With this fully online program, you will master the most innovative purchasing strategies to make decisions that positively impact profitability and organizational competitiveness” 

In a dynamic and changing business context, Purchasing Management is facing increasingly complex challenges. Globalization, digitalization and growing consumer expectations force companies to review their procurement strategies to ensure competitiveness and efficiency. In response, experts need to handle the most cutting-edge tools to make strategic decisions that contribute to cost reduction, risk management and strengthening relationships with suppliers.

For this reason, TECH is launching an innovative program in Senior Purchasing Management . Designed by renowned experts in this area, the academic itinerary will delve into issues ranging from the fundamentals of executive management or the use of the latest technological tools to the implementation of the most modern marketing strategies to optimize the visibility of companies in different markets. As a result, graduates will be able to design and execute purchasing strategies aligned with the company's strategic objectives, guaranteeing operational efficiency and resource optimization.

At the same time, in order to consolidate such knowledge in an efficient and immediate manner, TECH programs are based on the exclusive Relearning methodology. Through this system, experts will reinforce understanding by repeating key concepts throughout the program, which will be presented in a variety of audiovisual media for progressive and effective knowledge acquisition.  In addition, the curriculum includes the participation of a renowned International Guest Director, who will give intensive Masterclasses that will provide students with advanced leadership skills.

A prestigious International Guest Director will offer rigorous Masterclasses on the latest trends in the field of Senior Purchasing Management ” 

This Advanced master’s degree in Senior Purchasing Management contains the most complete and up-to-date educational program on the market. Its most notable features are:

• The development of practical cases presented by experts in Senior Purchasing 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 the self-assessment process can be carried out to improve learning
• Special emphasis on innovative methodologies in Senior Purchasing 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 motivate multidisciplinary Purchasing teams, managing resources and ensuring the alignment of activities with the company's objectives” 

The teaching staff includes professionals belonging to the field of Senior Purchasing Management , who contribute their work experience to this program, as well as recognized 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 students must try to solve the different professional practice situations that arise during the academic year. For this purpose, professionals will be assisted by an innovative interactive video system created by renowned and experienced experts.

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

You will gain valuable lessons learned through real-world case studies in simulated learning environments"

Thanks to this university program, experts will have a comprehensive knowledge of the fundamentals of Senior Purchasing Management . To this end, the curriculum will delve into factors ranging from the particularities of executive management or commercial management to the most sophisticated techniques for researching the market. The syllabus will also provide graduates with various strategies to ensure that purchasing projects meet the deadlines, budgets and objectives initially established. 

You will learn the keys to integrate sustainable and responsible practices in purchasing strategies, promoting Corporate Social Responsibility” 

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 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 Oral
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. Tools and Standards of Corporate Social Responsibility

1.9. Multinationals and Human Rights

1.9.1. Globalization, Multinational Corporations and 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: Typologies

2.2. Corporate Strategy

2.2.1. Competitive Corporate Strategy
2.2.2. Types of Growth Strategies
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. Strategic Formulation: Process of Strategic Planning

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. Competitive Advantage
2.8.2. Choosing a Competitive Strategy
2.8.3. Strategies Based on 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 Human Resources
3.4.2. A New Environment for People Management and Leadership
3.4.3.  Strategic Human Resources Management

3.5. Selection, Group Dynamics and Human Resources 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 Performance Management

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

3.8. Management of Training

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.  Talent Identification, Training and Development
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 Human Resources
3.12.2. Personal Branding for Human Resources 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. Being 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 Occupational Health and Safety Teams

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

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

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. Capital Budget
4.6.3. The Operating Budget
4.6.5. The Treasury’s Budget
4.6.6. Budget Monitoring

4.7. Treasury Management

4.7.1. Accounting Working Capital and Required 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 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 the Control 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. Money Market
4.15.2. Fixed Income Market
4.15.3. Equity Markets
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. Income Statement Analysis
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 the Management of Companies
5.1.3. Introduction to Operations Strategy
5.1.4. Introduction to Operations Strategy

5.2. Industrial Organization and Logistics

5.2.1. Industrial Organization Department
5.2.2. Industrial Organization Department

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

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
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 Problems
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: Process Mapping
5.13.3. Improvements in Process Management

5.14. Distribution and Transportation 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. Collaborative Planning, Forecasting and Replenishment (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 Technology Strategic Planning
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 Templates
6.7.4. Strategic System: OLAP, Multidimensional Model and Graphical Dashboards
6.7.5. Strategic DB Analysis and Report Composition

6.8. Corporate 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. Obtaining Information
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 Communications

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. 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 a 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 Retain Customers

7.8.1. Loyalty and Engagement Strategies using 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 in Creating 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. Features 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 Support and Tools
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. Marketing 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, Concept of Briefing 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 Issues 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. Sales Network Management

8.15.1.  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. Implementing 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 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 Direction and Management

9.5.1. Project 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. Managing 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

9.9.1. Creation of a Startup
9.9.2. Organization and Culture
9.9.3. Top Ten Reasons Why Startups Fail
9.9.4. BORRAR

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 Role of the CEO
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. Project and Quality Management for Buyers

11.1. Lean Management

11.1.1. The Basic Principles of Lean Management
11.1.2. Improvement and Problem-Solving Groups
11.1.3. New Forms of Maintenance and Quality Management

11.2. Lean Tools for Project Management

11.2.1. Quality Improvement Tools
11.2.2. Cost Improvement Tools
11.2.3. Deadline Improvement Tools
11.2.4. Tools for Improving Personnel Involvement

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

11.3.1. Identification of Waste in Purchasing and Procurement
11.3.2. Practical Application of the 4 Lean Rules
11.3.3. Univocal Definition of Subprocesses by Means of SIPOC

11.4. Lean Six Sigma in Purchasing Processes

11.4.1. Maximize Value through the DMAI Improvement Approach
11.4.2. Diagnosis of Process Capability and Improvement Potential
11.4.3. Use of Process and Result Metrics in Procurement

11.5. Project Quality Management

11.5.1. Project Planning Based on Requirements and Specifications
11.5.2. Customer Requirements and Competitive Evaluation
11.5.3. Objectives, Relationships and Correlations
11.5.4. Modal Analysis of Failures and Effects

11.6. Total Quality Management and Advanced Project Management

11.6.1. Total Quality Management
11.6.2. Six - Sigma as a Global Business Management System
11.6.3. EFQM Model

11.7. Map of the Value Chain in Purchasing Processes

11.7.1. Identification of Specific Improvement Objectives
11.7.2. Adjustment and Balancing of Processes to Reduce Non-Value Time and Optimize Resources

Module 12. Purchasing and Procurement Function

12.1. Purchasing and Value Chain

12.1.1. Mission, Objective and Structure of the Purchasing and Procurement Department
12.1.2. Main Components of the Purchasing Department
12.1.3. Purchasing and Logistic Flow of the Company
12.1.4. Indicator Management, Scorecard

12.2. Purchasing Strategy Development

12.2.1. Purchase Conditions
12.2.2. Management of Receipts, Orders and Delivery Notes
12.2.3. Incident and Inventory Management

12.3. Price, Cost and Purchase Value Analysis

12.3.1. Category Management
12.3.2. RFP and RFQ Systems
12.3.3. International Pricing Index
12.3.4. Dynamic Pricing

12.4. Purchasing Risk Management

12.4.1. Nature of the Risk
12.4.2. Risks in the Supply Market
12.4.3. Insurance
12.4.4. Price Risks, Volatility

12.5. E-Procurement

12.5.1. E-Business and E-Sourcing
12.5.2. Auctions and Reverse Auctions
12.5.3. Application Costs and Most Commonly Used Systems
12.5.4. E-Purchasing

12.6. Purchasing in Different Industries and Sectors

12.6.1. Purchase of Services
12.6.2. Purchase of Equipment
12.6.3. Purchase of Merchandising, Marketing and Advertising
12.6.4. IT, Transportation and Other Sectors
12.6.5. Procurement in the Public Sector

Module 13. Strategic Purchasing Management

13.1. Strategic Purchasing Management

13.1.1. New Challenges in Purchasing, Sourcing and Procurement Management
13.1.2. Purchasing Function in Companies and in the Supply Chain
13.1.3. Purchasing Function as a Resource Provider
13.1.4. BORRAR

13.2. Lean Management in Purchasing Processes

13.2.1. Lean Buying
13.2.2. Outsourcing in the SCM
13.2.3. Lean Supplying

13.3. Purchasing Strategy Design

13.3.1. Externalization
13.3.2. Process Outsourcing
13.3.3. Globalization
13.3.4. Relocation

13.4. Outsourcing-Insourcing

13.4.1. Purchasing Models and Processes
13.4.2. Segmentation Models
13.4.3. Role of e-Procurement

13.5. Strategic Sourcing

13.5.1. Supplier Selection and Strategy
13.5.2. Value Generation from Strategic Procurement
13.5.3. Operators

13.6. Warehouse Design and Management

13.6.1. Advanced Warehouse Design
13.6.2. Picking and Sorting
13.6.3. Material Flow Control

13.7. Lean Warehouse

13.7.1. The Fundamentals of Lean Warehousing
13.7.2. Inventory Management Systems
13.7.3. Radio Frequency in Warehouse Design

13.8. Transportation and Distribution Management

13.8.1. Coordination Between Transport and Warehousing
13.8.2. Logistics Activity Zones (LAZ)
13.8.3. Air and Inland Freight Transport Regulations and Agreements

13.9. Internal Logistics

13.9.1. Calculation of Requirements
13.9.2. Typology of Warehouses in a JIT System
13.9.3. DOUKI SEISAN Supplies
13.9.4. Lean Materials Handling

Module 14. Supplier Relationship Management

14.1. Supplier Search Planning

14.1.1. Bidding Process and Criteria Development
14.1.2. Identifying Potential Suppliers
14.1.3. Supplier Selection

14.2. Supplier Selection Criteria

14.2.1. Economic Criteria
14.2.2. Quality Criteria
14.2.3. Other Criteria

14.3. Supplier Relationship Management

14.3.1. Ethics in Relations
14.3.2. Recruitment Planning
14.3.3. Acquisition of Services

14.4. Integrating Suppliers in the Value Chain

14.4.1. Phases in the Process of Integration
14.4.2. Risks and Control Parameters
14.4.3. Monitoring
14.4.4. Integration Breakdown

14.5. Contract Management and Administration

14.5.1. Negotiation and Implementation
14.5.2. Results Monitoring and Control
14.5.3. Contract Closure

Module 15. Socio-Ecological Impact

15.1. Corporate Social Responsibility

15.1.1. Strategic Vision and Corporate Social Responsibility
15.1.2. Systems and Models for Implementing Corporate Social Responsibility
15.1.3. Organization Corporate Social Responsibility
15.1.4. Roles and Responsibilities

15.2. SCM and Corporate Responsibility

15.2.1. Value Creation in an Economy of Intangibles
15.2.2. CSR: Corporate Commitment
15.2.3. Social, Environmental, and Economic Impact

15.3. Responsible Finance and Investment

15.3.1. Transparency in Information
15.3.2. Finance and Responsible Investment
15.3.3. Social Economy, Cooperativity and Corporate Social Responsibility

15.4. Business and Environment

15.4.1. Sustainable Development
15.4.2. Legislative Developments in Environmental Liability
15.4.3. Response of Companies to Environmental Problems
15.4.4. Waste and Emissions

15.5. Responsible Management Systems and Tools

15.5.1. Social Responsibility Management Systems
15.5.2. Quality Management Systems, the Environment and Occupational Health and Safety
15.5.3. Audits

15.6. Business Ethics

15.6.1. Ethical Conduct in the Company
15.6.2. Deontology and Ethical Codes
15.6.3. Fraud and Conflicts of Interest

Module 16. Global Sourcing

16.1. Global Economic Environment

16.1.1. The Fundamentals of the Global Economy
16.1.2. The Globalization of Companies and Financial Markets
16.1.3. Growth & Development in Emerging Markets
16.1.4. International Monetary System

16.2. Adaptation of Purchasing to Global Sourcing

16.2.1. Purchasing Structure
16.2.2. The Need for New Skills
16.2.3. Intermediaries

16.3. Import Management

16.3.1. Customs, Export and Import Processes
16.3.2. International Commerce Institutions and Agreements
16.3.3. BORRAR
16.3.4. Plant Management and International Purchasing

16.4. International Logistics Distribution

16.4.1. International Logistics Platforms
16.4.2. International Transport Operator
16.4.3. Hubs and Distribution

16.5. Incoterms and International Document Management

16.5.1. Exportation or Implantation
16.5.2. Agency, Distribution and International Sales and Purchase Agreements
16.5.3. Industrial and Intellectual Property
16.5.4. Taxes and Tariffs Classification

16.6. Methods and Means of International Payment

16.6.1. Payment Method Selection
16.6.2. Documentary Credit
16.6.3. Bank Guarantee and Documentary Credit

16.7. International Lean Logistics

16.7.1. Lean Basis with Application in International Logistics
16.7.2. Main Implications and Requirements
16.7.3. Other Methodologies to Improve the Process

Module 17. Performance and Auditing

17.1. General Aspects of Business Management Indicators

17.1.1. Functions of Management Indicators
17.1.2. Indicator Panel and Balance Score Card
17.1.3. Logistics Indicators

17.2. Starting Material Purchase Indicators

17.2.1. Efficiency Indicators
17.2.2. Economic Indicators
17.2.3. Internal Customer Relations Indicators
17.2.4. Procurement Effectiveness Indicators
17.2.5. Procurement Efficiency Indicators
17.2.6. Purchasing Objectives

17.3. Service Purchasing Indicators

17.3.1. Economic Indicators
17.3.2. Procurement Effectiveness Indicators
17.3.3. Efficiency Indicators
17.3.4. Relationship Indicators
17.3.5. Indicators of Relationship with our Internal Customers

17.4. Other Indicators

17.4.1. Performance Indicators
17.4.2. Purchasing Team Productivity Indicators

17.5. Purchasing Audit

17.5.1. BORRAR
17.5.2. Audit Objectives
17.5.3. Scope of the Audit in Terms of Purchase Control
17.5.4. Internal Audits, Training, and Contractor Policies and Procedures

17.6. Benchmarking in Purchasing Management

17.6.1. Types of Benchmarking
17.6.2. How to Benchmark the Market
17.6.3. Benefits and Advantages of the Application of Benchmarking in a Purchasing Department
17.6.4. Benchmarking Measurement

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