Training that will elevate your skills to the highest professional level, with up-to-date information on the latest business techniques and approaches"

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. 

Show the world your talent after completing this program. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study 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’s 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.      

Economy of Scale

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 Purchasing Management is a tailor-made program that is taught in a 100% online format so that you can choose the time and place that best suits your availability, schedule and interests. A program that takes place over 24 months and is intended to be a unique and stimulating experience that lays the foundation for your success as a manager and entrepreneur. 

We offer you a complete syllabus to broaden your training in purchasing management" 

Syllabus

The Advanced master’s degree in Senior Purchasing Management of TECH Global University is an intensive program that prepares you to face challenges and business 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, you will analyze a multitude of practical cases through individual work and teamwork. It is, therefore, an authentic immersion in real business situations.  

This Advanced master’s degree in Senior Purchasing Management deals in depth with the main areas of the company, and is designed for managers to understand Purchasing Management from a strategic, international and innovative perspective. 

A plan designed for you, focused on improving your career and preparing you to achieve excellence in leadership and business 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 program takes place over 24 months and is divided into 18 modules: 

Module 1. Leadership, Ethics, and CSR
Module 2. Strategic Direction and Executive Management
Module 3. People and Talent Management
Module 4. Economic and Financial Management
Module 5. Operations and Logistics Management 
Module 6. Information Systems Management 
Module 7. Commercial Management, Marketing, and Corporate Communication
Module 8. Innovation and Project Management
Module 9. Management and Leadership
Module 10. Logistics and Economic Management
Module 11. Market Research
Module 12. Project and Quality Management for Buyers
Module 13. Purchasing and Procurement Function
Module 14. Strategic Purchasing Management
Module 15. Supplier Relationship Management
Module 16. Socio-ecological Impact
Module 17. Global Sourcing
Module 18. Performance and Auditing

Where, When and How is it Taught?

TECH offers you the possibility of taking this program completely online. Throughout the 24 months of training, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time. 

Module 1. Leadership, Ethics, and CSR

1.1. Globalization and Governance 

1.1.1. Globalization and Trends: Internationalization of Markets
1.1.2. Economic Environment and Corporate Governance
1.1.3. Accountability

1.2. Leadership

1.2.1. Intercultural Environment
1.2.2. Leadership and Business Management
1.2.3. Management Roles and Responsibilities

1.3. Business ethics 

1.3.1. Ethics and Integrity
1.3.2. Ethical Behavior in Companies
1.3.3. Deontology, Ethical Codes and Codes of Conduct
1.3.4. Fraud and Corruption Prevention

1.4. Sustainability 

1.4.1. Business and Sustainable Development
1.4.2. Social, Environmental and Economic Impact
1.4.3. The 2030 Agenda and the SDGs

1.5. Corporate Social Responsibility 

1.5.1. Corporate Social Responsibility
1.5.2. Roles and Responsibilities
1.5.3. Implementing Corporate Social Responsibility

Module 2. Strategic Direction and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organisational analysis
2.1.3. Designing the Organizational Structure

2.2. Corporate Strategy 

2.2.1. Corporate Level Strategy
2.2.2. Typologies of Corporate Level Strategies
2.2.3. Determining the Corporate Strategy
2.2.4. Corporate Strategy and Reputational Image

2.3. Strategic Planning and Strategy Formulation

2.3.1. Strategic Thinking
2.3.2. Strategic Planning and Formulation
2.3.3. Sustainability and Corporate Strategy

2.4. Strategy Models and Patterns

2.4.1. Wealth, Value and Return on Investments 
2.4.2. Corporate Strategy: Methodologies
2.4.3. Growing and Consolidating the Corporate Strategy

2.5. Strategic Management

2.5.1. Strategic Mission, Vision and Values
2.5.2. Balanced Scorecard
2.5.3. Analyzing, Monitoring and Evaluating the Corporate Strategy
2.5.4. Strategic Management and Reporting

2.6. Strategic Implementation and Execution

2.6.1. Strategic Implementation: Objectives, Actions and Impacts
2.6.2. Strategic Alignment and Supervision
2.6.3. Continuous Improvement Approach

2.7. Executive Management

2.7.1. Integrating Functional Strategies into the Global Business Strategies
2.7.2. Management Policy and Processes
2.7.3. Knowledge Management

2.8. Analyzing and Solving Cases/Problems 

2.8.1. Problem Solving Methodology
2.8.2. Case Method
2.8.3. Positioning and Decision Making

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Theory
3.1.2. Key Factors for Change in Organizations
3.1.3. Corporate Strategies, Types, and Knowledge Management

3.2. Strategic People Management

3.2.1. Job Design, Recruitment and Selection
3.2.2. Human Resources Strategic Plan: Design and Implementation
3.2.3. Job Analysis: Design and Selection of People
3.2.4. Training and Professional Development

3.3. Management and Leadership Development

3.3.1. Management Skills: 21st Century Skills and Abilities
3.3.2. Non-Managerial Skills
3.3.3. Map of Skills and Abilities
3.3.4. Leadership and People Management

3.4. Change Management

3.4.1. Performance Analysis
3.4.2. Strategic Approach
3.4.3. Change Management: Key Factors, Process Design and Management
3.4.4. Continuous Improvement Approach

3.5. Negotiation and Conflict Management 

3.5.1. Negotiation Objectives: Differentiating Elements
3.5.2. Effective Negotiation Techniques
3.5.3. Conflicts: Factors and Types
3.5.4. Efficient Conflict Management: Negotiation and Communication

3.6. Executive Communication

3.6.1. Performance Analysis
3.6.2. Leading Change. Resistance to Change
3.6.3. Managing Change Processes
3.6.4. Managing Multicultural Teams

3.7. Team Management and People Performance

3.7.1. Multicultural and Multidisciplinary Environment
3.7.2. Team and People Management
3.7.3. Coaching and People Performance
3.7.4. Management Meetings: Planning and Time Management

3.8. Knowledge and Talent Management

3.8.1. Identifying Knowledge and Talent in Organizations
3.8.2. Corporate Knowledge and Talent Management Models
3.8.3. Creativity and Innovation

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1. Organizational Theory
4.1.2. Key Factors for Change in Organizations
4.1.3. Corporate Strategies, Types, and Knowledge Management

4.2. Executive Accounting

4.2.1. International Accounting Framework
4.2.2. Introduction to the Accounting Cycle
4.2.3. Company Financial Statements
4.2.4. Analysis of Financial Statements: Decision-Making

4.3. Budget and Management Control

4.3.1. Budgetary Planning 
4.3.2. Management Control: Design and Objectives 
4.3.3. Supervision and Reporting 

4.4. Corporate Tax Responsibility

4.4.1. Corporate Tax Responsibility
4.4.2. Tax Procedure: a Country-Case Approach

4.5. Corporate Control Systems

4.5.1. Types of Control
4.5.2. Regulatory Compliance
4.5.3. Internal Auditing
4.5.4. External Auditing

4.6. Financial Management 

4.6.1. Introduction to Financial Management 
4.6.2. Financial Management and Corporate Strategy
4.6.3. Chief Financial Officer (CFO): Managerial Skills

4.7. Financial Planning

4.7.1. Business Models and Financing Needs
4.7.2. Financial Analysis Tool
4.7.3. Short-Term Financial Planning
4.7.4. Long-Term Financial Planning

4.8. Corporate Financial Strategy

4.8.1. Corporate Financial Investments
4.8.2. Strategic Growth: Types

4.9. Macroeconomic Context

4.9.1. Macroeconomic Analysis
4.9.2. Economic Indicators
4.9.3. Economic Cycle

4.10. Strategic Financing

4.10.1. Banking Business: Current Environment
4.10.2. Risk Analysis and Management

4.11. Money and Capital Markets 

4.11.1. Fixed Income Market 
4.11.2. Equity Market 
4.11.3. Valuation of Companies 

4.12. Analyzing and Solving Cases/Problems

4.12.1. Problem Solving Methodology
4.12.2. Case Method

Module 5. Operations and Logistics Management 

5.1. Operations Management

5.1.1. Define the Operations Strategy
5.1.2. Supply Chain Planning and Control
5.1.3. Indicator Systems

5.2. Purchasing Management

5.2.1. Stocks Management
5.2.2. Warehouse Management
5.2.3. Purchasing and Procurement Management

5.3. Supply Chain Management I

5.3.1. Costs and Efficiency of the Operations Chain
5.3.2. Change in Demand Patterns
5.3.3. Change in Operations Strategy

5.4. Supply Chain Management II Implementation

5.4.1. Lean Manufacturing/Lean Thinking
5.4.2. Logistics Management
5.4.3. Purchasing

5.5. Logistical Processes

5.5.1. Organization and Management by Processes
5.5.2. Procurement, Production, Distribution
5.5.3. Quality, Quality Costs and Tools
5.5.4. After-Sales Service

5.6. Logistics and Customers 

5.6.1. Demand Analysis and Forecasting
5.6.2. Sales Forecasting and Planning
5.6.3. Collaborative Planning, Forecasting and Replacement

5.7. International Logistics

5.7.1. Customs, Export and Import processes
5.7.2. Methods and Means of International Payment
5.7.3. International Logistics Platforms

5.8. Competing through Operations 

5.8.1. Innovation in Operations as a Competitive Advantage in the Company
5.8.2. Emerging Technologies and Sciences
5.8.3. Information Systems in Operations

Module 6. Information Systems Management 

6.1. Information Systems Management

6.1.1. Business Information Systems
6.1.2. Strategic Decisions
6.1.3. The Role of the CIO

6.2. Information Technology and Business Strategy 

6.2.1. Company and Industry Sector Analysis
6.2.2. Online Business Models
6.2.3. The Value of IT in a Company

6.3. IS Strategic Planning  

6.3.1. The Process of Strategic Planning
6.3.2. Formulating the IS Strategy
6.3.3. Strategy Implementation Plan

6.4. Information Systems and Business Intelligence

6.4.1. CRM and Business Intelligence
6.4.2. Business Intelligence Project Management
6.4.3. Business Intelligence Architecture

6.5. New ICT-Based Business Models

6.5.1. Technology Based Business Models
6.5.2. Innovation Abilities
6.5.3. Redesigning the Value Chain Processes

6.6. E-Commerce

6.6.1. E-Commerce Strategic Plan
6.6.2. Logistics Management and Customer Service in e-Commerce
6.6.3. E-Commerce as an Opportunity for Internationalization

6.7. E-Business Strategies

6.7.1. Social Media Strategies
6.7.2. Optimizing Service Channels and Customer Support
6.7.3. Digital Regulation

6.8. Digital Business

6.8.1. Mobile e-Commerce
6.8.2. Design and Usability
6.8.3. E-Commerce Operations

Module 7. Commercial Management, Marketing, and Corporate Communications 

7.1. Commercial Management 

7.1.1. Sales Management
7.1.2. Commercial Strategy
7.1.3. Sales and Negotiation Techniques
7.1.4. Management of Sales Teams

7.2. Marketing

7.2.1. Marketing and the Impact on the Company 
7.2.2. Basic Marketing Variables 
7.2.3. Marketing Plan 

7.3. Strategic Marketing Management

7.3.1. Sources of Innovation
7.3.2. Current Trends in Marketing
7.3.3. Marketing Tools 
7.3.4. Marketing Strategy and Communication with Customers 

7.4. Digital Marketing Strategy 

7.4.1. Approach to Digital Marketing  
7.4.2. Digital Marketing Tools   
7.4.3. Inbound Marketing and the Evolution of Digital Marketing

7.5. Sales and Communication Strategy

7.5.1. Positioning and Promotion 
7.5.2. Public Relations  
7.5.3. Sales and Communication Strategy

7.6. Corporate Communication

7.6.1. Internal and External Communication 
7.6.2. Communication Departments 
7.6.3. Communication Managers: Managerial Skills and Responsibilities

7.7. Corporate Communication Strategy

7.7.1. Corporate Communication Strategy   
7.7.2. Communication Plan 
7.7.3. Press Release/Clipping//Publicity Writing

Module 8. Innovation and Project Management

8.1. Innovation

8.1.1. Macro Concept of Innovation 
8.1.2. Types of Innovation 
8.1.3. Continuous and Discontinuous Innovation 
8.1.4. Training and Innovation 

8.2. Innovation Strategy

8.2.1. Innovation and Corporate Strategy 
8.2.2. Global Innovation Project: Design and Management  
8.2.3. Innovation Workshops 

8.3. Business Model Design and Validation

8.3.1. The Lean Start-up Methodology 
8.3.2. Innovative Business Initiative: Stages 
8.3.3. Financing Arrangements 
8.3.4. Model Tools: Empathy Map, Canvas Model and Metrics 
8.3.5. Growth and Loyalty 

8.4. Project Management

8.4.1. Innovation Opportunities  
8.4.2. Feasibility Study and Proposal Specification 
8.4.3. Project Definition and Design 
8.4.4. Project Execution 
8.4.5. Project Closure

Module 9. Management and Leadership

9.1. General Management

9.1.1. Integrating Functional Strategies into the Global Business Strategies
9.1.2. Management Policy and Processes
9.1.3. Society and Enterprise

9.2. Competitive Strategy

9.2.1. Market Analysis
9.2.2. Sustainable Competitive Advantage
9.2.3. Return on Investment

9.3. Planning and Strategy

9.3.1. The Relevance of Strategic Direction in the Management Control Process
9.3.2. Analysis of the Environment and the Organization
9.3.3. Lean Management

9.4. Talent Management

9.4.1. Managing Human Capital
9.4.2. Environment, Strategy and Metrics
9.4.3. Innovation in People Management

9.5. Negotiation

9.5.1. Intercultural Negotiation
9.5.2. Negotiation Approaches
9.5.3. Effective Negotiation Techniques
9.5.4. Restructuring

Module 10. Logistics and Economic Management

10.1. Financial Diagnosis

10.1.1. Indicators for Analyzing Financial Statements
10.1.2. Profitability Analysis
10.1.3. Economic and Financial Profitability of a Company

10.2. Economic Analysis of Decisions

10.2.1. Budget Control
10.2.2. Competitive Analysis. Comparative Analysis
10.2.3. Decision-Making. Business Investment or Divestment

10.3. Investment Valuation and Portfolio Management

10.3.1. Profitability of Investment Projects and Value Creation
10.3.2. Models for Evaluating Investment Projects
10.3.3. Sensitivity Analysis, Scenario Development and Decision Trees

10.4. Financial Management for Purchasing Management

10.4.1. Multiplier Effect of Purchases on Profits
10.4.2. Profitability and Cost Reduction
10.4.3. Opportunity Cost of Assets

10.5. Economic Control of Purchases

10.5.1. KPI, Key Purchasing Management Indicators
10.5.2. Impact on Total Costs of Proper KPI Management
10.5.3. Economic and Purchasing Control Scorecard

10.6. Warehouse, Stock and Logistics Management

10.6.1. Purchasing Logistics Management
10.6.2. Stocks Management
10.6.3. Warehouse Management

Module 11. Market Research

11.1. New Competitive Environment

11.1.1. Technological Innovation and Economic Impact
11.1.2. Knowledge Society
11.1.3. The New Consumer Profile

11.2. Quantitative Research Methods and Techniques

11.2.1. Variables and Measurement Scales
11.2.2. Information Sources
11.2.3. Sampling Techniques
11.2.4. The Treatment and Analysis of Data

11.3. Qualitative Research Methods and Techniques

11.3.1. Direct Techniques: Focus Group
11.3.2. Anthropological Techniques
11.3.3. Indirect Techniques
11.3.4. Two face mirror and The Delphi Method

11.4. Market Segmentation

11.4.1. Market Typologies
11.4.2. Concept and Analysis of the Demand
11.4.3. Segmentation and Criteria
11.4.4. Defining the Target Audience

11.5. Types of Buying Behavior

11.5.1. Complex Behavior
11.5.2. Dissonance Reducing Behavior
11.5.3. Variety Seeking Behavior
11.5.4. Habitual Purchasing Behavior

11.6. Marketing Information Systems

11.6.1. Conceptual Approaches to Marketing Information Systems
11.6.2. Data Warehouse and Datamining
11.6.3. Geographical Information Systems

11.7. Research Project Management

11.7.1. Information Analysis Tools
11.7.2. Developing an Expectation Management Plan
11.7.3. Assessing the Feasibility of Projects

11.8. Marketing Intelligence

11.8.1. Big Data
11.8.2. User Experience
11.8.3. Applying Techniques

Module 12. Project and Quality Management for Buyers

12.1. Lean Management

12.1.1. The Basic Principles of Lean Management
12.1.2. Improvement and Problem-Solving Groups
12.1.3. New Forms of Maintenance and Quality Management

12.2. Lean Tools for Project Management

12.2.1. Quality Improvement Tools
12.2.2. Cost Improvement Tools
12.2.3. Deadline Improvement Tools
12.2.4. Tools for Improving Personnel Involvement

12.3. Practical Application of Lean Management: Basic Principles and Rules

12.3.1. Identification of Waste in Purchasing and Procurement
12.3.2. Practical Application of the 4 Lean Rules
12.3.3. Univocal Definition of Subprocesses by Means of SIPOC

12.4. Lean Six Sigma in Purchasing Processes

12.4.1. Maximize Value through the DMAIC Improvement Approach
12.4.2. Diagnosis of Process Capability and Improvement Potential
12.4.3. Use of Process and Result Metrics in Procurement

12.5. Project Quality Management

12.5.1. Project Planning Based on Requirements and Specifications
12.5.2. Customer Requirements and Competitive Evaluation
12.5.3. Objectives, Relationships and Correlations
12.5.4. Modal Analysis of Failures and Effects

12.6. Total Quality Management and Advanced Project Management

12.6.1. Total Quality Management
12.6.2. Six Sigma as a Global Business Management System
12.6.3. EFQM Model

12.7. Map of the Value Chain in Purchasing Processes

12.7.1. Identification of Specific Improvement Objectives
12.7.2. Adjustment and Balancing of Processes to Reduce Non-value Time and Optimize Resources

Module 13. Purchasing and Procurement Function

13.1. Purchasing and Value Chain

13.1.1. Mission, Objective and Structure of the Purchasing and Procurement Department
13.1.2. Main Components of the Purchasing Department
13.1.3. Purchasing and Logistic Flow of the Company
13.1.4. Indicator Management, Scorecard

13.2. Purchasing Strategy Development

13.2.1. Purchase Conditions
13.2.2. Management of Receipts, Orders and Delivery Notes
13.2.3. Incident and Inventory Management

13.3. Price, Cost and Purchase Value Analysis

13.3.1. Category Management
13.3.2. RFP and RFQ Systems
13.3.3. International Pricing Index
13.3.4. Dynamic Pricing

13.4. Purchasing Risk Management

13.4.1. Nature of the Risk
13.4.2. Risks in the Supply Market
13.4.3. Insurance.
13.4.4. Price Risks, Volatility

13.5. E-Procurement

13.5.1. E-business and e-sourcing
13.5.2. Auctions and Reverse Auctions
13.5.3. Application Costs and Most Commonly Used Systems
13.5.4. E-purchasing

13.6. Purchasing in Different Industries and Sectors

13.6.1. Purchase of Services
13.6.2. Purchase of Equipment
13.6.3. Purchase of Merchandising, Marketing and Advertising
13.6.4. IT, Transportation and Other Sectors
13.6.5. Procurement in the Public Sector

Module 14. Strategic Purchasing Management

14.1. Strategic Purchasing Management

14.1.1. New Challenges in Purchasing, Sourcing and Procurement Management
14.1.2. Purchasing Function in Companies and in the Supply Chain
14.1.3. Purchasing Function as a Resource Provider
14.1.4. Legal Aspects of Purchasing Function

14.2. Lean Management in Purchasing Processes

14.2.1. Lean Buying
14.2.2. Outsourcing in the SCM
14.2.3. Lean Supplying

14.3. Purchasing Strategy Design

14.3.1. Externalization
14.3.2. Process Outsourcing
14.3.3. Globalization
14.3.4. Relocation

14.4. Outsourcing-Insourcing

14.4.1. Purchasing Models and Processes
14.4.2. Segmentation Models
14.4.3. Role of e-Procurement

14.5. Strategic Sourcing

14.5.1. Supplier Selection and Strategy
14.5.2. Value Generation from Strategic Procurement
14.5.3. Logistic Operators in Procurement

14.6. Warehouse Design and Management

14.6.1. Advanced Warehouse Design
14.6.2. Picking and Sorting
14.6.3. Material Flow Control

14.7. Lean Warehouse

14.7.1. The Fundamentals of Lean Warehousing
14.7.2. Inventory Management Systems
14.7.3. Radio Frequency in Warehouse Design

14.8. Transportation and Distribution Management

14.8.1. Coordination Between Transport and Warehousing
14.8.2. Logistics Activity Zones (LAZ)
14.8.3. Air and Inland Freight Transportation Regulations and Agreements

14.9. Internal Logistics

14.9.1. Calculation of Requirements
14.9.2. Typology of Warehouses in a JIT System
14.9.3. DOUKI SEISAN Supplies
14.9.4. Lean Materials Handling

Module 15. Supplier Relationship Management

15.1. Supplier Search Planning

15.1.1. Bidding Process and Criteria Development
15.1.2. Identifying Potential Suppliers
15.1.3. Supplier Selection

15.2. Supplier Selection Criteria

15.2.1. Economic Criteria
15.2.2. Quality Criteria
15.2.3. Other Criteria

15.3. Supplier Relationship Management

15.3.1. Ethics in Relations
15.3.2. Recruitment Planning
15.3.3. Acquisition of Services

15.4. Integrating Suppliers in the Value Chain

15.4.1. Phases in the Process of Integration
15.4.2. Risks and Control Parameters
15.4.3. Monitoring
15.4.4. Integration Breakdown

15.5. Commercial Law

15.5.1. Sale/purchase Agreement
15.5.2. Payments and Delinquencies
15.5.3. Performance Bonds
15.5.4. Liability for Damage Caused by Defective Products
15.5.5. Lease Agreements

15.6. Labor Law

15.6.1. Contracting of Works and Services
15.6.2. Joint Several Labor Liability
15.6.3. Subsidiary Liability of Social Security
15.6.4. Occupational Hazard Prevention

15.7. Tax Law

15.7.1. Tax Responsibilities in Subcontracting
15.7.2. Tax Implications of Purchases

15.8. Contract Management and Administration

15.8.1. Negotiation and Implementation
15.8.2. Results Monitoring and Control
15.8.3. Contract Closure

Module 16. Socio-ecological Impact

16.1. Corporate Social Responsibility

16.1.1. Strategic Vision and Corporate Social Responsibility
16.1.2. Systems and Models for Implementing CSR
16.1.3. Organization of CSR
16.1.4. Roles and Responsibilities

16.2. SCM and Corporate Responsibility

16.2.1. Value Creation in an Economy of Intangibles
16.2.2. CSR: Corporate Commitment
16.2.3. Social, Environmental and Economic Impact

16.3. Responsible Finance and Investment

16.3.1. Transparency in Information
16.3.2. Finance and Responsible Investment
16.3.3. Social Economy, Cooperativity and Corporate Social Responsibility

16.4. Business and Environment

16.4.1. Sustainable Development
16.4.2. Legislative Development in Environmental Responsibility
16.4.3. Response of Companies to Environmental Problems
16.4.4. Waste and Emissions

16.5. Responsible Management Systems and Tools

16.5.1. Social Responsibility Management Systems
16.5.2. Quality Management Systems, the Environment and Occupational Health and Safety
16.5.3. Audits

16.6. Business ethics

16.6.1. Ethical Behavior in Companies
16.6.2. Deontology and Ethical Codes
16.6.3. Fraud and Conflicts of Interest

Module 17. Global Sourcing 

17.1. Global Economic Environment

17.1.1. The Fundamentals of the Global Economy
17.1.2. The Globalization of Companies and Financial Markets
17.1.3. Growth & Development in Emerging Markets
17.1.4. International Monetary System

17.2. Adaptation of Purchasing to Global Sourcing

17.2.1. Purchasing Structure
17.2.2. The Need for New Skills
17.2.3. Intermediaries

17.3. Import Management

17.3.1. Customs, Export and Import processes
17.3.2. International Commerce Institutions and Agreements
17.3.3. Customs Legislation
17.3.4. Plant Management and International Purchasing

17.4. International Logistics Distribution

17.4.1. International Logistics Platforms
17.4.2. International Transport Operator
17.4.3. Hubs and Distribution

17.5. Incoterms and International Document Management

17.5.1. Exportation or Implantation
17.5.2. Agency, Distribution and International Sales and Purchase Agreements
17.5.3. Industrial and Intellectual Property
17.5.4. Taxes and Tariffs Classification

17.6. Methods and Means of International Payment

17.6.1. Payment Method Selection
17.6.2. Documentary Credit
17.6.3. Bank Guarantee and Documentary Credit

17.7. International Lean Logistics

17.7.1. Lean Basis with Application in International Logistics
17.7.2. Main Implications and Requirements
17.7.3. Other Methodologies to Improve the Process

Module 18. Performance and Auditing

18.1. General Aspects of Business Management Indicators

18.1.1. Functions of Management Indicators
18.1.2. Indicator Panel and Balance Score Card
18.1.3. Logistics Indicators

18.2. Starting Material Purchase Indicators

18.2.1. Efficiency Indicators
18.2.2. Economic Indicators
18.2.3. Internal Customer Relations Indicators
18.2.4. Procurement Effectiveness Indicators
18.2.5. Procurement Efficiency Indicators
18.2.6. Purchasing Objectives

18.3. Service Purchasing Indicators

18.3.1. Economic Indicators
18.3.2. Procurement Effectiveness Indicators
18.3.3. Efficiency Indicators
18.3.4. Relationship Indicators
18.3.5. Indicators of Relationship with our Internal Customers

18.4. Other Indicators

18.4.1. Performance Indicators
18.4.2. Purchasing Team Productivity Indicators
18.5. Purchasing Audit
18.5.1. General Auditing Policy
18.5.2. Audit Objectives
18.5.3. Scope of the Audit in Terms of Purchase Control
18.5.4. Internal Audits, Training, and Contractor Policies and Procedures

18.6. Benchmarking in Purchasing Management

18.6.1. Types of Benchmarking
18.6.2. Benchmark the Market
18.6.3. Benefits and Advantages of the Application of Benchmarking in a Purchasing Department
18.6.4. Benchmarking Measurement

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