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 puts all its resources at the student's disposal which 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 university program will include modules on logistics and supply chains, port management, maritime, rail and road transport, as well as legal and regulatory aspects related to international trade and port management. In addition, topics such as information technologies applied to logistics, environmental management and sustainability in transportation will be covered, without forgetting marketing strategies and financial management specific to the sector.

You will delve into fundamental topics, such as efficient port planning and operation, through an extensive library with the most innovative multimedia resources”

Syllabus

The MBA in Port Management and Intermodal Transportation at TECH Global University is an intensive program that prepares students to face business challenges and decisions internationally. Its content is designed to promote the development of managerial skills that enable  decision-making with greater rigor in uncertain environments.

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

This program deals in depth with the main fundamentals of port management and intermodal transportation, designed for managers to understand business management from a strategic, international and innovative perspective.

A plan designed for students, focused on their professional improvement and that prepares them to achieve excellence in the field of business management applied to the management of ports and intermodal transport. A program that understands your needs and those of your company 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 competencies to solve critical situations in a creative and efficient way.

Module 1. Leadership, Ethics and Social Responsibility in Companies
Module 2. Strategic Management 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, Strategic Marketing and Corporate Communications
Module 8. Market Research, Advertising and Commercial Management
Module 9. Innovation and Project Management
Module 10. Executive  Management
Module 11. Logistics and Logistics Operators 
Module 12. Multimodal Transport, Intermodality and Logistics Platforms 
Module 13. Maritime Transport 
Module 14. Ports and Port Terminals 
Module 15. Port Governance Models 
Module 16. Strategic Port Planning 
Module 17. Port Business Plan and HR Management 
Module 18. Maritime-port Logistics and Port Services 
Module 19. Planning and Development of Infrastructure and Environmental Sustainability 
Module 20. Port Security and Security

Where, When and How is it Taught?

TECH offers the possibility of developing this MBA in Port Management and Intermodal Transportation in a totally online way. Throughout the 24 months of the educational program, the students will be able to access all the contents of this program at any time, allowing them to self-manage their study time. 

Module 1. Leadership, Ethics and Social Responsibility in Companies

1.1. Globalization and Governance

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

1.2. Leadership

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

1.3. Cross Cultural Management

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

1.4. Management and Leadership Development

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

1.5. Business Ethics

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

1.6. Sustainability

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

1.7. Corporate Social Responsibility

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

1.8. Responsible Management Systems and Tools

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

1.9. Multinationals and Human Rights

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

1.10. Legal Environment and Corporate Governance

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

Module 2. Strategic Management and Executive Management 

2.1. Organizational Analysis and Design

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

2.2. Corporate Strategy

2.2.1. Competitive Corporate Strategy
2.2.2. Growth Strategies: Typology
2.2.3. Conceptual Framework

2.3. Strategic Planning and Strategy Formulation

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

2.4. Strategic Thinking

2.4.1. The Company as a System
2.4.2. Organization Concept

2.5. Financial Diagnosis

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

2.6. Planning and Strategy

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

2.7. Strategy Models and Patterns

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

2.8. Competitive Strategy

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

2.9. Strategic Management

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

2.10. Strategy Implementation

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

2.11. Executive  Management

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

2.12. Strategic Communication

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

Module 3. People and Talent Management 

3.1. Organizational Behavior

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

3.2. People in Organizations

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

3.3. Strategic People Management

3.3.1. Strategic Human Resources Management
3.3.2. Strategic People Management

3.4. Evolution of Resources An Integrated Vision

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

3.5. Selection, Group Dynamics and HR Recruitment

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

3.6. Human Resources Management by Competencies

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

3.7. Performance Evaluation and Compliance Management

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

3.8. Training Management

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

3.9. Talent Management

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

3.10. Innovation in Talent and People Management

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

3.11. Motivation

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

3.12. Employer Branding

3.12.1. Employer Branding in HR
3.12.2. Personal Branding for HR Professionals

3.13. Developing High Performance Teams

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

3.14. Management Skills Development

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

3.15. Time Management

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

3.16. Change Management

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

3.17. Negotiation and Conflict Management

3.17.1. Negotiation
3.17.2. Conflict Management
3.17.3. Crisis Management

3.18. Executive Communication

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

3.19. Human Resources Management and PRL Teams

3.19.1. Management of Human Resources and Teams
3.19.2. Prevention of Occupational Hazards

3.20. Productivity, Attraction, Retention and Activation of Talent

3.20.1. Productivity
3.20.2. Talent Attraction and Retention Levers

3.21. Monetary Compensation Vs. Non-Cash

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

3.22. Innovation in Talent and People Management II

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

3.23. Knowledge and Talent Management

3.23.1. Knowledge and Talent Management
3.23.2. Knowledge Management Implementation

3.24. Transforming Human Resources in the Digital Era

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

Module 4. Economic and Financial Management 

4.1. Economic Environment

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

4.2. Company Financing

4.2.1. Sources of Financing
4.2.2. Types of Financing Costs

4.3. Executive Accounting

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

4.4. Management Accounting to Cost Accounting

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

4.5. Information Systems and Business Intelligence

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

4.6. Budget and Management Control

4.6.1. The Budget Model
4.6.2. The Capital Budget
4.6.3. The Operating Budget
4.6.4. Treasury Budget
4.6.5. Budget Monitoring

4.7. Treasury Management

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

4.8. Corporate Tax Responsibility

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

4.9. Corporate Control Systems

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

4.10. Financial Management

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

4.11. Financial Planning

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

4.12. Corporate Financial Strategy

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

4.13. Macroeconomic Context

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

4.14. Strategic Financing

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

4.15. Money and Capital Markets

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

4.16. Financial Analysis and Planning

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

4.17. Analyzing and Solving Cases/Problems

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

Module 5. Operations and Logistics Management 

5.1. Operations Direction and Management

5.1.1. The Role of Operations
5.1.2. The Impact of Operations on Company Management
5.1.3. Introduction to Operations Strategy
5.1.4. Operations Management

5.2. Industrial Organization and Logistics

5.2.1. Industrial Organization Department
5.2.2. Logistics Department

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

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

5.4. Structure and Types of Procurement

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

5.5. Economic Control of Purchasing

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

5.6. Warehouse Operations Control

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

5.7. Strategic Purchasing Management

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

5.8. Typologies of the Supply Chain (SCM)

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

5.9. Supply Chain Management

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

5.10. Interactions Between the SCM and All Other Departments

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

5.11. Logistics Costs

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

5.12. Profitability and Efficiency of Logistics Chains: KPIS

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

5.13. Process Management

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

5.14. Distribution and Transportation and Logistics

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

5.15. Logistics and Customers

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

5.16. International Logistics

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

5.17. Outsourcing of Operations

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

5.18. Competitiveness in Operations

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

5.19. Quality Management

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

Module 6. Information Systems Management

6.1. Technological Environment

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

6.2. Information Systems in Companies

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

6.3. Corporate Strategy and Technology Strategy

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

6.4. Information Systems Management

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

6.5. Information Technology Strategic Planning

6.5.1. Information Systems and Organization Strategy
6.5.2. Strategic Planning of Information Systems
6.5.3. Phases of Information Systems Strategic Planning

6.6. Information Systems for Decision-Making

6.6.1. Business Intelligence
6.6.2. Data Warehouse
6.6.3. Balanced Scorecard (BSC)

6.7. Exploring the Information

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

6.8. | Enterprise Business Intelligence

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

6.9. New Business Concept

6.9.1. Why BI
6.9.2. Obtaining Information
6.9.3. BI in the Different Departments of the Company
6.9.4. Reasons to Invest in BI

6.10. BI Tools and Solutions

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

6.11. BI Project Planning and Management

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

6.12. Corporate Management Applications

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

6.13. Digital Transformation

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

6.14. Technology and Trends

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

6.15. IT Outsourcing

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

Module 7. Commercial Management, Strategic Marketing and Corporate Communication

7.1. Commercial Management

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

7.2. Marketing

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

7.3. Strategic Marketing Management

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

7.4. Digital Marketing and E-Commerce

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

7.5. Managing Digital Business

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

7.6. Digital Marketing to Reinforce the Brand

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

7.7. Digital Marketing Strategy

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

7.8. Digital Marketing to Attract and Customer Loyalty

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

7.9. Managing Digital Campaigns

7.9.1. What is a Digital Advertising Campaign?
7.9.2. Steps to Launch an Online Marketing Campaign
7.9.3. Mistakes in Digital Advertising Campaigns

7.10. Online Marketing Plan

7.10.1. What is an Online Marketing Plan?
7.10.2. Steps to Create an Online Marketing Plan
7.10.3. Advantages of Having an Online Marketing Plan

7.11. Blended Marketing

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

7.12. Sales Strategy

7.12.1. Sales Strategy
7.12.2. Sales Methods

7.13. Corporate Communication

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

7.14. Corporate Communication Strategy

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

7.15. Digital Communication and Reputation

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

Module 8. Market Research, Advertising and Commercial Management

8.1. Market Research

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

8.2. Quantitative Research Methods and Techniques

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

8.3. Qualitative Research Methods and Techniques

8.3.1. Types of Qualitative Research
8.3.2. Qualitative Research Techniques

8.4. Market Segmentation

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

8.5. Research Project Management

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

8.6. International Market Research

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

8.7. Feasibility Studies

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

8.8. Publicity

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

8.9. Developing the Marketing Plan

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

8.10. Promotion and Merchandising Strategies

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

8.11. Media Planning

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

8.12. Fundamentals of Commercial Management

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

8.13. Commercial Negotiation

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

8.14. Decision-Making in Commercial Management

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

8.15. Leadership and Management of the Sales Network

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

8.16. Implementation of the Commercial Function

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

8.17. Key Account Management

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

8.18. Financial and Budgetary Management

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

Module 9. Innovation and Project Management

9.1. Innovation

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

9.2. Innovation from Strategy

9.2.1. Strategic Intelligence and Innovation
9.2.2. Innovation from Strategy

9.3. Project Management for Startups

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

9.4. Business Model Design and Validation

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

9.5. Project Management

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

9.6. Project Change Management: Training Management

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

9.7. Project Communication Management

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

9.8. Traditional and Innovative Methodologies

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

9.9. Creation of a Startup

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

9.10. Project Risk Management Planning

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

Module 10. Executive  Management

10.1. General Management

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

10.2. Manager Functions: Organizational Culture and Approaches

10.2.1. Manager Functions: Organizational Culture and Approaches

10.3. Operations Management

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

10.4. Public Speaking and Spokesperson Education

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

10.5. Personal and Organizational  Communications Tools

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

10.6. Communication in Crisis Situations

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

10.7. Preparation of a Crisis Plan

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

10.8. Emotional Intelligence

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

10.9. Personal Branding

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

10.10. Leadership and Team Management

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

Module 11. Logistics and Logistics Operators

11.1. Logistics

11.1.1. Logistics Role in the Current Economic Flow
11.1.2. Logistics and Supply Chain Differences
11.1.3. Logistics in the Company Importance

11.2. Logistic Areas and Typologies

11.2.1. Logistics Areas
11.2.2. Internal Logistics vs. External Logistics
11.2.3. Logistics Key Elements

11.3. Logistics Operations

11.3.1. Operations of Logistics Companies
11.3.2. The Logistics Process and its Elements
11.3.3. Stages of the Logistics Chain
11.3.4. Problems that Arise in Logistics Environments

11.4. Logistics Adapted to Current Market Needs

11.4.1. Logistics in E-Commerce Distribution Logistics
11.4.2. Reverse Logistics
11.4.3. Logistics Indicators
11.4.4. Current logistics

11.5. New Technologies Applied to Logistics

11.5.1. Robotics and Automated Warehouses
11.5.2. Process Automation
11.5.3. Information Systems Applied to Logistics
11.5.4. Blockchain and Machine Learning

11.6. Logistics of the Future

11.6.1. Challenges Facing Logistics
11.6.2. Green Logistics
11.6.3. New Trends in Logistics

11.7. Logistics Operators

11.7.1. Global Logistics
11.7.2. Figure of the Logistics Operator
11.7.3. Evolution of Logistics Operators up to the Present Day
11.7.4. Logistics Operator Requirements

11.8. Logistics Operators and the Outsourcing Contract

11.8.1. The Outsourcing Contract Clauses, SLA's
11.8.2. Services Provided by Logistics Operators
11.8.3. Advantages Offered by Logistics Operators

11.9. Logistics Operators Functions and Typology

11.9.1. Functions of Logistics Operators
11.9.2. Party Logistics (PL) Uses
11.9.3. Types of Logistics Operators Services and Infrastructures
11.9.4. The Future of PL From 6 PL to 10PL

11.10. Freight Forwarder Vs Logistics Operator

11.10.1. Freight Forwarder vs Logistics Operator Differences and Similarities
11.10.2. Evolution of the Freight Forwarder towards the Figure of Logistics Operator
11.10.3. The Freight Forwarder and the LSP System Bringing Services Together

Module 12. Multimodal Transport, Intermodality and Logistics Platforms

12.1. The Warehouse

12.1.1. Phases of the Logistics Activity Role of the Warehouse in the Supply Chain
12.1.2. Warehouse Activities
12.1.3. Types of Warehouses
12.1.4. Storage Alternatives

12.2. Logistics Platforms

12.2.1. Warehouse Vs Logistics Platform Differentiating Elements
12.2.2. Types of Logistics Platforms
12.2.3. Operation of a Logistics Platform Infrastructures, Space Organization and Human and Mechanical Resources

12.3. Logistics Platforms as an Integrating Element of the Intermodal Chain

12.3.1. Types of Logistics Platforms
12.3.2. Location as a Differentiating Element of Logistics Platforms HUB Warehouses
12.3.3. Micro Logistics Platforms Urban SLPs

12.4. Land Transport of Goods by Road

12.4.1. International Land Transport of Goods Primary Infrastructures and International Legal Framework
12.4.2. Types of Freight Transport by Road
12.4.3. Key Elements for the Management of Road Transport Companies
12.4.4. Digital Transformation of Road Transport Companies Management Systems

12.5. Rail Freight Transport

12.5.1. Rail Transport Situation of International Rail Freight Networks
12.5.2. Railway Operators
12.5.3. Types of Rail Transport

12.6. Maritime Transport of Goods

12.6.1. International Regulatory Bodies
12.6.2. Relevant Legislation
12.6.3. Long Distance Maritime Transportation
12.6.4. Short Sea Shipping and Highways of the Sea
12.6.5. Transport of Goods by Inland Waterways
12.6.6. Maritime Transport Key Aspects

12.7. Air Transport of Goods

12.7.1. International Regulatory Bodies
12.7.2. International Legal Framework
12.7.3. Essential Infrastructures
12.7.4. Aircraft Typology
12.7.5. Air Transport Key Aspects

12.8. Capillary Distribution of Goods

12.8.1. Capillary Distribution, the Last Link in the Logistics Chain
12.8.2. Capillary Distribution Operation
12.8.3. Last Mile Logistics Operation

12.9. Multimodal and Combined Transport

12.9.1. Multimodal and Combined Transport
12.9.2. Multimodality Vs. Intermodality
12.9.3. Role of Multimodal Transport Operators (MTOs)

12.10. Intermodal Transport

12.10.1. Intermodal Transport
12.10.2. Types of Intermodality
12.10.3. Role of the Warehouse in Intermodality Cross-Docking
12.10.4. The Intermodal Transportation Operator
12.10.5. Intermodal Transportation Systems
12.10.6. Intermodal Transportation Advantages, Problems and Challenges

Module 13. Maritime Transport

13.1. Maritime Transportation and International Trade

13.1.1. Maritime Transportation
13.1.2. International Trade
13.1.3. Maritime Traffic
13.1.4. TRAMP Traffic and Regular Lines

13.2. Types of Vessels in Maritime Transportation

13.2.1. Types of Vessels in Maritime Transportation According to their Cargo
13.2.2. Evolution of the Maritime Transport Ships
13.2.3. The Container
13.2.3.1. Types of Maritime Containers

13.3. Maritime Transportation Market

13.3.1. Maritime Transportation Market
13.3.2. World Fleet
13.3.3. World Shipping Requirement

13.4. Maritime Transportation Costs

13.4.1. Cost Distribution
13.4.2. Fixed Costs
13.4.3. Variable Costs
13.4.4. Loading/Unloading Costs
13.4.5. Factors Influencing Cost

13.5. Maritime Traffic

13.5.1. Oil Traffic
13.5.2. Bulk Solids Traffic
13.5.3. General Cargo

13.6. Maritime Law

13.6.1. Maritime Privileges
13.6.2. Ship Mortgage
13.6.3. International Maritime Transportation Regulations and Conventions

13.7. Contracts for the Operation of the Vessel

13.7.1. Economic Operation of the Vessel
13.7.2. Bareboat Lease
13.7.3. Chartering
13.7.4. Passenger Contract

13.8. Freight Market

13.8.1. Freight Market Evolution
13.8.2. Periods
13.8.3. Supply/Demand

13.9. Marine Accident and Insurance

13.9.1. Accidents in Navigation
13.9.2. Types of Damage
13.9.3. Marine Insurance

13.10. Emissions International Regulation

13.10.1. Emissions from Maritime Transport
13.10.2. International Regulation
13.10.3. Forms of Compliance with Regulations
13.10.4. Reduction of CO2 Emissions

Module 14. Ports and Port Terminals

14.1. The Commercial Port Functions

14.1.1. Functions of a Commercial Port
14.1.2. Ports and the Supply Chain
14.1.3. Ports in the 21st Century

14.2. Models of Ports according to the Flows of Goods

14.2.1. Ports as Essential Nodes of Logistics Chains
14.2.2. Port Typology According to Flow Freight

14.2.2.1. Import/Export Ports
14.2.2.2. Hub Ports

14.2.3. Adapting to Changing Trends in the Flow of Goods

14.3. Port Terminals

14.3.1. Port Specialization
14.3.2. Layout and Areas of a Port Terminal
14.3.3. Typology of Port Terminals

14.4. Cranes and Mechanical Means

14.4.1. Cranes for Loading and Unloading the Vessel
14.4.2. Means of Transport of Cargo in a Terminal
14.4.3. Means of Handling the Load in the Courtyard

14.5. Multi-Purpose Terminals and Container Terminals

14.5.1. Multi-Purpose Terminals
14.5.2. Container Terminal
14.5.3. Loading and Unloading Flow in a Container Terminal

14.6. Bulk Terminals

14.6.1. Solid Bulk Terminals
14.6.2. Liquid Bulk Terminals
14.6.3. Special Facilities

14.7. Rolling Cargo Terminals

14.7.1. Rolling Cargo Terminals
14.7.2. Containers on Platforms with Wheels
14.7.3. Automotive

14.8. Passenger Terminals and other Specialized Terminals

14.8.1. Passenger Terminals
14.8.2. Sport Marinas
14.8.3. Fishing Terminals

14.9. Smart Ports and Automation

14.9.1. Smart Ports
14.9.2. Digitization
14.9.3. Operational Automation

14.10. Latest Trends in Port Innovation

14.10.1. Artificial Intelligence and its Application to Ports
14.10.2. Simulation Based Training (SBT)
14.10.3. Digital Port Twins

Module 15. Port Governance Models

15.1. Port Governance

15.1.1. Port Governance
15.1.2. Evolution of Port Governance
15.1.3. Port Governance and Economic Development

15.2. Port Governance Models

15.2.1. Public and Private Ports
15.2.2. Tool Ports
15.2.3. The Landlord Port Model

15.3. Trends in Port Governance

15.3.1. Stabilization of the Governance Model: Towards a Nuanced Landlord
15.3.2. Vertical and Horizontal Integration
15.3.3. Control and Supervision of Competition

15.4. The Landlord Model and the Public Domain

15.4.1. The Management of the Port Public Domain
15.4.2. Revenue from Fees
15.4.3. Revenue from Tariffs

15.5. Examples of Models of Governance in Ports

15.5.1. Private Ports in the United Kingdom
15.5.2. The Landlord Model in Continental Europe
15.5.3. Spanish America Models in Transition

15.6. The Port Services Regime

15.6.1. Nature of the Service (Public, Private) Requirements for the Provision of the Service
15.6.2. Administrative Link /Contract, License)
15.6.3. Form or Requirements for Access to the Provision of the Service Concurrence. Limitation of the Number of Providers

15.7. Coordination of Port Systems at the Country Level

15.7.1. Centralized Systems
15.7.2. Decentralized Systems
15.7.3. Mixed Systems

15.8. Intra-Port Governance

15.8.1. Port Management
15.8.2. Model Organization Chart and Functional Areas
15.8.3. Port Planning and Operation Areas

15.9. Port Administration

15.9.1. Economic and Financial Management
15.9.2. Human Resources Management
15.9.3. Industrial Safety and Occupational Risk Prevention

15.10. Relations between the Port with its Environment

15.10.1. Port-City Interrelations
15.10.2. The Urban-Port Network Urban Planning Considerations
15.10.3. Institutional Activities and Collaboration with the Environment

Module 16. Strategic Port Planning

16.1. The Port System

16.1.1. Port Authorities Coordination
16.1.2. Economic Perspective
16.1.3. Environmental Perspective
16.1.4. Social Perspective
16.1.5. Performance Criteria

16.2. Economically Profitable Ports

16.2.1. Financing
16.2.2. Budget
16.2.3. Prices Associated with the Port Reality
16.2.4. Redistribution of Resources between Ports

16.3. Port Space Management

16.3.1. Port Space Performance
16.3.2. Port Space at the Service of General Interest
16.3.3. Digitalization of Port Space

16.4. Infrastructure Demand-Oriented Investments

16.4.1. Leveraging Infrastructure Investments
16.4.2. Economically and Socially Profitable
16.4.3. Infrastructure Connectivity
16.4.4. Respect for the Environment

16.5. Provision of Services Oriented Customers and Society as a Whole

16.5.1. Competitive Services at the Service of the General Interest
16.5.2. Efficiency in the Provision of Services
16.5.3. Monitoring of the Provision of Services
16.5.4. Simplification of Bureaucratic Procedures

16.5.4.1.1. Border Controls and Inspections
16.5.4.1.2. Streamlining of Procedures

16.6. Innovation and Digitalization of Ports

16.6.1. Electronic Administration
16.6.2. Digital Ports
16.6.3. Promotion of Innovation
16.6.4. Innovation at the Service of the General Interest

16.7. International Projection

16.7.1. International Relations
16.7.2. Brand Image
16.7.3. The Competitiveness of Ports in the International Context

16.8. Environmental Sustainability

16.8.1. Environmental Management
16.8.2. Quality and Environmental Measurements
16.8.3. Consumption and Waste Management
16.8.4. Sustainable Mobility
16.8.5. Climate Change
16.8.6. The Port and the Citizen

16.9. Security

16.9.1. Industrial Safety
16.9.2. Port Security
16.9.3. Cybersecurity

16.10. Ethical Corporate Culture and Human Capital

16.10.1. Ethical Codes
16.10.2. Supervision and Control
16.10.3. Transparency
16.10.4. Organizational Structure
16.10.5. Equality
16.10.6. Communication and Participation

Module 17. Port Business Plan and HR Management

17.1. Port Business Plan as a Planning Tool

17.1.1. The Business Plan as Concretion of the Global Strategy of a Port System
17.1.2. The Business Plan as a Coordinating Element of Planning
17.1.3. SWOT Analysis
17.1.4. Strategic Map
17.1.5. Other Planning Instruments of the Port

17.2. Perspectives of a Port Business Plan

17.2.1. Port Traffic
17.2.2. Investments
17.2.3. Economic-Financial
17.2.4. Human Resources
17.2.5. Environment and Sustainability

17.3. Management Control through the Business Plan

17.3.1. Monitoring of Objectives
17.3.2. Evolution of Management Ratios
17.3.3. Corrective Actions

17.4. Human Capital

17.4.1. Socio-Labor Context of the Ports
17.4.2. HR Planning within the Global and Port Strategy
17.4.3. Industrial Relations and Negotiation

17.5. Need for Change Professionalization of the Ports

17.5.1. Resistance to Change
17.5.2. How to Manage Change
17.5.3. Professionalize the Ports
17.5.4. Transparency and Communication

17.6. Competency-Based Management as a Facilitator of Change

17.6.1. Knowledge Competences
17.6.2. "Soft" Competences
17.6.3. The Different Aspects of Management by Competences

17.7. Jobs

17.7.1. Establishment of Jobs
17.7.2. Job Evaluation
17.7.3. Professional Classification and Organizational Structure

17.8. Training Plan

17.8.1. Plan of Formation of the Harbor System
17.8.2. Training Plan at Port Level
17.8.3. The "Corporate University"
17.8.4. The Virtual Classroom

17.9. Compensation System

17.9.1. Compensation System
17.9.2. The Compensation Structure
17.9.3. Performance Evaluation and Variable Remuneration

17.10. Prevention of Occupational Hazards

17.10.1. Prevention Reports Prevention Strategy
17.10.2. Prevention of Occupational Risks in a Port
17.10.3. Psychosocial Risks

Module 18. Maritime-Port Logistics and Port Services

18.1. Port Community

18.1.1. Port Community
18.1.2. Key Actors of the Port Community
18.1.3. Applied Quality Management Systems to the Port Community

18.2. Port Operations

18.2.1. Port Operations and Activities in Port
18.2.2. Information Systems in the Port Operations
18.2.3. Information Flows in Port Operations

18.3. Port Logistics

18.3.1. Port Logistics
18.3.2. Ports as Logistical Nodes in the Global Supply Chain
18.3.3. Logistics in Transport by Container

18.4. General Management of the Port

18.4.1. General Organization of Sea and Land Traffic in a Port
18.4.2. Entry of Ships into Port
18.4.3. Allocation of Mooring and Docking Posts
18.4.4. Stays of Ships and Internal Movements
18.4.5. Movement of Vehicles and Persons in Port
18.4.6. Passengers and Goods

18.5. Management of a Port Terminal

18.5.1. Levels of Analysis
18.5.2. Planning of Port Terminals
18.5.3. Productivity Indicators

18.6. Port Services

18.6.1. Regulation of Port Services
18.6.2. Public Service Obligations
18.6.3. Types of Port Services

18.7. Technical and Nautical Services

18.7.1. Mooring
18.7.2. Port Trailer
18.7.3. Pilotage

18.8. Goods, Passengers and Waste Reception Services

18.8.1. Goods Handling Service

18.8.1.1. Loading and Stowing Activities
18.8.1.2. Activities in the Field of Waste Disposal
18.8.1.3. Possible Operations Exempted from Stowage and Disposal

18.8.2. Ship Generated Waste Reception Service
18.8.3. Passenger Service

18.9. Commercial Services to the Vessel

18.9.1. Provision of Supplies
18.9.2. Fuel Supply
18.9.3. Supply of LNG
18.9.4. Supply of Electricity to Ships

18.10. Maritime Signaling Service

18.10.1. Types of Navigation Aids
18.10.2. Visual Aids
18.10.3. Acoustic Aids
18.10.4. Radio Aids
18.10.5. VTS
18.10.6. The Marking System Maritime IALA

Module 19. Planning and Development of Infrastructure and Environmental Sustainability

19.1. Sustainable Port Planning

19.1.1. Legislation: Fit for 55 and EU ETS
19.1.2. Relations with other Continents
19.1.3. Relations with the International Maritime Organization (IMO)

19.2. Port Planning Instruments and Adaptation to the New Climate Reality

19.2.1. Master Plans
19.2.2. Planning Tools for Infrastructure Development
19.2.3. Port Terminal Design and Redesign: Electrification Plans
19.2.4. Sustainable Port-City Relations: Climate Change and 1Port-City Space Design

19.3. Environmental Assessment of Port Planning Instruments

19.3.1. Programs for the Development of Infrastructure
19.3.2. Evaluation of Development Plans Infrastructure
19.3.3. Evaluation of Infrastructure Projects

19.4. Project Financing of Sustainable Development of Port Infrastructure

19.4.1. The European Investment Bank
19.4.2. The World Bank
19.4.3. The Inter-American Development Bank
19.4.4. International Investment Funds
19.4.5. Issuance of Green Bonds

19.5. Ports and Coastal Erosion: Working with Nature

19.5.1. Projects for the Preservation of Estuaries
19.5.2. Coastal Regeneration Projects
19.5.3. Projects for the Re-Use of Sediments

19.6. Renewable Energy Investment Projects

19.6.1. On Shore and Off Shore Wind Power Generation Projects 
19.6.2. On Shore and Off Shore Photovoltaic Energy Projects 
19.6.3. Other Renewable Energy Sources

19.7. Assessment of the Profitability of Investment Projects MEIPORT Methodology

19.7.1. Analysis of the Project Context and Objectives
19.7.2. Analysis of Alternatives
19.7.3. Project Definition
19.7.4. Financial Analysis
19.7.5. Economic Analysis
19.7.6. Sensitivity and Risk Analysis

19.8. Applied BIM Technology to Ports

19.8.1. Design of Port Terminals
19.8.2. Design of Dock Electrification Projects
19.8.3. Design of Land to Ports Access Projects

19.9. Monitoring Instruments and Protection of the Marine Environment

19.9.1. Measurement Networks: Buoys, Tide Gauges and High Frequency Radars
19.9.2. Elements for Marine Climate Prediction and Change Scenarios
19.9.3. Projects

19.10. Blue Economy

19.10.1. Blue Economy Dimensions
19.10.2. Projects for the Preservation of Marine Ecosystems
19.10.3. Ports, Climate and Marine Research Centers: Towards a Long-Term Relationship

Module 20. Port Security and Safety

20.1. Port Security

20.1.1. Port Security
20.1.2. Safety and Security
20.1.3. International Norms, Regulations and Standards

20.2. Technological and Industrial Safety in Ports

20.2.1. Management of Dangerous Goods
20.2.2. Prevention of Industrial Accidents
20.2.3. Safety Procedures in the Handling and Transport of Goods

20.3. Port Security Safety Planning

20.3.1. Threat Identification and Vulnerabilities
20.3.2. Risk Analysis and Protection Assessment
20.3.3. Risk Mitigation Strategies Protection Plans

20.4. Physical and Electronic Protection

20.4.1. Design of Physical Protection Systems
20.4.2. Access Control and Monitoring
20.4.3. Security Technologies in Ports

20.5. Logical and Cyber Security in Ports

20.5.1. Specific Cyber Threats and Vulnerabilities
20.5.2. Strategies for Port Cybersecurity
20.5.3. Responding to Cyber Incidents

20.6. Crisis and Emergency Management

20.6.1. Emergency Response Planning
20.6.2. Coordination with Public Safety Agencies
20.6.3. Drills and Response Exercises

20.7. Community Relations and Crisis Communication

20.7.1. Importance of Communication with the Community
20.7.2. Communication Strategies in Crisis Situations
20.7.3. Corporate Social Responsibility in Ports

20.8. Management of a Security Department

20.8.1. Management of Public and Private Security
20.8.2. Safety Planning
20.8.2. Material Resources
20.8.3. Human Resources Management and Training

20.9. Prevention and Protection

20.9.1. Recommendations for Antisocial Risks
20.9.2. Recommendations against Risk of Fire
20.9.3. Recommendations for Occupational Risks

20.10. Innovation and the Future of Port Security

20.10.1. Technological Trends in Port Security
20.10.2. Artificial Intelligence and Data Analysis
20.10.3. Preparing for Future Challenges

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