Global Executive Master in Operations and Supply Chain ManagementEADA
· ¿Cuáles son los objetivos de este curso?
Con la realización de este máster, tendrás una mayor comprensión de los marcos, conceptos y técnicas , así como de las últimas novedades en este campo. También recibirás ideas contrastadas e inspiración sobre cómo desarrollar tu propia organización para proporcionarle un mayor valor para los clientes y reducir costes en la cadena productiva. Por otro lado, mejorarás las habilidades en toma de decisiones y liderazgo, así como la red de contactos con gerencias de otros sectores industriales.
· ¿A quién va dirigido?
Este Executive Master está diseñado para profesionales con experiencia en los servicios , la logística o la fabricación, con ganas de aprender cómo mejorar las operaciones y funciones de oferta en sus organizaciones para hacer frente al creciente dinamismo y la incertidumbre en el entorno empresarial .
Titulación universitaria o experiencia en el sector. Ser mayor de 27 años.
¿Qué aprendes en este curso?
Supply Chain Management
Control de gastos
Gestión de compras
Gestión de stocks
Logística de aprovisionamiento
Comercio y marketing
Logística y distribución
Gestión de almacén
Desirée Knoppen es doctorada por ESADE y tiene un M.Sc. en Ingeniería Industrial y Ciencias Empresariales de la Universidad Técnica de Eindhoven, Holanda. Está afiliada a Zaragoza Logistics Center (MIT-Zaragoza International Logistics Program) como profesora adjunta. Su investigación se centra en el aprendizaje y la innovación en el contexto de relaciones de la cadena de suministro, utilizando casos de estudio y encuestas. Ha publicado su investigación en revistas internacionales como Journal of Supply Chain Management, International Journal of Production and Operations Management, Internation
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, MilanoFinance for Operations & Supply Chain Managers
The main task of a Supply Chain Manager or of an Operations manager is to take the “right” decisions. The decision making process required for example to schedule the production or to deliver supply orders, involves several department of the organization, each of them with specific goals. For example the plant manager aims at reducing setups, the sales responsible aims at maximizing the availability of the finished goods, and the accounting manager aims at keeping the stock as low as possible. These goals affect the decision making process and in order to identify the “best” schedule it’s necessary to assess alternatives in terms of costs, and not only in terms of quantities or volumes.
The aim of this course is, from a content perspective, to familiarize the participant with the fundamentals of the cost perspective of the operations and SCM processes.
In terms of competency development, the aims of this course are to confront the participant with the typical issues related to assess the relevant costs of supply, manufacturing and delivery of goods, in diverse industries. Also in this course both service and product oriented companies will be analyzed.
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, BarcelonaOperations 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).
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.
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.ICT for Operations and Supply Chain Management
Module 5: Module at EADA, BarcelonaSupply Chain Management II
In the 21st century every SC manager has to be perfectly aware of how ICT is changing the SCM job. So all the most innovative technologies and software applications or suites that enable improvements in the SC will be presented.
The problem of the value assessment of the investments in ICT of SCM will be the backbone that will connect all the various issues presented: e-SCM, Visibility, APS-ERP, etc.
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?
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
This week will be the opportunity to have a look at how OM and SCM are approached in one of the fastest-growing regions of the world. Lingnan College of the Sun Yat Sen University in Guangzhou (Guangdong province) is a center of excellence for research dealing with OM and SCM.
During the week a mix of lectures (to understand how to make business in China under various perspectives: organization, culture, taxes, etc.), testimonials (of EU managers working in China) and company visits (both to Western and Chinese companies and Chinese) will create a unique experience of how to manage Supply Chains in China.
How shall we design the supply chain of our company in order to deal with the competitive scenario of 2020 ?
Which innovations will affect my Supply Chain in the near future ?
Which are the major scenario and trends in Operations and Supply Chain Management ?
How can I design now the Supply Chain of the future for my company ?
These questions will be addressed during the last module.
From a content perspective the topics that will be approached are: the correct vertical integration level, the make or buy problem, the degree of automation and ICT coordination required, the
globalization (see also the week in China), and finally the relationships between new product design and supply chain design.
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.
The components of the final project are, at least:
1. Analysis of the sector in which the company competes: competitors, substitutes, buyers, suppliers, new entrants.
2. Business model of the company:
- What is the product and/or service the company sells?
- What is the positioning of the company? (i.e., what is the value proposition: does the company compete on price, quality, delivery, variety, etc.?)
- What is the market? Who is the ideal customer? Where are they located?
3. What is the competitive advantage? In other words, what are the critical capabilities of the company that allow implementing the corporate strategy successfully? What are the key processes of the company?
4. What is the operations and supply chain strategy? And what is its consistency with and contribution to corporate strategy?
5. How is the operations and supply chain strategy implemented (in terms of structural and infrastructural issues)?
6. Gaps between corporate and operations/supply chain strategy (implementation). Perfect companies do not exist!
7. Potential actions, with respective advantages and disadvantages.
8. Action plan related to the selected course of action: tasks, responsibilities, deliverables, milestones, interdependencies, risk management, bottom line impact.
The final project will be reflected in a Powerpoint document and will be presented before an academic committee and peers at the end of the program.