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welcome back in this segment we will discuss the monthly sales and operations planning process so generally it has the process starts uh end of the month and in step one the performance during previous month is analyzed for example what was the plant production and what has been the actual production uh what was the plant level of inventory and what has been the actual inventory at the end of the month what was the sales target and what has been the actual sales and so on so these data related to sales and forecast is taken over to step two it serves as input to step two that is demand planning phase this is carried out by sales and marketing team and the ultimate output of for this process is the management forecast something that we discussed in detail during our discussion pyramid forecasting the step three is the supply planning so this is generally done by the production department uh here resources are analyzed there are sufficient resources available uh to meet the demand if there are some changes required for the next month's plan they are made or recommended and then these two plans are reconciled in step four that is pre-snop meeting so different recommendations that actually are coming from the demand planning phase and supply planning phase are discussed here if there are some some conflicts for example if the demand is more than supply and if some adjustments can be made they are done here in psnrp meeting so if there are some alternate plans to meet the demand they are discussed so there are different recommendations related to meeting demand related to the spending that might be required related to a different alternated alternate paths or alternate ways to meet the demand so these all recommendations are made here and they are forwarded to executive s and op media so in this step the snop outputs of different products families are discussed and sales and operations plans for those product families are approved here the approval of different spendings is also done here and if there were some conflicts that couldn't be resolved in step four they are also discussed and resolved in step five and of course ultimate output of this step five were the decisions related to these aspects and finally uh there is authorized game plan i mean what is going to be produced in the next month for the different product families is authorized here and it is also possible that in this meeting some some restrictions are imposed on different departments or some informal contract takes place between different departments that they have to abide by these limits of targets and overall performance of the business is also reviewed in this step you can refer to the manufacturing planning and control for some details of these steps if they are not clear thank you very much