With this 100% online MBA, you will master the most innovative operational strategies to optimize the production and logistics processes of organizations” 

Logistics and Operations Management is a fundamental pillar in business development, as it encompasses multiple strategic, organizational, and technological processes that ensure operational efficiency. Moreover, the increasing digitalization in the corporate world has driven the need for executives to acquire new skills to optimize logistical flows, reduce costs, and improve decision-making. In this context, automation, data analytics, and artificial intelligence have transformed operations, enabling companies to be more competitive and respond more agilely to market changes. 

As a result, professionals in the sector are faced with the challenge of updating their knowledge and expanding their strategic vision to take on higher-responsibility roles within their organizations. This need gives rise to the MBA in Logistics and Operations Management (COO, Chief Operating Officer) at TECH Global University. The curriculum delves into key aspects of supply chain management, including optimization methodologies, strategic planning, and leadership in logistics environments. Thus, upon completing the program, professionals will be prepared to occupy high-level positions in global companies, increasing their value in the labor market. 

At the same time, this MBA features a 100% online methodology, enabling participants to study without relinquishing their professional or personal responsibilities. Additionally, the content is available 24/7, and can be accessed from any device with internet connectivity, with the option to download for offline consultation. 

Moreover, a prestigious International Guest Director will deliver 10 comprehensive Masterclasses. 

A renowned International Guest Director will offer 10 groundbreaking Masterclasses on the latest trends in Logistics and Operations Management” 

This Master's Degree in MBA in Logistics and Operations Management (COO, Chief Operating Officer) contains the most complete and up-to-date program on the market. The most important features include:

• The development of practical case studies presented by experts in Logistics and Operations Management 
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice 
• Practical exercises where self-assessment can be used to improve learning 
• Its strong focus on innovative methodologies in Logistics and Operations Management 
• 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 

You will apply innovative strategies and advanced tools to optimize logistics and operational management in highly competitive business environments” 

The program includes a faculty of professionals from the field of Logistics and Operations Management, who bring their real-world experience into the program, alongside renowned specialists from leading companies and prestigious universities. 

The multimedia content, developed with the latest educational technology, will provide the professional with situated and contextual learning, i.e., a simulated environment that will provide an immersive learning experience designed to prepare for real-life situations. 

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

You will be capable of effectively managing the supply chain, from sourcing inputs to product distribution"

You will have access to a learning system based on repetition, with natural and progressive teaching throughout the entire syllabus"

The content of this MBA in Logistics and Operations Management (COO, Chief Operating Officer) has been designed by specialists in business management, logistics, and operations. Throughout the program, key strategies will be analyzed to optimize the supply chain, improve operational efficiency, and apply innovative methodologies such as Lean Management and Supply Chain Management. Additionally, digital tools and emerging technologies that are transforming logistics management in highly dynamic environments will be explored. 

You will implement emerging technological tools, such as Big Data, to optimize logistics and operational processes” 

Module 1. Business Vision 

1.1. Corporate Mission, Vision and Values 

1.1.1. Mission, Vision and Values 
1.1.2. Relationship between Mission, Vision, and Values with the Role of the Chief Operating Officer 
1.1.3. Examples of Mission, Vision, and Values in Leading Companies 

1.2. Business Organization: Key Departments 

1.2.1. Overview of the Key Departments 
1.2.2. Governing Bodies 
1.2.3. Influence of the Chief Operating Officer on the Departments 

1.3. Commercial Organization: Sales and Commercial Administration 

1.3.1. Commercial Department 
1.3.2. Commercial Administration Department 
1.3.3. Coordination Between the Commercial Area and the Rest of the Business 

1.4. Industrial and Logistics Organization 

1.4.1. Industrial Organization Department 
1.4.2. Internal Logistics Department 
1.4.3. External Logistics Department 

1.5. Executive Functions and Competencies 

1.5.1. Department Managed by the Chief Operating Officer 
1.5.2. Functions of a Chief Operating Officer 
1.5.3. Focus on Competencies 
1.5.4. Leadership 

1.6. Human Resources and Team Management. Occupational Risk Prevention (PRL) 

1.6.1. Human Resources Management 
1.6.2. Team Management 
1.6.3. Occupational Risk Prevention Plan 

1.7. Horizontal and Vertical Communication 

1.7.1. Horizontal Communication 
1.7.2. Vertical Communication 
1.7.3. Communication with Senior Management 

1.8. Costs 

1.8.1. Accounting of Costs 
1.8.2. Differences Between Spending, Purchasing, Investment, Payment and Cost 
1.8.3. Typology and Classification of Costs 

1.9. Information Systems 

1.9.1. Concept of a Marketing Information System (MIS) 
1.9.2. Characteristics of SIM 
1.9.3. The Information in the MIS 

1.10. Industry 4.0 in the Short to Medium Term 

1.10.1. Big Data 
1.10.2. IoT 
1.10.3. Additive Manufacturing 

1.11. Industry 4.0. Long-Term 

1.11.1. Machine Learning 
1.11.2. Collaborative Robotics 
1.11.3. Augmented Reality, Virtual Reality and Cybersecurity 

Module 2. Production Organization, Procurement, and Warehousing 

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

2.1.1. Production Systems and Strategies 
2.1.2. Inventory Management System 
2.1.3. Production Indicators 

2.2. Sales Structure, Types and Channels  

2.2.1. Structure of Sales: Organization, Channels and Sector 
2.2.2. Structure of Sales: Offices and Sales Groups 
2.2.3. Determining a Sales Structure 

2.3. Structure and Types of Procurement  

2.3.1. Function of Procurement 
2.3.2. Procurement Management 
2.3.3. The Buying Decision Process 

2.4. Design of Production Plants  

2.4.1. Industrial Architecture and Plant Layout 
2.4.2. Basic Types of Plant Layout 
2.4.3. Characteristics for an Appropriate Plant Distribution 

2.5. Economic Control of Purchasing 

2.5.1. Advanced Warehouse Design 
2.5.2. Picking and Sorting 
2.5.3. Material Flow Control 

2.6. Process Design  

2.6.1. Definition of Process Design 
2.6.2. Principles of Process Design 
2.6.3. Process Modeling 

2.7. Resource Allocation  

2.7.1. Introduction to Resource Allocation 
2.7.2. Project Management 
2.7.3. Resource Distribution 

2.8. Industrial Operations Control  

2.8.1. Process Control and Its Characteristics 
2.8.2. Examples of Industrial Processes 
2.8.3. Industrial Controls 

2.9. Warehouse Operations Control  

2.9.1. Warehouse Operations 
2.9.2. Inventory Control and Location Systems 
2.9.3. Stock Management Techniques 

2.10. Maintenance Operations 

2.10.1. Industrial Maintenance and Typology 
2.10.2. Maintenance Planning 
2.10.3. Management of Computer-Assisted Maintenance 

Module 3. Logistics Organization 

3.1. Introduction to Logistics Systems 

3.1.1. Introduction to Logistics Systems 
3.1.2. Design of Logistics Systems 
3.1.3. Logistics Information Systems 

3.2. Topologies of the Supply Chain (SCM)  

3.2.1. Supply Chain 
3.2.2. Benefits of Supply Chain Management 
3.2.3. Logistical Management in the Supply Chain 

3.3. Internal Logistics  

3.3.1. Advanced Warehouse Design 
3.3.2. Picking and Sorting 
3.3.3. Material Flow Control 

3.4. Distribution and Transport  

3.4.1. Functions of Distribution and Transport 
3.4.2. Types of Distribution Networks 
3.4.3. Design of Distribution Networks 

3.5. Logistical Operations Control  

3.5.1. Logistical System 
3.5.2. Benefits of Logistical Operations Control 
3.5.3. Logistics Operations Dashboard 

3.6. Interactions Between the SCM and All Other Departments  

3.6.1. Areas to Consider in the Interaction 
3.6.2. SCM Interrelations 
3.6.3. Integration Problems in the SCM 

3.7. Logistics Costs 

3.7.1. Costs to Consider According to Each Area 
3.7.2. Problems with Logistics Costs 
3.7.3. Optimizing Logistic Costs 

3.8. Information Systems  

3.8.1. Map of Base Systems 
3.8.2. Typology of Information Systems 
3.8.3. Information Systems in the Supply Chain 

Module 4. Operations Management I: Planning, Manufacturing and Warehousing 

4.1. Demand Forecasting 

4.1.1. Planning System and Production Control 
4.1.2. Demand and Types of Demand 
4.1.3. Demand Forecasting and Methodology 

4.2. Resource Planning and Manufacturing. Capacity  

4.2.1. Aggregate Production Planning 
4.2.2. Master Production Planning System 
4.2.3. Approximate Capacity Planning System 

4.3. Sequencing  

4.3.1. Material Requirements Planning 
4.3.2. Capacity Requirements Planning 
4.3.3. Manufacturing Resources Planning (MRPII) 

4.4. Manufacturing Preparation  

4.4.1. Launching and Control System for Production Activities 
4.4.2. Production Programming 
4.4.3. Sequencing. Production Control 

4.5. Maintenance Control  

4.5.1. Maintenance Control 
4.5.2. Maintenance Control Cycle 
4.5.3. Designing a Maintenance Plan 

4.6. Lean Warehouse 

4.6.1. Introduction to Lean Manufacturing 
4.6.2. Structure of the Lean System 
4.6.3. Lean Techniques 

4.7. Warehouse Design and Management 

4.7.1. Advanced Warehouse Design 
4.7.2. Picking and Sorting 
4.7.3. Material Flow Control 

4.8. Manufacturing Costs  

4.8.1. Production Costs 
4.8.2. Other General Manufacturing Costs 
4.8.3. Cost Systems 

4.9. Warehouse Costs  

4.9.1. Introduction to Warehousing Costs 
4.9.2. Classification of Warehousing Costs 
4.9.3. Inventory Assessments 

4.10. Information Systems in Planning and Manufacturing  

4.10.1. General Information Systems 
4.10.2. Information Systems in Planning and Manufacturing 
4.10.3. Market Operations 

4.11. Information Systems in Warehouses 

4.11.1. Information Systems in Warehouses 
4.11.2. Information Technology in Warehouses 
4.11.3. Market Options 

Module 5. Operations Management II: SCM Logistics 

5.1. Supply Chain Design and Management  

5.1.1. Introduction to the Supply Chain: Components 
5.1.2. Supply Chain Design 
5.1.3. Supply Chain Management 

5.2. Key Aspects of the Supply Chain  

5.2.1. Evolution of the Supply Chain 
5.2.2. Key Aspects of the Supply Chain 
5.2.3. Scenario Evaluation 

5.3. Strategic Planning Design throughout the Supply Chain 

5.3.1. Strategic Design of Supply Chain 
5.3.2. Planning of the Supply Chain 
5.3.3. Methodology for the Strategic Design of the Supply Chain 

5.4. Order Preparation  

5.4.1. Introduction to Order Preparation 
5.4.2. Basic Considerations for Order Preparation 
5.4.3. Phases of Order Preparation 

5.5. Resource Management. Capacity and Schedules  

5.5.1. Resources Management and Training 
5.5.2. Techniques for Resource Management 
5.5.3. Schedules 

5.6. External Logistical Planning  

5.6.1. Introduction to Integral Logistics 
5.6.2. Importance of Logistical Planning 
5.6.3. Key Aspects of Logistical Planning 

5.7. Reverse Logistics and Sustainability  

5.7.1. Sustainable Development 
5.7.2. Reverse Logistics 
5.7.3. Green Logistics 

5.8. International Logistics Distribution 

5.8.1. Advanced Warehouse Design  
5.8.2. Picking and Sorting 
5.8.3. Material Flow Control 

5.9. Customer Service  

5.9.1. Methods 
5.9.2. Indicators 
5.9.3. Relationship with Logistics 

5.10. Lean Management 

5.10.1. Lean Basis with Application in International Logistics 
5.10.2. Main Implications and Requirements 
5.10.3. Other Methodologies to Improve the Process 

5.11. Supply Chain Costs 

5.11.1. Cost Cutting Projects 
5.11.2. Stages 
5.11.3. Practical Case 

5.12. Information Systems 

5.12.1. Amazon Case Study 
5.12.2. Integration with Amazon 
5.12.3. Message Flow 

Module 6. Operations Management III: Strategic Procurement Management 

6.1. Strategic Procurement Management 

6.1.1. Strategic Management: Benefits and Models 
6.1.2. Strategic Purchasing Management and its Factors 
6.1.3. Purchasing Strategies 

6.2. Lean Management in Purchasing Processes  

6.2.1. Lean Buying 
6.2.2. Outsourcing in the SCM 
6.2.3. Lean Supplying 

6.3. Purchasing Strategy Design  

6.3.1. Externalization 
6.3.2. Process Outsourcing 
6.3.3. Globalization 
6.3.4. Relocation 

6.4. Outsourcing-Insourcing  

6.4.1. Purchasing Models and Processes 
6.4.2. Segmentation Models 
6.4.3. Role of e-Procurement 

6.5. Strategic Sourcing  

6.5.1. Supplier Selection and Strategy 
6.5.2. Value Generation from Strategic Procurement 
6.5.3. Logistic Operators in Procurement 

6.6. Transportation and Distribution Management  

6.6.1. Coordination Between Transport and Warehousing 
6.6.2. Logistics Activity Zones (LAZ) 
6.6.3. BORRAR  

6.7. Global Supply Chain  

6.7.1. Introduction and Classification of the Complexity of Supply Chains 
6.7.2. Areas of Opportunity in Global Supply Chains 
6.7.3. Trends in Global Supply Chains 

6.8. Import Management  

6.8.1. Customs, Export and Import Processes 
6.8.2. International Commerce Institutions and Agreements 
6.8.3. BORRAR 
6.8.4. Plant Management and International Purchasing 

6.9. Incoterms and International Document Management 

6.9.1. Exportation or Implantation 
6.9.2. Agency, Distribution and International Sales and Purchase Agreements 
6.9.3. Industrial and Intellectual Property 
6.9.4. Taxes and Tariffs Classification 

6.10. Methods and Means of International Payment  

6.10.1. Payment Method Selection 
6.10.2. Documentary Credit 
6.10.3. Bank Guarantee and Documentary Credit 

6.11. Purchasing Strategic Management Costs 

6.11.1. Value Chain 
6.11.2. Procurement Costs 
6.11.3. Inventory Valuation 

6.12. Information Systems in Purchasing  

6.12.1. Master Data 
6.12.2. Processes 
6.12.3. EDI Messages 

Module 7. Operations Management IV: Quality 

7.1. Principles of Statistics Applied to Quality Control  

7.1.1. Introduction 
7.1.2. Measures of Central Tendency 
7.1.3. Measures of Dispersion 

7.2. Operational Defect Definition  

7.2.1. Evolution of Quality in the SCM 
7.2.2. Defect Definition, Control and Cataloging 
7.2.3. Criteria for Acceptance or Rejection of a Product 

7.3. Basic Concepts of Control  

7.3.1. Definitions 
7.3.2. ISO 9001 Standard 
7.3.3. Requirements of ISO 9001 

7.4. Control Charts by Variables and Attributes  

7.4.1. Control by Variable and by Attributes 
7.4.2. Control Charts 
7.4.3. OC Chart 

7.5. Sampling Inspection  

7.5.1. Types  
7.5.2. Methodology 
7.5.3. Sample Size 

7.6. Process Capability  

7.6.1. Associated Statistics 
7.6.2. Variability 
7.6.3. Cp Index 

7.7. Six Sigma. Methodology and Strategy  

7.7.1. Definition of Six Sigma 
7.7.2. Methodology of Six Sigma 
7.7.3. Structure of Six Sigma 

7.8. Quality Cost 

7.8.1. Types of Viability Study 
7.8.2. Viability Technique Study 
7.8.3. Use Case 

7.9. Information Systems  

7.9.1. Implementation of Quality in the ERP 
7.9.2. Quality Control in Events 
7.9.3. Periodic Controls 

Module 8. Strategic Planning and IT Project Management 

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

8.1.1. Description of Each System 
8.1.2. Market Options 
8.1.3. Implantation Processes 

8.2. Global Map of IT Systems (II): eCommerce, Corporate Website, BI, Simulation, Machine Learning, and CMMS (Computerized Maintenance Management System)  

8.2.1. Description of Each System 
8.2.2. Market Options 
8.2.3. Implantation Processes 

8.3. IT Systems: High Availability, Security and Maintenance  

8.3.1. Aspects to Consider 
8.3.2. Market Options 
8.3.3. Implementation Processes 

8.4. IS Strategic Planning  

8.4.1. Aspects to Consider 
8.4.2. Technological Resources Management 
8.4.3. Adjacent Processes: Reporting and Assessment 

8.5. IT Project Management 

8.5.1. General Methodology 
8.5.2. Agile Manifesto 
8.5.3. SCRUM 

8.6. Corporate Social Responsibility in IT Projects 
8.7. Finance and Responsible Investment in IT Projects 
8.8. Business and the Environment in IT Projects 
8.9. Systems and Tools for Responsible Management in IT 
8.10. Business Ethics in IT Projects 

Module 9. Financial Supply Chain Management 

9.1. Global Economic Environment 

9.1.1. The Fundamentals of the Global Economy 
9.1.2. The Globalization of Companies and Financial Markets 
9.1.3. Growth & Development in Emerging Markets 
9.1.4. International Monetary System 

9.2. Financial Accounting in Supply Chain Management 

9.2.1. Situation Balance 
9.2.2. Losses and Gains 
9.2.3. Ratio Interpretation 

9.3. Accounting Management in the Supply Chain 

9.3.1. Measurable: Productivity 
9.3.2. Efficiency and Profitability 
9.3.3. Ratios and Management 

9.4. Analysis and Financial Planning of the Supply Chain 

9.4.1. Definitions 
9.4.2. Planning 
9.4.3. Examples of Financial Planning 

9.5. Financial Diagnosis  

9.5.1. Indicators for Analyzing Financial Statements 
9.5.2. Profitability Analysis 
9.5.3. Economic and Financial Profitability of a Company 

9.6. Economic Analysis of Decisions  

9.6.1. Budget Control 
9.6.2. Competitive Analysis. Comparative Analysis 
9.6.3. Decision-Making. Business Investment or Divestment 

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

9.7.1. Introduction to Order Preparation 
9.7.2. Key Aspects 
9.7.3. Ratio Interpretation 

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

9.8.1. Definition of Tools and Benefits 
9.8.2. Management Tools 
9.8.3. Market Operations 

9.9. Profitability and Efficiency of Logistics Chains: KPIs 

9.9.1. Profitability and Efficiency of Mediations 
9.9.2. General Indicators of Logistic Chains 
9.9.3. Specific Indicators 

Module 10. Operative Strategy and LEAN Management Methodologies 

10.1. Lean Management  

10.1.1. The Basic Principles of Lean Management 
10.1.2. Improvement and Problem-Solving Groups 
10.1.3. New Forms of Maintenance and Quality Management 

10.2. Implantation of the Global Lean Methodology  

10.2.1. Lean Methodology 
10.2.2. Implementation Processes 
10.2.3. Continuing Improvement 

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

10.3.1. Identifying Points for Improvement 
10.3.2. BPM, Simulation and Digital Twin 
10.3.3. Choosing the Necessary Tool 

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

10.4.1. Aspects to Consider 
10.4.2. Organizations and Market Development 
10.4.3. Market Options 

10.5. Total Quality Management and Advanced Management of Logistics Projects  

10.5.1. Assessment of Total Quality 
10.5.2. Identifying Points for Improvement 
10.5.3. Advanced Project Management 

10.6. Market Trends Analysis in Logistics 

10.6.1. Trend Analysis 
10.6.2. Guidelines 
10.6.3. Market Options 

10.7. IS Trend Analysis  

10.7.1. IS Latest Trend Analysis 
10.7.2. Tools 
10.7.3. Market Options 

You will promote the development of innovative solutions in Operations and Logistics management, tailored to the new demands of the global market”