a Skill inside a Project and what stays the same no matter what.
A Skill is your professional standard operating procedure. It defines exactly how a task gets done: the steps, the structure, the language rules, the output format, and the brand defaults. It belongs to you, not any client. It works the same way every time it is called, regardless of where it is used.
A Project is a client-specific workspace. It holds everything that is true for one client and only that client: their files, their context, their preferences, and any rules that override your standard process. When you run a Skill inside a Project, the Project shapes the output for that client without changing the Skill itself.
The Skill is your standard. The Project is the client exception. When they conflict, the Project always wins. This exercise shows exactly where each client's Project diverges from the Skill baseline, step by step.
Each row is one step. A colored left border means that path does something different at that step. White background means the Skill default runs unchanged.
About Empresa Costa Rica S.A.
Empresa Costa Rica is a consumer goods distributor operating across Central America. The business runs three warehouse locations: its headquarters and main distribution hub in San Jose, Costa Rica, a secondary distribution point in Managua, Nicaragua serving the northern corridor, and a smaller transit warehouse in Panama City, Panama for southbound shipments.
Each warehouse operates in its own local currency. San Jose books in Costa Rican Colones (CRC). Managua books in Nicaraguan Cordobas (NIO). Panama City books in Panamanian Balboas (PAB), which is pegged 1:1 to the US dollar and requires no conversion. To produce a single consolidated inventory value for the CFO, all three must be converted to CRC first, then from CRC to USD. That means three separate exchange rates must be sourced, declared, and applied before any consolidated figure is valid.
The additional challenge this month: the Managua team submitted their data file five days late and without a COGS figure. This creates a reconciliation gap that cannot be closed without CFO disclosure. The monthly closing report cannot be marked final until that gap is acknowledged.
Each warehouse is a separate file, a separate currency, and a separate data quality situation. All three must consolidate before a single number goes into the report.
Consolidated Total after FX chain
| Location | Local Value | Converted to CRC | Converted to USD | Status |
|---|---|---|---|---|
| San Jose (CRC) | CRC 170,500,000 | 170,500,000 | 329,150 | 🟡 COGS est. |
| Managua (NIO) | NIO 1,664,000 | 23,878,400 | 46,098 | 🔴 Preliminary |
| Panama City (PAB) | USD 114,600 | 59,362,800 | 114,600 | 🟢 Confirmed |
| Consolidated Total | 253,741,200 | 489,848 | 🔴 Gap CRC ~4.1M - CFO disclosure required |
About Singapore Manufacturing Co Pte Ltd
Singapore Manufacturing is a precision components manufacturer supplying three industries: aerospace, automotive, and industrial equipment. Unlike Empresa Costa Rica which is a distributor moving finished goods between locations, this company makes things. That single fact changes the entire inventory picture.
At any point in time, the factory holds two fundamentally different types of inventory. Raw materials are inputs sitting on the production floor waiting to enter manufacturing. They have not yet generated any revenue. Finished goods are completed units waiting to ship to customers. They are ready to convert to cash. These two categories carry different financial risk, move at different speeds, and require different decisions from the CFO. Reporting them as a single combined inventory figure hides which part of the balance sheet is healthy and which is not.
The company operates from a single location in Singapore and reports in Singapore Dollars (SGD) with USD shown as a secondary reference. The exchange rate must be sourced exclusively from the Monetary Authority of Singapore (MAS) daily rate. No estimated or third-party rates are accepted by this client.
Because aerospace and industrial production cycles are long, raw materials can sit in the factory for months before being consumed. A 90-day slow-moving rule would generate false alarms on perfectly normal RM stock. So this client sets the raw material slow-moving threshold at 150 days. Finished goods, however, should be shipping regularly to customers. Those are held to a tighter 90-day threshold. Two inventory types, two different rules, both overriding the Skill default of a single 90-day threshold.
Finally, this client requires all deliverables to carry their corporate brand. Their reports use navy (#1B3A6B) and gold (#C9A84C) instead of IOP red. The IOP website URL does not appear in the footer. The report should look like a Singapore Manufacturing document prepared by IOP, not an IOP document delivered to Singapore Manufacturing.
Project B - Inventory Split by Category (October 2025 / Q3 FY2025)
| Line Item | Raw Materials (SGD) | Finished Goods (SGD) | Total (SGD) | USD at 1.34 | Flag |
|---|---|---|---|---|---|
| Opening inventory | 1,890,000 | 2,310,000 | 4,200,000 | 3,134,328 | 🟢 SAP confirmed |
| Purchases / production input | 620,000 | 270,000 | 890,000 | 664,179 | 🟢 Actual |
| COGS / materials consumed | 310,000 | 450,000 | 760,000 | 567,164 | 🟢 Actual - SAP |
| Closing inventory | 2,200,000 | 2,130,000 | 4,330,000 | 3,231,343 | 🟢 Confirmed |
| % of total | 51% | 49% | 100% | 🟡 RM rising - was 45% prior month |
Slow-Moving by Category (dual thresholds - Project B override)
| Category | Threshold Applied | Skill Default | Value (SGD) | Value (USD) | Flag |
|---|---|---|---|---|---|
| Raw Materials | 150 days no consumption | 90 days | 84,000 | 62,687 | 🟢 Normal for long production cycles |
| Finished Goods | 90 days no shipment | 90 days | 134,000 | 100,000 | 🟡 Aerospace backlog causing delay - monitor |
| Total slow-moving | 218,000 | 162,687 | 🟡 5.0% of total inventory |
Product Line Breakdown - Margin Exposure (replaces standard write-off section)
| Product Line | Raw Materials (SGD) | Finished Goods (SGD) | Total (SGD) | % of Portfolio | Gross Margin at Risk | Flag |
|---|---|---|---|---|---|---|
| Aerospace | 1,100,000 | 1,020,000 | 2,120,000 | 49% | 24% | 🔴 Exceeds 40% concentration threshold |
| Automotive | 680,000 | 770,000 | 1,450,000 | 33% | 19% | 🟡 Margin compression risk if input costs rise |
| Industrial | 420,000 | 340,000 | 760,000 | 18% | 31% | 🟢 Healthy margin, low concentration |
Click each tab. The same Skill produces three structurally and visually different outputs depending on which Project is active.
| Line Item | USD |
|---|---|
| Opening balance | 550,193 |
| Purchases | +115,481 |
| COGS | -105,826 |
| Closing balance | 489,848 |
| Metric | Value | Flag |
|---|---|---|
| Cash tied in inventory | USD 489,848 | - |
| DIO change | +2 days | 🟡 Worsening |
| Category | USD | Flag |
|---|---|---|
| Slow-moving (>90 days) | 59,846 | 🟡 Monitor |
1. DIO worsened 2 days - cash conversion risk if trend continues into November.
2. USD 59,846 slow-moving requires provision decision before year-end.
3. COGS reconciliation to sales recommended before next closing.
Currency: USD (Skill default). | COGS: Estimated. | Valuation: AVCO assumed. | Slow-moving: 90 days (Skill default). | Data: Manual Excel.
| Warehouse | Local Value | CRC | USD | Flag |
|---|---|---|---|---|
| San Jose (CRC) | CRC 170,500,000 | 170,500,000 | 329,150 | 🟡 COGS partial — Week 4 unbooked |
| Managua (NIO) | NIO 1,664,000 | 23,878,400 | 46,097 | 🔴 CRITICAL — COGS missing, balance estimated |
| Panama City (PAB) | USD 114,600 | 59,362,800 | 114,600 | 🟢 CLEAN — physical count confirmed |
| Consolidated | 253,741,200 | 489,847 | 🔴 PROVISIONAL — Managua unconfirmed. CFO disclosure required. |
| Line Item | CRC | USD |
|---|---|---|
| Opening balance (Sep 30) | 249,068,400 | 481,985 |
| Purchases (all locations) | +44,521,200 | +85,948 |
| COGS / goods issues (partial est.) | -39,848,400 | -76,928 |
| Closing balance (Oct 31) | 253,741,200 | 489,847 |
| Location | WC Change (CRC) | WC Change (USD) | DIO Sep | DIO Oct | Signal |
|---|---|---|---|---|---|
| San Jose | +2,500,000 | +4,826 | 23.0d | 23.3d | 🟢 Stable |
| Managua (est.) | +602,000 | +1,162 | 20.0d | 20.5d | 🔴 Estimated |
| Panama City | +1,570,800 | +3,033 | 11.0d | 11.3d | 🟢 Stable |
| Consolidated | +4,672,800 | +9,021 | 18.1d | 18.5d | 🟢 Stable |
| Location | Rate Movement | At Oct FX (CRC) | At Sep FX (CRC) | FX Rate Effect (CRC) | Driver |
|---|---|---|---|---|---|
| San Jose (CRC) | Native — no FX | 170,500,000 | 170,500,000 | — | No translation needed |
| Managua (NIO) | 14.28 → 14.35 (+0.49%) | 23,878,400 | 23,761,920 | +116,480 | 🟡 Rate effect — NIO balance unchanged |
| Panama City (PAB) | 516 → 518 (+0.39%) | 59,362,800 | 59,133,600 | +229,200 | 🟡 Rate effect — PAB balance stable |
| Consolidated FX effect | +345,680 | 🟡 CRC ~345K of the total WC rise is FX, not volume |
| Warehouse | Slow-moving (CRC) | USD | Flag |
|---|---|---|---|
| San Jose (>60d) — 5 items | 18,200,000 | 35,135 | 🟡 Shampoo anticaspa 101d — disposition review required |
| Managua (>60d) — 2 items | ~2,769,550 | ~5,347 | 🔴 ESTIMATED — last movement dates unverified |
| Panama City (>60d) — 2 items | 6,419,200 | 12,400 | 🟡 OJ concentrate 87d — perishability risk |
| Total slow-moving | ~27,388,750 | ~52,882 | 🔴 10.8% of portfolio — provision ₡8,217,825 recommended |
1. Managua COGS reconciliation required. Balance of ₡23,878,400 CRC (USD 46,097 / 9.4% of group) is a warehouse estimate with no ledger verification. Restate before November close.
2. San Jose INV-8877 correcting journal needed. ₡700,000 COGS gap between ledger (₡169,800,000) and physical count (₡170,500,000) must be posted before November 1.
3. Provision ₡8,217,825 CRC (USD 15,865) as write-off reserve. Initiate markdown or supplier return review for shampoo, aceite, bebida energética and OJ concentrate by November 15.
FX Oct: CRC/USD = 518 (BCCR) | NIO/CRC = 14.35 (BCN) | PAB = USD 1:1. FX Sep: CRC/USD = 516 | NIO/CRC = 14.28. | COGS: San Jose weeks 1 and 3 actual, week 2 estimated, week 4 unbooked. Managua weeks 1–2 and 4 missing — CRITICAL. Panama actual. | Slow-moving: 60 days (client override — IOP default 90 days does not apply). | Managua items flagged ESTIMATED — last movement dates unverifiable.
| Line Item | Raw Materials (SGD) | Finished Goods (SGD) | Total (SGD) | USD |
|---|---|---|---|---|
| Opening balance (Sep 30) | 808,432 | 1,784,332 | 2,592,764 | 1,906,510 |
| Goods receipts / production input | +455,700 | +504,000 | +959,700 | +716,000 |
| Goods issues / COGS | -312,104 | -503,892 | -815,996 | -608,284 |
| Closing balance (Oct 31) | 952,028 | 1,784,440 | 2,736,468 | 2,042,226 |
| % of total | 34.8% | 65.2% | 100% |
| Product Line | Closing FG (SGD) | Monthly COGS (SGD) | DIO Oct | DIO Sep | Signal |
|---|---|---|---|---|---|
| Aerospace | 1,272,200 | 1,066,667 | 35.8d | 30.0d | 🟡 Worsening — production ahead of deliveries |
| Automotive | 322,530 | 555,000 | 17.4d | 20.0d | 🟢 Improving |
| Industrial | 189,710 | 261,667 | 21.8d | 26.0d | 🟢 Improving |
| Total | 1,784,440 | 1,883,334 | 28.4d | 26.0d | 🟡 Monitor — Aerospace driving deterioration |
| Product Line | RM (SGD) | FG (SGD) | Total (SGD) | Portfolio % | GM % | GM at Risk (SGD) | Flag |
|---|---|---|---|---|---|---|---|
| Aerospace | 654,496 | 1,272,200 | 1,926,696 | 70.4% | 24% | 462,407 | 🔴 EXCEEDS 40% — concentration risk |
| Automotive | 166,066 | 322,530 | 488,596 | 17.9% | 19% | 92,833 | 🟢 Within limit |
| Industrial | 131,466 | 189,710 | 321,176 | 11.7% | 31% | 99,565 | 🟢 Strongest margin profile |
| Total Portfolio | 952,028 | 1,784,440 | 2,736,468 | 100% | — | 654,805 |
| Material | Category | Threshold | Days No Movement | Value (SGD) | Status |
|---|---|---|---|---|---|
| RM-AER-0062 PTFE Sheet | Raw Materials | 150 days | 136 days | 44,820 | 🟡 APPROACHING — 14 days to threshold |
| RM-AUTO-0044 Brass Rod | Raw Materials | 150 days | 114 days | 14,782 | 🟢 Below threshold |
| All Finished Goods items reviewed — none breach the 90-day FG finance threshold. SAP system flags at 90 days are noted but do not trigger balance sheet provisioning under the finance threshold of 150 days for RM. | |||||
1. Aerospace concentration at 70.4% — SGD 1,926,696 in a single product line with limited secondary market liquidity. Direct sales to provide November delivery schedule by 10 November. If confirmed deliveries do not reduce FG below SGD 1,000,000, initiate provision assessment.
2. Revenue recognition uncertainty — SO-2025-8852. SGD 94,800 GI posted, AeroCo Ltd inspection hold in place. Confirm title transfer status by 5 November. Reversal or revenue entry required in November close.
3. RM-AER-0062 PTFE Sheet (136 days) — 14 days from the 150-day finance threshold. If no goods issue before 30 November, write-down assessment required at next close.
FX: MAS SGD/USD daily fixing — 1 SGD = 0.7463 USD (31 Oct 2025) | prior month 0.7353 (30 Sep 2025). | COGS: Monthly run-rate from YTD actuals Apr–Sep 2025 ÷ 6. October actual not yet available — used for DIO trend only. | Slow-moving: RM = 150 days, FG = 90 days (client override — SAP system threshold 90 days uniform is not used for provisioning). | Valuation: Moving Average Cost (SAP standard). | Fiscal year: April 2025 – March 2026. October 2025 = Q3 FY2025, Month 7 of 12.
The data is already loaded in each Project. You only need to trigger the report. Claude reads the Project context, applies the Skill, and produces the output. These are the only prompts you need.
"Run the monthly inventory closing report for October 2025."
"Run the monthly inventory closing report for October 2025."
"Run the monthly inventory closing report for October 2025."
"What is the slow-moving threshold for this client?"
Everything you need to set up both Projects and run all four test prompts in your own Claude account. Download the zip and follow the README to get started.
Download Everything in One File
The zip contains 6 files:
Monthly_Inventory_Closing_Skill.zip | 6 files | Free
Install the Skill in Claude and run a monthly inventory closing report from a blank conversation with no Project.
Set up Project A and run the same prompt. Watch Claude automatically consolidate three warehouses across three currencies and flag the Managua data issue.
Set up Project B and run the exact same prompt again. The report comes out in navy and gold, with Raw Materials and Finished Goods split across every table.
Run the conflict test inside Project B. Ask Claude what the slow-moving threshold is and confirm it returns two separate answers — one for Raw Materials, one for Finished Goods.
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For educational purposes only. This exercise uses fictional companies, simplified data, and an abbreviated inventory process designed to illustrate how Claude Projects and Skills work. It is not a complete inventory reconciliation methodology, a financial reporting standard, or a substitute for professional accounting advice. Do not adapt these workflows directly to your business without proper review. All figures, company names, exchange rates, and scenarios are illustrative examples only.
Everything here is yours to keep
Ninety minutes, your screen, your files. You leave with the piece you came for finished, on your own data, not with notes about it.