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Start   >  Master's & postgraduate courses  >  Education  >  Master's degree in Executive in Supply Chain Management. Operations and Logistics
Information session

03-10-2019

Open Class

26-09-2019

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Programme

Edition
19th Edition
Credits
60 ECTS (385 teaching hours)
Delivery
Face-to-face
Language of instruction
Spanish
Fee
€9,400
Notes payment of enrolment fee and 0,7% campaign
Registration open until the beginning of the course or until end of vacancies.
Start date
Start date: 18/10/2019
End date: 16/10/2020
Timetable
Friday: 4:00 pm to 9:00 pm
Saturday: 9:00 am to 2:00 pm
Taught at
Tech Talent Center
C/ de Badajoz, 73-77
Barcelona
Why this programme?
Integral logistics has come to encompass the traditional functions of the company (manufacturing, distribution, operations, procurement, planning) in a single management unit which has also adopted the new trends like lean thinking and risk management. Its scope of action has expanded to encompass the entire value chain between client and supplier. This integrated management of the value chain between suppliers and clients is what is called today supply chain management, and it goes beyond the traditional concept of logistics since in addition to the flow of materials, it also refers to the integration of businesses which provide consumers with value.

This Master’s seeks to be a referent for all professionals who want to boost their careers in the areas of logistics, operations management, distribution and, in general, any aspect related to the design and management of the supply chain. The faculty, most of whom are professionals in the field, is primarily made up of senior executives of companies in the logistics and manufacturing sector, in addition to contributions from the most important European universities in the field of logistics (such as Cranfield University) and specialised training centres (like the European School of Short Sea Shipping). Coupled with the diverse profiles of the participants, usually professionals with experience or training in the supply chain, this makes networking a prominent feature in this Master’s.

From the very start, the programme, which has a clearly international vision, has been constantly updated following the evolution in changes and trends in the logistics sector and operations management. Every year, the course contents are revised based on suggestions from the Master’s programme’s Advisory Council, made up of executives from the leading companies in the sector, in order to adapt them to the real needs of companies and the market.

Designed as a Golden or Premium product in higher education in supply chain management, it includes a broad mix of training resources: lectures delivered by senior executives with extensive professional experience, practical cases, visits to companies, final Master’s project developed within a real company and supervised by one of its managers, a course onboard a ship, etc.
Promoted by:
Aims
  • To question the current systems of organising and managing the logistics chain.
  • To analyse, guide and strategically define the global logistics chain in different sectors by implementing and adapting new technologies to foster the company’s logistics services.
  • To design and implement new systems and methodologies to improve the management of relations between suppliers, companies, operators and end clients.
  • To effectively manage the human teams that have to work together in the culture shift posed by implementing an integrated Supply Chain Management strategy.
Who is it for?
  • Professionals with managerial positions or managerial potential.
  • Heads of department and technicians in the areas of logistics (purchasing, procurement, manufacturing, transport, storage, distribution) of industrial and service companies.
  • Professionals from logistics operators and transport companies.
  • Professionals with university degrees in other sectors who want to develop or shift their professional careers to the world of Supply Chain Management and logistics.

Training Content

List of subjects
2 ECTS 20h
Introduction to the Logistics Chain. World Class Logistics. Lean Operations Strategy
  • Lean Operations Strategy
    • Overview of Supply Chain Management (SCM).
    • Opportunities and threats of SCM.
    • Strategic design of the Supply Chain.
    • Trends.
    • The company¿s competitive keys.
    • Anthropology of operations management (of the project in lean management).
    • Business logistics.
    • Business and operational strategy.
    • Different approaches to operations and logistics.
    • Operational strategy.
    • SCM approach.
    • Integration of SCM strategies.
    • Operational strategy in SCM.
    • Focus of operations.
    • Operational processes.
    • Hard and soft decision-making in operations.
    • Hard decisions: geographic location, type of process, degree and vertical integration, purchasing, etc.
    • Soft decisions: quality, planning, human resources, innovation, concurrent engineering, industrialisation, maintenance, etc.
    • Type of process.
    • Process-product matrix.
    • Focus of plants on product or process.
    • Focus of plants in Europe.
  • Supply Chain strategy. Supply Chain Management
    • Historical development of approaches to operations.
    • Economies of scale in the early 20th century.
    • Development to the current ERP.
    • Project management.
    • Managing stocks.
    • Planning, programming and control.
    • Philosophies and techniques used in Japan (JIT).
    • Lean Management.
    • Planning by limitations.
2 ECTS 20h
Overview of the Company
  • Beyond the Company: The Art of Managing
    • Managing oneself and one¿s environment.
    • Managing contradictions and frustrations and overcoming them.
    • The executive and communication.
    • Organisation by departments.
    • Managing meetings.
    • Communication with clients.
    • Managing and directing small and medium-sized enterprises (SMEs) versus a multinational.
  • Lean Financial Management
    • Business strategy.
    • The company in numbers.
    • Financial advice to avoid sinking the company.
    • Economic performance.
    • Profitability and financial leveraging.
    • Managing the cash flow.
    • Operating cash requirements.
    • Managing clients and suppliers.
    • Managing stock and invoicing.
    • Financing instruments.
    • Cash Management.
    • The Balanced Score Card and the logistical and operational function.
    • Analysis of investments in logistics and operational decisions.
  • Sustainable Supply Chain Management.
    • 360º sustainability.
    • Respect for the environment.
    • Integrity with employees and labourers.
    • The commitment to the social environment.
    • The professional ethics of executives.
    • Shareholders¿ responsibility.
    • Collaborative economy.
  • Profitability and efficiency of logistics chains: Kpis
    • Profitability, liquidity and use of assets.
    • Value for the shareholder.
    • Financial and non-financial profitability in the supply chain.
    • Balanced scorecard.
    • KPIs.
    • ABC costs.
    • Control of the chain through indicators.
    • Identification of the value chain. Value analysis.
5 ECTS 40h
The Logistics Chain in the Distribution Division. Lean Distribution
  • Market. Client Relations
    • The market.
    • Marketing.
    • E-Commerce.
    • Creating value for the client.
    • Defining the level of service.
    • Distribution channels.
    • Channel strategies and logistics implications.
    • Distribution networks.
  • Lean Selling. Lean Distribution: Buying or Selling
    • Defining the level of service.
    • The client satisfaction cycle.
    • CRM.
    • Managing the order cycle.
    • Organisation and management of the client service department.
    • Lean transport.
    • Physical distribution.
    • Logistics operators and subcontracting.
    • Managing a logistics operator.
    • 3PL and 4PL.
  • Distribution Strategy and Logistics Operations
    • Subcontracting logistics operations.
    • Distribution.
    • Outsourcing.
    • The development of Third Party Logistics (3PL).
    • Selecting 3PL.
    • Tenders, evaluation and final selection.
    • Managing outsourcing contracts.
    • Future developments.
    • Beyond 3PL: alliances, 3PL and 4PL.
  • Lean Transport
    • Transport of goods by land.
    • Transport by motorway.
    • Global management of transport operations.
    • Main regulations and restrictions to bear in mind.
    • Managing a transport company.
    • The income statement of a long-distance lorry.
    • Transport costs. Indicators.
    • Market structure of transport companies in Spain compared to other European countries and the USA.
    • Transport supply on the market.
    • Integrating transport services with storage and distribution.
    • The role of the logistics operator.
    • Transport by railway. Current status in Spain.
    • Profitable routes in Spain.
    • Shortage of railway infrastructures to connect with and export to Europe.
    • Air transport. Level of expansion and main users of air transport.
    • Intermodal transport.
8 ECTS 60h
Lean Supply Chain Management. Lean Management in Supply Chain Design and Management
  • Strategic Supply Chain Design
    • Formulation, design and implementation of the SCM strategy in a company.
    • Coherence of the decisions in the SCM.
    • Design and management of the supply chain.
    • Environmental factors.
    • Competitiveness factors.
    • Innovation: Challenges and shortcomings.
    • Logistics integration matrixes.
    • Order penetration point, inventory point, customisation point, point of maximum commonality, sales forecast point.
    • Types of planning.
    • Decoupling point, bottleneck point, core business point.
  • Lean Supply Chain Management
    • Lean Business Management, Lean Supply Chain Management, Lean Manufacturing.
    • Toyota manufacturing systems.
    • The new ways of managing maintenance and quality.
    • Lean Management ¿ new forms of work.
    • Planning systems in SCM.
    • Lean Planning.
    • Just In Time planning - Kanban.
    • Designing the VSM (Value Stream Map) of the entire supply chain.
  • Development of Operations Planning and Control Systems from the Command Point of Lean Systems
    • Managing the demand under a Lean perspective.
    • Managing stocks by command point.
    • The Master Planning Schedule (MPS) managed under a Lean perspective.
    • Lean design of the product and process structures (BOM).
    • Planning and programming operations: planning materials, MRP-I; resources, MRP-II; and distribution, DRP.
    • Computer planning systems (ERP packages).
    • BDR - Buffer Drum Rope, derived from the TOC (Theory of Constraints).
  • Lean Planning
    • The planning and programming function in Lean systems.
    • Lean management system.
    • Use of the Value Stream Map (VSM) tool to establish the planning criteria.
    • Managing the demand under a Lean perspective.
    • Strategic design of planning throughout the supply chain (decoupling point, order penetration point, inventory points, customisation point, pacemaker point, etc.).
    • Bottleneck planning (TOC).
    • Lean planning and programming techniques.
    • Pull systems for supermarkets, by sequence and by mixed pull.
    • Establishing the work sequence.
    • Grouping processes into Loops.
    • Size and role of stocks: Buffer points, supermarket points, etc.
    • Levelling and determination of the sequence (Heijunka).
    • Pacemaker: location and design of the point from which the upstream and downstream speeds are programmed and governed.
    • Design of cards (physical or computer), containers and Kanban spaces.
    • Reasons for success and failure of Just In Time (JIT) planning systems.
  • Lean Materials Handling. Internal Logistics
    • Calculating needs. Planning and programming production and supplies.
    • Kinds of warehouses in a JIT system.
    • Consolidation, sequencing and transit o cross docking warehouses.
    • Supplier parks (with added value of assembly).
    • DOUKI SEISAN supplies.
    • Internal supply system by established frequency: CHAIN OF CONTAINERS AND LIGHT LORRIES, SINCRO, STOM, MINOMI, KITTING.
    • Classification of materials and supplies: Sorter.
    • Design of the STRIKE ZONE.
    • Logistics chain: MISUZUMASHI.
    • Internal supply indicators in materials handling.
  • Lean Transformation Model
All businesses have a different starting point and a different set of priorities based on their positioning in the market. It is key to understand what a global lean transformation involves in the world of the company's operations, know where to start, what key issues need to be considered, what possible sequence of improvement actions could be carried out and how should the change process be managed. It involves both the organization of the operations in the company, as well as the business culture existing in the company.

The objective is to help you basically to build your own methodology to guide the transformation towards a "lean" management of your company. Lean management is implemented both in companies of industrial nature and services (commercial distribution, health / hospitals, tourism, catering, etc.).
8 ECTS 60h
The Supply Chain in Manufacturing. Process Engineering and Product Engineering. Lean Manufacturing
  • Product engineering. Process re-engineering and concurrent engineering. Managing Business Innovation
    • Innovation strategies.
    • Open innovation.
    • Innovative organisation and culture.
    • Multifunctional teams.
    • Innovation in the company.
    • Managing the product design process.
    • Concurrent engineering.
    • Process re-engineering applied to the development of new products.
    • Practical cases in industrial and service companies.
  • Launch and industrialisation of new products
    • New product design.
    • Planning and development process of new products.
    • Lean Design.
    • Industrialisation of new products. Process engineering (manufacturing and assembly).
    • Adaptation of processes to the requirements and demands of the market and clients.
    • Design of manufacturing processes and plants.
    • Product industrialisation processes.
    • Phases in industrialisation prior to mass production (SOP).
    • Supplies and industrialisation.
    • Advanced Product Quality Planning.
    • Engineering, Manufacturing, Quality, Control and Supply Chain activities.
  • Total Quality. Continuous Improvement. Quality Planning. QFD and EFQM Models. Six Sigma
    • TQM (Total Quality Management).
    • Total Quality. Continuous Improvement. Quality Planning.
    • QFD Model.
    • Six Sigma as a business management system.
    • Organisation and implementation Six Sigma process.
    • EFQM Model.
    • DMAIC project methodology.
    • Practical cases in industrial and service companies.
    • Lean Six Sigma approach.
    • Six Sigma in Supply Chain Management.
  • Lean Manufacturing
    • Basic principles of Lean Management.
    • Improvement groups and problem-solving.
    • Creating continuous flow in processes.
    • Eliminating waste.
    • Genchi-GENBUTSU.
    • KAIZEN, Soifuku, ISHIKAWA.
    • PDCA, A3, 5 Why's, SCRA's.
    • MUDA, MURA, Muri.
    • Standardising processes, jobs and lay-out.
    • Systematisation.
    • Organisation 5 S's.
    • Heijunka.
    • Total Quality.
    • Comprehensive Asset Management.
    • Reliability of machinery.
    • Total Productive Maintenance (TPM).
    • Reactive, predictive, preventative, ongoing, autonomous and total maintenance.
    • Lean design at the origin of processes, lay-outs and machinery.
    • Diagnostic tools: Value Stream Map (VSM) of manufacturing.
    • Materials Handling: supply of materials to manufacturing processes.
    • Implementation of supermarkets.
    • Supply by light lorries.
    • Milk run.
    • Kitting.
    • Lean culture change in manufacturing.
    • Motivation, improvements, versatility, rotation, objectives, management styles, training, ethics and sustainability.
    • Lean transformation projects in factories.
    • Continuous improvement.
  • Engineering design of plants in a Lean environment. Design and Organisation of industrial processes and plants
    • Lean underpinnings.
    • Design of manufacturing processes and plants.
    • VA and NVA activities.
    • Design of processes and plants following different philosophies: traditional, TOC and Lean.
    • Design and implementation of Lean processes: tools.
    • Design of flexible cells: types and connection between them.
    • Multi-product lines.
    • Design with mixed models. Grouping by families.
    • Sequence of operations and levelling.
    • On-command manufacturing systems.
    • Mass production and high variability with low volume.
    • Design and organisation of special processes: complex and voluminous products.
    • Management levels.
    • Planning strategies.
    • Internal logistics: material and information flow.
    • HR management in a Lean plant.
    • Implementation of continuous improvement.
    • Kaizen.
    • Lean implementation phases in a traditional company.
    • Cornerstones of Lean.
    • Methods and times in Lean.
    • Visual plant management.
    • Lean quality.
  • Maintenance Management. TPM. Total Productive Maintenance
    • Basic and preventative maintenance. Autonomous maintenance.
    • Management of optimised preventative and corrective maintenance.
    • Continuous and complete conservation of equipment and consequent increase in its lifespan.
    • Improvement in performance.
    • Proper training of manufacturing and maintenance staff.
    • Organizational change.
    • Development of operational indicators: OEE, MTBF, MTTR, operational availability.
    • Maintenance management based on improving the reliability of the equipment (Reliability Centred Maintenance).
5 ECTS 40h
The Supply Chain in Procurement and Supplies. Lean Buying, Lean Supplying, Outsourcing
  • Lean Management in procurement processes
    • Lean Buying.
    • Procurement strategies and supply management.
    • Manufacture or subcontract?
    • Strategic procurement design. Outsourcing.
    • Outsourcing to SCM.
    • Lean Supplying.
  • Procurement and Supply Strategy. Outsourcing-Insourcing
    • Procurement strategy.
    • Strategic supplying. Selection and development of suppliers.
    • Procurement models and processes.
    • Segmentation models.
    • Role of e-Procurement.
    • Managing purchase orders.
    • Supply processes. Managing supply orders.
    • Generating value from strategic supplying.
    • Logistics operators in supply.
    • Advanced collaboration programmes.
    • Roster of suppliers.
    • Outsourcing and subcontracting processes.
    • Globalisation and delocalisation.
  • Advanced Warehouse Design
    • Warehouse design and management in modern SCM.
    • Advanced warehouse design.
    • Decision and investment criteria.
    • Upkeep and storage factors.
    • Criteria in the size of shelving.
    • Picking and sorting.
    • Control of material flow.
    • Dispatching and expediting.
    • Radiofrequency in warehouse design.
    • Warehouse management systems SGA WMS.
    • Lean Warehousing.
    • Coordination between transport and warehouses.
4 ECTS 25h
Analysis of Operations and of the Supply Chain by Sectors
The different levels of development of operations and the supply chain will be analysed by the different industrial sectors in which logistics plays a prominent role in their organisation, management and cost structure.

The retail, automobile, manufacturing of mass consumer products, food, mass electronic products, iron and steel, pharmaceutical and services (healthcare, tourism, etc.) sectors will be examined, among others.

The approach will be practical based on real case studies and technical visits to major companies which will allow the participants to experience first-hand the real logistics and operations situation in cutting-edge organisations in each of their fields.
4 ECTS 35h
International Logistics
  • Transport Management. International Transport and Logistics
    • Sales within and outside the EU.
    • Legal and fiscal operations.
    • International logistics.
    • Globalisation and delocalisation.
    • International transport law.
    • Use of Incoterms 2010.
    • Air and land transport regulations and cargo agreements.
    • Insurance in foreign trade.
    • Modes of transport: land transport of goods, motorway transport, air transport, maritime transport and port logistics and multimodal transport.
    • Logistics activity zones, ZAL.
    • The hinterland of a port.
    • The experience of the Port of Barcelona.
    • Global management of transport operations.
    • Managing a transport company.
  • Globalisation. The Case of the Chinese and Southeast Asian Market
    • Globalisation: corporate implementations and operations abroad.
    • Chinese and southeast Asian market.
    • Effects of globalisation and delocalisation.
    • Their effect on the Spanish economy and expansion via emerging companies.
    • Direct investment and setting up corporations.
    • How to successfully tackle a project in China.
    • Analysis of the Chinese market.
    • Business management in China.
    • Managing international procurement.
    • Emerging markets in southeast Asia.
  • Maritime Logistics. Course ¿ Short Sea Shipping
Students in the Master¿s will participate in a course on maritime logistics to learn firsthand about the particularities of maritime logistics and the potential growth and efficiency of the motorways of the sea in connection with intermodal transport.
    • Intermodal logistics.
    • Short sea shipping.
    • Motorways of the sea: characteristics of short sea shipping.
    • Promoting sustainable logistics through an efficient use of the modes of transport.
    • Operators and functions in ports.
4 ECTS 35h
Lean Digital Management at the SCM
  • e-LOGISTICS. B2C and B2B
    • E-Business, E-Commerce, E-Logistics.
    • B2C: e-fulfilment, the last mile.
    • B2B: e-procurement. Market Places.
    • Role of the new technologies in source and procurement processes.
    • Payment systems.
    • Future of e-Business.
    • The reality today and the future of e-Commerce.
    • SC operating models for global companies.
  • Advancing in the company 4.0: Artificial intelligence and Blockchain in SCM. Leading the next evolution of Industria 5.0
    • Internet of Things (IoT) and sensors.
    • Big Data (BD). Cloud Computing
    • Predictive Analysis
    • Robotics
    • 3d print.
    • Artificial intelligence.
    • RFID
    • Traceability
    • Cyberphysical Systems.
    • Cybersecurity
    • BlockChain
    • Gamification
  • Emerging technologies, a gateway to Industry 4.0 and SCM 4.0 with its different applications
    • AGV.
    • Industrial and Collaborative Robotics.
    • Telecommunications and Mobile Communications.
    • Artificial vision.
    • Digital Twin.
    • Machine Learning
    • Semantic Engineering and Digital Transformation.
    • Virtual reality.
4 ECTS 35h
People, Creativity and Innovation in SCM
  • People: self_development. Personal growth
    • Positive Psychology
    • Achieve a comprehensive understanding, coherent and contextual strengths in relation to self-development (self-development).
    • Participate in activities, dynamics and practices that allow them to travel the peaks and valleys of their emotions, actions, habits, dispositions that give support or penalize their self development.
  • Strengths - Based Team Building
    • Training / construction of teams based on strengths.
  • Lean Cultural Change
    • Culture as a business integrator and people
    • Intrapreneurship and innovation (creative thinking, people in the processes, internal creativity).
    • Sum of talent from diversity.
    • The Lean transformation in organizations implies a cultural change due to the implementation of a different way of approaching the processes, since the working methodology is changed and this is the great challenge.
  • Digital transformation of organizations. Cultural transformation for digitalization
  • How to transform an idea into an opportunity? The value chain as a previous step to the SCM
  • Innovation and creativity
14 ECTS 15h
Real Company Project
The project will be carried out by teams and will be supervised and guided by a Project Director, a prestigious professional who works in the company or topic of the project.

The Master¿s Final Project will be based on different possibilities of real situations related to the supply chain:

  • Project of a company for which participants will plan an implementation, reorganisation, management and/or improvement in the areas of procurement, supplies, manufacturing, internal logistics, planning, distribution, outsourcing, etc.
  • Project of a company providing logistics operation services or product outsourcing services, etc.
  • Project revolving around a particular area (pharmaceutical logistics, cold logistics, inverse logistics, sustainable logistics, etc.) or certain regional topics such as relations with emerging markets, etc.
The Master¿s brochure provides several examples of real projects undertaken in recent editions.
The UPC School reserves the right to modify the contents of the programme, which may vary in order to better accommodate the course objectives.
Degree
Special master's degree issued by the Universitat Politècnica de Catalunya. Issued pursuant to art. 34.1 of Organic Law 4/2007 of 12 April, amending Organic Law 6/2001 of 21 December, concerning Universities. To obtain it, is necessary to have an official university qualification. Otherwise, the student will receive a certificate of completion of the programme issued by the Fundació Politècnica de Catalunya.

Learning methodology

The teaching methodology of the programme facilitates the student's learning and the achievement of the necessary competences.

The students of the Master's Degree participate in a course on maritime logistics at the European Short Sea Shipping School to learn first hand the particularities of maritime logistics and the potential for growth and efficiency of motorways of the sea with intermodal transport .

Learning tools
Participatory lectures
A presentation of the conceptual foundations of the content to be taught, promoting interaction with the students to guide them in their learning of the different contents and the development of the established competences.
Practical classroom sessions
Knowledge is applied to a real or hypothetical environment, where specific aspects are identified and worked on to facilitate understanding, with the support from teaching staff.
Solving exercises
Solutions are worked on by practising routines, applying formulas and algorithms, and procedures are followed for transforming the available information and interpreting the results.
Case studies
Real or hypothetical situations are presented in which the students, in a completely participatory and practical way, examine the situation, consider the various hypotheses and share their own conclusions.
Success stories
Outstanding business knowledge and experiences with high added value acquired during an outstanding professional career are presented and shared.
Visits
These visits are to specialist centres, companies in the sector or outstanding and important locations in the sector, in order to obtain knowledge in situ of development, production and demonstration environments within the programme.
Problem-based learning (PBL)
An active learning methodology that enables the student to be involved from the beginning, and to acquire knowledge and skills by considering and resolving complex problems and situations.
Flipped classroom
The contents are prepared prior to the face-to-face lessons. Practical sessions take place in the classroom, which enable understanding and application of concepts to real cases and the expansion of knowledge with more technical and specialised details.
Tutorship
Students are given technical support in the preparation of the final project, according to their specialisation and the subject matter of the project.
Workshops
Students are supported when undertaking group work, including theoretical sessions which provide the tools and knowledge needed to achieve a result. Ideas and results are exchanged between all the participating groups.
Assessment criteria
Attendance
At least 80% attendance of teaching hours is required.
Level of participation
The student's active contribution to the various activities offered by the teaching team is assessed.
Solving exercises, questionnaires or exams
Individual tests aimed at assessing the degree of learning and the acquisition of competences.
Work out projects
Studies on a specific topic, by individuals or groups, in which the quality and depth of the work is assessed, among other factors.
Completion and presentation of the final project
Individual or group projects in which the contents taught in the programme are applied. The project can be based on real cases and include the identification of a problem, the design of the solution, its implementation or a business plan. The project will be presented and defended in public.
Work placements & employment service
Students can access job offers in their field of specialisation on the My_Tech_Space virtual campus. Applications made from this site will be treated confidentially. Hundreds of offers of the UPC School of Professional & Executive Development employment service appear annually. The offers range from formal contracts to work placement agreements.
Virtual campus
The students on this master's degree will have access to the My_Tech_Space virtual campus, an effective work and communication platform for students, lecturers and course directors and coordinators. My_Tech_Space allows students to find background material for their classes, to work in teams, ask their lecturers questions, consult their marks, etc.

Teaching team

Academic management
  • Rúa Costa, Carles
    Industrial Engineer. Head of strategic projects and innovation at the Port of Barcelona. Director of the Executive Master in Supply Chain Management. Operations and Logistics of the UPC School. Professor at the European School of Intermodal Transport. More than 25 years of experience as associate professor of the Department of Business Organization of the Polytechnic University of Catalonia.
Teaching staff
  • Aartsen, Marcel Theo
    Senior Adviseur and Trainer at Lean Management Institute. The Netherlands Lean Six Sigma Black Belt at ING. Lean Six Sigma Master Black Belt at Abn Amro Bank N.V.
  • Peters, Melvyn
    Director of Education at Cranfield School of Management and has overall responsibility for Cranfield's MBA and MSc degrees. Melvyn is a fellow of the Chartered Institute of Logistics and Transport, a Member of the Council of Supply Chain Management Professionals (US) and a Fellow of the Higher Education Academy. Melvyn's research focuses on logistics outsourcing, international sourcing and freight transportation. Teaching and research have taken Melvyn across Europe and wider into Russia, The UAE, Oman and China.
  • Rúa Costa, Carles
    Industrial Engineer. Head of strategic projects and innovation at the Port of Barcelona. Director of the Executive Master in Supply Chain Management. Operations and Logistics of the UPC School. Professor at the European School of Intermodal Transport. More than 25 years of experience as associate professor of the Department of Business Organization of the Polytechnic University of Catalonia.

Associates entities

Strategic partners
  • Autoritat Portuaria De Barcelona
    • Provides financial aid to the programme or grants for the registration of students.
    • Provides teachers and lecturers.
  • Coritel Accenture Outsourcing Services
    • Provides teachers and lecturers.
  • Instituto Lean Management
    • Provides teachers and lecturers.
Collaborating partners

Career opportunities

  • Operations Manager.
  • Logistics Manager.
  • Purchase / sales Manager.
  • Chief Supply Chain Officer (CSCO).
  • Chief Operations Officer (COO).
  • Chief for imports / exports.
  • Chief of transport.
  • Chief of distribution.
  • Distribution Manager.

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  • If you want to start the registration procedure.
How to start admission
To start the enrolment process for this programme you must complete and send the form that you will find at the bottom of these lines.

Next you will receive a welcome email detailing the three steps necessary to formalize the enrolment procedure:

1. Complete and confirm your personal details.

2. Validate your curriculum vitae and attach any additional required documentation, whenever this is necessary for admission.

3. Pay €110 in concept of the registration fee for the programme. This fee will be discounted from the total enrolment fee and will only be returned when a student isn't admitted on a programme.

Once the fee has been paid and we have all your documentation, we will assess your candidacy and, if you are admitted on the course, we will send you a letter of acceptance. This document will provide you with all the necessary information to formalize the enrolment process for the programme.




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Información básica o primera capa sobre protección de datos

Responsable

Fundació Politècnica de Catalunya (en adelante, FPC). + INFORMACIÓN

Finalidad

Contestar a las solicitudes de información del interesado sobre actividades de formación gestionadas o realizadas por la FPC. + INFORMACIÓN

Establecimiento o mantenimiento de relación académica con el interesado. + INFORMACIÓN

Legitimación

Consentimiento del interesado. + INFORMACIÓN

Interés legítimo en el desarrollo de la relación académica. + INFORMACIÓN

Destinatarios

No existen cesiones o comunicaciones.

Derechos

Acceso, rectificación, supresión, limitación, oposición y portabilidad. + INFORMACIÓN

Información adicional

Política de Privacidad de nuestra página Web. + INFORMACIÓN

Cesión de imagen

Aceptación a la cesión, por un periodo de 10 años, las imágenes que la FPC pueda captar en las instalaciones donde se desarrolle su actividad, a fin de difundir y promocionar las actividades de la FPC y por el medio que esta tenga por conveniente.

Servicios de pago

En caso que el interesado formalice la relación con la FPC, el ordenante (interesado) autoriza y da su consentimiento al cargo, por tanto, con renuncia expresa al derecho de devolución sobre el cargo.

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