Industrial companies demand managers with extensive experience, but, above all, with a strategic and international vision of the business that will help them achieve success" 

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

+100.000 executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

+500 collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. By studying in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities.   

Learn with the best

In the classroom, TECH teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Re-learning methodology (the most internationally recognized postgraduate learning methodology) with Harvard Business School case studies. A complex balance of traditional and state-of-the-art methods, within the most demanding academic framework.   

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.  

At TECH you will have access to Harvard Business School case studies"  

The Advanced master’s degree in Senior Management in Industrial Companies is a program designed to enable business professionals to specialize in a field that is increasingly in demand. A program that is taught in 100% online format and that will be indispensable for the development of students, who will find in it the best content of the current academic panorama on the management of industrial companies. And, all of this, with the most innovative didactic methodology on the market. 

A very well-structured syllabus in a fully digital format that will allow you to self-manage your study time"  

Syllabus

The Advanced master’s degree in Senior Management in Industrial Companies from TECH Global University is an intensive program that prepares the professional to face business challenges and decisions at both national and international levels. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments. 

Throughout 3,000 hours of study, the student will analyze a multitude of practical cases through individual work, achieving high quality learning that can be applied to their daily practice. It is, therefore, an authentic immersion in real business situations.  

This program deals in depth with the main areas of the company and is designed for managers to understand the management of industrial projects from a strategic, international and innovative perspective. 

A plan designed for students, focused on their professional improvement and preparing them to achieve excellence in the field of industrial management. A program that understands both yours and your company's needs through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the skills to solve critical situations, creatively and efficiently. 

This Advanced master’s degree takes place over 2 years and is divided into 20 modules: 

Module 1. Strategic Keys to Improve Competitiveness
Module 2. Project Management
Module 3. Leadership and People Management
Module 4. Corporate Finance An Economic-Financial Approach
Module 5. Design and Product Development
Module 6. Production Planning and Control
Module 7. Lean Manufacturing
Module 8. Quality Management
Module 9. The Logistics Function, Key to Compete
Module 10. Industry 4.0 and Business Intelligence The Digitized Company
Module 11. International Projects
Module 12. Turnkey Projects (EPC)
Module 13. Management and Control of Stages in Turnkey Projects (EPC)
Module 14. Contract Management in Projects
Module 15. Risk Management in Contract Management
Module 16. Project Management in Contract Management
Module 17. Project Management in Projects: Scope and Schedule Management
Module 18. Project Management in Projects: Communications and Quality Management
Module 19. Project Management in Projects: Procurement and Resource Management 
Module 20. Project Management in Projects: Cost Management

Where, When and How is it Taught?

TECH offers the possibility of taking this program completely online. Throughout the 2 years of training, the student will be able to access all the contents of this program at any time, allowing them to self-manage their study time. 

Module 1. Strategic Keys to Improve Competitiveness  

1.1. Excellence in the Current Company 

1.1.1. Adaptation to VUCA Environments 
1.1.2. Satisfaction of Key Constituents (Stakeholders) 
1.1.3. World Class Manufacturing 
1.1.4. Measure of Excellence: Net Promoter Score 

1.2. Business Strategy Design 

1.2.1. General Strategy Definition Process 
1.2.2. Definition of the Current Situation Positioning Models 
1.2.3. Possible Strategic Movements 
1.2.4. Strategic Models of Action 
1.2.5. Functional and Organizational Strategies 
1.2.6. Environmental and Organizational Analysis SWOT Analysis for Decision-Making 

1.3. Strategy Deployment Balanced Scorecard 

1.3.1. Mission, Vision, Values and Principles 
1.3.2. Need for a Balanced Scorecard 
1.3.3. Perspectives to Be Used in the BSC 
1.3.4. Strategic Map 
1.3.5. Phase to Implement a Good BSC 
1.3.6. General Map of a BSC

1.4. Process Management 

1.4.1. Process Description 
1.4.2. Types of Process Main Processes 
1.4.3. Process Prioritization 
1.4.4. Process Representation 
1.4.5. Measuring Processes for Improvement 
1.4.6. Process Map 
1.4.7. Process Reengineering 

1.5. Structural Typologies Agile Organizations. ERR 

1.5.1. Structural Typologies
1.5.2. The Company Seen as an Adaptable System 
1.5.3. The Horizontal Company 
1.5.4. Characteristics and Key Factors of Agile Organizations (ERR) 
1.5.5. Organizations of the Future: the TEAL Organization 

1.6. Design of Business Models 

1.6.1. CANVAS Model for Business Model Design 
1.6.2. Lean Start-up Methodology in the Creation of New Businesses and Products 
1.6.3. The Blue Ocean Strategy 

1.7. Corporate Social Responsibility and Sustainability 

1.7.1. Corporate Social Responsibility (CSR): ISO Business School 26000 
1.7.2. Sustainable Development Goals SDGs 
1.7.3. The 2030 Agenda 

1.8. Customer Management 

1.8.1. The Need to Manage Customer Relationships 
1.8.2. Elements of Customer Management  
1.8.3. Technology and Customer Management. CRM 

1.9. Management in International Environments 

1.9.1. The Importance of the Internationalisation 
1.9.2. Diagnosis of Export Potential 
1.9.3. Elaboration of the Internationalisation Plan 
1.9.4. Implementation of the Internationalization Plan 
1.9.5. Export Assistance Tools 

1.10. Change Management 

1.10.1. The Dynamics of Change in Companies 
1.10.2. Obstacles to Change 
1.10.3. Factors of Adaptation to Change 
1.10.4. Kotter's Methodology for Change Management 

Module 2. Project Management

2.1. The Project 

2.1.1. Fundamental Elements of the Project 
2.1.2. The Project Manager 
2.1.3. The Environment in Which Projects Operate 

2.2. Project Scope Management 

2.2.1. Scope Analysis 
2.2.2. Project Scope Planning 
2.2.3. Project Scope Control 

2.3. Schedule Management 

2.3.1. The Importance of the Planning 
2.3.2. Manage Project Planning Project Schedule
2.3.3. Trends in Time Management 

2.4. Cost Management 

2.4.1. Project Cost Analysis 
2.4.2. Financial Selection of Projects 
2.4.3. Project Cost Planning 
2.4.4. Project Cost Control 

2.5. Quality, Resources and Acquisitions 

2.5.1. Total Quality and Project Management 
2.5.2. Project Resources 
2.5.3. Acquisition The Contracting System 

2.6. Project Stakeholders and Their Communications 

2.6.1. The Importance of Stakeholders 
2.6.2. Project Stakeholder Management 
2.6.3. Project Communications 

2.7. Project Risk Management 

2.7.1. Fundamental Principles of Risk Management 
2.7.2. Management Processes for Project Risk Management 
2.7.3. Trends in Risk Management 

2.8. Integrated Project Management 

2.8.1. Strategic Planning and Project Management 
2.8.2. Project Management Plan 
2.8.3. Execution and Control Processes 
2.8.4. Project Closure 

2.9. Agile Methodologies I: Scrum 

2.9.1. Agile and Scrum Principles 
2.9.2. The ScrumTeam 
2.9.3. Scrum Events 
2.9.4. Scrum Artefacts 

2.10. Agile Methodologies II: Kanban 

2.10.1. Kanban Principles 
2.10.2. Kanban and Scrumban 
2.10.3. Certifications 

Module 3. Leadership and People Management  

3.1. The Role of the Leader 

3.1.1. Leadership in Effective People Management 
3.1.2. Types of Decision-Making Style in People Management 
3.1.3. The Leader Coach 
3.1.4. Self-Directed Teams and Empowerment 

3.2. Team Motivation 

3.2.1. Needs and Expectations 
3.2.2. Effective Recognition 
3.2.3. How to Enhance Team Cohesion 

3.3. Communication and Conflict Resolution 

3.3.1. Intelligent Communication 
3.3.2. Constructive Conflict Management  
3.3.3. Conflict Resolution Strategies 

3.4. Emotional Intelligence in People Management 

3.4.1. Emotion, Feeling and State of Mind 
3.4.2. Emotional Intelligence 
3.4.3. Ability Model (Mayer and Salovey): Identify, Use, Understand and Manage 
3.4.4. Emotional Intelligence and Personnel Selection 

3.5. Indicators in People Management 

3.5.1. Productivity 
3.5.2. Personnel Rotation 
3.5.3. Talent Retention Rate 
3.5.4. Staff Satisfaction Rate 
3.5.5. Average Time Vacancies Pending Filling 
3.5.6. Average Training Time 
3.5.7. Average Time to Reach Goals 
3.5.8. Absenteeism Levels 
3.5.9. Occupational Accidents 

3.6. Performance Evaluation 

3.6.1. Performance Evaluation Components and Cycle 
3.6.2. 360º Evaluation 
3.6.3. Performance Management: A Process and a System 
3.6.4. Management by Objectives 
3.6.5. Operation of the Performance Evaluation Process 

3.7. Training Plan 

3.7.1. Fundamental Principles 
3.7.2. Identification of Training Requirements 
3.7.3. Training Plan 
3.7.4. Training and Development Indicators 

3.8. Identification of Potential 

3.8.1. Potential 
3.8.2. Soft Skills as a Key High Potential Initiator 
3.8.3. Methodologies for Identifying Potential: Learning Agility Assessment (Lominger) and Growth Factors 

3.9. The Talent Map 

3.9.1. George Odiorne-4 Boxes Matrix 
3.9.2. 9-Box Matrix 
3.9.3. Strategic Actions to Achieve Effective Talent Outcomes

3.10. Talent Development Strategy and ROI 

3.10.1. 70-20-10 Learning Model for Soft Skills 
3.10.2. Career Paths and Succession 
3.10.3. Talent ROI 

Module 4. Corporate Finance And Economic-Financial Approach  

4.1. The Company in Our Environment 

4.1.1. Production Costs 
4.1.2. Companies in Competitive Markets 
4.1.3. Monopolistic Competition 

4.2. Analysis of Financial Statements I: The Balance 

4.2.1. The Assets CP and LP Resources 
4.2.2. Liabilities CP and LP Obligations 
4.2.3. Net Assets Shareholder Returns 

4.3. Analysis of Financial Statements II: the Income Statement 

4.3.1. The Structure of the Income Statement Income, Costs, Expenses and Profit or Loss
4.3.2. Main Ratios to Analyze the Income Statement
4.3.3. Profitability Analysis 

4.4. Treasury Management 

4.4.1. Collections and Payments Cash-Forecast 
4.4.2. Impact and Management of Treasury Deficits/Surplus Corrective Measures
4.4.3. Effect Flows Analysis
4.4.4. Bad Debt Portfolio Management and Impact 

4.5. Sources of Financing to CP and LP 

4.5.1. CP Financing, Instruments 
4.5.2. LP Financing, Instruments 
4.5.3. Types of Interest and Their Structure 

4.6. Interaction between the Company and the Bank 

4.6.1. The Financial System and the Banking Business 
4.6.2. Corporate Banking Products 
4.6.3. The Company Analyzed by the Bank 

4.7. Analytical or Cost Accounting 

4.7.1. Cost Types Decisions Based on Costs
4.7.2. Full-Costing 
4.7.3. Direct Costing 
4.7.4. Cost Model by Center and by Activity 

4.8. Investment Analysis and Valuation 

4.8.1. The Company and the Investment Decisions Scenarios and Situations  
4.8.2. Investment Valuation 
4.8.3. Company Valuation 

4.9. Corporate Accounting 

4.9.1. Capital Increase and Reduction  
4.9.2. Dissolution, Liquidation and Transformation of Companies 
4.9.3. Combination of Companies: Mergers and Acquisitions 

4.10. Foreign Trade Finance 

4.10.1. Foreign Markets: The Decision to Export 
4.10.2. The Foreign Exchange Market 
4.10.3. International Payment and Collection Methods 
4.10.4. Transportation, Incoterms and Insurance 

Module 5. Design and Product Development  

5.1. QFD in Product Design and Development (Quality Function Deployment) 

5.1.1. From the Voice of the Customer to Technical Requirements 
5.1.2. The House of Quality/Phases for its Development 
5.1.3. Advantages and Limitations 

5.2. Design Thinking 

5.2.1. Design, Need, Technology and Strategy 
5.2.2. Process Stages 
5.2.3. Used Tools and Techniques 

5.3. Concurrent Engineering

5.3.1. Concurrent Engineering Fundamentals 
5.3.2. Concurrent Engineering Methodologies 
5.3.3. Used Tools 

5.4. Program. Planning and Definition 

5.4.1. Requirements. Quality Management 
5.4.2. Development Phases Time Management 
5.4.3. Materials, Feasibility, Processes Cost Management 
5.4.4. Project Team Human Resource Management 
5.4.5. Information. Communication Management 
5.4.6. Risk Analysis Risk Management

5.5. Product. Design (CAD) and Development 

5.5.1. Information Management/PLM/Product Life Cycle 
5.5.2. Product Failure Modes and Effects 
5.5.3. CAD Construction Reviews 
5.5.4. Product and Manufacturing Drawings 
5.5.5. Design Verification 

5.6. Prototypes. Development  

5.6.1. Rapid Prototyping 
5.6.2. Control Plan 
5.6.3. Experiment Design 
5.6.4. Analysis of Measuring Systems 

5.7. Productive Process. Design and Development  

5.7.1. Modes and Effects of Process Failure 
5.7.2. Design and Construction of Manufacturing Tooling 
5.7.3. Design and Construction of Checking Fixtures (Gauges) 
5.7.4. Adjustment Phases 
5.7.5. Production Start-Up 
5.7.6. Initial Process Evaluation 

5.8. Product and Process. Validation 

5.8.1. Evaluation of Measurement Systems 
5.8.2. Validation Tests 
5.8.3. Statistical Process Control (SPC) 
5.8.4. Product Certification  

5.9. Change Management. Improvement and Corrective Actions  

5.9.1. Types of change 
5.9.2. Variability Analysis, Improvement 
5.9.3. Lessons Learned and Proven Practices 
5.9.4. Process of Change  

5.10. Innovation and Technology Transfer 

5.10.1. Intellectual Property 
5.10.2. Innovation 
5.10.3. Technology Transfer 

Module 6. Production Planning and Control  

6.1. Phases of Production Planning 

6.1.1. Advanced Planning 
6.1.2. Sales Forecasting, Methods 
6.1.3. Takt-Time Definition 
6.1.4. Material Plan-MRP-Minimum Stock  
6.1.5. Personnel Plan 
6.1.6. Equipment Needs 

6.2. Production Plan (PDP) 

6.2.1. Factors to Consider 
6.2.2. Push Planning 
6.2.3. Pull Planning 
6.2.4. Mixed Systems 

6.3. Kanban 

6.3.1. Types of Kanban 
6.3.2. Kanban Uses 
6.3.3. Autonomous Planning: 2-Bin Kanban 

6.4. Production Control 

6.4.1. PDP Deviations and Reporting 
6.4.2. Production Performance Monitoring: OEE 
6.4.3. Total Capacity Tracking: TEEP 

6.5. Production Organization 

6.5.1. Production Team 
6.5.2. Process Engineering 
6.5.3. Maintenance 
6.5.4. Material Control 

6.6. Total Productive Maintenance (TPM) 

6.6.1. Corrective Maintenance 
6.6.2. Autonomous Maintenance 
6.6.3. Preventative Maintenance 
6.6.4. Predictive Maintenance 
6.6.5. Maintenance Efficiency Indicators MTBF - MTTR

6.7. Plant Layout 

6.7.1. Conditioning Factors 
6.7.2. In-Line Production 
6.7.3. Production in Work Cells 
6.7.4. Applications 
6.7.5. SLP Methodology 

6.8. Just-In-Time (JIT) 

6.8.1. Description and Origins of JIT 
6.8.2. Objectives 
6.8.3. Application of JIT Product Sequencing    

6.9. Theory of Constraints (TOC) 

6.9.1. Fundamental Principles 
6.9.2. The 5 Steps of TOC and Its Application 
6.9.3. Advantages and Disadvantages 

6.10. Quick Response Manufacturing (QRM) 

6.10.1. Description 
6.10.2. Key Points for Structuring 
6.10.3. QRM Implementation 

Module 7. Lean Manufacturing

7.1. Lean Thinking 

7.1.1. Structure of the Lean System 
7.1.2. Lean Principles 
7.1.3. Lean Versus Traditional Manufacturing Processes

7.2. Waste in the Company 

7.2.1. Value Vs. Waste in Lean Environments 
7.2.2. Types of Waste (MUDAS) 
7.2.3. Lean Process of Thinking 

7.3. The 5 S 

7.3.1. 5S Principles and How They Can Help Improve Productivity 
7.3.2. The 5 S: Seiri, Seiton, Seiso, Seiketsu and Shitsuke 
7.3.3. Implementation of the 5 S in the Company 

7.4. Lean Diagnostic Tools. VSM. Value Stream Maps 

7.4.1. Value Adding Activities (VA), Necessary Activities (NNVA) and Non-Value Adding Activities (NVA) 
7.4.2. The 7 Tools of Value Stream mapping(Value Stream Mapping) 
7.4.3. Process Activity Mapping 
7.4.4. Supply Chain Response Mapping 
7.4.5. The Production Variety Funnel 
7.4.6. Quality Filter Mapping 
7.4.7. Demand Amplification Mapping 
7.4.8. Decision Point Analysis 
7.4.9. Mapping of the Physical Structure 

7.5. Lean Operational Tools 

7.5.1. Smed 
7.5.2. Jidoka 
7.5.3. Poka-Yoke 
7.5.4. Batch Reduction 
7.5.5. Pous Poka-Yoke 

7.6. Lean Tools for Production Monitoring, Planning and Control  

7.6.1. Visual Management 
7.6.2. Standardization 
7.6.3. Production Leveling (Heijunka) 
7.6.4. Cellular Manufacturing 

7.7. The Kaizen Method for Continuous Improvement 

7.7.1. Kaizen Principles  
7.7.2. Kaizen Methodologies Kaizen Blitz, Gemba Kaizen, Kaizen Teian 
7.7.3. Problem Solving Tools A3 Report,  
7.7.4. Main Obstacles to Kaizen Implementation 

7.8. Roadmap for Lean Implementation 

7.8.1. General Aspects of Implementation 
7.8.2. Phases of Implementation 
7.8.3. Information Technologies in Lean Implementation 
7.8.4. Success Factors in Lean Implementation 

7.9. KPIs for Measuring Lean Performance  

7.9.1. OEE- Overall Equipment Efficiency 
7.9.2. TEEP- Total Effective Equipment Effectiveness Performance 
7.9.3. FTT- First-Time Quality 
7.9.4. DTD- Dock to Dock Time 
7.9.5. OTD- On-Time Delivery 
7.9.6. BTS- Manufacturing According to Program 
7.9.7. ITO- Inventory Turnover Rate 
7.9.8. VAR- Value Added Ratio 
7.9.9. PPMs- Parts Per Million Defects 
7.9.10. FR- Delivery Fulfillment Rate 
7.9.11. IFA-Accident Frequency Index 

7.10. The Human Dimension of Lean. Staff Participation Systems 

7.10.1. The Lean Project Team Application of Teamwork 
7.10.2. Operator Versatility 
7.10.3. Improvement Groups 
7.10.4. Suggestion Programs 

Module 8. Quality Management  

8.1. Total Quality 

8.1.1. Total Quality Management 
8.1.2. External and Internal Customer 
8.1.3. Quality Costs 
8.1.4. Continuous Improvement and the Deming Philosophy 

8.2. ISO 9001:15 Quality Management System 

8.2.1. The 7 Principles of ISO 9001:15 Quality Management  
8.2.2. The Process Approach 
8.2.3. ISO 9001:15 Requirements 
8.2.4. Stages and Recommendations for Implementation 
8.2.5. Deployment Objectives in a Hoshin-Kanri-type Model  
8.2.6. Certification Audit 

8.3. Integrated Management Systems

8.3.1. Environmental Management System ISO Business School 14000 
8.3.2. Occupational Risk Management System: ISO Business School 45001 
8.3.3. Integration of Management Systems 

8.4. Excellence in Management: EFQM Model 

8.4.1. Principles and Fundamentals of EFQM Model 
8.4.2. New Criteria of the EFQM Model 
8.4.3. EFQM Diagnostic Tool: REDER Matrixes 

8.5. Quality Tools 

8.5.1. Basic Tools 
8.5.2. SPC Statistical Process Control 
8.5.3. Control Plan and Control Guidelines for Product Quality Management 

8.6. Advanced Tools and Troubleshooting Tools 

8.6.1. FMEA 
8.6.2. 8D Report 
8.6.3. The 5 Whys 
8.6.4. The 5W + 2H 
8.6.5. Benchmarking 

8.7. Continuous Improvement Methodology I: PDCA 

8.7.1. The PDCA Cycle and Its Stages 
8.7.2. Application of the PDCA Cycle to Lean Manufacturing Development 
8.7.3. Keys to Success of PDCA Projects 

8.8. Continuous Improvement Methodology II: Six-Sigma 

8.8.1. Six-Sigma Description 
8.8.2. Six-Sigma Principles 
8.8.3. Six-Sigma Project Selection 
8.8.4. Six-Sigma Project Stages DMAIC Methodology 
8.8.5. Six-Sigma Roles 
8.8.6. Six-Sigma and Lean Manufacturing 

8.9. Quality Suppliers. Audits. Testing and Laboratory 

8.9.1. Reception Quality Concerted Quality 
8.9.2. Internal Audits Management System 
8.9.3. Product and Process Audits  
8.9.4. Phases to Perform Audits 
8.9.5. Auditor Profile 
8.9.6. Testing, Laboratory and Metrology 

8.10. Organizational Aspects of Quality Management 

8.10.1. Management's Role in Quality Management 
8.10.2. Organization of the Quality Area and the Relationship with Other Areas 
8.10.3. Quality Circles 

Module 9. The Logistics Function, Key to Compete

9.1. Logistical Function of and the Supply Chain 

9.1.1. Logistics Is the Key to a Company's Success 
9.1.2. Logistics Challenges 
9.1.3. Key Activities to Logistics How to Obtain Logistic Function Value 
9.1.4. Types of Supply Chain 
9.1.5. Supply Chain Management 
9.1.6. Logistics Costs 

9.2. Logistics Optimization Strategies 

9.2.1. Cross-Docking Strategy 
9.2.2. Application of Agile Methodology to Logistics Management 
9.2.3. Outsourcing of Logistic Processes 
9.2.4. Picking or Efficient Order Picking 

9.3. Lean Logistics 

9.3.1. Lean Logistics in Supply Chain Management 
9.3.2. Analysis of Waste in the Logistics Chain 
9.3.3. Application of a Lean System in Supply Chain Management 

9.4. Warehouse Management and Automation 

9.4.1. The Role of Warehouses 
9.4.2. Warehouse Management 
9.4.3. Stocks Management 
9.4.4. Warehouse Typology 
9.4.5. Load Units 
9.4.6. Organization of a Warehouse 
9.4.7. Storage and Handling Elements

9.5. Procurement Management 

9.5.1. The Role of Distribution as an Essential Part of Logistics. Internal Vs. External Logistics 
9.5.2. The Traditional Relationship with Suppliers 
9.5.3. The New Paradigm of Supplier Relationships 
9.5.4. How to Classify and Select New Suppliers 
9.5.5. How to Develop Effective Procurement Management 

9.6. Information Systems and Logistics Control 

9.6.1. Requirements of a Logistics Information and Control System 
9.6.2. 2 Types of Information Systems and Logistics Control 
9.6.3. Big Data Applications in Logistics Management 
9.6.4. The Importance of Data in Logistics Management 
9.6.5. The Balanced Scorecard Applied to Logistics Main Management and Control Indicators

9.7. Reverse Logistics 

9.7.1. Keys to Reverse Logistics 
9.7.2. Reverse Vs. Direct Logistics Flows 
9.7.3. Operations within the Framework of Reverse Logistics 
9.7.4. How to Implement a Reverse Distribution Channel 
9.7.5. Final Alternatives for Products in the Reverse Channel 
9.7.6. Costs of Reverse Logistics 

9.8. New Logistic Strategies 

9.8.1. Artificial Intelligence and Robotization 
9.8.2. Green Logistics and Sustainability 
9.8.3. Internet of Things Applied to Logistics 
9.8.4. The Digitized Warehouse 
9.8.5. E-businessand the New Distribution Models 
9.8.6. The Importance of Last Mile Logistics

9.9. Retail Chain Benchmarking  

9.9.1. Commonalities of Successful Value Chains 
9.9.2. Inditex Group Value Chain Analysis 
9.9.3. Amazon Value Chain Analysis 

9.10. Pandemic Logistics 

9.10.1. General Scenario 
9.10.2. Critical Supply Chain Issues in a Pandemic Scenario 
9.10.3. Implications of Cold Chain Requirements on the Establishment of the Vaccine Supply Chain 
9.10.4. Types of Supply Chains for the Distribution of Vaccines 

Module 10. Industry 4.0 and Business Intelligence. The Digitized Company  

10.1. Automation and Industrial Robotics 

10.1.1. Phases in Process Automation 
10.1.2. Industrial Hardware for Automation and Robotics 
10.1.3. The Work Cycle and Its Programming Software 

10.2. Process Automation: RPA 

10.2.1. Automatable Administrative Processes 
10.2.2. Software Structure 
10.2.3. Examples of Application 

10.3. MES, SCADA, GMAO, SGA, MRPII Systems

10.3.1. Product Control with MES Systems  
10.3.2. Engineering and Maintenance SCADA and GMAO 
10.3.3. Procurement and Logistics: SGA and MPRII

10.4. Business Intelligence Software 

10.4.1. Fundamentals of BI 
10.4.2. Software Structure 
10.4.3. Application Possibilities 

10.5. ERP Software 

10.5.1. ERP Description 
10.5.2. Use Reach 
10.5.3. Leading ERPs in the Market 

10.6. IoT and Business Intelligence 

10.6.1. IoT: the Connected World 
10.6.2. Data Sources 
10.6.3. Total Control through IoT + BI 
10.6.4. Blockchain 

10.7. Main BI Software in the Market 

10.7.1. Power BI 
10.7.2. Qlik 
10.7.3. Tableau 

10.8. Microsoft Power BI 

10.8.1. Features 
10.8.2. Examples of Application 
10.8.3. The Future of Power BI 

10.9. Machine Learning, Artificial Intelligence, Optimization and Prediction in the Enterprise 

10.9.1. Machine Learning and Artificial Intelligence 
10.9.2. Process Optimization 
10.9.3. The Importance of Data Driven Forecasting  

10.10. Big Data Applied to the Business Environment 

10.10.1. Applications in the Production Environment 
10.10.2. Applications at the Strategic Management Level 
10.10.3. Applications in Marketing and Sales 

Module 11. International Projects 

11.1. Projects and Organizational Context

11.1.1. Projects in the Organisation
11.1.2. Project Elements
11.1.3. The Importance of the Project in the Organisation

11.2. Types of Projects by Service

11.2.1. Types of Projects
11.2.2. Project Analysis
11.2.3. Project Orientation

11.3. Main Processes in the Development of a Project 

11.3.1. Start-up and Planning Process
11.3.2. Execution and Monitoring
11.3.3. Closing Process

11.4. Cost, Scope and Quality Constraints Analysis 

11.4.1. Cost Restriction Analysis
11.4.2. Scope Restriction
11.4.3. Quality Restriction

11.5. Time, Resource and Risk Restrictions

11.5.1. Time Restriction Analysis
11.5.2. Resource Restrictions
11.5.3. Risk Restrictions

11.6. Analysis of Contract Types 

11.6.1. Unit Price Contract 
11.6.2. Lump Sum Contract
11.6.3. Cost Plus Margin Contract

11.7. Project Management by Typology 

11.7.1. Project Management at Unit Price
11.7.2. Lump Sum Project Management
11.7.3. Cost Plus Margin Project Management

11.8. Project, Program and Portfolio

11.8.1. Analysis of the Project in the Organisation
11.8.2. Analysis of the Program in the Organization
11.8.3. Analysis of the Portfolio in the Organization

11.9. Stakeholders in the Project

11.9.1. Project Stakeholder Pyramid
11.9.2. Analysis of the Stakeholders
11.9.3. Interaction of the Stakeholders

11.10. Analysis of the Organization's Process Assets

11.10.1. Asset Analysis in Start-up and Planning
11.10.2. Analysis of Assets in Execution and Control
11.10.3. Analysis of Assets at Closing

Module 12. Turnkey Projects (EPC) 

12.1. EPC Project

12.1.1. EPC Project Context
12.1.2. Project Components
12.1.3. Needs Analysis

12.2. EPC Project Stages

12.2.1. Identification of Stages in EPC Projects
12.2.2. Identification of Initial Needs in Stages
12.2.3. Timing of Each Stage

12.3. Management of the E-Engineering Stage  

12.3.1. Analysis of Stage E
12.3.2. Timeline for Stage E
12.3.3. Necessary Resources for Stage E

12.4. Analysis of the E-Engineering Stage 

12.4.1. Structure Required for Stage E Development
12.4.2. Restrictions
12.4.3. Difficulties and Risks

12.5. Management of the P-Procurement Stage 

12.5.1. Analysis of Stage P
12.5.2. Timeline
12.5.3. Resources Required

12.6. Analysis of the P-Procurement Stage 

12.6.1. Structure Required for Stage P Development
12.6.2. Restrictions
12.6.3. Difficulties and Risks

12.7. Management of the C-Construction Stage 

12.7.1. Analysis of Stage C
12.7.2. Timeline
12.7.3. Resources Required

12.8. Analysis of the C-Construction Stage 

12.8.1. Structure Required for Stage C Development
12.8.2. Restrictions
12.8.3. Difficulties and Risks

12.9. EPC Projects: HR Department 

12.9.1. Main Functions
12.9.2. Resources Required for This Department
12.9.3. Coordination and Communications with the Rest of the Project

12.10. EPC Projects: Contracts Department

12.10.1. Main Functions
12.10.2. Resources Required for This Department
12.10.3. Coordination and Communications with the Rest of the Project

Module 13. Management and Control of Stages in Turnkey Projects (EPC) 

13.1. Coordination of Stages in EPC Projects

13.1.1. Stage Planning
13.1.2. Communications between Teams
13.1.3. Incident Resolution of Process Stages

13.2. Stage C: Main Structural Components: Quality

13.2.1. Component Q Quality
13.2.2. Analysis of the Quality Part of the Project
13.2.3. Structure and Importance

13.3. Stage C: Main Structural Components: Health and Safety

13.3.1. HSE Component Health and Safety
13.3.2. Analysis of the Health and Safety Part of the Project
13.3.3. Structure and Importance

13.4. Stage C: Main Structural Components: Costs

13.4.1. Component C. Cost
13.4.2. Analysis of the Cost Control Part of the Project
13.4.3. Structure and Importance

13.5. Stage C: Main Structural Components: Deadline

13.5.1. Component P. Time Frame 
13.5.2. Analysis of the Deadline Control Part of the Project
13.5.3. Structure and Importance

13.6. International EPC Project Management 

13.6.1. Project Manager Management
13.6.2. Characteristics of the Manager
13.6.3. Coordination and Communication

13.7. International EPC Project Analysis 

13.7.1. Global Analysis of the Project from the Management
13.7.2. Management Reporting Processes
13.7.3. Control of the Main KPIs of the Project

13.8. EPC Project Deviations

13.8.1. Main EPC Project Deviations 
13.8.2. Deviations Analysis
13.8.3. Customer Deviation Notifications Procedure

13.9. Analysis and Monitoring of Economic Deviations of the Project with Respect to Contract

13.9.1. Production Control
13.9.2. Cost Control
13.9.3. Product Monitoring Vs. Cost

13.10. Non-conformity Management in EPC Projects

13.10.1. Main Non-conformities in EPC Projects
13.10.2. Management Procedures
13.10.3. Analysis and Mitigation

Module 14. Contract Management in Projects

14.1. Contract Management in Projects

14.1.1. Contract Management Analysis in Projects
14.1.2. Need for Contract Management
14.1.3. Contract Management Objectives

14.2. Functions of Contract Manager 

14.2.1. Main Functions of the CM in Projects
14.2.2. Characteristics of the CM Position
14.2.3. Contract Management Indicators

14.3. Contract Management Process

14.3.1. Design of a Contract Management Plan
14.3.2. Management Plan Stages
14.3.3. Contract Management Adversities

14.4. Contract Management Success Factors

14.4.1. Analysis of Main Success Factors
14.4.2. Planning and Development of Contract Management
14.4.3. Performance Management and Partner Relationships

14.5. Main Stage of Contract Management

14.5.1. Planning and Execution
14.5.2. Control and Monitoring During Execution
14.5.3. Control and Monitoring After Execution

14.6. Factors to Take into Account in the Management of Construction Contracts

14.6.1. Setting Objectives and Strategies
14.6.2. Design and Construction Phase of Lump SumContracts
14.6.3. Relations with Contractors

14.7. Contract Manager Challenges

14.7.1. Successful Contract Management and Administration
14.7.2. Customer Communications Management
14.7.3. Contract Analysis and Performance

14.8. Aspects to Resolve

14.8.1. Contract Negotiation and Approval
14.8.2. Control During Ejection
14.8.3. Control of Compliance with Contractual Obligations

14.9. Aspects to Be Supervised

14.9.1. Contract Negotiation and Approval
14.9.2. Control During Ejection
14.9.3. Control of Compliance with Contractual Obligations

14.10. Management of Project Factors by the Contract Manager

14.10.1. Scope Management
14.10.2. Cost Management 
14.10.3. Risk and Change Management

Module 15. Risk Management in Contract Management

15.1. International Contract Management  

15.1.1. Contract Management According to PMBOOK 
15.1.2. Procurement Control and Management According to PMBOOK
15.1.3. Importance and Involvement of the Contract Manager

15.2. Contract Management & Project Management

15.2.1. Relationship betweenContract Management & Project Management
15.2.2. Collaboration between CM and PM
15.2.3. Control of Major Construction Site Factors

15.3. Risk Management by Contract Manager 

15.3.1. Identification of Contract Risks
15.3.2. Risk Classification
15.3.3. Matrix Development and Implementation

15.4. Risk Analysis by Contract Manager 

15.4.1. Identification of Risk Managers
15.4.2. Follow-up of Evolution
15.4.3. Risk Mitigation

15.5. Types of Guarantees

15.5.1. Classification
15.5.2. Importance of Collateral Management
15.5.3. Costs and Expiration

15.6. Penalty Analysis

15.6.1. Type of Penalties According to Contract
15.6.2. Penalty Control by the Contract Manager
15.6.3. Effective Contract Managementt in the Face of Penalties

15.7. Construction Insurance Management

15.7.1. Types of Construction Insurance
15.7.2. Insurance Deadlines
15.7.3. Importance of Insurance

15.8. Analysis of Construction Insurance

15.8.1. Contract Management in Insurance Management
15.8.2. Calculations and Costs for Construction Insurance
15.8.3. Validity of Insurance

15.9. Contract Management and Legal Department

15.9.1. Conexion of the Contract Manager and Legal Department
15.9.2. Importance of Legal Knowledge of the Contract manager
15.9.3. Communication from the Legal Point of View of the Contract manager

15.10. Contract Manager and Contractors

15.10.1. Contract manager Communications with the Contractor
15.10.2. Follow-up of the Contract with the Contractor
15.10.3. Importance of Communications Traceability Control

Module 16. Project Management in Contract Management

16.1. Contract Managementand Budget

16.1.1. Objectives of Budget Management by the Contract Manager
16.1.2. Main Types of Budgets
16.1.3. Budget According to Cost Structure

16.2. Contract Management and Site Control

16.2.1. Objectives of Site Control Management
16.2.2. Hiring of an Inspection Body
16.2.3. Verification and Monitoring of the Work

16.3. Contract Management and Health and Safety Control on Site

16.3.1. Objectives of Health and Safety Control Management at the Construction Site
16.3.2. Aspects to Consider for Health and Safety control
16.3.3. On-site Verification and Follow-up

16.4. Contract Managementand Subcontracting

16.4.1. Importance of the Contract Manager 's Involvement in the Management of Subcontracting Contracts
16.4.2. Types of Subcontracting Contracts
16.4.3. Analysis of Contracts with Subcontractors

16.5. Subcontracting Process to Be Followed by the Contract Manager

16.5.1. Bidding and Comparison
16.5.2. Pre-selection and Pre-recruitment
16.5.3. Subcontract Award

16.6. Monitoring of Changes in Subcontractor Contracts

16.6.1. Importance of Change Tracking
16.6.2. Control of Changes in Time and Cost
16.6.3. Need for Timely Notifications

16.7. Contract Management and Outsourcing Contract

16.7.1. Basics of the Outsourcing Services Contract
16.7.2. Contract Managementin This Type of Contracts
16.7.3. Points to Consider

16.8. Contract Management and Contract Disputes

16.8.1. Intervention of the Contract Manager in Disputes
16.8.2. Technical and Legal Difficulty in International Arbitration Cases
16.8.3. Importance of the Contract Management in Future Disputes

16.9. Classification of Disputes and Arbitrations

16.9.1. Types of Disputes and Arbitrations
16.9.2. Preparing Documentation for Disputes
16.9.3. Importance of Traceability in Future Disputes

16.10. Customers: Manager and Customer

16.10.1. Customers: manager Communications with the Customer
16.10.2. Follow-up of the Contract with the Customer
16.10.3. Importance of Communications Traceability Control

Module 17. Project Management in Projects: Scope and Schedule Management

17.1. Scope Control

17.1.1. Scope of the Project
17.1.2. Project Scope Baseline
17.1.3. The Importance of the Control Account

17.2. Requirement Management

17.2.1. Requirements Management
17.2.2. Categories
17.2.3. Management Process

17.3. Scope Management 

17.3.1. Planning and Scope Management
17.3.2. Gather Requirements
17.3.3. Particularities of Scope

17.4. Scope Analysis 

17.4.1. Preparation of the WBS
17.4.2. Scope Validation
17.4.3. Scope Control

17.5. Timeline Control

17.5.1. Project Timeline
17.5.2. Baseline of the Timeline
17.5.3. Critical Path Analysis

17.6. Timeline Elaboration

17.6.1. Gantt Chart
17.6.2. Predecessor and Successor Activities
17.6.3. Restrictions between Activities

17.7. Schedule Management 

17.7.1. Planning and Timeline Management
17.7.2. Activity Description
17.7.3. Activity Sequencing

17.8. Study and Analysis of the Timeline 

17.8.1. Estimated Duration of Activities
17.8.2. Development of the Timeline
17.8.3. Timeline Control

17.9. Construction Project Acceleration Plan

17.9.1. Analysis of the Acceleration Plan
17.9.2. Timeline
17.9.3. Resources

17.10. Recovery Plan in Construction Project

17.10.1. Analysis of the Recuperation Plan
17.10.2. Timeline
17.10.3. Resources

Module 18. Project Management in Projects: Communications and Quality Management

18.1. Communication Control

18.1.1. Project Communications 
18.1.2. Dimensions of Project Communication 
18.1.3. Communication Skills

18.2. Project Communications

18.2.1. Communication in Meetings
18.2.2. Channels of Project Communication
18.2.3. Formal Ways of Communication

18.3. Communication Management

18.3.1. Planning of Communication Management
18.3.2. Project Communications Management
18.3.3. Control

18.4. Project Quality Control

18.4.1. Project Quality
18.4.2. Project Quality Costs
18.4.3. Importance of Quality

18.5. Project Quality Management

18.5.1. Planning of Quality Management
18.5.2. Quality Management
18.5.3. Control

18.6. Quality: Nonconformities in Project

18.6.1. The Importance of NCs
18.6.2. Customer Nonconformities
18.6.3. Contractor Nonconformities

18.7. Project Stakeholder Management 

18.7.1. Stakeholder Expectation Management
18.7.2. Interpersonal and Team Skills
18.7.3. Conflict Management

18.8. Project Stakeholder Analysis 

18.8.1. Identifying Stakeholders
18.8.2. Engagement Planning
18.8.3. Management and Monitoring Engagement

18.9. Project Integration Management 

18.9.1. Development of the Project Charter
18.9.2. Development of the Project Management Plan
18.9.3. Direction and Management of Project Work

18.10. Project Integration Control 

18.10.1. Project Knowledge Management
18.10.2. Work Control
18.10.3. Integrated Change Control and Project Closure

Module 19. Project Management in Projects: Purchasing and Resource Management

19.1. Control of Purchases

19.1.1. Project Purchases
19.1.2. The Buyer
19.1.3. The Supplier

19.2. Project Purchase Cycle

19.2.1. Analysis of Purchase Cycle
19.2.2. Stage Description
19.2.3. Stage Study

19.3. Purchase Contract

19.3.1. Elements of the Contract
19.3.2. Contract Terminology in Contract
19.3.3. Control of Claims and Litigation

19.4. Project Purchase Management 

19.4.1. Types of Suppliers 
19.4.2. Procurement Category 
19.4.3. Types of Contracts

19.5. Project Purchase Analysis 

19.5.1. Purchasing Management Planning
19.5.2. Execution of Purchases
19.5.3. Control of Purchases

19.6. Resources Control

19.6.1. Project Resources
19.6.2. Conflict Management Skills
19.6.3. Levels of Conflict and Resolution

19.7. Management of Resources by Objectives

19.7.1. Management by Objectives (MBO)
19.7.2. Different Roles in the Projects
19.7.3. Types of Leadership

19.8. Project Resource Management 

19.8.1. Resources Management Planning
19.8.2. Estimated Resources of the Activities
19.8.3. Obtaining the Necessary Resources

19.9. Project Resource Analysis 

19.9.1. Resource Team Development
19.9.2. Team Management 
19.9.3. Equipment Control

19.10. Analysis of the Resource Interview Process from the PM

19.10.1. Interview Process
19.10.2. Analysis by the Project Manager
19.10.3. Factors to Consider for a Successful Result

Module 20. Project Management in Projects: Resource Management

20.1. Cost Control: Project Margin

20.1.1. Project Costs
20.1.2. Calculation of Initial Margin
20.1.3. Financial Control

20.2. Cost Control: Cash Flow

20.2.1. Analysis of the Projects Cash-Flow
20.2.2. Production
20.2.3. Factors

20.3. Activity Cost Estimation

20.3.1. Cost Estimation Techniques
20.3.2. Factors in Favor and Against the Estimation of Activities
20.3.3. Aspects a Take into Account in the Estimate of Costs

20.4. Project Earned Value Management and Control

20.4.1. Basics of Earned Value
20.4.2. Processes
20.4.3. Project Control and Importance

20.5. Control and Management of Project Earned Term

20.5.1. Basics of Earned Term
20.5.2. Processes
20.5.3. Project Control and Importance

20.6. Project Cost Management     

20.6.1. Plan
20.6.2. Cost Estimation
20.6.3. Determination of the Budget

20.7. Project Cost Analysis 

20.7.1. Cost Control
20.7.2. Production Control
20.7.3. Cost Analysis Vs. Production

20.8. S-Curve Management in the Project

20.8.1. Fundamentals about the S-Curve
20.8.2. Management Processes
20.8.3. Importance of the S-Curve

20.9. S-Curve Control and Elaboration in the Project

20.9.1. Production
20.9.2. Monitoring
20.9.3. Control and Deviations

20.10. Project Financial Study

20.10.1. NPV- Net Present Value
20.10.2. IRR-Internal Rate of Return on Project
20.10.3. Payback- Payback Period

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