A highly impactful educational program specially designed to train the best professionals in industrial management" 

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

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 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 Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

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 the most rigorous and up-to-date case studies in the academic community”

The MBA in Industrial Management has been created to cater for the needs of the 21st century student. It is taught in a 100% online format so that professionals can choose the time and place that best suits their availability, schedule and interests. By studying this program students will have access to the most complete and up to date content on the market in a syllabus that is studied over 12 months and will be a unique and stimulating experience, laying the foundations for their future professional success. 

Our syllabus will provide you with the knowledge you need to develop successfully in industrial project management"  

Syllabus

Today’s globalized and highly competitive world has forced companies to establish highly efficient work environments that will allow them to achieve their objectives. To achieve this, companies must use the best tools available to them in order to reach a competitive and efficient level of management in order to be able to adapt to the best conditions. 

For this reason, it is essential that all professionals, even if they are only responsible for one area of the company, are aware of the impact their work can have on other areas and, above all, on the customer. In other words, they must have transversal knowledge.

That’s why this Executive Master's Degree goes deeper into all aspects related to industrial management, and provides a more complete overview which enables better decision-making. To this end, the program relies on great professionals of recognized prestige who have in-depth knowledge and extensive experience in the sector to provide students with the key information.  

The course content combines theoretical aspects with an eminently practical approach that leaves students with a deeper understanding of the inner workings of an industrial company.    

In this way, students will gain the capacity and tools necessary to efficiently manage all aspects related to industrial management, in order to be able to compete adequately both in the present and in a future full of challenges, opportunities and changes. 

Our teachers’ wealth of knowledge in their field of management within the industry, adds a level of quality to the program and not only does it link it to the day-to-day reality within this profession but also provides an insider´s vision of how best to adapt to the future. All of these factors have led to the creation of a table of contents which has been specially designed to reflect the reality of the profession and the tools that every professional should master in order to adequately face the continuous changes that they have to deal with.  

This program will enable professionals to update and specialize themselves placing them at the forefront of the latest developments in their sector of expertise.

Module 1. Strategic Tips to Improve Competitiveness  
Module 2. Project Management   
Module 3. Leadership and People Management  
Module 4. Corporate Finance. An Economic-Financial Approach  
Module 5. Product Design and Development    
Module 6. Production Planning and Control   
Module 7. Lean Manufacturing
Module 8. Quality Management  
Module 9. The Logistics Function, Key to Compete
Module 10. Industry 4.0 and Business Intelligence. The Digitized Company   

Where, When and How is it Taught?

TECH offers you the possibility of taking this program completely online. Over the 12 months of the program, you will be able to access all the contents of this program at any time, allowing you to
self manage your study time. 

Module 1. Strategic Tips to Improve Competitiveness

1.1. Excellence in Today's Business 

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

1.2. Design of Business Strategy

1.2.1. General Strategy Definition Process 
1.2.2. Definition of the Current Situation Positioning Models 
1.2.3. Possible Strategic Moves 
1.2.4. Strategic Models of Action 
1.2.5. Functional and Organizational Strategies 
1.2.6. Environmental and Organizational Analysis. SWOT Analysis for Decision Making 

1.3. Strategy Deployment. Balanced Scorecard 

1.3.1. Mission, Vision, Values and Principles of Action 
1.3.2. Need for a Balanced Scorecard 
1.3.3. Perspectives to Be Used in CMI 
1.3.4. Strategic Map 
1.3.5. Phases to Implement a Good CMI 
1.3.6. General Map of CMI 

1.4. Process Management 

1.4.1. Process Description 
1.4.2. Types of Processes. Main Processes 
1.4.3. Process Prioritization 
1.4.4. Process Representation 
1.4.5. Measuring Processes for Improvement 
1.4.6. Business Process Mapping 
1.4.7. Process Reengineering 

1.5. Structural Typologies. Agile Organizations ERR 

1.5.1. Structural Typologies
1.5.2. The Company Seen as an Adaptable System
1.5.3. The Horizontal Business 
1.5.4. Characteristics and Key Factors of Agile Organizations (RRA) 
1.5.5. The Organizations of the Future: The TEAL Organization 

1.6. Business Model Design 

1.6.1. Canvas Model for Business Model Design 
1.6.2. Lean Startup Methodology in the Creation of New Businesses and Products 
1.6.3. The Blue Ocean Strategy 

1.7. Corporate Social Responsibility and Sustainability 

1.7.1. Corporate Social Responsibility (CSR): ISO 26000 
1.7.2. Sustainable Development Goals SDGs 
1.7.3. The 2030 Agenda 

1.8. Customer Management 

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

1.9. Management in International Environments 

1.9.1. The Importance of Internationalization 
1.9.2. Export Potential Diagnosis 
1.9.3. Elaboration of the Internationalization Plan 
1.9.4. Implementation of the Internationalization Plan 
1.9.5. Export Assistance Tools 

1.10. Change Management 

1.10.1. The Dynamics of Change in Companies 
1.10.2. Obstacles to Change 
1.10.3. Factors of Adaptation to Change 
1.10.4. Kotter's Methodology for Change Management 

Module 2. Project Management

2.1. The Project 

2.1.1. Fundamental Project Components 
2.1.2. Project Director 
2.1.3. Project Environment 

2.2. Project Scope Management 

2.2.1. Scope Analysis 
2.2.2. Project Scope Planning 
2.2.3. Project Scope Control 

2.3. Schedule Management 

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

2.4. Cost Management 

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

2.5. Quality, Resources and Procurement 

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

2.6. Project Stakeholders and Communications 

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

2.7. Project Risk Management 

2.7.1. Fundamental Principles in Risk Management 
2.7.2. Process Management for Project Risk Management 
2.7.3. Trends in Risk Management 

2.8. Integrated Project Management 

2.8.1. Strategic Planning and Project Management 
2.8.2. Project Management Plan 
2.8.3. Implementation and Control Processes 
2.8.4. Project Closing 

2.9. Agile Methodologies I: Scrum 

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

2.10. Agile Methodologies II: Kanban 

2.10.1. Kanban Principles 
2.10.2. Kanban and Scrumban 
2.10.3. Certifications 

Module 3. Leadership and People Management

3.1. The Role of the Leader 

3.1.1. Leadership in Effective People Management 
3.1.2. Types of Decision-Making Style in People Management 
3.1.3. The Coach Leader 
3.1.4. Self-Directed Teams and Empowerment 

3.2. Team Motivation 

3.2.1. Needs and Expectations 
3.2.2. Effective Recognition 
3.2.3. How Can Team Cohesion Be Strengthened?

3.3. Communication and Conflict Resolution 

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

3.4. Emotional Intelligence in People Management 

3.4.1. Emotion, Feelings and Mood 
3.4.2. Emotional Intelligence 
3.4.3. Ability Model (Mayer and Salovey): Identify, Use, Understand and Manage 
3.4.4. Emotional Intelligence and Personnel Recruitment 

3.5. Indicators in People Management 

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

3.6. Performance Evaluation 

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

3.7. Training Plan 

3.7.1. Fundamental Principles 
3.7.2. Identification of Training Needs 
3.7.3. Training Plan 
3.7.4. Training and Development Indicators 

3.8. Identification of Potential 

3.8.1. Potential 
3.8.2. Soft Skills as a Key High-Potential Initiator 
3.8.3. Methodologies for Identifying Potential: Learning Agility Assessment (Lominger) and Growth Factors 

3.9. Talent Map 

3.9.1. George Odiorne-4 Box Matrix 
3.9.2. 9-Box Matrix 
3.9.3. Strategic Actions to Achieve Effective Talent Outcomes 

3.10. Talent Development Strategy and ROI 

3.10.1. 70-20-10 Learning Model for Soft Skills 
3.10.2. Career Paths and Succession 
3.10.3. Talent ROI Module

4. Corporate Finance. An Economic-Financial Approach

4.1. The Company in Our Environment 

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

4.2. Analysis of Financial Statements I: the Balance Sheet 

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

4.3. Analysis of Financial Statements II: the Income Statement 

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

4.4. Treasury Management 

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

4.5. Sources of Financing to CP and LP 

4.5.1. Financing to CP, Tools 
4.5.2. Financing to LP, Tools 
4.5.3. Types of interest and Their Structure 

4.6. Interaction between the Company and the Bank 

4.6.1. The Financial System and the Banking Business 
4.6.2. Banking Products for the Company 
4.6.3. The Company Analyzed by the Bank 

4.7. Analytical or Cost Accounting 

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

4.8. Investment Analysis and Valuation 

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

4.9. Corporate Accounting 

4.9.1. Capital Increase and Reduction
4.9.2. Dissolution, Liquidation and Transformation of Companies 
4.9.3. Combinations of Companies: Mergers and Acquisitions 

4.10. Foreign Trade Finance 

4.10.1. Foreign Markets: The Decision to Export 
4.10.2. The Foreign Exchange Market 
4.10.3. International Payment and Collection Methods 
4.10.4. Transportation, Incoterms and Insurance 

Module 5. Product Design and Development

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

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

5.2. Design Thinking 

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

5.3. Concurrent Engineering

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

5.4. Programming. Planning and Definition 

5.4.1. Requirements. Quality Management 
5.4.2. Development Phases. Time Management 
5.4.3. Materials, Feasibility, Processes. Cost Management 
5.4.4. Project Equipment. Human Resource Management 
5.4.5. Information. Communications Management 
5.4.6. Risk Analysis. Risk Management 

5.5. Products. Their Design (CAD) and Development 

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

5.6. Prototypes. Their Development

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

5.7. Productive Process. Design and Development

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

5.8. Product and Process. Its Validation 

5.8.1. Evaluation of Measurement Systems 
5.8.2. Validation Tests 
5.8.3. Statistical Process Control (SPC) 
5.8.4. Product Certification

5.9. Change Management. Improvement and Corrective Actions

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

5.10. Innovation and Technology Transfer 

5.10.1. Intellectual Property 
5.10.2. Innovation 
5.10.3. Technological Transfer 

Module 6. Production Planning and Control

6.1. Phases of Production Planning 

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

6.2. Performance Development Plan (PDP) 

6.2.1. Factors to Consider 
6.2.2. Push Planning 
6.2.3. Pull Planning 
6.2.4. Mixed Systems 

6.3. Kanban 

6.3.1. Types of Kanban 
6.3.2. Uses of Kanban 
6.3.3. Autonomous Planning: 2 Bin Kanban 

6.4. Production Control 

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

6.5. Production Organization 

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

6.6. Total Productive Maintenance (TPM) 

6.6.1. Corrective Maintenance 
6.6.2. Autonomous Maintenance 
6.6.3. Preventative Maintenance 
6.6.4. Predictive Maintenance 
6.6.5. Maintenance Efficiency Indicators MTBF-MTTR 

6.7. Plant Layout 

6.7.1. Conditioning Factors 
6.7.2. Online Production 
6.7.3. Production in Work Cells 
6.7.4. Applications 
6.7.5. SLP Methodology 

6.8. Just-In-Time (JIT) 

6.8.1. Description and Origins of JIT 
6.8.2. Objectives 
6.8.3. Applications of JIT. Product Sequencing

6.9. Theory of Constraints (TOC) 

6.9.1. Fundamental Principles 
6.9.2. The 5 Steps of TOC and its Application 
6.9.3. Advantages and Disadvantages 

6.10. Quick Response Manufacturing (QRM) 

6.10.1. Description 
6.10.2. Key Points for the Structuring 
6.10.3. Implementation of the QRM 

Module 7. Lean Manufacturing

7.1. Lean Thinking 

7.1.1. Structure of the Lean System 
7.1.2. Lean Principles 
7.1.3. Lean vs. Traditional Manufacturing Processes 

7.2. Waste in the Company 

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

7.3. The 5 S’ 

7.3.1. The 5S Principles and How They Can Help Us Improve Productivity 
7.3.2. The 5 S’ Seiri, Seiton, Seiso, Seiketsu and Shitsuke
7.3.3. Implementation of the 5S in the Company 

7.4. Lean Diagnostic Tools. VSM Value Stream Maps 

7.4.1. Value-Adding Activities (VA), Necessary Activities (NNVA) and Non-Value-Adding Activities (NVA) 
7.4.2. The 7 Tools of Value Stream mapping (Value Stream Maps) 
7.4.3. Process Activity Mapping 
7.4.4. Mapping of Supply Chain Response 
7.4.5. The Production Variety Funnel 
7.4.6. Quality Filter Mapping 
7.4.7. Demand Amplification Mapping 
7.4.8. Decision Point Analysis 
7.4.9. Physical Structure Mapping 

7.5. Lean Operational Tools 

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

7.6. Lean Tools for Production Monitoring, Planning and Control

7.6.1. Visual Management 
7.6.2. Standardization 
7.6.3. Production Leveling (Heijunka) 
7.6.4. Manufacturing in Cells 

7.7. The Kaizen Method for Continuous Improvement 

7.7.1. Kaizen Principles
7.7.2. Kaizen Methodologies: Kaizen Blitz, Gemba Kaizen, Kaizen Teian 
7.7.3. Problem Solving Tools A3 Report
7.7.4. Main Obstacles for Implementing Kaizen 

7.8. Roadmap for Lean Implementation 

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

7.9. Lean Performance Measurement KPIs

7.9.1. OEE- Overall Equipment Efficiency
7.9.2. TEEP-Total Equipment Effectiveness Performance 
7.9.3. FTT-First Time Quality 
7.9.4. DTD-Dock to Dock Time 
7.9.5. OTD-On-Time Delivery 
7.9.6. BTS-Programmed Manufacturing 
7.9.7. ITO-Inventory Turnover Rate 
7.9.8. VAR-Value Added Ratio 
7.9.9. PPMs-Parts per Million Defects 
7.9.10. DR-Delivery Rate 
7.9.11. IFA-Accident Frequency Rate 

7.10. Lean’s Human Dimension Staff Participation Systems 

7.10.1. The Team in the Lean Project. Application of Teamwork 
7.10.2. Operator Versatility 
7.10.3. Improvement Groups 
7.10.4. Suggestion Programs 

Module 8. Quality Management

8.1. Total Quality 

8.1.1. Total Quality Management 
8.1.2. External and Internal Customers 
8.1.3. Quality Costs 
8.1.4. Continuous Improvement and the Deming Philosophy 

8.2. ISO 9001:15 Quality Management System 

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

8.3. Integrated Management System

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

8.4. Excellence in Management: EFQM Model 

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

8.5. Quality Tools 

8.5.1. Basic Tools 
8.5.2. Statistical Process Control (SPC)
8.5.3. Control Plan and Guidelines for Product Quality Management 

8.6. Advanced Tools and Troubleshooting Tools 

8.6.1. FMEA 
8.6.2. 8D Report 
8.6.3. The 5 Whys
8.6.4. 5W + 2H 
8.6.5. Benchmarking 

8.7. Continuous Improvement Methodology I: PDCA 

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

8.8. Continuous Improvement Methodology II: Six Sigma 

8.8.1. Six Sigma Description 
8.8.2. Six Sigma Principles 
8.8.3. Six Sigma Project Selection 
8.8.4. Six Sigma Project Stages: DMAIC Methodology 
8.8.5. Six Sigma Roles 
8.8.6. Six-Sigma and Lean Manufacturing 

8.9. Quality Suppliers: Audits Tests and Laboratory 

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

8.10. Organization Aspects in Quality Management 

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

Module 9. The Logistics Function, Key to Compete

9.1. Logistical Function and the Supply Chain 

9.1.1. Logistics Is the Key to a Company's Success 
9.1.2. Logistics Challenges 
9.1.3. Key Logistics Activities. How to Derive Value from the Logistics Function 
9.1.4. Types of Supply Chains 
9.1.5. Supply Chain Management 
9.1.6. Logistics Costs 

9.2. Logistics Optimization Strategies 

9.2.1. Cross-Docking Strategy 
9.2.2. Application of Agile Methodology to Logistics Management 
9.2.3. Outsourcing of Logistic Processes 
9.2.4. Picking or Efficient Order Picking 

9.3. Lean Logistics 

9.3.1. Lean Logistics in Supply Chain Management 
9.3.2. Analysis of Waste in the Logistics Chain 
9.3.3. Application of a Lean System in Supply Chain Management 

9.4. Warehouse Management and Automation 

9.4.1. The Role of Warehouses 
9.4.2. The Management of a Warehouse 
9.4.3. Stocks Management 
9.4.4. Types of Warehouses 
9.4.5. Load Units 
9.4.6. Organization of a Warehouse 
9.4.7. Storage and Handling Elements 

9.5. Procurement Management 

9.5.1. The Role of Distribution as an Essential Part of Logistics. Internal Logistics vs. External Logistics 
9.5.2. The Traditional Relationship with Suppliers 
9.5.3. The New Supplier Relationship Paradigm 
9.5.4. How to Classify and Select our Suppliers
9.5.5. How to Develop an Effective Procurement Management

9.6. Logistics Information and Control Systems 

9.6.1. Requirements of a Logistical Information and Control System 
9.6.2. Types of Logistic Information and Control Systems 
9.6.3. Application of Big Data in Logistical Management 
9.6.4. The Importance of Data in Logistics Management 
9.6.5. The Balanced Scorecard Applied to Logistics. Main Management and Control Indicators 

9.7. Reverse Logistics 

9.7.1. Keys to Reverse Logistics 
9.7.2. Reverse Logistics Flows vs. Direct 
9.7.3. Operations within the Framework of Reverse Logistics 
9.7.4. How to Implement a Reverse Distribution Channel
9.7.5. Final Alternatives for Products in the Reverse Channel 
9.7.6. Costs of Reverse Logistics 

9.8. New Logistics Strategies 

9.8.1. Artificial Intelligence and Robotization 
9.8.2. Green Logistics and Sustainability 
9.8.3. Internet of Things Applied to Logistics 
9.8.4. The Digitized Warehouse 
9.8.5. E-Business and New Distribution Models 
9.8.6. The Importance of Last Mile Logistics 

9.9. Benchmarking of Supply Chains 

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

9.10. The Logistics of the Pandemic 

9.10.1. General Scenario 
9.10.2. Critical Supply Chain Issues in a Pandemic Scenario 
9.10.3. Implications of Cold Chain Requirements on the Establishment of the Vaccine Supply Chain 
9.10.4. Types of Supply Chains for the Distribution of Vaccines 

Module 10. Industry 4.0 and Business Intelligence. The Digitized Company

10.1. Automation and Industrial Robotics 

10.1.1. Process Automation Phases 
10.1.2. Industrial Hardwarefor Automation and Robotics 
10.1.3. The Work Cycle and Its Software Programming 

10.2. Process Automation: RPA 

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

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

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

10.4. Business Intelligence Software 

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

10.5. Software ERP 

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

10.6. IoT and Business Intelligence 

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

10.7. Main BI Software on the Market 

10.7.1. Power BI
10.7.2. Qlik 
10.7.3. Tableau 

10.8. Microsoft Power Bi 

10.8.1. Features 
10.8.2. Application Examples 
10.8.3. The Future of Power Bi

10.9. Machine Learning, Artificial Intelligence, Optimization and Prediction in the Company 

10.9.1. Machine Learning and Artificial Intelligence 
10.9.2. Process Optimization 
10.9.3. The Importance of Data-Driven Forecasting

10.10. Big Data Applied to the BusinessEnvironment 

10.10.1. Applications in the ProductionEnvironment 
10.10.2. Applications at the Strategic Management Level 
10.10.3. Marketing and Sales Applications 

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