{"id":10777,"date":"2026-10-07T17:00:00","date_gmt":"2026-10-07T13:00:00","guid":{"rendered":"https:\/\/matsh.co\/en\/?post_type=course&#038;p=10777"},"modified":"2026-10-05T01:30:03","modified_gmt":"2026-10-04T21:30:03","slug":"sales-operations-planning-sop-course","status":"publish","type":"course","link":"https:\/\/matsh.co\/en\/course\/sales-operations-planning-sop-course\/","title":{"rendered":"Sales and Operations Planning (S&amp;OP) Course"},"content":{"rendered":"\n.sop-hook{background:#f8fafc;border:1.5px solid #d0dce8;border-radius:16px;padding:36px 40px;margin-bottom:32px}.sop-hook p{font-size:1rem;color:#2d3a4a;line-height:1.85;margin:0 0 20px}.sop-stats{display:flex;flex-wrap:wrap;gap:14px;margin-top:24px}.sop-stat{background:#fff;border:1.5px solid #d0dce8;border-radius:12px;padding:16px 20px;flex:1;min-width:150px;text-align:center}.sop-stat strong{display:block;font-size:1.4rem;font-weight:800;color:#bf6b28;line-height:1.2}.sop-stat span{font-size:.75rem;color:#5a6a7e;line-height:1.5;display:block;margin-top:5px}.sop-source{font-size:.72rem!important;color:#6b7788!important;margin:16px 0 0!important}.sop-pain{background:#fdf6ef;border-left:5px solid #bf6b28;border-radius:0 14px 14px 0;padding:30px 34px;margin-bottom:44px}.sop-pain ul{margin:12px 0 0;padding-left:20px;line-height:2.05;color:#613715}.sop-h{font-size:1.45rem;font-weight:800;color:#613715;border-bottom:3px solid #bf6b28;padding-bottom:10px;margin:44px 0 24px}.sop-cards,.sop-regions{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:18px;margin-bottom:44px}.sop-card,.sop-region{border:1.5px solid #ebceb6;border-radius:14px;padding:22px 20px;background:#fff}.sop-card h4,.sop-region h4{margin:8px 0;color:#613715;font-size:.95rem;font-weight:700}.sop-card p,.sop-region p{margin:0;font-size:.84rem;color:#3a5578;line-height:1.65}.sop-gains{background:#fdf6ef;border-radius:16px;padding:36px;margin-bottom:44px}.sop-gg{display:grid;grid-template-columns:repeat(auto-fit,minmax(240px,1fr));gap:14px}.sop-g{background:#fff;border-radius:10px;padding:16px 20px;display:flex;gap:12px;align-items:flex-start;font-size:.88rem;line-height:1.65;color:#2d3a4a}.sop-g i{color:#bf6b28;font-size:1.25rem;flex-shrink:0;font-style:normal}.sop-m{border:1.5px solid #ebceb6;border-radius:14px;overflow:hidden;margin-bottom:16px}.sop-mh{background:#613715;color:#fff;padding:16px 24px;display:flex;align-items:center;gap:16px}.sop-mn{background:#bf6b28;width:38px;height:38px;border-radius:50%;display:flex;align-items:center;justify-content:center;font-weight:800;flex-shrink:0}.sop-mb{padding:22px 26px}.sop-mb p{margin:0 0 14px;color:#444f5e;line-height:1.8;font-size:.93rem}.sop-mb ul{margin:0;padding-left:20px;color:#444f5e;line-height:1.95;font-size:.9rem}.sop-work{margin:14px 0 0!important;padding:12px 16px;background:#fdf6ef;border-radius:8px;color:#613715!important;font-weight:600}.sop-faq{border-bottom:1px solid #ebceb6;padding:18px 0}.sop-faq b{display:block;color:#613715;margin-bottom:8px;font-size:.95rem}.sop-faq span{color:#3a5578;font-size:.88rem;line-height:1.75}.sop-rel{display:grid;grid-template-columns:repeat(auto-fit,minmax(220px,1fr));gap:14px;margin-bottom:44px}.sop-rel a{border:1.5px solid #ebceb6;border-radius:10px;padding:16px 18px;text-decoration:none;color:#613715;font-weight:600;font-size:.88rem}.sop-cta{background:linear-gradient(135deg,#bf6b28,#613715);border-radius:16px;padding:44px;text-align:center;color:#fff;margin-top:44px}.sop-cta h3{font-size:1.5rem;font-weight:800;margin:0 0 12px;color:#fff}.sop-cta p{opacity:.9;margin:0 0 28px;font-size:.97rem;line-height:1.7;color:#fff}.sop-tbl{width:100%;border-collapse:collapse;font-size:.9rem}.sop-tbl td{padding:14px 24px;border-bottom:1px solid #ebceb6}\n<div class=\"sop-hook\"><h2 style=\"font-size:clamp(1.15rem,2.5vw,1.5rem);font-weight:800;color:#1a2535;line-height:1.25;margin:0 0 14px\">S&amp;OP Exists Because Sales, Supply Chain and Finance Can All Be \u201cRight\u201d and the Business Can Still Make the Wrong Decision.<\/h2><p>Sales sees upside in the market. Supply sees constrained capacity. Procurement sees long lead times. Finance sees margin and cash pressure. Product teams want a launch accelerated. Inventory already reflects last month's assumptions.<\/p><p>Without one structured management process, each function optimises its own view.<\/p><p>Sales and Operations Planning is the recurring cross-functional process that reconciles those views into one set of decisions. Current IBF training treats S&amp;OP\/IBP as an integrated process involving data, demand planning, supply planning, product portfolio\/lifecycle management, financial integration, maturity and executive decision-making.<\/p><p>This course teaches the operating rhythm behind that integration: preparation, demand review, supply review, reconciliation, scenario analysis, executive S&amp;OP and follow-through.<\/p><div class=\"sop-stats\"><div class=\"sop-stat\"><strong>Cross-functional by design<\/strong><span>Current IBF S&amp;OP training explicitly includes cross-functional involvement rather than treating S&amp;OP as a supply-chain meeting. Source: IBF, 2026.<\/span><\/div><div class=\"sop-stat\"><strong>Demand + supply + product + finance<\/strong><span>Modern S&amp;OP\/IBP integrates the demand plan with supply capability, product\/lifecycle decisions and financial outcomes.<\/span><\/div><div class=\"sop-stat\"><strong>One decision process<\/strong><span>The value of S&amp;OP is not another forecast; it is an agreed management process for resolving gaps and trade-offs. Source: IBF training framework.<\/span><\/div><\/div><p class=\"sop-source\"><a href=\"https:\/\/ibf.org\/events\/miami-immersive2026\" target=\"_blank\" rel=\"noopener\">IBF S&amp;OP &amp; IBP 2026<\/a> \u00b7 <a href=\"https:\/\/ibf.org\/events\/demand-planning-training-online-spring-2026\" target=\"_blank\" rel=\"noopener\">IBF Demand Planning &amp; S&amp;OP 2026<\/a>. Evidence is contextual and not a guarantee of outcomes.<\/p><\/div><div class=\"sop-pain\"><p style=\"font-weight:700;font-size:1.05rem;margin:0;color:#613715\">S&amp;OP processes fail when:<\/p><ul><li>the monthly meeting is a reporting presentation rather than a decision forum<\/li><li>sales owns one forecast and supply chain plans against another<\/li><li>demand and supply gaps are discovered too late to create options<\/li><li>finance joins only after operational decisions have already been made<\/li><li>inventory is discussed as a consequence rather than an explicit trade-off<\/li><li>product launches and discontinuations are not integrated into planning<\/li><li>teams escalate every issue rather than manage defined tolerances<\/li><li>executives attend but do not own unresolved trade-offs<\/li><li>scenarios show operational volume but not financial implications<\/li><li>actions are agreed but not tracked into the next cycle<\/li><li>the organisation calls the process \u201cIBP\u201d without increasing integration or decision quality.<\/li><\/ul><\/div><h2 class=\"sop-h\">How This Applies Across the Markets MATSH Serves<\/h2><div class=\"sop-regions\"><div class=\"sop-region\"><h4>GCC<\/h4><p>Applications include imported supply, rapid market growth, long lead times, promotions, new-market launches and balancing inventory with customer-service expectations across regional distribution networks.<\/p><\/div><div class=\"sop-region\"><h4>Africa<\/h4><p>Participants address demand volatility, imported\/local supply trade-offs, constrained capacity, multi-country planning and the need for proportionate S&amp;OP processes where planning systems vary in maturity.<\/p><\/div><div class=\"sop-region\"><h4>Asia<\/h4><p>The course considers complex manufacturing, product proliferation, large supplier networks, high transaction volumes and frequent commercial changes requiring disciplined monthly integration.<\/p><\/div><div class=\"sop-region\"><h4>Europe<\/h4><p>Applications include mature planning environments, regulatory\/product changes, sustainability constraints, financial integration and structured executive planning across multiple markets.<\/p><\/div><\/div><h2 class=\"sop-h\">Who Should Attend<\/h2><div class=\"sop-cards\"><div class=\"sop-card\"><div style=\"font-size:1.8rem\">\ud83e\udded<\/div><h4>S&amp;OP \/ IBP Managers<\/h4><p>Designing, facilitating or improving the monthly process.<\/p><\/div><div class=\"sop-card\"><div style=\"font-size:1.8rem\">\ud83d\udc54<\/div><h4>Demand and Supply Planning Leaders<\/h4><p>Responsible for the primary inputs to the S&amp;OP cycle.<\/p><\/div><div class=\"sop-card\"><div style=\"font-size:1.8rem\">\ud83d\udd04<\/div><h4>Sales and Commercial Leaders<\/h4><p>Bringing market intelligence, promotions and customer opportunities into planning.<\/p><\/div><div class=\"sop-card\"><div style=\"font-size:1.8rem\">\ud83c\udfe2<\/div><h4>Operations and Supply Chain Managers<\/h4><p>Managing capacity, inventory, sourcing and service trade-offs.<\/p><\/div><div class=\"sop-card\"><div style=\"font-size:1.8rem\">\ud83c\udfaf<\/div><h4>Finance Business Partners<\/h4><p>Translating volume choices into revenue, margin, cash and working-capital implications.<\/p><\/div><div class=\"sop-card\"><div style=\"font-size:1.8rem\">\ud83d\udcca<\/div><h4>Product and Portfolio Teams<\/h4><p>Managing new products, phase-outs and lifecycle decisions affecting demand and supply.<\/p><\/div><\/div><div class=\"sop-gains\"><h2 style=\"font-size:1.45rem;font-weight:800;color:#613715;margin:0 0 6px\">What You Will Leave With<\/h2><div class=\"sop-gg\"><div class=\"sop-g\"><i>\u2713<\/i><span><strong>An S&amp;OP calendar and governance model<\/strong>, defining reviews, owners and decisions.<\/span><\/div><div class=\"sop-g\"><i>\u2713<\/i><span><strong>Demand-review standards<\/strong>, separating base forecast, opportunities, risks and assumptions.<\/span><\/div><div class=\"sop-g\"><i>\u2713<\/i><span><strong>Supply-review structure<\/strong>, exposing capacity, material and service constraints.<\/span><\/div><div class=\"sop-g\"><i>\u2713<\/i><span><strong>Product\/lifecycle integration<\/strong>, bringing launches and discontinuations into the planning cycle.<\/span><\/div><div class=\"sop-g\"><i>\u2713<\/i><span><strong>Scenario templates<\/strong>, comparing volume, service, inventory and financial consequences.<\/span><\/div><div class=\"sop-g\"><i>\u2713<\/i><span><strong>Pre-S&amp;OP reconciliation<\/strong>, resolving issues before executive review where possible.<\/span><\/div><div class=\"sop-g\"><i>\u2713<\/i><span><strong>Executive S&amp;OP design<\/strong>, focusing leadership on decisions rather than detail.<\/span><\/div><div class=\"sop-g\"><i>\u2713<\/i><span><strong>S&amp;OP KPIs<\/strong>, covering forecast, service, inventory, plan adherence and decision quality.<\/span><\/div><div class=\"sop-g\"><i>\u2713<\/i><span><strong>A maturity roadmap<\/strong>, improving the process without renaming weak S&amp;OP as IBP.<\/span><\/div><\/div><\/div><h2 class=\"sop-h\">Programme Curriculum<\/h2><div class=\"sop-m\"><div class=\"sop-mh\"><div class=\"sop-mn\">1<\/div><strong>S&amp;OP Purpose, Governance and Monthly Operating Rhythm<\/strong><\/div><div class=\"sop-mb\"><p><strong>Why this module matters:<\/strong> S&amp;OP becomes ineffective when teams copy a meeting calendar without defining what decisions the process owns.  Participants learn to:<\/p><ul><li>distinguish demand planning, S&amp;OP and IBP<\/li><li>define the decisions S&amp;OP should govern<\/li><li>establish executive sponsorship<\/li><li>define roles across sales, planning, operations, finance and product<\/li><li>set planning horizons and time fences<\/li><li>design the monthly cycle<\/li><li>establish tolerances and escalation thresholds<\/li><li>define one agreed dataset<\/li><li>avoid duplicated planning forums<\/li><li>create an S&amp;OP charter.<\/li><\/ul><p class=\"sop-work\"><strong>Workshop:<\/strong> Design an S&amp;OP calendar, governance model and decision rights.<\/p><\/div><\/div><div class=\"sop-m\"><div class=\"sop-mh\"><div class=\"sop-mn\">2<\/div><strong>Demand Review and Product \/ Lifecycle Review<\/strong><\/div><div class=\"sop-mb\"><p><strong>Why this module matters:<\/strong> The demand review must explain not only the forecast number but the assumptions, risks and opportunities behind it.  Participants learn to:<\/p><ul><li>use the consensus demand plan as the baseline<\/li><li>separate base demand from upside and downside scenarios<\/li><li>review forecast accuracy and bias<\/li><li>challenge large overrides<\/li><li>incorporate promotions and commercial events<\/li><li>integrate new-product introduction<\/li><li>manage phase-in and phase-out<\/li><li>distinguish demand risk from committed demand<\/li><li>record assumptions requiring cross-functional action<\/li><li>prepare decision-relevant demand outputs for supply review.<\/li><\/ul><p class=\"sop-work\"><strong>Workshop:<\/strong> Run a demand\/product review for a changing product portfolio.<\/p><\/div><\/div><div class=\"sop-m\"><div class=\"sop-mh\"><div class=\"sop-mn\">3<\/div><strong>Supply Review, Capacity, Inventory and Constraint Management<\/strong><\/div><div class=\"sop-mb\"><p><strong>Why this module matters:<\/strong> Supply review is not a production status meeting. It tests whether the organisation can support the demand plan and what trade-offs are required when it cannot.  Participants learn to:<\/p><ul><li>assess capacity and material constraints<\/li><li>identify supplier and lead-time exposure<\/li><li>evaluate inventory implications<\/li><li>model service-level consequences<\/li><li>distinguish temporary and structural constraints<\/li><li>create feasible supply scenarios<\/li><li>assess overtime, subcontracting, sourcing and inventory options<\/li><li>quantify operational trade-offs<\/li><li>identify decisions that can be made within supply<\/li><li>escalate unresolved demand\/supply gaps appropriately.<\/li><\/ul><p class=\"sop-work\"><strong>Workshop:<\/strong> Build supply scenarios for a constrained planning cycle.<\/p><\/div><\/div><div class=\"sop-m\"><div class=\"sop-mh\"><div class=\"sop-mn\">4<\/div><strong>Reconciliation, Finance and Scenario Decision Support<\/strong><\/div><div class=\"sop-mb\"><p><strong>Why this module matters:<\/strong> S&amp;OP creates enterprise value when operational choices are translated into financial and strategic consequences before the executive meeting.  Participants learn to:<\/p><ul><li>reconcile demand and supply plans<\/li><li>quantify revenue and margin implications<\/li><li>evaluate inventory and working-capital impact<\/li><li>compare scenarios consistently<\/li><li>identify assumptions that drive financial differences<\/li><li>integrate budget and latest forecast appropriately<\/li><li>distinguish operational feasibility from financial attractiveness<\/li><li>prepare options rather than one recommended number<\/li><li>resolve issues before executive escalation where possible<\/li><li>build a concise pre-S&amp;OP decision pack.<\/li><\/ul><p class=\"sop-work\"><strong>Simulation:<\/strong> Reconcile three scenarios with different service, inventory and margin outcomes.<\/p><\/div><\/div><div class=\"sop-m\"><div class=\"sop-mh\"><div class=\"sop-mn\">5<\/div><strong>Executive S&amp;OP, KPIs and Maturity<\/strong><\/div><div class=\"sop-mb\"><p><strong>Why this module matters:<\/strong> Executive S&amp;OP should be a short decision forum. If leaders spend the meeting debating the data, the earlier process stages have failed.  Participants learn to:<\/p><ul><li>structure executive S&amp;OP around unresolved trade-offs<\/li><li>define decision ownership<\/li><li>capture decisions and actions<\/li><li>monitor action closure<\/li><li>use forecast, inventory, service and plan-adherence KPIs<\/li><li>assess process adherence without rewarding bureaucracy<\/li><li>diagnose common maturity barriers<\/li><li>improve cross-functional trust and data discipline<\/li><li>understand what changes when S&amp;OP evolves toward IBP<\/li><li>build a phased maturity roadmap.<\/li><\/ul><p class=\"sop-work\"><strong>Capstone:<\/strong> Present a complete S&amp;OP cycle and executive decision pack for a realistic business.<\/p><\/div><\/div><div style=\"border:1.5px solid #ebceb6;border-radius:14px;overflow:hidden;margin-bottom:44px\"><div style=\"background:#fdf6ef;padding:18px 24px;border-bottom:1px solid #ebceb6\"><strong style=\"color:#613715\">Course At a Glance<\/strong><\/div><table class=\"sop-tbl\"><tr><td style=\"font-weight:600;color:#613715;width:35%\">Format<\/td><td style=\"color:#3a5578\">Comprehensive modular curriculum, delivered flexibly<\/td><\/tr><tr><td style=\"font-weight:600;color:#613715;width:35%\">Locations<\/td><td style=\"color:#3a5578\">Multiple locations, online available<\/td><\/tr><tr><td style=\"font-weight:600;color:#613715;width:35%\">Methodology<\/td><td style=\"color:#3a5578\">Demand\/supply review simulations, scenario modelling, financial reconciliation and executive S&amp;OP practice<\/td><\/tr><tr><td style=\"font-weight:600;color:#613715;width:35%\">Best for<\/td><td style=\"color:#3a5578\">S&amp;OP leaders, planning teams, sales, operations, supply chain, finance and product managers<\/td><\/tr><tr><td style=\"font-weight:600;color:#613715;width:35%\">What's Included<\/td><td style=\"color:#3a5578\">S&amp;OP charter, monthly calendar, review templates, scenario pack, KPI framework, maturity assessment and certificate<\/td><\/tr><\/table><\/div><h2 class=\"sop-h\">The Decision Pack: What a Mature S&amp;OP Meeting Should Actually Decide<\/h2>\n<p>A useful S&amp;OP cycle does not end with a reconciled spreadsheet. It ends with explicit decisions, named owners and a record of which assumptions the business is choosing to accept. Participants practise building a compact decision pack that separates facts from assumptions and makes the trade-offs visible before the executive meeting begins.<\/p>\n<ul>\n<li><strong>Demand assumptions:<\/strong> identify the few forecast changes that materially affect capacity, inventory, cash or service rather than presenting every SKU movement as equally important.<\/li>\n<li><strong>Supply constraints:<\/strong> state the constraint, when it begins, how long it may last and which customers, products or markets are exposed.<\/li>\n<li><strong>Scenario choices:<\/strong> compare realistic options such as overtime, inventory build, allocation, outsourcing, delayed promotion or revised customer promise dates, including the operational and financial consequence of each.<\/li>\n<li><strong>Decision and owner:<\/strong> record what has been approved, who owns execution, when the decision will be reviewed and what evidence would justify changing it.<\/li>\n<\/ul>\n<p>The discipline matters because unresolved disagreement between sales, operations and finance otherwise reappears every month under a different label. A mature process keeps a decision log, tracks whether earlier assumptions were correct and uses forecast error, service, inventory and capacity outcomes to improve the next cycle. The goal is not perfect consensus. It is a repeatable mechanism for making cross-functional trade-offs before those trade-offs become urgent operational problems.<\/p>\n\n<div class=\"matsh-cluster-link\" style=\"margin:34px 0;padding:20px 22px;border:1px solid #d9e2ea;border-radius:12px;background:#f8fafc\"><strong>Explore the wider Project &amp; Business Operations cluster:<\/strong> <a href=\"https:\/\/matsh.co\/en\/course-category\/project-business-operations\/\">browse related Project &amp; Business Operations courses<\/a> to compare adjacent skills, pathways and training options.<\/div>\n<h2 class=\"sop-h\">Common Questions<\/h2><div style=\"margin-bottom:44px\"><div class=\"sop-faq\"><b>How is this different from Demand Planning and Forecasting?<\/b><span>Demand Planning creates the consensus view of expected demand. S&amp;OP uses that demand plan together with supply, inventory, product and financial information to make cross-functional business decisions.<\/span><\/div><div class=\"sop-faq\"><b>Is S&amp;OP the same as IBP?<\/b><span>IBP is generally a more mature evolution of S&amp;OP with stronger strategic and financial integration. The course explains the progression but does not assume renaming the process makes it integrated.<\/span><\/div><div class=\"sop-faq\"><b>Do we need advanced planning software?<\/b><span>No. Process design, data discipline and decision governance matter before tooling. The methods can be implemented with existing planning systems and progressively automated.<\/span><\/div><div class=\"sop-faq\"><b>Is this mainly for manufacturing?<\/b><span>No. S&amp;OP principles apply wherever organisations need to reconcile demand, capacity, inventory\/resources and financial outcomes, though examples are adapted by sector.<\/span><\/div><\/div><div class=\"sop-rel\"><a href=\"\/en\/course\/demand-planning-forecasting-course\/\">\u2192 Demand Planning and Forecasting<\/a><a href=\"\/en\/course\/supply-chain-management-fundamentals-course\/\">\u2192 Supply Chain Management Fundamentals<\/a><a href=\"\/en\/course\/supply-chain-risk-management-course\/\">\u2192 Supply Chain Risk Management<\/a><a href=\"\/en\/course\/financial-literacy-for-non-finance-teams\/\">\u2192 Financial Literacy for Non-Finance Teams<\/a><a href=\"\/en\/course\/strategic-planning-fundamentals-course\/\">\u2192 Strategic Planning Fundamentals<\/a><\/div><div class=\"sop-cta\"><h3>The Point of S&amp;OP Is Not to Produce One More Number. It Is to Make One Better Business Decision Across Functions.<\/h3><p>Build the operating rhythm that turns demand, supply, inventory and finance into one managed plan.<\/p><div style=\"display:flex;flex-wrap:wrap;gap:14px;justify-content:center\"><a href=\"\/en\/register\/?course=Sales+and+Operations+Planning+S%26OP\" style=\"background:#fff;color:#613715;font-weight:800;padding:14px 32px;border-radius:8px;text-decoration:none\">Register Now \u2192<\/a><a href=\"\/en\/upcoming-courses\/?course=sales-operations-planning-sop-course\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">View All Dates<\/a><a href=\"\/en\/contact-us\/?type=inhouse&amp;course=Sales+and+Operations+Planning+S%26OP\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">In-House for My Team<\/a><\/div><\/div>","protected":false},"excerpt":{"rendered":"<p>Build a practical S&amp;OP process that aligns demand, supply, inventory, product, finance and executive decisions into one cross-functional business plan.<\/p>\n","protected":false},"featured_media":10899,"template":"","meta":{"_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"_kad_post_classname":""},"course_pillar":[392],"course-category":[290],"venue":[],"class_list":["post-10777","course","type-course","status-publish","has-post-thumbnail","hentry","course_pillar-professional","course-category-project-business-operations"],"_links":{"self":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course\/10777","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course"}],"about":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/types\/course"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media\/10899"}],"wp:attachment":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media?parent=10777"}],"wp:term":[{"taxonomy":"course_pillar","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course_pillar?post=10777"},{"taxonomy":"course-category","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course-category?post=10777"},{"taxonomy":"venue","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/venue?post=10777"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}