Global Executive Master in Operations and Supply Chain Management

Escuela de Alta Dirección y Administración (EADA)


Perfil del curs Global Executive Master in Operations and Supply Chain Management:

Edat mitjana: 36
Idioma: Anglès
Experiència professional: 5 anys
Formació mínima: Titulació universitària o experiència en el sector

The Global Executive Master in Operations and Supply Chain Management is designed to enhance your managerial performance, improve your leadership skills and create a bigger impact in your company.
Internationally accredited and with top ranking positions, EADA and MIP are among the best business schools in Europe. Together we offer a unique and international learning experience, combining applicable business know-how with an interactive, team-based approach to executive education. Through theory, case study and practical projects, the course aims to provide the concepts and insights of the factors required for effective operations and supply management in today's global and competitive markets.


EADA and MIP have their own practical, active and participatory approach with an emphasis on "learning by doing". The methodology reflects companies' demand for professionals with skills such as the capacity to reflect, the ability to act in the face of change, the versatility to work in teams and the adaptability to face the challenges of a global environment. These competencies are developed through the case method, business projects, business simulations, analysis and discussion groups and team-working activities. You will constantly work on real-life business cases and make strategic decisions.



List of topics

The curriculum of the program is structured into seven Modules and a Final Project.
Module 1: Module at EADA, Barcelona
Leadership skills - Introduction

Being effective in today's business world requires managers and leaders to work continuously on the development of their professional and personal skills. In the context of a rapidly changing and demanding business environment, communication skills, the ability to work effectively in teams, leadership qualities, decision making skills and the capacity to resolve conflicts in a constructive way, are among the competencies most desired by organisations of their managers. During the residential courses, those and other so-called soft skills will be assessed, trained and developed. A wide variety of methodologies will be used to give insight into your current strong points and development needs, and to help to stimulate personal and professional growth. The process has three progressive steps: leading oneself, leading others, and leading teams. In this first module we will touch upon leading oneself.
Leadership skills - Leading oneself

The first Module will initiate participants in a process of reflection and action that has been designed to support in developing these competencies. The course will help them to create awareness concerning their strong and weak points. Self- knowledge is indispensable to successfully initiate a management development process. So the main goal of this first course is to lay the foundations for their personal and professional development during the Program.
Process analysis

Recent developments in the domain of Operations Management, like flexibility, total quality management, Six Sigma, Business Process Reengineering, and Supply Chain Management, are based to a great extend on the process perspective. A process is a set of activities that transform one or more inputs into outputs that add value to internal or external clients. Processes refer to the creation of products or services, but also to business processes. Therefore, the process perspective is transversal and interdisciplinary in nature, rather than functional, as facilitated by new information technology that reduces communication costs associated to information sharing and joint decision taking.

The aims of this course are, from a content perspective, to familiarize the participant with the fundamentals of process analysis: elements of a process; types of processes; product-process alignment; performance measurement of a process; management decisions related to processes.

In terms of competency development, the aims of this course are to confront the participant with the typical issues related to design and improvement of processes, in diverse organizational contexts, spanning different sectors and countries. Both service and product oriented companies will be analyzed in that regard and the participant is expected to arrive at a balanced decision that best responds to the idiosyncrasy of each particular case analyzed.
Module 2: Module at MIP, Milano
Finance for Operations & Supply Chain Managers

Operations Management I

Operations Management refers to the design, operation, and improvement of the productive systems that create the firm´s primary products or services. More precisely, it is shaped by the 5-P: People, Plants (or facilities in the case of services), Products, Processes, and Planning & Control systems. Topics addressed in this course are: Demand forecasting, Production and Inventory planning, Capacity planning, Push versus Pull, and JIT/Lean/TQM.
Module 3: Module at EADA, Barcelona
Operations Management II

This course complements "Operations Management I" and focuses more specifically on the topics of: Quality; Service Operations; Change Management; and Project Management.

From the content perspective, the aims of this course are to familiarize the participant with key concepts, frameworks and best practices related to quality, change, and project management. Moreover, a specific framework for operations in the service sector is elaborated and applied in cases from the service sector. From the developmental perspective, the aim is to develop competencies related to the tactical level of decision making in the operations management sphere (the strategic level will be addressed towards the end of the program, in the module on operations strategy and innovation).
Leadership skills - Leading Others

Management effectiveness is all about the capacity to influence other people's behaviour, in order to achieve superior results. Organizations are flattening in order to improve their client responsiveness. As a result, more people will have to assume responsibility for decision making. On the other hand, people are more aware than ever of their rights and capacities. These trends mean that managers, in order to motivate and retain key people, should be able to establish emotional connections with their followers, appealing directly to their needs and aspirations.
In this second Module we will analyze the fundamentals of effective leadership. The way managers can influence behaviour, stimulate growth and boost motivation will be discussed. At the heart of whatever influence effort is the capacity to communicate and negotiate effectively in order to build trust and strengthen relationships.
Module 4: Module at MIP, Milano
Supply Chain Management I

The 21st-century represents a high degree of uncertainty, continuous changes and focus on sustainable development. In such a context, competition does not longer take place between individual companies but rather between entire chains constituted by companies that jointly responsible for transforming and delivering a product or service. These supply chains are becoming longer and more complex and therefore Supply Chain Management (SCM) has become key for businesses. SCM involves the management of upstream and downstream relationships to deliver superior customer value at less cost to the supply chain as a whole. It includes the decision making process of what materials and parts will be needed, where and when, and how to dispatch finished products and/or services in the most timely and cost-effective manner possible, in order to meet customer requirements and expectations.
Management Information Systems
Module 5: Module at EADA, Barcelona
Supply Chain Management II

This course complements "Supply Chain Management I" and builds heavily on a business simulation game called The Fresh Connection, played in teams of 4-5 people, where strategic & tactical decisions have to be made in various rounds, each round representing 6 months of business. The simulation game will be complemented with discussion of relevant business concepts, case studies and practical team exercises.

The Fresh Connection is an end-to-end value chain learning experience for managers, professionals and students. In a virtual, web-based environment, they are challenged to save the fruit juice maker from its downfall. Advanced simulation software calculates the consequences of the strategic and tactical decisions a team makes from one round to the other. Which team will get its value chain to perform best? Which team will produce the highest return on investment?

With The Fresh Connection participants will benefit from a steep learning curve. They will experience what it is like to design and manage a modern supply chain, from raw material suppliers all the way to end customers. How to make a strategy work in practice? How to convince teammates with thorough analyses without getting lost in details? How to cooperate and make decisions with the entire supply chain in mind, i.e. cross-functional, instead of looking just at one functional area at a time?
Leadership skills - Leading teams

In this module the focus is on the team. Teams have always been important but now they have become essential. This is because of several inter-related factors. One of them is the flattening of hierarchical levels (the traditional pyramid) which means that people have to be more interdependent in order to achieve more with less. The whole quest for Total Quality, continuous improvement and improved customer service means that the functional barriers are breached and people forced to co-operate between functions, not just within a function. Moreover, there is an increased use of project teams and task forces, often multi-disciplinary, which come together rapidly to tackle a major issue or problem and then disband. The empowerment movement and the changing role of managers from director to facilitator inevitably puts greater emphasis on the group/team and less on 'divide and conquer' management styles.
Module 6: Module at Lignan University, Guangzhou

Module 7: Module at MIP, Milano


Final project

The general aim of the final project is to develop an action plan in the operations/supply chain sphere to improve the competitive position of a selected company.

Specific objectives are:

    Integrate the knowledge acquired throughout the program to a specific business situation;
    Identification of the gaps between corporate or business strategy on the one hand and operations/supply chain strategy (implementation) on the other hand;
    Development of a feasible, complete, coherent and convincing plan of action;
    Development of competencies:
        Searching, finding, and managing data;
        Analysing and synthesising;
        Reasoning, writing, summarising;
        Strategic thinking;
        Managing a project (time, tasks, quality, etc.).

The final project will focus on the own company or a selected company with easy access for the participant. Consequently, the final project is an individual activity, which will be guided by a tutor. A draft version of the final Project will be presented to the tutor, in order to fine-tune and improve the quality of the final version.


Part Time. Modular. 1 any. Inici: 20-feb-2014. Fi: 21-feb-2015.
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Global Executive Master in Operations and Supply Chain Management
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