With this 100% online Advanced master’s degree, you will efficiently manage logistics operations to increase organizational efficiency, reduce costs and improve market competitiveness” 

Logistics is a fundamental element in the creation of value in modern companies. Therefore, strategic decisions affect all aspects of the operation, from procurement to distribution. However, with the increasing globalization of markets, companies must adopt flexible and efficient logistics models that adapt to a changing environment. Therefore, specialists need to have a comprehensive understanding of the assessment of Senior Logistics Management, with an approach based on strategic planning, technological innovation and supply chain management.  

In this context, TECH has created a pioneeringAdvanced master’s degree in Senior Logistics Management. Designed by leaders in this field, the curriculum will delve into issues ranging from the fundamentals of executive management or the implementation in companies of latest-generation technologies such as big data to the most sophisticated techniques to optimize the distribution chain of products. Accordingly, graduates will obtain advanced technical competencies to efficiently manage logistics operations in a global and competitive environment. 

On the other hand, the methodology of the university program is based on TECH's Relearning method, which guarantees the exhaustive assimilation of complex concepts. It should be noted that the only thing that professionals need to access this Virtual Campus is a device with Internet access, where they will find a variety of multimedia resources such as explanatory videos. In addition, renowned International Guest Directors will give exclusive Masterclasses.

Renowned International Guest Directors will give intensive Masterclasses that will provide you with the most innovative strategies to optimize the efficiency of Logistics Operations”

This Advanced master’s degree in Senior Logistics Management contains the most complete and up-to-date program on the market. The most important features include:

• The development of practical cases presented by experts in Senior Logistics Management 
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice 
• Practical exercises where the self-assessment process can be carried out to improve learning 
• Its special emphasis on innovative methodologies in financial practice 
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments 
• Content that is accessible from any fixed or portable device with an Internet connection 

TECH's characteristic Relearning system will allow you to learn at your own pace without depending on external teaching conditions” 

It includes in its teaching staff professionals belonging to the field of Senior Logistics Management who pour into this program the experience of their work, as well as recognized specialists from leading companies and prestigious universities. 
The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide an immersive learning experience designed to prepare for real-life situations. 

This program is designed around Problem-Based Learning, whereby the student must try to solve the different professional practice situations that arise throughout the program. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced experts.  

You will have comprehensive knowledge of supply chain management and best practices in logistics"

You will lead projects that optimize the sustainability, quality and resilience of logistics activities"

Logistics professionals need to stay at the forefront of the latest trends in this field in order to successfully manage different business operations. In order to facilitate this task, TECH has created a pioneering Advanced master’s degree in Senior Logistics Management, which will provide graduates with the most modern tools to optimize the efficiency of the supply chain and boost both the competitiveness and innovation of organizations in the long term.   

You will use the most sophisticated techniques of Predictive Analytics to detect dangers in the supply chain and develop strategies to ensure operational resilience” 

Module 1. Leadership, Ethics and Social Responsibility in Companies 

1.1. Globalization and Governance 

1.1.1. Governance and Corporate Governance 
1.1.2. The Fundamentals of Corporate Governance in Companies 
1.1.3. The Role of the Board of Directors in the Corporate Governance Framework 

1.2. Leadership 

1.2.1. Leadership. A Conceptual Approach 
1.2.2. Leadership in Companies 
1.2.3. The Importance of Leaders in Business Management 

1.3. Cross-Cultural Management 

1.3.1. Cross-Cultural Management Concept 
1.3.2. Contributions to Knowledge of National Cultures 
1.3.3. Diversity Management 

1.4. Management and Leadership Development 

1.4.1. Concept of Management Development 
1.4.2. Concept of Leadership 
1.4.3. Leadership Theories 
1.4.4. Leadership Styles 
1.4.5. Intelligence in Leadership 
1.4.6. The Challenges of Today's Leader 

1.5. Business Ethics 

1.5.1. Ethics and Morals 
1.5.2. Business Ethics 
1.5.3. Leadership and Ethics in Companies 

1.6. Sustainability 

1.6.1. Sustainability and Sustainable Development 
1.6.2. The 2030 Agenda 
1.6.3. Sustainable Companies 

1.7. Corporate Social Responsibility 

1.7.1. International Dimensions of Corporate Social Responsibility 
1.7.2. Implementing Corporate Social Responsibility 
1.7.3. The Impact and Measurement of Corporate Social Responsibility 

1.8. Responsible Management Systems and Tools 

1.8.1. Corporate Social Responsibility: Corporate Social Responsibility 
1.8.2. Essential Aspects for Implementing a Responsible Management Strategy 
1.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System 
1.8.4. Tools and Standards of Corporate Social Responsibility 

1.9. Multinationals and Human Rights 

1.9.1. Globalization, Multinational Corporations and Human Rights 
1.9.2. Multinational Corporations and International Law 
1.9.3. Legal Instruments for Multinationals in the Field of Human Rights 

1.10. Legal Environment and Corporate Governance 

1.10.1. International Rules on Importation and Exportation 
1.10.2. Intellectual and Industrial Property 
1.10.3. International Labor Law 

Module 2. Strategic Management and Executive Management  

2.1. Organizational Analysis and Design 

2.1.1. Conceptual Framework 
2.1.2. Key Elements in Organizational Design 
2.1.3. Basic Organizational Models 
2.1.4. Organizational Design: Typologies 

2.2. Corporate Strategy 

2.2.1. Competitive Corporate Strategy 
2.2.2. Types of Growth Strategies 
2.2.3. Conceptual Framework 

2.3. Strategic Planning and Strategy Formulation 

2.3.1. Conceptual Framework 
2.3.2. Elements of Strategic Planning 
2.3.3. Strategic Formulation: Process of Strategic Planning 

2.4. Strategic Thinking 

2.4.1. The Company as a System 
2.4.2. Organization Concept 

2.5. Financial Diagnosis 

2.5.1. Concept of Financial Diagnosis 
2.5.2. Stages of Financial Diagnosis 
2.5.3. Assessment Methods for Financial Diagnosis 

2.6. Planning and Strategy 

2.6.1. The Plan from a Strategy 
2.6.2. Strategic Positioning 
2.6.3. Strategy in Companies 

2.7. Strategy Models and Patterns 

2.7.1. Conceptual Framework 
2.7.2. Strategic Models 
2.7.3. Strategic Patterns: The Five P’s of Strategy 

2.8. Competitive Strategy 

2.8.1. Competitive Advantage 
2.8.2. Choosing a Competitive Strategy 
2.8.3. Strategies Based on the Strategic Clock Model 
2.8.4. Types of Strategies according to the Industrial Sector Life Cycle 

2.9. Strategic Management 

2.9.1. The Concept of Strategy 
2.9.2. The Process of Strategic Management 
2.9.3. Approaches in Strategic Management 

2.10. Strategy Implementation 

2.10.1. Indicator Systems and Process Approach 
2.10.2. Strategic Map 
2.10.3. Strategic Alignment 

2.11. Executive Management 

2.11.1. Conceptual Framework of Executive Management 
2.11.2. Executive Management. The Role of the Board of Directors and Corporate Management Tools 

2.12. Strategic Communication 

2.12.1. Interpersonal Communication  
2.12.2. Communication Skills and Influence  
2.12.3. Internal Communication  
2.12.4. Barriers to Business Communication 

Module 3. People and Talent Management  

3.1. Organizational Behavior 

3.1.1. Organizational Behavior. Conceptual Framework 
3.1.2. Main Factors of Organizational Behavior 

3.2. People in Organizations 

3.2.1. Quality of Work Life and Psychological Well-Being 
3.2.2. Work Teams and Meeting Management 
3.2.3. Coaching and Team Management 
3.2.4. Managing Equality and Diversity 

3.3. Strategic People Management 

3.3.1. Strategic Management and Human Resources 
3.3.2. Strategic People Management 

3.4. Evolution of Resources. An Integrated Vision 

3.4.1. The Importance of Human Resources 
3.4.2. A New Environment for People Management and Leadership 
3.4.3. Strategic Human Resources Management 

3.5. Selection, Group Dynamics and Human Resources Recruitment 

3.5.1. Approach to Recruitment and Selection 
3.5.2. Recruitment 
3.5.3. The Selection Process 

3.6. Human Resources Management by Competencies 

3.6.1. Analysis of the Potential 
3.6.2. Remuneration Policy 
3.6.3. Career/Succession Planning 

3.7. Performance Evaluation and Performance Management 

3.7.1. Performance Management 
3.7.2. Performance Management: Objectives and Process 

3.8. Management of Training 

3.8.1.  Learning Theories 
3.8.2. Talent Detection and Retention 
3.8.3. Gamification and Talent Management 
3.8.4. Training and Professional Obsolescence 

3.9. Talent Management 

3.9.1. Keys for Positive Management 
3.9.2. Conceptual Origin of Talent and Its Implication in the Company 
3.9.3. Map of Talent in the Organization  
3.9.4. Cost and Added Value 

3.10. Innovation in Talent and People Management 

3.10.1. Strategic Talent Management Models 
3.10.2. Talent Identification, Training and Development 
3.10.3. Loyalty and Retention  
3.10.4. Proactivity and Innovation 

3.11. Motivation 

3.11.1. The Nature of Motivation  
3.11.2. Expectations Theory 
3.11.3. Needs Theory 
3.11.4. Motivation and Financial Compensation 

3.12. Employer Branding 

3.12.1. Employer Branding in Human Resources 
3.12.2. Personal Branding for Human Resources Professionals 

3.13. Developing High-Performance Teams 

3.13.1. High-Performance Teams: Self-Managed Teams 
3.13.2. Methodologies for the Management of High-Performance Self-Managed Teams 

3.14. Management Skills Development 

3.14.1. What are Manager Competencies?  
3.14.2. Elements of Competencies  
3.14.3. Knowledge  
3.14.4. Management Skills  
3.14.5. Attitudes and Values in Managers  
3.14.6. Managerial Skills 

3.15. Time Management 

3.15.1. Benefits 
3.15.2. What Can Be the Causes of Poor Time Management? 
3.15.3. Time 
3.15.4. Time Illusions  
3.15.5. Attention and Memory 
3.15.6.  State of Mind 
3.15.7. Time Management 
3.15.8. Being Proactive 
3.15.9. Be Clear About the Objective 
3.15.10. Order 
3.15.11. Planning 

3.16. Change Management 

3.16.1. Change Management 
3.16.2. Type of Change Management Processes 
3.16.3. Stages or Phases in the Change Management Process 

3.17. Negotiation and Conflict Management 

3.17.1. Negotiation  
3.17.2. Conflict Management  
3.17.3. Crisis Management 

3.18. Executive Communication 

3.18.1. Internal and External Communication in the Corporate Environment  
3.18.2. Communication Departments  
3.18.3. The Person in Charge of Communication of the Company. The Profile of the Dircom 

3.19. Human Resources Management and Occupational Health and Safety Teams 

3.19.1. Management of Human Resources and Teams 
3.19.2. Occupational Health and Safety Prevention 

3.20. Productivity, Attraction, Retention and Activation of Talent 

3.20.1. Productivity  
3.20.2. Talent Attraction and Retention Levers 

3.21. Monetary Compensation vs. Non-Cash 

3.21.1. Monetary Compensation vs. Non-Cash  
3.21.2. Wage Band Models  
3.21.3. Non-Cash Compensation Models  
3.21.4. Working Model  
3.21.5. Corporate Community  
3.21.6. Company Image  
3.21.7. Emotional Salary  

3.22. Innovation in Talent and People Management 

3.22.1. Innovation in Organizations 
3.22.2. New Challenges in the Human Resources Department 
3.22.3. Innovation Management 
3.22.4. Tools for Innovation 

3.23. Knowledge and Talent Management 

3.23.1. Knowledge and Talent Management 
3.23.2. Knowledge Management Implementation 

3.24. Transforming Human Resources in the Digital Era 

3.24.1. The Socioeconomic Context 
3.24.2. New Forms of Corporate Organization 
3.24.3. New Methodologies 

Module 4. Economic and Financial Management  

4.1. Economic Environment 

4.1.1. Macroeconomic Environment and the National Financial System 
4.1.2. Financial Institutions 
4.1.3. Financial Markets 
4.1.4. Financial Assets 
4.1.5. Other Financial Sector Entities 

4.2. Company Financing 

4.2.1. Sources of Financing 
4.2.2. Types of Financing Costs 

4.3. Executive Accounting 

4.3.1. Basic Concepts  
4.3.2. The Company's Assets  
4.3.3. The Company's Liabilities  
4.3.4. The Company's Net Worth  
4.3.5. Results Research  

4.4. Management Accounting to Cost Accounting 

4.4.1. Elements of Cost Calculation 
4.4.2. Expenses in General Accounting and Cost Accounting 
4.4.3. Costs Classification 

4.5. Information Systems and Business Intelligence 

4.5.1. Fundamentals and Classification 
4.5.2. Cost Allocation Phases and Methods 
4.5.3. Choice of Cost Center and Impact 

4.6. Budget and Management Control 

4.6.1. The Budget Model  
4.6.2. Capital Budget 
4.6.3. The Operating Budget  
4.6.5. The Treasury’s Budget  
4.6.6. Budget Monitoring  

4.7. Treasury Management 

4.7.1. Accounting Working Capital and Required Working Capital 
4.7.2. Calculation of Operating Cash Requirements 
4.7.3. Credit Management 

4.8. Corporate Tax Responsibility 

4.8.1. Basic Tax Concepts  
4.8.2. Corporate Income Tax  
4.8.3. Value Added Tax  
4.8.4. Other Taxes Related to Commercial Activity  
4.8.5. The Company as a Facilitator of the Work of the State  

4.9. Corporate Control Systems 

4.9.1. Analysis of Financial Statements  
4.9.2. The Company's Balance Sheet  
4.9.3. The Profit and Loss Statement  
4.9.4. The Statement of Cash Flows  
4.9.5. Ratio Analysis  

4.10. Financial Management 

4.10.1. The Company's Financial Decisions  
4.10.2. Financial Department  
4.10.3. Cash Surpluses  
4.10.4. Risks Associated with Financial Management  
4.10.5. Financial Administration Risk Management  

4.11. Financial Planning 

4.11.1. Definition of Financial Planning 
4.11.2. Actions to be Taken in Financial Planning 
4.11.3. Creation and Establishment of the Business Strategy  
4.11.4. The Cash Flow Table 
4.11.5. The Working Capital Table 

4.12. Corporate Financial Strategy 

4.12.1. Corporate Strategy and Sources of Financing  
4.12.2. Financial Products for Corporate Financing  

4.13. Macroeconomic Context 

4.13.1. Macroeconomic Context 
4.13.2. Relevant Economic Indicators 
4.13.3. Mechanisms for the Control of Macroeconomic Magnitudes 
4.13.4. Economic Cycles  

4.14. Strategic Financing 

4.14.1. Self-Financing  
4.14.2. Increase in Equity  
4.14.3. Hybrid Resources  
4.14.4. Financing Through Intermediaries  

4.15. Money and Capital Markets 

4.15.1. Money Market  
4.15.2. Fixed Income Market  
4.15.3. Equity Markets  
4.15.4. The Foreign Exchange Market  
4.15.5. The Derivatives Market  

4.16. Financial Analysis and Planning 

4.16.1. Analysis of the Balance Sheet 
4.16.2. Income Statement Analysis 
4.16.3. Profitability Analysis 

4.17. Analyzing and Solving Cases/Problems 

4.17.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX) 

Module 5. Operations and Logistics Management  

5.1. Operations Direction and Management 

5.1.1. The Role of Operations  
5.1.2. The Impact of Operations on the Management of Companies  
5.1.3. Introduction to Operations Strategy  

5.2. Industrial Organization and Logistics  

5.2.1. Industrial Organization Department 

5.3. Structure and Types of Production (MTS, MTO, ATO, ETO...)   

5.3.1. Production System 
5.3.2. Production Strategy   
5.3.3. Inventory Management System 
5.3.4. Production Indicators  

5.4. Structure and Types of Procurement   

5.4.1. Function of Procurement  
5.4.2. Procurement Management 
5.4.3. Types of Purchases  
5.4.4. Efficient Purchasing Management of a Company  
5.4.5. Stages of the Purchase Decision Process  

5.5. Economic Control of Purchasing  

5.5.1. Economic Influence of Purchases 
5.5.2. Cost Centers  
5.5.3. Budget 
5.5.4. Budgeting vs. Actual Expenditure 
5.5.5. Budgetary Control Tools 

5.6. Warehouse Operations Control  

5.6.1. Inventory Control 
5.6.2. Location Systems 
5.6.3. Stock Management Techniques 
5.6.4. Storage Systems 

5.7. Strategic Purchasing Management 

5.7.1. Business Strategy 
5.7.2. Strategic Planning 
5.7.3. Purchasing Strategies 

5.8. Typologies of the Supply Chain (SCM)  

5.8.1. Supply Chain 
5.8.2. Benefits of Supply Chain Management 
5.8.3. Logistical Management in the Supply Chain 

5.9. Supply Chain Management 

5.9.1. The Concept of Supply Chain Management (SCM) 
5.9.2. Costs and Efficiency of the Operations Chain 
5.9.3. Demand Patterns 
5.9.4. Operations Strategy and Change 

5.10. Interactions Between the SCM and All Other Departments 

5.10.1. Interaction of the Supply Chain  
5.10.2. Interaction of the Supply Chain. Integration by Parts 
5.10.3. Supply Chain Integration Problems  
5.10.4. Supply Chain 

5.11. Logistics Costs  

5.11.1. Logistics Costs 
5.11.2. Problems with Logistics Costs 
5.11.3. Optimizing Logistic Costs   

5.12. Profitability and Efficiency of Logistics Chains: KPIs  

5.12.1. Logistics Chain 
5.12.2. Profitability and Efficiency of the Logistics Chain 
5.12.3. Indicators of Profitability and Efficiency of the Supply Chain 

5.13. Process Management 

5.13.1. Process Management  
5.13.2. Process-Based Approach: Process Mapping  
5.13.3. Improvements in Process Management  

5.14. Distribution and Transportation Logistics 

5.14.1. Distribution in the Supply Chain  
5.14.2. Transportation Logistics  
5.14.3. Geographic Information Systems as a Support for Logistics  

5.15. Logistics and Customers 

5.15.1. Demand Analysis       
5.15.2. Demand and Sales Forecast  
5.15.3. Sales and Operations Planning 
5.15.4. Collaborative Planning, Forecasting and Replenishment (CPFR) 

5.16. International Logistics 

5.16.1. Export and Import Processes  
5.16.2. Customs  
5.16.3. Methods and Means of International Payment 
5.16.4. International Logistics Platforms 

5.17. Outsourcing of Operations 

5.17.1. Operations Management and Outsourcing  
5.17.2. Outsourcing Implementation in Logistics Environments  

5.18. Competitiveness in Operations 

5.18.1. Operations Management  
5.18.2. Operational Competitiveness  
5.18.3. Operations Strategy and Competitive Advantages  

5.19. Quality Management 

5.19.1. Internal and External Customers 
5.19.2. Quality Costs 
5.19.3. Ongoing Improvement and the Deming Philosophy 

Module 6. Information Systems Management 

6.1. Technological Environment 

6.1.1. Technology and Globalization  
6.1.2. Economic Environment and Technology  
6.1.3. Technological Environment and Its Impact on Companies  

6.2. Information Systems in Companies  

6.2.1. The Evolution of the IT Model 
6.2.2. Organization and IT Departments 
6.2.3. Information Technology and Economic Environment 

6.3. Corporate Strategy and Technology Strategy  

6.3.1. Creating Value for Customers and Shareholders 
6.3.2. Strategic IS/IT Decisions 
6.3.3. Corporate Strategy vs. Technological and Digital Strategy 

6.4. Information Systems Management 

6.4.1. Corporate Governance of Technology and Information Systems 
6.4.2. Management of Information Systems in Companies  
6.4.3. Expert Managers in Information Systems: Roles and Functions  

6.5. Information Technology Strategic Planning 

6.5.1. Information Technology Strategic Planning 
6.5.3. Phases of Information Systems Strategic Planning 

6.6. Information Systems for Decision-Making 

6.6.1. Business Intelligence 
6.6.2. Data Warehouse 
6.6.3. BSC or Balanced Scorecard 

6.7. Exploring the Information 

6.7.1. SQL: Relational Databases. Basic Concepts 
6.7.2. Networks and Communications 
6.7.3. Operational System: Standardized Data Templates  
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards 
6.7.5. Strategic DB Analysis and Report Composition 

6.8. Corporate Business Intelligence 

6.8.1. The World of Data 
6.8.2. Relevant Concepts 
6.8.3. Main Characteristics 
6.8.4. Solutions in Today's Market 
6.8.5. Overall Architecture of a Business Intelligence Solution 
6.8.6. Cybersecurity in BI and Data Science 

6.9. New Business Concept   

6.9.1. Why Business Intelligence? 
6.9.2. Obtaining Information 
6.9.4. Reasons to Invest in Business Intelligence 

6.10. Business Intelligence Tools and Solutions 

6.10.1. How to Choose the Best Tool? 
6.10.2. Microsoft Power BI, MicroStrategy and Tableau 
6.10.3. SAP BI, SAS BI and Qlikview 
6.10.4. Prometheus 

6.11. Business Intelligence Project Planning and Management 

6.11.1. First Steps to Define a Business Intelligence Project 
6.11.2. BI Solution for the Company 
6.11.3. Requirements and Objectives  

6.12. Corporate Management Applications  

6.12.1. Information Systems and Corporate Management  
6.12.2. Applications for Corporate Management  
6.12.3. Enterprise Resource Planning or ERP Systems  

6.13. Digital Transformation 

6.13.1. Conceptual Framework of Digital Transformation  
6.13.2. Digital Transformation; Key Elements, Benefits and Drawbacks 
6.13.3. Digital Transformation in Companies  

6.14. Technology and Trends 

6.14.1. Main Trends in the Field of Technology that are Changing Business Models  
6.14.2. Analysis of the Main Emerging Technologies  

6.15. IT Outsourcing 

6.15.1. Conceptual Framework of Outsourcing  
6.15.2. IT Outsourcing and its Impact on the Business  
6.15.3. Keys to Implement Corporate IT Outsourcing Projects 

Module 7. Commercial Management, Strategic Marketing and Corporate Communications 

7.1. Commercial Management 

7.1.1. Conceptual Framework of Commercial Management 
7.1.2. Business Strategy and Planning 
7.1.3. The Role of Sales Managers 

7.2. Marketing  

7.2.1. The Concept of Marketing 
7.2.2. The Basic Elements of Marketing 
7.2.3. Marketing Activities in Companies 

7.3. Strategic Marketing Management 

7.3.1. The Concept of Strategic Marketing 
7.3.2. Concept of Strategic Marketing Planning 
7.3.3. Stages in the Process of Strategic Marketing Planning 

7.4. Digital Marketing and E-Commerce 

7.4.1. Digital Marketing and E-Commerce Objectives   
7.4.2. Digital Marketing and Media Used  
7.4.3. E-Commerce. General Context  
7.4.4. Categories of E-Commerce  
7.4.5. Advantages and Disadvantages of E-Commerce versus Traditional Commerce 

7.5. Managing Digital Business 

7.5.1. Competitive Strategy in the Face of the Growing Digitalization of the Media 
7.5.2. Designing and Creating a Digital Marketing Plan  
7.5.3. Return on Investment Analysis in a Digital Marketing Plan  

7.6. Digital Marketing to Reinforce a Brand 

7.6.1. Online Strategies to Improve Your Brand's Reputation 
7.6.2. Branded Content and Storytelling 

7.7. Digital Marketing Strategy 

7.7.1. Defining the Digital Marketing Strategy  
7.7.2. Digital Marketing Strategy Tools  

7.8. Digital Marketing to Attract and Retain Customers  

7.8.1. Loyalty and Engagement Strategies through the Internet 
7.8.2. Visitor Relationship Management 
7.8.3. Hypersegmentation 

7.9. Managing Digital Campaigns 

7.9.1. What Is a Digital Advertising Campaign? 
7.9.2. Steps in Launching an Online Marketing Campaign 
7.9.3. Mistakes in Digital Advertising Campaigns 

7.10. Online Marketing Plan 

7.10.1. What Is an Online Marketing Plan? 
7.10.2. Steps in Creating an Online Marketing Plan 
7.10.3. Advantages of Having an Online Marketing Plan 

7.11. Blended Marketing 

7.11.1. What Is Blended Marketing? 
7.11.2. Differences Between Online and Offline Marketing 
7.11.3. Aspects to Be Taken into Account in the Blended Marketing Strategy 
7.11.4. Characteristics of a Blended Marketing Strategy 
7.11.5. Recommendations in Blended Marketing 
7.11.6. Benefits of Blended Marketing 

7.12. Sales Strategy  

7.12.1. Sales Strategy 
7.12.2. Sales Methods 

7.13. Corporate Communication  

7.13.1. Concept 
7.13.2. The Importance of Communication in the Organization 
7.13.3. Type of Communication in the Organization 
7.13.4. Functions of Communication in the Organization 
7.13.5. Elements of Communication 
7.13.6. Communication Problems 
7.13.7. Communication Scenarios 

7.14. Corporate Communication Strategy  

7.14.1. Motivational Programs, Social Action, Participation and Training with HR 
7.14.2. Internal Communication Support and Tools 
7.14.3. Internal Communication Plan 

7.15. Digital Communication and Reputation 

7.15.1. Online Reputation  
7.15.2. How to Measure Digital Reputation?  
7.15.3. Online Reputation Tools  
7.15.4. Online Reputation Report  
7.15.5. Online Branding 

Module 8. Market Research, Advertising and Commercial Management 

8.1. Market Research 

8.1.1. Marketing Research: Historical Origin  
8.1.2. Analysis and Evolution of the Conceptual Framework of Marketing Research  
8.1.3. Key Elements and Value Contribution of Market Research  

8.2. Quantitative Research Methods and Techniques 

8.2.1. Sample Size  
8.2.2. Sampling  
8.2.3. Types of Quantitative Techniques   

8.3. Qualitative Research Methods and Techniques 

8.3.1. Types of Qualitative Research 
8.3.2. Qualitative Research Techniques 

8.4. Market Segmentation 

8.4.1. Market Segmentation Concept  
8.4.2. Utility and Segmentation Requirements  
8.4.3. Consumer Market Segmentation  
8.4.4. Industrial Market Segmentation  
8.4.5. Segmentation Strategies  
8.4.6. Segmentation Based on Marketing Mix Criteria  
8.4.7. Market Segmentation Methodology 

8.5. Research Project Management 

8.5.1. Market Research as a Process 
8.5.2. Planning Stages in Market Research 
8.5.3. Execution Stages in Marketing Research 
8.5.4. Managing a Research Project  

8.6. International Market Research  

8.6.1. International Market Research 
8.6.2. International Market Research Process 
8.6.3. The Importance of Secondary Sources in International Market Research 

8.7. Feasibility Studies    

8.7.1. Concept and Usefulness 
8.7.2. Outline of a Feasibility Study 
8.7.3. Development of a Feasibility Study 

8.8. Publicity 

8.8.1. Historical Background of Advertising  
8.8.2. Conceptual Framework of Advertising; Principles, Concept of Briefing and Positioning  
8.8.3. Advertising Agencies, Media Agencies and Advertising Professionals  
8.8.4. Importance of Advertising in Business 
8.8.5. Advertising Trends and Challenges  

8.9. Developing the Marketing Plan  

8.9.1. Marketing Plan Concept 
8.9.2. Situation Analysis and Diagnosis 
8.9.3. Strategic Marketing Decisions 
8.9.4. Operating Marketing Decisions 

8.10. Promotion and Merchandising Strategies 

8.10.1. Integrated Marketing Communication 
8.10.2. Advertising Communication Plan 
8.10.3. Merchandising as a Communication Technique 

8.11. Media Planning  

8.11.1. Origin and Evolution of Media Planning   
8.11.2. Media  
8.11.3. Media Plan  

8.12. Fundamentals of Commercial Management  

8.12.1. The Role of Commercial Management 
8.12.2. Systems of Analysis of the Company/Market Commercial Competitive Situation 
8.12.3. Commercial Planning Systems of the Company 
8.12.4. Main Competitive Strategies 

8.13. Commercial Negotiation 

8.13.1. Commercial Negotiation   
8.13.2. Psychological Issues in Negotiation 
8.13.3. Main Negotiation Methods 
8.13.4. The Negotiation Process 

8.14. Decision-Making in Commercial Management 

8.14.1. Commercial Strategy and Competitive Strategy 
8.14.2. Decision Making Models 
8.14.3. Decision-Making Analytics and Tools 
8.14.4. Human Behavior in Decision Making 

8.15. Sales Network Management 

8.15.1. Sales Management.  
8.15.2. Networks Serving Commercial Activity 
8.15.3. Salesperson Recruitment and Training Policies 
8.15.4. Remuneration Systems for Own and External Commercial Networks 
8.15.5. Management of the Commercial Process. Control and Assistance to the Work of the Sales Representatives Based on the Information 

8.16. Implementing the Commercial Function 

8.16.1. Recruitment of Own Sales Representatives and Sales Agents 
8.16.2. Controlling Commercial Activity  
8.16.3. The Code of Ethics of Sales Personnel 
8.16.4. Compliance with Legislation 
8.16.5. Generally Accepted Standards of Business Conduct 

8.17. Key Account Management 

8.17.1. Concept of Key Account Management   
8.17.2. The Key Account Manager 
8.17.3. Key Account Management Strategy  

8.18. Financial and Budgetary Management  

8.18.1. The Break-Even Point 
8.18.2. The Sales Budget. Control of Management and of the Annual Sales Plan 
8.18.3. Financial Impact of Strategic Sales Decisions 
8.18.4. Cycle Management, Turnover, Profitability and Liquidity 
8.18.5. Income Statement 

Module 9. Innovation and Project Management 

9.1. Innovation  

9.1.1. Introduction to Innovation  
9.1.2. Innovation in the Entrepreneurial Ecosystem  
9.1.3. Instruments and Tools for the Business Innovation Process 

9.2. Innovation Strategy 

9.2.1. Strategic Intelligence and Innovation  
9.2.2. Innovation from Strategy  

9.3. Project Management for Startups 

9.3.1. Startup Concept 
9.3.2. Lean Startup Philosophy 
9.3.3. Stages of Startup Development 
9.3.4. The Role of a Project Manager in a Startup 

9.4. Business Model Design and Validation 

9.4.1. Conceptual Framework of a Business Model  
9.4.2. Business Model Design and Validation  

9.5. Project Direction and Management 

9.5.1. Project Management and Direction: Identification of Opportunities to Develop Corporate Innovation Projects  
9.5.2. Main Stages or Phases in the Direction and Management of Innovation Projects  

9.6. Project Change Management: Training Management 

9.6.1. Concept of Change Management 
9.6.2. The Change Management Process 
9.6.3. Change Implementation 

9.7. Project Communication Management 

9.7.1. Project Communications Management 
9.7.2. Key Concepts for Project Communications Management 
9.7.3. Emerging Trends 
9.7.4. Adaptations to Equipment 
9.7.5. Planning Communications Management 
9.7.6. Managing Communications 
9.7.7. Monitoring Communications 

9.8. Traditional and Innovative Methodologies 

9.8.1. Innovative Methodologies 
9.8.2. Basic Principles of Scrum 
9.8.3. Differences between the Main Aspects of Scrum and Traditional Methodologies 

9.9. Creation of a Startup 

9.3.1. Creation of a Startup  
9.3.2. Organization and Culture 
9.3.3. Top Ten Reasons Why Startups Fail 

9.10. Project Risk Management Planning 

9.10.1. Risk Planning 
9.10.2. Elements for Creating a Risk Management Plan 
9.10.3. Tools for Creating a Risk Management Plan 
9.10.4. Content of the Risk Management Plan 

Module 10. Executive Management 

10.1. General Management  

10.1.1. The Concept of General Management  
10.1.2. The General Manager's Action 
10.1.3. The CEO and Their Responsibilities 
10.1.4. Transforming the Work of Management 

10.2. Manager Functions: Organizational Culture and Approaches 

10.2.1. Manager Functions: Organizational Culture and Approaches 

10.3. Operations Management  

10.3.1. The Importance of Management 
10.3.2. Value Chain 
10.3.3. Quality Management 

10.4. Public Speaking and Spokesperson Education 

10.4.1. Interpersonal Communication 
10.4.2. Communication Skills and Influence 
10.4.3. Communication Barriers 

10.5. Personal and Organizational Communications Tools 

10.5.1. Interpersonal Communication 
10.5.2. Interpersonal Communication Tools 
10.5.3. Communication in the Organization 
10.5.4. Tools in the Organization 

10.6. Communication in Crisis Situations 

10.6.1. Crisis 
10.6.2. Phases of the Crisis 
10.6.3. Messages: Contents and Moments 

10.7. Preparation of a Crisis Plan 

10.7.1. Analysis of Possible Problems 
10.7.2. Planning 
10.7.3. Adequacy of Personnel 

10.8. Emotional Intelligence  

10.8.1. Emotional Intelligence and Communication 
10.8.2. Assertiveness, Empathy and Active Listening 
10.8.3. Self-Esteem and Emotional Communication 

10.9. Personal Branding 

10.9.1. Strategies for Personal Brand Development 
10.9.2. Personal Branding Laws 
10.9.3. Tools for Creating Personal Brands 

10.10. Leadership and Team Management 

10.10.1. Leadership and Leadership Styles 
10.10.2. Leader Capabilities and Challenges 
10.10.3. Managing Change Processes 
10.10.4. Managing Multicultural Teams 

Module 11. Business Vision 

11.1. Corporate Mission, Vision and Values   

11.1.1. Mission, Vision and Values  
11.1.2. Relationship with the Functions of the Operations Manager   
11.1.3. Example of Mission, Vision and Values in Main Businesses  

11.2. Business Organization: Key Departments   

11.2.1. Details of Main Departments  
11.2.2. Governing Bodies  
11.2.3. Influence of the Operations Manager on the Departments  

11.3. Commercial Organization: Commercial and Business Administration   

11.3.1. Commercial Department  
11.3.2. Commercial Administration Department  
11.3.3. Coordination Between the Commercial Area and the Rest of the Business  

11.4. Industrial Organization and Logistics   

11.4.1. Industrial Organization Department  
11.4.2. Internal Logistics Department  
11.4.3. External Logistics Department  

11.5. Management Functions and Skills   

11.5.1. Department Headed by the Director of Operations  
11.5.2. Responsibilities of an Operations Manager  
11.5.3. Focus on Skills  

11.6. Leadership 
11.7. Human Resources and Occupational Risk Prevention Teams Management   

11.7.1. Human Resources Management  
11.7.2. Team Management  
11.7.3. Occupational Risk Prevention Plan  

11.8. Horizontal and Vertical Communication   

11.8.1. Horizontal Communication  
11.8.2. Vertical Communication  
11.8.3. Management Communication  

11.9. Costs   

11.9.1. Accounting of Costs  
11.9.2. Differences Between Spending, Purchasing, Investment, Payment and Cost  
11.9.3. Typology and Classification of Costs  

11.10. Information Systems   

11.10.1. Concept of a Marketing Information System (MIS)  
11.10.2. Features of an MIS  
11.10.3. The Information in the MIS  

11.11. Industry 4.0. Short- and Medium-Term   

11.11.1. Big Data  
11.11.2. IT  
11.11.3. Additive Manufacturing  

11.12. Industry 4.0. Long-Term   

11.12.1. Machine Learning  
11.12.2. Collaborative Robotics  
11.12.3. Augmented Reality, Virtual Reality and Cybersecurity  

Module 12. Organization of Production, Procurement and Warehouses  

12.1. Structure and Types of Production (MTS, MTO, ATO, ETO etc.)   

12.1.1. Production Systems and Strategies  
12.1.2. Inventory Management System  
12.1.3. Production Indicators  

12.2. Sales Structure, Types and Channels   

12.2.1. Structure of Sales: Organization, Channels and Sector  
12.2.2. Structure of Sales: Offices and Sales Groups  
12.2.3. Determining a Sales Structure  

12.3. Structure and Types of Procurement   

12.3.1. Function of Procurement  
12.3.2. Procurement Management  
12.3.3. The Buying Decision Process  

12.4. Design of Production Plants   

12.4.1. Industrial Architecture and Plant Layout  
12.4.2. Basic Types of Plant Layout  
12.4.3. Characteristics for an Appropriate Plant Distribution  

12.5. Economic Control of Purchasing  

12.5.1. Advanced Warehouse Design 
12.5.2. Picking and Sorting 
12.5.3. Material Flow Control 

12.6. Process Design   

12.6.1. Definition of Process Design  
12.6.2. Principles of Process Design  
12.6.3. Process Modeling  

12.7. Resource Allocation   

12.7.1. Introduction to Resource Allocation  
12.7.2. Project Management  
12.7.3. Resource Distribution  

12.8. Industrial Operations Control   

12.8.1. Process Control and Its Characteristics  
12.8.2. Examples of Industrial Processes  
12.8.3. Industrial Controls  

12.9. Warehouse Operations Control   

12.9.1. Warehouse Operations  
12.9.2. Inventory Control and Location Systems  
12.9.3. Stock Management Techniques  

12.10. Maintenance Operations  

12.10.1. Industrial Maintenance and Typology  
12.10.2. Maintenance Planning  
12.10.3. Management of Computer-Assisted Maintenance  

Module 13. Operations Management I: Planning, Manufacturing and Warehouses  

13.1. Demand Forecasting  

13.1.1. Planning System and Production Control  
13.1.2. Demand and Types of Demand  
13.1.3. Demand Forecasting and Methodology  

13.2. Resource Planning and Manufacturing. Capacity   

13.2.1. Aggregate Production Planning  
13.2.2. Master Production Planning System  
13.2.3. Approximate Capacity Planning System  

13.3. Sequencing   

13.3.1. Material Requirements Planning  
13.3.2. Capacity Requirements Planning  
13.3.3. Manufacturing Resources Planning (MRPII)  

13.4. Manufacturing Preparation   

13.4.1. Launching and Control System for Production Activities  
13.4.2. Production Programming  
13.4.3. Sequencing. Production Control 

13.5. Maintenance Control   

13.5.1. Maintenance Control  
13.5.2. Maintenance Control Cycle  
13.5.3. Designing a Maintenance Plan  

13.6. Lean Warehouse  

13.6.1. Introduction to Lean Manufacturing  
13.6.2. Structure of the Lean System  
13.6.3. Lean Techniques  

13.7. Warehouse Design and Management  

13.7.1. Advanced Warehouse Design 
13.7.2. Picking and Sorting 
13.7.3. Material Flow Control 

13.8. Manufacturing Costs   

13.8.1. Production Costs  
13.8.2. Other General Manufacturing Costs  
13.8.3. Cost Systems  

13.9. Warehouse Costs   

13.9.1. Introduction to Warehousing Costs  
13.9.2. Classification of Warehousing Costs  
13.9.3. Inventory Assessments  

13.10. Information Systems in Planning and Manufacturing   

13.10.1. General Information Systems  
13.10.2. Information Systems in Planning and Manufacturing  
13.10.3. Market Operations  

13.11. Information Systems in Warehouses  

13.11.1. Information Systems in Warehouses  
13.11.2. Information Technology in Warehouses  
13.11.3. Market Options  

Module 14. Operations Management II: SCM Logistics  

14.1. Supply Chain Design and Management   

14.1.1. Introduction to the Supply Chain: Components  
14.1.2. Supply Chain Design  
14.1.3. Supply Chain Management  

14.2. Key Aspects of the Supply Chain   

14.2.1. Evolution of the Supply Chain  
14.2.2. Key Aspects of the Supply Chain  
14.2.3. Scenario Analysis  

14.3. Strategic Planning Design throughout the Supply Chain  

14.3.1. Strategic Design of Supply Chain  
14.3.2. Planning of the Supply Chain  
14.3.3. Methodology for the Strategic Design of the Supply Chain  

14.4. Order Preparation   

14.4.1. Introduction to Order Preparation  
14.4.2. Basic Considerations for Order Preparation  
14.4.3. Phases of Order Preparation  

14.5. Resource Management. Capacity and Schedules   

14.5.1. Resources Management and Training  
14.5.2. Techniques for Resource Management  
14.5.3. Schedules  

14.6. External Logistical Planning   

14.6.1. Introduction to Integral Logistics  
14.6.2. Importance of Logistical Planning  
14.6.3. Key Aspects of Logistical Planning  

14.7. Reverse Logistics and Sustainability   

14.7.1. Sustainable Development  
14.7.2. Reverse Logistics  
14.7.3. Green Logistics  

14.8. International Logistics Distribution  

14.8.1. Advanced Warehouse Design   
14.8.2. Picking and Sorting 
14.8.3. Material Flow Control 

14.9. Customer Service   

14.9.1. Methods  
14.9.2. Indicators  
14.9.3. Relationship with Logistics  

14.10. Lean Management  

14.10.1. Lean Basis with Application in International Logistics 
14.10.2. Main Implications and Requirements 
14.10.3. Other Methodologies to Improve the Process 

14.11. Supply Chain Costs  

14.11.1. Cost Cutting Projects  
14.11.2. Stages  
14.11.3. Case Study  

14.12. Information Systems  

14.12.1. Amazon Case Study  
14.12.2. Integration with Amazon  
14.12.3. Message Flow  

Module 15. Operations Management III: Strategic Purchasing Management  

15.1. Strategic Purchasing Management  

15.1.1. Strategic Management: Benefits and Models  
15.1.2. Strategic Purchasing Management and its Factors  
15.1.3. Purchasing Strategies  

15.2. Lean Management in Purchasing Processes   

15.2.1. Lean Buying 
15.2.2. Outsourcing in the SCM 
15.2.3. Lean Supplying 

15.3. Purchasing Strategy Design   

15.3.1. Externalization 
15.3.2. Process Outsourcing 
15.3.3. Globalization 
15.3.4. Relocation 

15.4. Outsourcing-Insourcing   

15.4.1. Purchasing Models and Processes 
15.4.2. Segmentation Models 
15.4.3. Role of e-Procurement 

15.5. Strategic Sourcing   

15.5.1. Supplier Selection and Strategy 
15.5.2. Value Generation from Strategic Procurement 
15.5.3. Logistic Operators in Procurement 

15.6. Transportation and Distribution Management   

15.6.1. Coordination Between Transport and Warehousing 
15.6.2. Logistics Activity Zones (LAZ) 
15.6.3. Air and Inland Freight Transport Regulations and Agreements   

15.7. Global Supply Chain   

15.7.1. Introduction and Classification of the Complexity of Supply Chains  
15.7.2. Areas of Opportunity in Global Supply Chains  
15.7.3. Trends in Global Supply Chains  

15.8. Import Management   

15.8.1. Customs, Export and Import Processes 
15.8.2. International Commerce Institutions and Agreements 
15.8.3. Plant Management and International Purchasing 

15.9. Incoterms and International Document Management  

15.9.1. Exportation or Implantation 
15.9.2. Agency, Distribution and International Sales and Purchase Agreements 
15.9.3. Industrial and Intellectual Property 
15.9.4. Taxes and Tariffs Classification  

15.10. Methods and Means of International Payment   

15.10.1. Payment Method Selection 
15.10.2. Documentary Credit 
15.10.3. Bank Guarantee and Documentary Credit 

15.11. Purchasing Strategic Management Costs  

15.11.1. Value Chain  
15.11.2. Procurement Costs  
15.11.3. Inventory Valuation  

15.12. Information Systems in Purchasing   

15.12.1. Master Data  
15.12.2. Processes  
15.12.3. EDI Messages 

Module 16. Operations Management IV: Quality  

16.1. Principles of Statistics Applied to Quality Control   

16.1.1. Introduction  
16.1.2. Measures of Central Tendency  
16.1.3. Measures of Dispersion  

16.2. Operational Defect Definition   

16.2.1. Evolution of Quality in the SCM  
16.2.2. Defect Definition, Control and Cataloging  
16.2.3. Criteria for Acceptance or Rejection of a Product  

16.3. Basic Concepts of Control   

16.3.1. Definitions  
16.3.2. ISO 9001  
16.3.3. Requirements of ISO 9001  

16.4. Control Charts by Variables and Attributes   

16.4.1. Control by Variable and by Attributes  
16.4.2. Control Charts  
16.4.3. OC Chart  

16.5. Sampling Inspection   

16.5.1. Typology   
16.5.2. Methodology  
16.5.3. Sample Size  

16.6. Process Capability   

16.6.1. Associated Statistics  
16.6.2. Variability 
16.6.3. Cp Index  

16.7. Six Sigma. Methodology and Strategy   

16.7.1. Definition of Six Sigma  
16.7.2. Methodology of Six Sigma  
16.7.3. Structure of Six Sigma  

16.8. Quality Cost  

16.8.1. Types of Viability Study  
16.8.2. Viability Technique Study  
16.8.3. Use Case  

16.9. Information Systems   

16.9.1. Implementation of Quality in the ERP  
16.9.2. Quality Control in Events  
16.9.3. Periodic Controls  

Module 17. Strategic Planning and IT Project Management  

17.1. Global Map of IT Systems (I): ERP, MRP, SGA, MES   

17.1.1. Description of Each System  
17.1.2. Market Options  
17.1.3. Implantation Processes  

17.2. Global Map of IT Systems (II): Global Map of IT Systems (II): e-Commerce, Corporate Web, BI, Simulation, Machine Learning and CMMS   

17.2.1. Description of Each System  
17.2.2. Market Options  
17.2.3. Implantation Processes  

17.3. IT Systems: High Availability, Security and Maintenance   

17.3.1. Aspects to Consider  
17.3.2. Market Options  
17.3.3. Implementation Processes  

17.4. IS Strategic Planning   

17.4.1. Aspects to Consider  
17.4.2. Technological Resources Management  
17.4.3. Adjacent Processes: Reporting and Assessment  

17.5. IT Project Management  

17.5.1. General Methodology  
17.5.2. Agile Manifesto  
17.5.3. SCRUM  

17.6. Corporate Social Responsibility in IT Projects  
17.7. Finance and Responsible Investment in IT Projects  
17.8. Business and the Environment in IT Projects  
17.9. Systems and Tools for Responsible Management in IT  
17.10. Business Ethics in IT Projects 

Module 18. Financial Supply Chain Management 

18.1. Global Economic Environment  

18.1.1. The Fundamentals of the Global Economy 
18.1.2. The Globalization of Companies and Financial Markets 
18.1.3. Growth & Development in Emerging Markets 
18.1.4. International Monetary System 

18.2. Financial Accounting in Supply Chain Management  

18.2.1. Situation Balance  
18.2.2. Losses and Gains  
18.2.3. Ratio Interpretation  

18.3. Accounting Management in the Supply Chain  

18.3.1. Measurable: Productivity  
18.3.2. Efficiency and Profitability  
18.3.3. Ratios and Management  

18.4. Analysis and Financial Planning of the Supply Chain  

18.4.1. Definitions  
18.4.2. Planning  
18.4.3. Examples of Financial Planning  

18.5. Financial Diagnosis   

18.5.1. Indicators for Analyzing Financial Statements 
18.5.2. Profitability Analysis 
18.5.3. Economic and Financial Profitability of a Company 

18.6. Economic Analysis of Decisions   

18.6.1. Budget Control 
18.6.2. Competitive Analysis. Comparative Analysis 
18.6.3. Decision-Making. Business Investment or Divestment 

18.7. Key Financial Aspects in Operations Management in the Supply Chain  

18.7.1. Introduction to Order Preparation  
18.7.2. Key Aspects  
18.7.3. Ratio Interpretation  

18.8. Tools for Operations Management in the Supply Chain in Times of Crisis   

18.8.1. Definition of Tools and Benefits  
18.8.2. Management Tools  
18.8.3. Market Operations  

18.9. Profitability and Efficiency of Logistics Chains: KPIs  

18.9.1. Profitability and Efficiency of Mediations  
18.9.2. General Indicators of Logistic Chains  
18.9.3. Specific Indicators  

Module 19. Operative Strategy and LEAN Management Methodologies  

19.1. Lean Management   

19.1.1. The Basic Principles of Lean Management 
19.1.2. Improvement and Problem-Solving Groups 
19.1.3. New Forms of Maintenance and Quality Management 

19.2. Implantation of the Global Lean Methodology   

19.2.1. Lean Methodology  
19.2.2. Implementation Processes 
19.2.3. Continuing Improvement  

19.3. Process Improvement and Rapid Response Manufacturing (RRM) Techniques   

19.3.1. Identifying Points for Improvement  
19.3.2. BPM, Simulation and Digital Twin  
19.3.3. Choosing the Necessary Tool  

19.4. Innovation and Product Engineering in Logistics. Organizations and Product Development   

19.4.1. Aspects to Consider  
19.4.2. Organizations and Market Development  
19.4.3. Market Options  

19.5. Total Quality Management and Advanced Management of Logistics Projects   

19.5.1. Assessment of Total Quality  
19.5.2. Identifying Points for Improvement  
19.5.3. Advanced Project Management  

19.6. Market Trends Analysis in Logistics  

19.6.1. Trend Analysis  
19.6.2. Guidelines  
19.6.3. Market Options  

19.7. IS Trend Analysis   

19.7.1. IS Latest Trend Analysis  
19.7.2. Tools  
19.7.3. Market Options 

You will learn valuable lessons from solving real logistics cases in simulated learning environments. Enroll now!”