This Hybrid Master's Degree MBA in Purchasing Management will allow you to draw the best strategy in this field in your company” 

In recent years, the purchasing department has been acquiring great importance within companies due to the high competitiveness and the demands of consumers, who are looking for innovative and quality products. In this scenario, it is key to have excellent suppliers, establish agreements for the delivery and receipt of goods, and always keep an eye on profitability. 
In addition, new technologies have given way, in many companies, to digitalization and changes in logistics. It is a new scenario where it is essential to have professionals capable of managing these departments with a new business vision and with all the management tools available. In this line, TECH has created this Hybrid Master's Degree MBA in Purchasing Management, which provides students with a high-level education, with a theoretical and practical perspective. 

Therefore, in this academic journey, students will delve into leadership, project management, strategic purchasing management, corporate social responsibility, and socio-ecological impact. You will gain an international vision and business expansion. To do this, this academic institution provides multimedia teaching resources that you can access comfortably whenever and wherever you want. All you need is a computer, tablet, or cell phone with an internet connection to view the syllabus hosted on the virtual platform. 

Once the theoretical phase is completed, the graduate will carry out a practical internship in a prestigious company with a wide trajectory in its sector. This will allow you to acquire much more direct and essential learning in order to advance your professional career. 

Undoubtedly, TECH offers this university program a unique academic option for those who wish to pursue a high-level education, with flexible access to its syllabus and a Practical Internship Program, which will lead you to develop in the Management of a Purchasing Department of a relevant company. 

Lead your company's purchasing strategy with guarantees and make it grow, thanks to the knowledge you will gain in this Hybrid Master's Degree MBA in Purchasing Management”

This Hybrid Master's Degree in MBA in Purchasing Management contains the most complete and up-to-date educational program on the market. The most important features include: 

• Development of more than 100 case studies presented by experts in Purchasing Management and Direction
• Its graphic, schematic and practical contents provide current and assistance information on those administrative disciplines that are essential for professional practice
• In-depth knowledge of the Human Resources area, as well as its characteristics and management models
• Interactive learning system based on algorithms for decision-making on the practical cases presented 
• Practice guides for the use of the main tools in Human Resources management
• All of this will be complemented by 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
• In addition, the graduate will be able to do an internship in an important company 

Take an intensive 3-week stay in a prestigious center and acquire all the knowledge you need to successfully manage the Purchasing Department of large companies”

In this proposed Hybrid Master's Degree, of a professional nature and blended mode, the program is aimed at updating professionals who develop their functions in the Purchasing Department and require a high qualification level. The contents are based on the latest scientific evidence and oriented in an educational way to integrate theoretical knowledge into sales and commercial practice, and the theoretical-practical elements will facilitate the updating of knowledge and allow decision-making within the business strategy. 

Thanks to the multimedia content, developed with the latest educational technology, it will allow the professional Purchasing Department Manager to learn in a contextual and situated way, that is, a simulated environment that will provide an immersive learning programmed to train in real situations. This program is designed around Problem-Based Learning, whereby the professional must try to solve the different professional practice situations that arise throughout the program. For this purpose, the student will be assisted by an innovative interactive video system created by renowned experts. 

TECH puts the most innovative pedagogical tools at your fingertips. Access them, 24 hours a day, from any electronic device with an internet connection”

Take firm and safe steps in the acquisition of products for your company, thanks to the project management tools that you will obtain in this program”

The curriculum of this university degree has been designed to offer the most relevant and essential content in Purchasing Management. Thanks to it, students will be able to expand their knowledge and skills in leadership, economic management, and logistics. In addition, thanks to the multimedia didactic material, you will acquire much more attractive and dynamic learning about project management, market research, or strategic management. This excellent theoretical education is complemented by an Internship Program in a prestigious company, where you will be able to apply the concepts obtained in a real work environment.

A team of excellent professionals with experience in Purchasing Management will be responsible for providing you with a practical and useful learning experience”

Module 1. Management and Leadership

1.1. General Management

1.1.1. Integrating Functional Strategies into the Global Business Strategies
1.1.2. Management Policy and Processes
1.1.3. Society and Enterprise

1.2. Strategic Management

1.2.1. Establishing the Strategic Position: Mission, Vision, and Values
1.2.2. Developing New Businesses
1.2.3. Growing and Consolidating Companies

1.3. Competitive Strategy

1.3.1. Market Analysis
1.3.2. Sustainable Competitive Advantage
1.3.3. Return on Investment

1.4. Corporate Strategy

1.4.1. Driving Corporate Strategy
1.4.2. Pacing Corporate Strategy
1.4.3. Framing Corporate Strategy

1.5. Planning and Strategy

1.5.1. The Relevance of Strategic Direction in the Management Control Process
1.5.2. Analysis of the Environment and the Organization
1.5.3. Lean Management

1.6. Talent Management

1.6.1. Managing Human Capital
1.6.2. Environment, Strategy, and Metrics
1.6.3. Innovation in People Management

1.7. Management and Leadership Development

1.7.1. Leadership and Leadership Styles
1.7.2. Motivation
1.7.3. Emotional Intelligence
1.7.4. Efficient Meetings

1.8. Change Management

1.8.1. Performance Analysis
1.8.2. Leading Change. Resistance to Change
1.8.3. Managing Change Processes
1.8.4. Managing Multicultural Teams

1.9. Negotiation

1.9.1. Intercultural Negotiation
1.9.2. Negotiation Focuses
1.9.3. Effective Negotiation Techniques
1.9.4. Restructuring

Module 2. Logistics and Economic Management

2.1. Financial Diagnosis

2.1.1. Indicators for Analyzing Financial Statements
2.1.2. Profitability Analysis
2.1.3. Economic and Financial Profitability of a Company

2.2. Economic Analysis of Decisions

2.2.1. Budget Control
2.2.2. Competitive Analysis. Comparative Analysis
2.2.3. Decision-Making. Business Investment or Divestment

2.3. Investment Valuation and PortfolioManagement

2.3.1. Profitability of Investment Projects and Value Creation
2.3.2. Models for Evaluating Investment Projects
2.3.3. Sensitivity Analysis, Scenario Development, and Decision Trees

2.4. Financial Management for Purchasing Management

2.4.1. Multiplier Effect of Purchases on Profits
2.4.2. Profitability and Cost Reduction
2.4.3. Opportunity Cost of Assets

2.5. Economic Control of Purchases

2.5.1. KPI, Key Purchasing Management Indicators
2.5.2. Impact on Total Costs of Proper KPI Management
2.5.3. Economic and Purchasing Control Scorecard

2.6. Warehouse, Stock and Logistics Management

2.6.1. Purchasing Logistics Management
2.6.2. Stock Management
2.6.3. Warehouse Management

2.7. Supply Chain Management

2.7.1. Costs and Efficiency of the Operations Chain
2.7.2. Change in Demand Patterns
2.7.3. Change in Operations Strategy

2.8. Logistical Processes

2.8.1. Organization and Management by Processes
2.8.2. Procurement, Production, Distribution
2.8.3. Quality, Quality Costs, and Tools
2.8.4. After-Sales Service

2.9. Logistics and Customers

2.9.1. Demand Analysis and Forecasting
2.9.2. Sales Forecasting and Planning
2.9.3. Collaborative Planning Forecasting and Replacement

2.10. International Logistics

2.10.1. Customs, Export and Import processes
2.10.2. Methods and Means of International Payment
2.10.3. International Logistics Platforms

Module 3. Management

3.1. New Competitive Environment

3.1.1. Technological Innovation and Economic Impact
3.1.2. Knowledge Society
3.1.3. The New Consumer Profile

3.2. Quantitative Research Methods and Techniques

3.2.1. Variables and Measurement Scales
3.2.2. Information Sources
3.2.3. Sampling Techniques
3.2.4. The Treatment and Analysis of Data

3.3. Qualitative Research Methods and Techniques

3.3.1. Direct Techniques: Focus Group
3.3.2. Anthropological Techniques
3.3.3. Indirect Techniques
3.3.4. The Two Face Mirror and The Delphi Method

3.4. Market Segmentation

3.4.1. Market Typologies
3.4.2. Concept and Analysis of the Demand
3.4.3. Segmentation and Criteria
3.4.4. Defining the Target Audience

3.5. Types of Buying Behavior

3.5.1. Complex Behavior
3.5.2. Dissonance Reducing Behavior
3.5.3. Variety Seeking Behavior
3.5.4. Habitual Purchasing Behavior

3.6. Marketing Information Systems

3.6.1. Conceptual Approaches to Marketing Information Systems
3.6.2. Data Warehouse and Data Mining
3.6.3. Geographical Information Systems

3.7. Research Project Management

3.7.1. Information Analysis Tools
3.7.2. Developing an Expectation Management Plan
3.7.3. Assessing the Feasibility of Projects

3.8. Marketing Intelligence

3.8.1. Big Data
3.8.2. User Experience
3.8.3. Applying Techniques

Module 4. Project and Quality Management for Buyers

4.1. Lean Management

4.1.1. The Basic Principles of Lean Management
4.1.2. Improvement and Problem-Solving Groups
4.1.3. New Forms of Maintenance and Quality Management

4.2. Lean Tools for Project Management

4.2.1. Quality Improvement Tools
4.2.2. Cost Improvement Tools
4.2.3. Deadline Improvement Tools
4.2.4. Tools for Improving Personnel Involvement

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

4.3.1. Identification of Waste in Purchasing and Procurement
4.3.2. Practical Application of the 4 Lean Rules
4.3.3. Univocal Definition of Subprocesses by Means of SIPOC

4.4. Lean Six Sigma in Purchasing Processes

4.4.1. Maximize Value through the DMAIC Improvement Approach
4.4.2. Diagnosis of Process Capability and Improvement Potential
4.4.3. Use of Process and Result Metrics in Procurement

4.5. Project Quality Management

4.5.1. Project Planning Based on Requirements and Specifications
4.5.2. Customer Requirements and Competitive Evaluation
4.5.3. Objectives, Relationships and Correlations
4.5.4. Modal Analysis of Failures and Effects

4.6. Total Quality Management and Advanced Project Management

4.6.1. Total Quality Management
4.6.2. Six Sigma as a Global Business Management System
4.6.3. EFQM Model

4.7. Map of the Value Chain in Purchasing Processes

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

Module 5. Purchasing and Procurement Function

5.1. Purchasing and Value Chain

5.1.1. Mission, Objective and Structure of the Purchasing and Procurement Department
5.1.2. Main Components of the Purchasing Department
5.1.3. Purchasing and Logistic Flow of the Company
5.1.4. Indicator Management, Scorecard

5.2. Purchasing Strategy Development

5.2.1. Purchase Conditions
5.2.2. Management of Receipts, Orders and Delivery Notes
5.2.3. Incident and Inventory Management

5.3. Price, Cost and Purchase Value Analysis

5.3.1. Category Management
5.3.2. RFP and RFQ Systems
5.3.3. International Pricing Index
5.3.4. Dynamic Pricing

5.4. Purchasing Risk Management

5.4.1. Nature of the Risk
5.4.2. Risks in the Supply Market
5.4.3. Insurance
5.4.4. Price Risks, Volatility

5.5. e-procurement

5.5.1. E-Business and E-Sourcing
5.5.2. Auctions and Reverse Auctions
5.5.3. Application Costs and Most Commonly Used Systems
5.5.4. E-Purchasing

5.6. Purchasing in Different Industries and Sectors

5.6.1. Purchase of Services
5.6.2. Purchase of Equipment
5.6.3. Purchase of Merchandising, Marketing and Advertising
5.6.4. IT, Transportation and Other Sectors
5.6.5. Procurement in the Public Sector

Module 6. Strategic Purchasing Management

6.1. Strategic Purchasing Management

6.1.1. New Challenges in Purchasing, Sourcing and Procurement Management
6.1.2. Purchasing Function in Companies and in the Supply Chain
6.1.3. Purchasing Function as a Resource Provider
6.1.4. Legal Aspects of Purchasing Function

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. Warehouse Design and Management

6.6.1. Advanced Warehouse Design
6.6.2. Picking and Sorting
6.6.3. Material Flow Control

6.7. Lean Warehouse

6.7.1. The Fundamentals of Lean Warehousing
6.7.2. Inventory Management Systems
6.7.3. Radio Frequency in Warehouse Design

6.8. Transportation and Distribution Management

6.8.1. Coordination Between Transport and Warehousing
6.8.2. Logistics Activity Zones (LAZ)
6.8.3. Air and Inland Freight Transportation Regulations and Agreements

6.9. Internal Logistics

6.9.1. Calculation of Requirements
6.9.2. Typology of Warehouses in a JIT System
6.9.3. Douki Seisan Supplies
6.9.4. Lean Materials Handling

Module 7. Supplier Relationship Management

7.1. Supplier Search Planning

7.1.1. Bidding Process and Criteria Development
7.1.2. Identifying Potential Suppliers
7.1.3. Supplier Selection

7.2. Supplier Selection Criteria

7.2.1. Economic Criteria
7.2.2. Quality Criteria
7.2.3. Other Criteria

7.3. Supplier Relationship Management

7.3.1. Ethics in Relations
7.3.2. Recruitment Planning
7.3.3. Acquisition of Services

7.4. Integrating Suppliers in the Value Chain

7.4.1. Phases in the Process of Integration
7.4.2. Risks and Control Parameters
7.4.3. Monitoring
7.4.4. Integration Breakdown

7.5. Commercial Law

7.5.1. Salepurchase Agreement
7.5.2. Payments and Delinquencies
7.5.3. Performance Bonds
7.5.4. Liability for Damage Caused by Defective Products
7.5.5. Lease Agreements

7.6. Labor Law

7.6.1. Contracting of Works and Services
7.6.2. Joint Several Labor Liability
7.6.3. Subsidiary Liability of Social Security
7.6.4. Occupational Hazard Prevention

7.7. Tax Law

7.7.1. Tax Responsibilities in Subcontracting
7.7.2. Tax Implications of Purchases

7.8. Contract Management and Administration

7.8.1. Negotiation and Implementation
7.8.2. Results Monitoring and Control
7.8.3. Contract Closure

Module 8. Socio-ecological Impact

8.1. Corporate Social Responsibility

8.1.1. Strategic Vision and Corporate Social Responsibility
8.1.2. Systems and Models for Implementing CSR
8.1.3. Organization of CSR
8.1.4. Roles and Responsibilities

8.2. SCM and Corporate Responsibility

8.2.1. Value Creation in an Economy of Intangibles
8.2.2. CSR: Corporate Commitment
8.2.3. Social, Environmental, and Economic Impact

8.3. Responsible Finance and Investment

8.3.1. Transparency in Information
8.3.2. Finance and Responsible Investment
8.3.3. Social Economy, Cooperativity and Corporate Social Responsibility

8.4. Business and Environment

8.4.1. Sustainable Development
8.4.2. Legislative Development in Environmental Responsibility
8.4.3. Response of Companies to Environmental Problems
8.4.4. Waste and Emissions

8.5. Responsible Management Systems and Tools

8.5.1. Social Responsibility Management Systems
8.5.2. Quality Management Systems, the Environment and Occupational Health and Safety
8.5.3. Audits

8.6. Business ethics

8.6.1. Ethical Behavior in Companies
8.6.2. Deontology and Ethical Codes
8.6.3. Fraud and Conflicts of Interest

Module 9. Global Sourcing

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 and Development in Emerging Markets
9.1.4. International Monetary System

9.2. Adaptation of Purchasing to Global Sourcing

9.2.1. Purchasing Structure
9.2.2. The Need for New Skills
9.2.3. Intermediaries BORRAR

9.3. Import Management

9.3.1. Customs, Export and Import processes
9.3.2. International Commerce Institutions and Agreements
9.3.3. Customs Legislation
9.3.4. Plant Management and International Purchasing

9.4. International Logistics Distribution

9.4.1. International Logistics Platforms
9.4.2. International Transport Operator
9.4.3. Hubs and Distribution

9.5. Incoterms and International Document Management

9.5.1. Exportation or Implantation
9.5.2. Agency, Distribution and International Sales and Purchase Agreements
9.5.3. Industrial and Intellectual Property
9.5.4. Taxes and Tariffs Classification

9.6. Methods and Means of International Payment

9.6.1. Payment Method Selection
9.6.2. Documentary Credit
9.6.3. Bank Guarantee and Documentary Credit

9.7. International Lean Logistics

9.7.1. Lean Basis with Application in International Logistics
9.7.2. Main Implications and Requirements
9.7.3. Other Methodologies to Improve the Process

Module 10. Performance and Auditing

10.1. General Aspects of Business Management Indicators

10.1.1. Functions of Management Indicators
10.1.2. Indicator Panel and Balance Score Card
10.1.3. Logistics Indicators

10.2. Starting Material Purchase Indicators

10.2.1. Efficiency Indicators
10.2.2. Economic Indicators
10.2.3. Internal Customer Relations Indicators
10.2.4. Procurement Effectiveness Indicators
10.2.5. Procurement Efficiency Indicators
10.2.6. Purchasing Objectives

10.3. Service Purchasing Indicators

10.3.1. Economic Indicators
10.3.2. Procurement Effectiveness Indicators
10.3.3. Efficiency Indicators
10.3.4. Relationship Indicators
10.3.5. Indicators of Relationship with our Internal Customers

10.4. Other Indicators

10.4.1. Performance Indicators
10.4.2. Purchasing Team Productivity Indicators

10.5. Purchasing Audit

10.5.1. General Auditing Policy
10.5.2. Audit Objectives
10.5.3. Scope of the Audit in Terms of Purchase Control
10.5.4. Internal Audits, Training, and Contractor Policies and Procedures

10.6. Benchmarking in Purchasing Management

10.6.1. Types of Benchmarking
10.6.2. How to Benchmark the Market
10.6.3. Benefits and Advantages of the Application of Benchmarking in a Purchasing Department
10.6.4. Benchmarking Measurement

This Hybrid Master's Degree will allow you to advance your career in flexible training with high-quality multimedia content”