In a highly fluctuating and globalized industrial environment, counting on an engineer capable of performing a sound business management is crucial for any organization. If you want to be that professional, do not hesitate and update your knowledge at TECH Global University”

Process optimization in industrial sectors is a key to competing in a highly globalized and changing environment. In this context, engineers must intervene and become a factor of change for organizations given their ability to deliver effective, efficient and results-oriented management. Consequently, this academic program has been designed to provide engineering professionals with the tools and knowledge they need to achieve the adaptability required by industrial sectors, thus enabling them to better compete, achieve success and, therefore, job growth. 

Today's highly globalized and competitive environment has forced companies to establish highly efficient work environments that allow them to achieve their objectives. To do so, companies must use the best tools to ensure efficient and successful management that can be adjusted at all times to market needs. This Professional Master's Degree provides the tools and knowledge required to achieve such management adaptability to compete in the best conditions possible.

The program, designed especially for engineering professionals, delves into all aspects related to industrial management, and provides a better overview to improve decision-making. To this end, the program relies on great professionals of recognized prestige, with in-depth knowledge and extensive experience to provide great value to the teachings imparted.

The content combines theoretical aspects and an eminently practical approach that provides engineers with a deep understanding of the reality of industrial companies. Thus, it will provide professionals with the capacity and tools they need to efficiently manage all aspects related to industrial management, so they can compete adequately both in the present and in a future full of challenges, opportunities and changes.

Ultimately, the program will provide engineering professionals a knowledge renewal that will place them at the forefront of the latest developments in every relevant branch of knowledge. 

Study this complete program and see your professional career take off”

This MBA in Industrial Management contains the most complete and up-to-date educational program on the market. Its most notable features are:

• Case studies presented by engineering experts
• 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 self-assessment can be used to improve learning.
• Its special emphasis on innovative methodologies
• 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

Its online nature means our students can choose to take on the course load whenever and wherever they want. All you need is an electronic device with an internet connection” 

The program includes, in its teaching staff, professionals from the sector who bring to this program their work experience, in addition to recognized specialists from prestigious reference societies and 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 immersive education programmed to prepare for real situations.

This program’s design focuses on Problem-Based Learning, through which the professional must try to solve the different professional practice situations that arise during the academic program. For this purpose, it will be aided by an innovative system of interactive videos produced by renowned experts. 

A high-level program such as this one is especially indicated for engineers who want to enhance their professional profile"

Deepen your knowledge and become an expert engineer in managing industrial companies"

The syllabus was designed based on the requirements in applied industrial engineering, following the standards established by the professors on this Professional Master's Degree. Its modules offer a broad perspective of industrial management from a global standpoint to apply it directly on an international scale, incorporating all the fields of work involved in the development of its functions. Our students will be able to update their knowledge and begin to act in this exciting field with more chances of success. 

TECH offers you the most complete MBA in Industrial Management syllabus. This is the only way to learn everything you need to intervene in this field” 

Module 1. Strategic Tips to Improve Competitiveness

1.1. Excellence in Today's Business

1.1.1. Adaptation to VUCA Environments 
1.1.2. Stakeholder Satisfaction 
1.1.3. World Class Manufacturing 
1.1.4. Measurement of Excellence: Net Promoter Score 

1.2. Design of Business Strategy 

1.2.1. General Strategy Definition Process 
1.2.2. Definition of the Current Situation Positioning Models 
1.2.3. Possible Strategic Moves 
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 of Action 
1.3.2. Need for a Balanced Scorecard 
1.3.3. Perspectives to Be Used in CMI 
1.3.4. Strategic Map 
1.3.5. Phases to Implement a Good CMI 
1.3.6. General Map of CMI 

1.4. Process Management 

1.4.1. Process Description 
1.4.2. Types of Processes. Main Processes 
1.4.3. Process Prioritization 
1.4.4. Process Representation 
1.4.5. Measuring Processes for Improvement 
1.4.6. Business Process Mapping 
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 Business 
1.5.4. Characteristics and Key Factors of Agile Organizations (RRA) 
1.5.5. The Organizations of the Future: The TEAL Organization 

1.6. Business Model Design 

1.6.1. Canvas Model for Business Model Design 
1.6.2. Lean Startup 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 26000 
1.7.2. Sustainable Development Goals SDGs 
1.7.3. Agenda 2030 

1.8. Customer Management 

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

1.9. Management in International Environments

 1.9.1. The Importance of Internationalization 
1.9.2. Export Potential Diagnosis 
1.9.3. Elaborating an Internationalization Plan 
1.9.4. Implementing Internationalization Plans 
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 Project Components 
2.1.2. Project Director 
2.1.3. Project Environment 

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. Importance of Planning 
2.3.2. Project Planning Management Project Schedule
2.3.3. Trends in Time Management 

2.4. Cost Management 

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

2.5. Quality, Resources and Procurement 

2.5.1. Total Quality and Project Direction 
2.5.2. Project Resources 
2.5.3. Acquisition. Recruitment System 

2.6. Project Stakeholders and Communications 

2.6.1. Importance of Stakeholders 
2.6.2. Project Stakeholders Management 
2.6.3. Project Communication 

2.7. Project Risk Management 

2.7.1. Fundamental Principles in Risk Management 
2.7.2. Process Management 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. Implementation and Control Processes 
2.8.4. Project Closing 

2.9. Agile Methodologies I: Scrum 

2.9.1. Agile and Scrum Principles 
2.9.2. Scrum Team 
2.9.3. Scrum Events 
2.9.4. Scrum Artifacts 

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 Coach Leader 
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 Can Team Cohesion Be Strengthened? 

3.3. Communication and Conflict Resolution 

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

3.4. Emotional Intelligence in People Management 

3.4.1. Emotion, Feelings and Mood 
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 Recruitment 

3.5. Indicators in People Management 

3.5.1. Productivity 
3.5.2. Staff Turnover 
3.5.3. Talent Retention Rate 
3.5.4. Staff Satisfaction Rate 
3.5.5. Average Time of Unfilled Vacancies 
3.5.6. Average Training Time 
3.5.7. Average Time to Achieve Goals 
3.5.8. Absenteeism Levels 
3.5.9. Occupational Accidents 

3.6. Performance Evaluation 

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

3.7. Training Plan

3.7.1. Fundamental Principles 
3.7.2. Identification of Training Needs 
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. Talent Map 

3.9.1. George Odiorne-4 Box 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. An Economic-Financial Approach

4.1. The Company in Our Environment 

4.1.1. Production Costs 
4.1.2. The Company in Competitive Markets 
4.1.3. Monopolistic Competition 

4.2. Analyzing Financial Statements I: Balance Sheets 

4.2.1. Assets. CP and LP Resources 
4.2.2. Liabilities. Obligations to CP and LP 
4.2.3. Shareholders' Equity. Shareholder Returns 

4.3. Analyzing Financial Statements II: Income Statements 

4.3.1. The Structure of an Income Statement. Revenues, Costs, Expenses and Result
4.3.2. Main Ratios to Analyze the Income Statement
4.3.3. Profitability Analysis 

4.4. Treasury Management 

4.4.1. Income and Payments. Cash-Forecast 
4.4.2. Impact and Management of Cash Deficits/Surplus. Corrective Actions 
4.4.3. Analysis of Cash Flow
4.4.4. Management and Impact of Debt Portfolio 

4.5. Sources of Financing to CP and LP 

4.5.1. Financing to CP, Tools 
4.5.2. Financing to LP, Tools 
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. Banking Products for the Company 
4.6.3. The Company Analyzed by the Bank 

4.7. Analytical or Cost Accounting 

4.7.1. Types of Costs Decisions Based on Costs
4.7.2. Full Costing 
4.7.3. Direct Costing 
4.7.4. Cost Model Based on Centers and Activities 

4.8. Investment Analysis and Valuation 

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

4.9. Corporate Accounting 

4.9.1. Capital Increase and Reduction 
4.9.2. Dissolution, Liquidation and Transformation of Companies 
4.9.3. Combinations 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. Product Design and Development

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

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

5.2. Design Thinking 

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

5.3. Concurrent Engineering 

5.3.1. Fundamentals of Concurrent Engineering 
5.3.2. Methodology of Concurrent Engineering 
5.3.3. Tools Used 

5.4. Programming. 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 Equipment. Human Resource Management 
5.4.5. Information. Communications Management 
5.4.6. Risk Analysis. Risk Management 

5.5. Products. Their Design (CAD) and Development 

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

5.6.    Prototypes. Their Development

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

5.7. Produtive Process. Design and Development 

5.7.1. Modes and Effects of Process Failure 
5.7.2. Design and Construction of Manufacturing Tools 
5.7.3. Design and Construction of Control Tools (Gauges) 
5.7.4. Adjustment Phase 
5.7.5. Production Start-Up 
5.7.6. Initial Evaluation of the Process 

5.8. Product and Process. Its 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. Type of Change 
5.9.2. Variability Analysis, Improvement 
5.9.3. Lessons Learned and Practices Tested 
5.9.4. Process of Change 

5.10. Innovation and Technology Transfer 

5.10.1. Intellectual Property 
5.10.2. Innovation 
5.10.3. Technological Transfer

Module 6. Production Planning and Control

6.1. Phases of Production Planning 

6.1.1. Advanced Planning 
6.1.2. Sales Projections, Methods 
6.1.3. Definition of Takt-Time 
6.1.4. Material Plan-MRP– Minimum Stock 
6.1.5. Personal Plan 
6.1.6. Equipment Needs 

6.2. Performance Development 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. Uses for Kanban 
6.3.3. Autonomous Planning: 2-bin Kanban 

6.4. Production Control 

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

6.5. Production Organization 

6.5.1. Production Equipment 
6.5.2. Engineering Processes 
6.5.3. Maintenance 
6.5.4. Control of Materials 

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. Online 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. Applications 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 the Structuring 
6.10.3. Implementation of the QRM 

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 vs. Traditional Manufacturing Processes 

7.2. Waste in the Company 

7.2.1. Value vs. Waste in Lean Environments
7.2.2. Tpes of Waste (MUDAS) 
7.2.3. The Lean Thinking Process 

7.3. 5 S Methodology 

7.3.1. The 5S Principles and How They Can Help Us Improve Productivity 
7.3.2. The 5 S’ Seiri, Seiton, Seiso, Seiketsu and Shitsuke. 
7.3.3. Implementation of the 5S 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 
7.4.3. Process Activity Mapping 
7.4.4. Mapping Supply Chain Response 
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. Physical Structure Mapping 

7.5. Lean Operational Tools 

7.5.1. SMED 
7.5.2. JIDOKA 
7.5.3. POKAYOKE 
7.5.4. Batch Reduction 
7.5.5. POUS 

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. Manufacturing in Cells 

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 for Implementing Kaizen 

7.8. Roadmap for Lean Implementation 

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

7.9. Lean Performance Measurement KPIs 

7.9.1. OEE- Overall Equipment Efficiency 
7.9.2. TEEP- Total 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- Programmed Manufacturing 
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. DR- Delivery Rate 
7.9.11. AFR- Accident Frequency Rate 

7.10. Lean’s Human Dimension Staff Participation Systems 

7.10.1. The Team in the Lean Project. 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 Customers 
8.1.3. Quality Costs 
8.1.4. Ongoing Improvement and the Deming Philosophy 

8.2. ISO 9001:15 Quality Management System 

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

8.3. Integrated Management System 

8.3.1. Environmental Management Systems: ISO 14000 
8.3.2. Occupational Risk Management System: ISO 45001 
8.3.3. Integrating Management Systems 

8.4. Excellence in Management: EFQM Model 

8.4.1. EFQM Model: Principles and Fundamentals 
8.4.2. New EFQM Model Criteria 
8.4.3. EFQM Diagnostic Tool: REDER Matrices 

8.5. Quality Tools 

8.5.1. Basic Tools 
8.5.2. Statistical Process Control (SPC) 
8.5.3. Control Plan and 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 Why's 
8.6.4. 5W + 2H 
8.6.5. Benchmarking 

8.7. Continuous Improvement Methodology I: PDCA 

8.7.1. PDCA Cycle and Stages 
8.7.2. Applying PDCA Cycle to Lean Manufacturing Development 
8.7.3. Keys to Success in 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 Tests and Laboratory 

8.9.1. Reception Quality: Agreed Quality 
8.9.2. Management System of Internal Audits 
8.9.3. Product and Process Audits 
8.9.4. Phases for Performing Audits 
8.9.5. Auditor Profile 
8.9.6. Tests, Laboratory and Metrology 

8.10. Organization Aspects in Quality Management 

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

Module 9. The Logistics Function, Key to Compete

9.1. Logistical Function 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 Logistics Activities. How to Derive Value from the Logistics Function 
9.1.4. Types of Supply Chains 
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. Applying a Lean System in Supply Chain Management

9.4. Warehouse Management and Automation

9.4.1. The Role of Warehouses 
9.4.2. The Management of a Warehouse 
9.4.3. Stocks Management 
9.4.4. Types of Warehouses 
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 Logistics vs. External Logistics 
9.5.2. The Traditional Relationship with Suppliers 
9.5.3. The New Supplier Relationship Paradigm 
9.5.4. How to Classify and Select Suppliers 
9.5.5. How to Execute Effective Procurement Management 

9.6. Logistics Information and Control Systems 

9.6.1. Requirements of a Logistical Information and Control System 
9.6.2. 2 Types of Logistic Information and Control Systems 
9.6.3. Application of Big Data in Logistical 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 Logistics Flows vs. Direct 
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 Logistics 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-Business and New Distribution Models 
9.8.6. The Importance of Last Mile Logistics

9.9. Benchmarking of Supply Chains 

9.9.1. Common Features of Successful Value Chains 
9.9.2. Analysis of the Inditex Group's Value Chain 
9.9.3. Analysis of Amazon's Value Chain 

9.10. The Logistics of the Pandemic 

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

10.2. Process Automation: RPA 

10.2.1. Administrative Processes that Can Be Automated 
10.2.2. Software Structure 
10.2.3. Application Examples 

10.3. MES, SCADA, CMMS, WMS, MRPII Systems 

10.3.1. Production Control with MES Systems 
10.3.2. Engineering and Maintenance: SCADA AND CMMS 
10.3.3. Procurement and Logistics: WMS and MPRII 

10.4. Business Intelligence Software 

10.4.1. BI Fundamentals 
10.4.2. Software Structure 
10.4.3. Possibilities of Its Implementation 

10.5. Software ERP 

10.5.1. ERP Description 
10.5.2. Scope of Use 
10.5.3. Main ERP on the Market 

10.6. IoT and Business Intelligence 

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

10.7. Main BI Software on the Market 

10.7.1. PowerBI 
10.7.2. Qlik 
10.7.3. Tableau 

10.8. Microsoft Power BI 

10.8.1. Features 
10.8.2. Application Examples 
10.8.3. The Future of PowerBI 

10.9. Machine Learning, Artificial Intelligence, Optimization and Prediction in Companies 

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 Business Environments 

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

Module 11. Leadership, Ethics and Social Responsibility in Companies

11.1. Globalization and Governance

11.1.1. Governance and Corporate Governance
11.1.2. The Fundamentals of Corporate Governance in Companies
11.1.3. The Role of the Board of Directors in the Corporate Governance Framework 

11.2. Cross-Cultural Management

11.2.1. Concept of Cross-Cultural Management
11.2.2. Contributions to the Knowledge of National Cultures
11.2.3. Diversity Management 

11.3. Management and Leadership Development 

11.3.1. Concept of Management Development
11.3.2. Concept of Leadership
11.3.3. Leadership Theories
11.3.4. Leadership Styles 
11.3.5. Intelligence in Leadership
11.3.6. The Challenges of Today's Leader

11.4. Business Ethics 

11.4.1. Ethics and Morality
11.4.2. Business Ethics
11.4.3. Leadership and Ethics in Companies

11.5. Sustainability

11.5.1. Sustainability and Sustainable Development
11.5.2. The 2030 Agenda
11.5.3. Sustainable Companies 

11.6. Corporate Social Responsibility

11.6.1. International Dimensions of Corporate Social Responsibility
11.6.2. Implementing Corporate Social Responsibility
11.6.3. The Impact and Measurement of Corporate Social Responsibility

11.7. Responsible Management Systems and Tools

11.7.1. CSR: Corporate Social Responsibility
11.7.2. Essential Aspects for Implementing a Responsible Management Strategy
11.7.3. Steps for the Implementation of a Corporate Social Responsibility Management System
11.7.4. Tools and Standards of CSR

11.8. Multinationals and Human Rights

11.8.1. Globalization, Multinational Corporations and Human Rights 
11.8.2. Multinational Corporations and International Law
11.8.3. Legal Instruments for Multinationals in the Field of Human Rights

11.9.    Legal Environment and Corporate Governance 

11.9.1. International Rules on Importation and Exportation
11.9.2. Intellectual and Industrial Property
11.9.3. International Labor Law 

Module 12. People and Talent Management 

12.1. Strategic People Management 

12.1.1. Strategic Human Resources Management
12.1.2. Strategic People Management 

12.2. Human Resources Management by Competencies 

12.2.1.  Analysis of the Potential 
12.2.2. Remuneration Policy
12.2.3. Career/Succession Planning 

12.3. Performance Evaluation and Performance Management 

12.3.1. Performance Management
12.3.2. Performance Management: Objectives and Process 

12.4. Innovation in Talent and People Management 

12.4.1. Strategic Talent Management Models
12.4.2. Talent Identification, Training and Development
12.4.3. Loyalty and Retention
12.4.4. Proactivity and Innovation 

12.5. Developing High Performance Teams 

12.5.1. High-Performance Teams: Self-Managing Teams 
12.5.2. Methodologies for Managing High Performance Self-Managed Teams 

12.6. Change Management 

12.6.1. Change Management
12.6.2. Types of Change Management Processes
12.6.3. Stages or Phases in Change Management

12.7. Executive Communication 

12.7.1. Internal and External Communication in the Business Environment
12.7.2. Communication Departments
12.7.3. The Head of Communication of the Company. The Profile of the Dircom 

12.8. Productivity, Attraction, Retention and Activation of Talent 

12.8.1. Productivity
12.8.2. Talent Attraction and Retention Levers 

Module 13. Economic and Financial Management 

13.1. Executive Accounting

13.1.1. Basic Concepts 
13.1.2. The Company's Assets
13.1.3. The Company's Liabilities
13.1.4. The Company's Net Worth
13.1.5. The Income Statement

13.2. Information Systems and Business Intelligence

13.2.1. Fundamentals and Classification
13.2.2. Cost Allocation Phases and Methods
13.2.3. Choice of Cost Center and Impact

13.3. Budget and Management Control

13.3.1. The Budgetary Model
13.3.2. The Capital Budget
13.3.3. The Operating Budget
13.3.5. The Cash Budget
13.3.6. Budget Monitoring

13.4. Financial Management

13.4.1. The Company's Financial Decisions 
13.4.2. The Financial Department
13.4.3. Cash Surpluses
13.4.4. Risks Associated with Financial Management
13.4.5. Risk Management of the Financial Management

13.5. Financial Planning

13.5.1. Definition of Financial Planning
13.5.2. Actions to Be Taken in Financial Planning
13.5.3. Creation and Establishment of the Business Strategy
13.5.4. The Cash Flow Chart
13.5.5. The Working Capital Chart

13.6. Corporate Financial Strategy

13.6.1. Corporate Strategy and Sources of Financing
13.6.2. Corporate Financing Financial Products

13.7. Strategic Financing

13.7.1. Self-financing
13.7.2. Increase in Shareholder's Equity
13.7.3. Hybrid Resources
13.7.4. Financing through Intermediaries

13.8. Analyzing and Solving Cases/Problems

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

Module 14. Commercial Management and Strategic Marketing 

14.1. Commercial Management

14.1.1. Conceptual Framework of Commercial Management
14.1.2. Commercial Strategy and Planning
14.1.3. The Role of Sales Managers

14.2. Marketing

14.2.1. The Concept of Marketing
14.2.2. The Basic Elements of Marketing
14.2.3. Marketing Activities in Companies

14.3. Strategic Marketing Management

14.3.1. The Concept of Strategic Marketing
14.3.2. Concept of Strategic Marketing Planning
14.3.3. Stages in the Process of Strategic Marketing Planning

14.4. Digital Marketing and e-Commerce

14.4.1. Objectives of Digital Marketing and e-Commerce
14.4.2. Digital Marketing and the Media It Uses 
14.4.3. E-Commerce. General Context
14.4.4. Categories of e-Commerce
14.4.5. Advantages and Disadvantages of e-Commerce Compared to Traditional Commerce

14.5. Digital Marketing to Reinforce a Brand

14.5.1. Online Strategies to Improve Brand Reputation
14.5.2. Branded Content and Storytelling

14.6. Digital Marketing to Attract and Retain Customers

14.6.1. Loyalty and Engagement Strategies Using the Internet
14.6.2. Visitor Relationship Management
14.6.3. Hypersegmentation

14.7. Digital Campaign Management

14.7.1. What Is a Digital Advertising Campaign?
14.7.2. Steps to Launch an Online Marketing Campaign
14.7.3. Mistakes in Digital Advertising Campaigns

14.8. Sales Strategy

14.8.1. Sales Strategy
14.8.2. Sales Methods

14.9. Corporate Communication 

14.9.1. Concept
14.9.2. The Importance of Communication in the Organization
14.9.3. Type of Communication in the Organization
14.9.4. Functions of Communication in the Organization
14.9.5. Elements of Communication
14.9.6. Problems of Communication
14.9.7. Communication Scenarios

14.10. Digital Communication and Reputation

14.10.1. Online Reputation
14.10.2. How to Measure Digital Reputation?
14.10.3. Online Reputation Tools
14.10.4. Online Reputation Report
14.10.5. Online Branding

Module 15. Executive Management

15.1. General Management

15.1.1. The Concept of General Management
15.1.2. The Role of the CEO
15.1.3. The CEO and their Responsibilities
15.1.4. Transforming the Work of Management

15.2. Manager Functions: Organizational Culture and Approaches

15.2.1. Manager Functions: Organizational Culture and Approaches 

15.3. Operations Management 

15.3.1. The Importance of Management
15.3.2. Value Chain
15.3.3. Quality Management

15.4. Public Speaking and Spokesperson Education

15.4.1. Interpersonal Communication 
15.4.2. Communication Skills and Influence
15.4.3. Communication Barriers 

15.5. Personal and Organizational Communication Tools

15.5.1. Interpersonal Communication
15.5.2. Interpersonal Communication Tools
15.5.3. Communication in the Organization
15.5.4. Tools in the Organization

15.6. Communication in Crisis Situations

15.6.1. Crisis
15.6.2. Phases of the Crisis
15.6.3. Messages: Contents and Moments

15.7. Preparation of a Crisis Plan

15.7.1. Analysis of Possible Problems
15.7.2. Planning
15.7.3. Adequacy of Personnel

15.8. Emotional Intelligence

15.8.1. Emotional Intelligence and Communication
15.8.2. Assertiveness, Empathy, and Active Listening
15.8.3. Self- Esteem and Emotional Communication

15.9. Personal Branding

15.9.1. Strategies for Personal Brand Development
15.9.2. Personal Branding Laws
15.9.3. Tools for Creating Personal Brands

15.10. Leadership and Team Management

15.10.1. Leadership and Leadership Styles
15.10.2. Leadership Skills and Challenges
15.10.3. Managing Change Processes 
15.10.4. Managing Multicultural Teams

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