{"id":9114,"date":"2026-08-02T01:16:13","date_gmt":"2026-08-01T21:16:13","guid":{"rendered":"https:\/\/matsh.co\/en\/what-is-supply-chain-project-management\/"},"modified":"2026-09-25T10:03:05","modified_gmt":"2026-09-25T06:03:05","slug":"what-is-supply-chain-project-management","status":"publish","type":"post","link":"https:\/\/matsh.co\/en\/what-is-supply-chain-project-management\/","title":{"rendered":"What Is Supply Chain Project Management? A Complete Guide"},"content":{"rendered":"<p>.scpm-hero{background:linear-gradient(135deg,#0d2233 0%,#1a4a6b 100%);border-radius:16px;padding:52px 44px;color:#fff;margin-bottom:44px}<br \/>\n.scpm-hero h1{font-size:clamp(1.65rem,4vw,2.2rem);font-weight:800;line-height:1.2;margin:16px 0 14px}<br \/>\n.scpm-hero p{font-size:1.05rem;opacity:.92;line-height:1.8;max-width:680px;margin:0 0 28px}<br \/>\n.scpm-tag{background:rgba(255,255,255,.18);border-radius:20px;padding:5px 16px;font-size:.75rem;font-weight:700;letter-spacing:.1em;text-transform:uppercase;display:inline-block;margin-bottom:14px}<br \/>\n.scpm-stats{display:flex;flex-wrap:wrap;gap:18px;margin-top:24px}<br \/>\n.scpm-stat{background:rgba(255,255,255,.12);border-radius:12px;padding:16px 20px;min-width:130px}<br \/>\n.scpm-stat .val{font-size:1.5rem;font-weight:800;display:block}<br \/>\n.scpm-stat .lbl{font-size:.75rem;opacity:.8;margin-top:4px;line-height:1.4}<br \/>\n.callout{background:#e3edf7;border-left:4px solid #1a4a6b;padding:16px 22px;border-radius:0 10px 10px 0;margin:22px 0;font-size:.92rem;color:#0d2233;font-weight:600;line-height:1.6}<br \/>\n.concept-card{background:#f8fafc;border:1px solid #e2e8f0;border-radius:12px;padding:22px 26px;margin:16px 0;border-left:4px solid #1a4a6b}<br \/>\n.concept-card h3{font-size:1rem;font-weight:800;color:#0d2233;margin:0 0 10px}<br \/>\n.concept-card p{margin:0;font-size:.9rem;line-height:1.8;color:#374151}<br \/>\n.phase-grid{display:grid;grid-template-columns:repeat(auto-fit,minmax(180px,1fr));gap:14px;margin:24px 0}<br \/>\n.phase-card{background:#0d2233;color:#fff;border-radius:10px;padding:20px;text-align:center}<br \/>\n.phase-card h4{font-size:.88rem;font-weight:800;margin:0 0 8px}<br \/>\n.phase-card p{font-size:.8rem;opacity:.85;margin:0;line-height:1.5}<br \/>\n.data-table{width:100%;border-collapse:collapse;margin:24px 0;font-size:.88rem}<br \/>\n.data-table th{background:#0d2233;color:#fff;padding:11px 14px;text-align:left;font-weight:700}<br \/>\n.data-table td{padding:10px 14px;border-bottom:1px solid #e5eaf2;vertical-align:top}<br \/>\n.data-table tr:nth-child(even) td{background:#f0f5fb}<br \/>\n.skill-grid{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:16px;margin:24px 0}<br \/>\n.skill-card{background:#fff;border:1px solid #e2e8f0;border-radius:12px;padding:20px;border-top:3px solid #1a4a6b}<br \/>\n.skill-card h4{font-size:.9rem;font-weight:800;color:#0d2233;margin:0 0 8px}<br \/>\n.skill-card p{font-size:.85rem;color:#374151;margin:0;line-height:1.6}<br \/>\n.cta-box{background:linear-gradient(135deg,#0d2233,#1a4a6b);border-radius:16px;padding:40px 44px;color:#fff;text-align:center;margin:48px 0}<br \/>\n.cta-box h3{font-size:1.4rem;font-weight:800;margin:0 0 12px}<br \/>\n.cta-box p{opacity:.9;margin:0 0 24px;font-size:.95rem;line-height:1.7}<br \/>\n.cta-btn{background:#fff;color:#0d2233;font-weight:800;padding:14px 32px;border-radius:8px;text-decoration:none;font-size:.95rem;display:inline-block}<br \/>\n.faq-item{border:1px solid #e5eaf2;border-radius:12px;padding:20px 24px;margin:14px 0}<br \/>\n.faq-item h4{font-size:.95rem;font-weight:800;color:#0d2233;margin:0 0 8px}<br \/>\n.faq-item p{margin:0;font-size:.9rem;line-height:1.8;color:#374151}<\/p>\n<div class=\"scpm-hero\">\n<span class=\"scpm-tag\">Supply Chain Management<\/span><\/p>\n<p>Supply chain project management combines the discipline of delivering temporary change with knowledge of supply-chain processes, suppliers, logistics, systems and operational continuity.<\/p>\n<div class=\"scpm-stats\">\n<div class=\"scpm-stat\"><span class=\"val\">7<\/span><span class=\"lbl\">Primary processes in ASCM&#8217;s SCOR Digital Standard<\/span><\/div>\n<div class=\"scpm-stat\"><span class=\"val\">8<\/span><span class=\"lbl\">SCOR performance attributes used to evaluate supply chains<\/span><\/div>\n<div class=\"scpm-stat\"><span class=\"val\">4<\/span><span class=\"lbl\">Core SCOR sections: Performance, Processes, Practices and People<\/span><\/div>\n<div class=\"scpm-stat\"><span class=\"val\">End-to-end<\/span><span class=\"lbl\">Project scope can span suppliers, internal operations and customers<\/span><\/div>\n<\/div>\n<\/div>\n<h2>What Is Supply Chain Project Management?<\/h2>\n<p>Supply chain project management is the application of project management principles, tools and methodologies to supply chain initiatives \u2014 including the design, implementation, improvement, or transformation of supply chain processes, systems, and relationships.<\/p>\n<p><strong>Industry framework:<\/strong> ASCM&#8217;s SCOR Digital Standard describes end-to-end supply chain management through seven primary processes \u2014 Orchestrate, Plan, Order, Source, Transform, Fulfill and Return \u2014 and links those processes to performance, practices and people. For a supply chain project manager, SCOR provides the supply-chain process and measurement map, while project-management methods provide the structure for delivering a temporary change initiative. <a href=\"https:\/\/www.ascm.org\/globalassets\/documents--files\/corporate-transformation\/scor-ds-digital-guide_final.pdf\" target=\"_blank\" rel=\"noopener\">See the ASCM SCOR Digital Standard guide<\/a>.<\/p>\n<p>Unlike routine supply chain operations (which run continuously), supply chain projects are temporary endeavours with defined start and end points, specific deliverables, allocated budgets, and cross-functional teams. They include:<\/p>\n<ul>\n<li>Implementing a new Warehouse Management System (WMS) or ERP module<\/li>\n<li>Opening a new distribution centre or warehouse<\/li>\n<li>Onboarding a new major supplier or switching from one supplier to another<\/li>\n<li>Designing and launching a new product&#8217;s supply chain from scratch<\/li>\n<li>Nearshoring or reshoring supply chain operations after a disruption<\/li>\n<li>Implementing supply chain sustainability or ESG compliance programs<\/li>\n<li>Conducting a supply chain risk assessment and building resilience frameworks<\/li>\n<li>Integrating a newly acquired company&#8217;s supply chain into an existing network<\/li>\n<\/ul>\n<div class=\"callout\">Supply chain project management is distinct from day-to-day supply chain management. Operations managers keep existing supply chains running. Supply chain project managers change them \u2014 improving them, transforming them, or building them from scratch. Both roles are essential; they require overlapping but distinct skill sets.<\/div>\n<h2>How Supply Chain Management and Project Management Differ<\/h2>\n<div class=\"concept-card\">\n<h3>Supply Chain Operations vs Supply Chain Projects<\/h3>\n<p>Supply chain operations are ongoing, repetitive processes: receiving purchase orders, managing inventory levels, coordinating shipments, processing invoices. These processes run continuously and are optimised over time. Supply chain projects, by contrast, are one-time initiatives that change those ongoing processes. Implementing a new inventory management system is a project. Running the system after implementation is an operation.<\/p>\n<\/div>\n<div class=\"concept-card\">\n<h3>Project Management Methodology Applied to Supply Chain<\/h3>\n<p>Supply chain project managers draw on established project management methodologies \u2014 particularly PMI&#8217;s PMBOK framework, PRINCE2, and Agile\/Scrum variants \u2014 and adapt them for supply chain contexts. The triple constraint (scope, time, cost) applies equally to supply chain projects, but supply chain complexity adds dimensions: supplier relationships, regulatory requirements across jurisdictions, physical infrastructure constraints, and the operational continuity requirement (supply chains often cannot simply pause during a transformation).<\/p>\n<\/div>\n<h2>The Five Phases of a Supply Chain Project<\/h2>\n<div class=\"phase-grid\">\n<div class=\"phase-card\">\n<h4>1. Initiation<\/h4>\n<p>Define the problem or opportunity, establish the business case, identify key stakeholders, and secure executive sponsorship<\/p>\n<\/div>\n<div class=\"phase-card\">\n<h4>2. Planning<\/h4>\n<p>Define scope, build project schedule, allocate budget, identify risks, assemble team, and map supplier and partner dependencies<\/p>\n<\/div>\n<div class=\"phase-card\">\n<h4>3. Execution<\/h4>\n<p>Coordinate people and resources, manage stakeholder communication, track progress against plan, handle supplier negotiations<\/p>\n<\/div>\n<div class=\"phase-card\">\n<h4>4. Monitoring and Control<\/h4>\n<p>Track KPIs, manage scope changes, report to stakeholders, resolve issues, manage supply chain risks in real time<\/p>\n<\/div>\n<div class=\"phase-card\">\n<h4>5. Closure<\/h4>\n<p>Complete deliverables, hand over to operations, document lessons learned, release resources, confirm benefit realisation<\/p>\n<\/div>\n<\/div>\n<h2>Key Challenges Unique to Supply Chain Projects<\/h2>\n<p>Supply chain projects have specific complexity dimensions that general project management training does not adequately prepare practitioners for:<\/p>\n<p><strong>Multi-party coordination:<\/strong> Supply chain projects involve suppliers, logistics providers, customs authorities, technology vendors, and internal departments simultaneously. Unlike IT projects where the project team controls most variables, supply chain project managers must influence parties over whom they have no authority \u2014 requiring negotiation, relationship management, and incentive design skills.<\/p>\n<p><strong>Operational continuity:<\/strong> Most supply chain transformations must happen while the supply chain keeps running. You cannot pause shipments to implement a new warehouse system. This creates parallel running requirements, cutover planning, and contingency design that add significant complexity compared to greenfield projects.<\/p>\n<p><strong>Geographic and regulatory complexity:<\/strong> Supply chain projects often span multiple countries, each with different regulatory requirements, customs procedures, labour laws, and infrastructure constraints. A project to consolidate warehouse operations across the GCC involves UAE, Saudi, Kuwaiti and Qatari regulatory environments simultaneously.<\/p>\n<p><strong>Data quality problems:<\/strong> Supply chain transformation projects almost always encounter data quality issues \u2014 inaccurate inventory records, incomplete supplier master data, inconsistent product classifications. These problems are only discovered during implementation, creating scope and timeline pressure that was not anticipated during planning.<\/p>\n<p><strong>Change management at scale:<\/strong> Supply chain projects affect warehouse staff, procurement teams, logistics coordinators, finance, and often frontline retail or manufacturing operations. Managing this breadth of stakeholder change while maintaining morale and operational performance is one of the most underestimated challenges in supply chain project management.<\/p>\n<h2>Supply Chain Project Management Methodologies<\/h2>\n<table class=\"data-table\">\n<thead>\n<tr>\n<th>Approach<\/th>\n<th>When it may fit<\/th>\n<th>What to consider<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Predictive \/ sequential<\/td>\n<td>Work with stable scope, physical dependencies, fixed contractual milestones or tightly controlled change<\/td>\n<td>Useful where sequencing and formal approvals matter; less flexible when requirements are still emerging<\/td>\n<\/tr>\n<tr>\n<td>Iterative \/ agile<\/td>\n<td>Software, analytics or process-design components where requirements can evolve<\/td>\n<td>Supports frequent feedback and adaptation; still needs integration with operational and contractual constraints<\/td>\n<\/tr>\n<tr>\n<td>PRINCE2 or other governance frameworks<\/td>\n<td>Organisations that use a defined governance method for roles, stages, business case and control<\/td>\n<td>Governance framework choice should follow organisational requirements rather than project sector alone<\/td>\n<\/tr>\n<tr>\n<td>Lean Six Sigma \/ DMAIC<\/td>\n<td>Data-led process-improvement work<\/td>\n<td>Primarily a process-improvement approach, not a complete substitute for project governance<\/td>\n<\/tr>\n<tr>\n<td>Hybrid<\/td>\n<td>Projects combining physical, contractual, operational and digital components<\/td>\n<td>Combine approaches deliberately around uncertainty and dependency instead of assuming one default hybrid formula<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2>Project Management vs Supply Chain Management: What Is the Difference?<\/h2>\n<p>Supply chain management is an ongoing operational discipline. It keeps procurement, inventory, logistics, suppliers and distribution working day after day. Project management is temporary and change-focused. It brings people, budgets and deadlines together to deliver a defined outcome.<\/p>\n<table style=\"width:100%;border-collapse:collapse;margin:24px 0;font-size:.92rem\">\n<thead>\n<tr>\n<th style=\"padding:11px 14px;text-align:left\">Area<\/th>\n<th style=\"padding:11px 14px;text-align:left\">Supply Chain Management<\/th>\n<th style=\"padding:11px 14px;text-align:left\">Project Management<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td style=\"padding:10px 14px\"><strong>Primary purpose<\/strong><\/td>\n<td style=\"padding:10px 14px\">Run and improve ongoing supply chain operations<\/td>\n<td style=\"padding:10px 14px\">Deliver a defined change or outcome<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:10px 14px\"><strong>Time horizon<\/strong><\/td>\n<td style=\"padding:10px 14px\">Continuous<\/td>\n<td style=\"padding:10px 14px\">Fixed start and finish<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:10px 14px\"><strong>Typical measures<\/strong><\/td>\n<td style=\"padding:10px 14px\">Cost, service level, lead time, inventory and reliability<\/td>\n<td style=\"padding:10px 14px\">Scope, schedule, budget, risk and benefits delivered<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:10px 14px\"><strong>Typical responsibility<\/strong><\/td>\n<td style=\"padding:10px 14px\">Maintain the supply network<\/td>\n<td style=\"padding:10px 14px\">Change, expand or redesign the supply network<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>In practice, supply chain project management sits between the two disciplines. A supply chain project manager might lead a warehouse-management-system rollout, move production to a new supplier, open a distribution centre, redesign a transport network, implement cold-chain controls or coordinate a major procurement transformation. The project uses standard project-management disciplines, but the decisions require real supply chain knowledge.<\/p>\n<h3>Where SCM Fits Into Project Management<\/h3>\n<p>SCM in project management becomes especially important when a project depends on materials, suppliers, transport, inventory or cross-border delivery. Construction projects, product launches, manufacturing expansions and humanitarian programmes can all fail if procurement and logistics are treated as afterthoughts. The project manager therefore needs a clear supply strategy, supplier milestones, lead-time assumptions and risk controls built into the project plan from the beginning.<\/p>\n<h2>Core Skills for Supply Chain Project Managers<\/h2>\n<div class=\"skill-grid\">\n<div class=\"skill-card\">\n<h4>Project Scheduling and Planning<\/h4>\n<p>Building work breakdown structures (WBS), critical path analysis, resource loading, milestone tracking, and managing schedule compression when projects fall behind.<\/p>\n<\/div>\n<div class=\"skill-card\">\n<h4>Stakeholder Management<\/h4>\n<p>Identifying stakeholders across the extended supply chain, managing competing interests, building coalitions, and communicating effectively at board, management and operational levels simultaneously.<\/p>\n<\/div>\n<div class=\"skill-card\">\n<h4>Risk Management<\/h4>\n<p>Supply chain risk identification (supplier failure, geopolitical disruption, weather events, demand volatility), probability and impact assessment, mitigation strategy design, and contingency planning.<\/p>\n<\/div>\n<div class=\"skill-card\">\n<h4>Supplier Negotiation<\/h4>\n<p>Negotiating contracts, service level agreements (SLAs), pricing, lead times, and terms with suppliers and logistics providers as part of supply chain transformation initiatives.<\/p>\n<\/div>\n<div class=\"skill-card\">\n<h4>Data Analysis<\/h4>\n<p>Supply chain projects generate large volumes of data. Proficiency in Excel, Power BI, and increasingly Python or SQL is increasingly expected for analysis of inventory data, supplier performance, and logistics KPIs.<\/p>\n<\/div>\n<div class=\"skill-card\">\n<h4>Change Management<\/h4>\n<p>Structured change management (Prosci ADKAR, Kotter&#8217;s 8 Steps) applied to supply chain transformation \u2014 building awareness, desire, knowledge, ability and reinforcement across operational teams who will use new processes and systems.<\/p>\n<\/div>\n<\/div>\n<h2>Supply Chain Project Management in the GCC<\/h2>\n<p>GCC markets are seeing substantial supply chain transformation activity across logistics, manufacturing, food security, technology and major development programmes. The scale and project mix vary by country and sector.<\/p>\n<p><strong>National diversification programs:<\/strong> Saudi Vision 2030, UAE Industrial Strategy 2031, Qatar National Vision 2030 and equivalent programs in Bahrain, Kuwait and Oman are all driving significant investment in domestic supply chain capability. This includes new logistics hubs, manufacturing facilities, cold chain infrastructure, and technology platforms \u2014 all of which require project management to deliver.<\/p>\n<p><strong>E-commerce and fulfilment:<\/strong> E-commerce growth and service expectations are increasing pressure on fulfilment, last-mile delivery, inventory visibility and returns across Gulf markets, but the scale varies by country and segment.<\/p>\n<p><strong>Food security:<\/strong> All GCC countries have made food security a strategic priority following pandemic-era supply chain disruptions. Building domestic food production, storage and distribution capability requires complex supply chain projects across multiple government and private sector stakeholders.<\/p>\n<p><strong>Expo and major events legacy:<\/strong> Dubai Expo 2020, Saudi Vision 2030 mega-projects (NEOM, The Line, Red Sea Project), Qatar 2022 World Cup, and upcoming events create massive supply chain project requirements for construction materials, food service, hospitality and retail.<\/p>\n<h2>Supply Chain Project Management in Africa<\/h2>\n<p>Africa&#8217;s supply chain project management landscape is defined by infrastructure development, agricultural value chain improvement, and health supply chain strengthening.<\/p>\n<p>Infrastructure, health, agriculture and trade projects across African markets can create complex procurement and logistics requirements. The relevant demand should be discussed by sector and country rather than converted into one continent-wide project-count claim.<\/p>\n<p>The pharmaceutical and health supply chain is a critical shortage area. Cold chain management for vaccines and medications, last-mile delivery in rural areas, and inventory management for essential medicines require dedicated supply chain project management capability that most African health systems are building from scratch.<\/p>\n<p>AfCFTA implementation is creating demand for supply chain project managers who can help companies redesign their distribution networks to serve the 54-country single market rather than country-by-country operations.<\/p>\n<h2>Career Paths in Supply Chain Project Management<\/h2>\n<table class=\"data-table\">\n<thead>\n<tr>\n<th>Role<\/th>\n<th>Experience<\/th>\n<th>Typical Background<\/th>\n<th>Compensation Context<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Supply Chain Project Coordinator<\/td>\n<td>0-3 years<\/td>\n<td>Logistics, procurement, operations<\/td>\n<td>Varies by market and employer<\/td>\n<\/tr>\n<tr>\n<td>Supply Chain Project Manager<\/td>\n<td>4-8 years<\/td>\n<td>SCM + project management experience<\/td>\n<td>Varies by market and employer<\/td>\n<\/tr>\n<tr>\n<td>Senior Supply Chain PM \/ Program Manager<\/td>\n<td>8-15 years<\/td>\n<td>Multiple large-scale implementations<\/td>\n<td>Varies by market and employer<\/td>\n<\/tr>\n<tr>\n<td>VP \/ Director Supply Chain Transformation<\/td>\n<td>15+ years<\/td>\n<td>End-to-end transformation leadership<\/td>\n<td>Varies by market and employer<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<div class=\"cta-box\">\n<h3>Build Supply Chain and Project Management Skills<\/h3>\n<p>Matsh&#8217;s supply chain and project management courses are designed for professionals across the GCC, Africa and internationally. Practical skills that apply directly to real supply chain transformation challenges.<\/p>\n<p><a href=\"https:\/\/matsh.co\/en\/course\/project-management-fundamentals-course\/\" class=\"cta-btn\">View Project Management Course<\/a>\n<\/div>\n<h2>Frequently Asked Questions<\/h2>\n<div class=\"faq-item\">\n<h4>What is supply chain project management?<\/h4>\n<p>Supply chain project management is the application of project management principles, tools and methodologies to supply chain improvement, transformation, or implementation initiatives. It applies structured planning, stakeholder management, risk management, and change management to one-time supply chain initiatives \u2014 as distinct from the ongoing operational management of established supply chain processes.<\/p>\n<\/div>\n<div class=\"faq-item\">\n<h4>What is the difference between supply chain management and supply chain project management?<\/h4>\n<p>Supply chain management covers the ongoing coordination of sourcing, procurement, production, logistics and delivery. Supply chain project management applies project management disciplines to one-time supply chain change initiatives \u2014 implementing new systems, building new facilities, transforming processes, or integrating new suppliers. Both require deep supply chain knowledge; project management adds structured delivery methodology for change initiatives.<\/p>\n<\/div>\n<div class=\"faq-item\">\n<h4>What qualifications are useful for supply chain project management?<\/h4>\n<p>Relevant qualifications include the Project Management Professional (PMP) certification from PMI, PRINCE2, the APICS Certified Supply Chain Professional (CSCP), and CIPS procurement qualifications. Lean Six Sigma Green or Black Belt certification is valuable for supply chain improvement projects. Many successful supply chain project managers combine domain experience with a project management qualification rather than holding a single credential.<\/p>\n<\/div>\n<div class=\"faq-item\">\n<h4>Is supply chain project management a good career?<\/h4>\n<p>It can be a strong career path for professionals who combine supply chain knowledge with project-delivery capability. Demand, compensation and progression vary by country, sector, employer and experience, so current job postings and local salary data are better guides than a universal market claim. In the GCC, national development programmes are creating supply chain transformation work across sectors, but the scale and role mix differ by market.<\/p>\n<\/div>\n<div class=\"faq-item\">\n<h4>Which project management methodology is best for supply chain projects?<\/h4>\n<p>There is no single best methodology for supply chain projects. The delivery approach should fit the uncertainty, contractual dependencies, physical infrastructure, regulatory constraints and technology components of the initiative. Predictive, iterative and hybrid approaches can all be appropriate when selected deliberately for the work being delivered.<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Learn how supply chain project management combines project delivery with supply chain operations, including key skills, methods, tools and career applications.<\/p>\n","protected":false},"author":1,"featured_media":9115,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","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":"","footnotes":""},"categories":[288],"tags":[],"class_list":["post-9114","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-supply-chain-management"],"_links":{"self":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/9114","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/comments?post=9114"}],"version-history":[{"count":20,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/9114\/revisions"}],"predecessor-version":[{"id":10233,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/9114\/revisions\/10233"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media\/9115"}],"wp:attachment":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media?parent=9114"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/categories?post=9114"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/tags?post=9114"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}