MBA

MBA Strategy & Operations (Dual Track)

MBA Strategy & Operations — one admission, a shared core, two named specialisations.

Online or on campus

24 months42 creditsEnglish (dual pathway: Edinburgh campus or tuition-free online; one academic standard)

Overview

A double-path MBA for managers who set direction and then have to deliver it. Shared general-management core, then pathways in Strategy (competitive analysis, corporate development, transformation) and Operations (process, supply chain, service delivery), ending with a capstone that connects a strategic choice to an operating plan. The University of Brigant teaches this award to one academic standard whether you study on campus in Edinburgh or on the tuition-free online pathway. Assessment is identity-checked; the marking scheme does not change with your postcode. This is an academic MBA award; where a field has a licensing or registration route, that remains a matter for your professional body or regulator. You will work through the material as a practitioner-researcher: applied methods, real or anonymised cases, and a supervised capstone or dissertation as the final component. Faculty mark whether you noticed the constraints a slide deck usually hides. MBA Strategy & Operations (Dual Track) is taught as one award, not a list of unrelated modules. The published length is 24 months, and the credit total is 42. Students move from Managerial Economics & Decision Analysis through Managerial Economics & Decision Analysis; Financial & Managerial Accounting; Leadership, Teams & Organisational Behaviour; Research Methods & Identity-Checked Assessment; Competitive & Corporate Strategy; Corporate Development, Alliances & M&A, and finish on Dual-Track Capstone: From Strategic Choice to Operating Plan. Each course has a question, a method, and a submission. In this field, students find where time or cost is lost and recommend one operational change. Reading is a process map, a capacity note, and a disruption case. The artefact a marker expects is a recommendation for one lane, site, or service with the cost and the risk. The award is built so that a graduate can do the following in practice: Diagnose an operation and improve flow, cost and quality Plan demand, supply and inventory under real constraints Design a distribution or procurement network Teaching assumes the student can read a source, attempt a problem before the seminar, and revise after feedback. Attendance at live seminars is part of the design. The capstone or final course must use the methods of the earlier courses; a project that ignores them does not pass. The pages for each course name the topics that are examined. Those topics are the syllabus. A brochure line is not a substitute for them.

The programme carries 42 credits across four assessed modules. Delivery is tuition-free (£0) on the online pathway. Transcripts use letter grades and a GPA scale consistent with University of Brigant awards. No professional-body logo is used in marketing to imply endorsement.

Who This Programme Is For

Operations, planning and procurement staff
Managers accountable for a supply chain or a plant
Analysts moving into operations
Graduates entering the field

How you can study

Recommended

Study online

100% tuition-free online

Online tuition is free. Online examinations are free. There is no exam fee for online study.

✦ Tuition: £0 / $0
✦ Examinations are free. There is no exam fee.
✦ Learn from anywhere · Live online seminars

Apply online →

On-campus study

Study at our campus

Prefer to learn at our Edinburgh campus? Campus tuition and campus examinations are charged. The published campus price is on each programme page.

✦ Tuition: £11,500 / US$14,500/year
✦ Location: 3 Lady Lawson St, Edinburgh EH3 9DS, United Kingdom
✦ Campus examinations are charged
✦ In-person seminars, library & student services

Apply for campus →

What You Will Learn

Diagnose an operation and improve flow, cost and quality
Plan demand, supply and inventory under real constraints
Design a distribution or procurement network
Manage supplier risk and resilience

Curriculum

Term 1 — Shared General Management Core

Code	Course	Credits · hours
MSO701	Managerial Economics & Decision Analysis Managerial Economics & Decision Analysis (MSO701) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Managerial Economics & Decision Analysis as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO701-M1 · Order, nodes, delay, and a flow map — Managerial Economics & Decision Analysis MSO701-M2 · Demand, capacity, stock, and stock-out — Managerial Economics & Decision Analysis MSO701-M3 · A break in the chain and the response — Managerial Economics & Decision Analysis MSO701-M4 · Cost, time, and who pays for the buffer — Managerial Economics & Decision Analysis MSO701-M5 · One lane, site, or corridor — Managerial Economics & Decision Analysis MSO701-M6 · A change recommendation with cost and risk — Managerial Economics & Decision Analysis	3 · 30 h
MSO702	Financial & Managerial Accounting Financial & Managerial Accounting (MSO702) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can read a set of figures, build a small case, and state which assumption moves the result, using Financial & Managerial Accounting as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses financial statements, a recognition note, and a risk report. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation that separates the decision, the numbers, and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer an accounting, audit, or financial-services licence. MSO702-M1 · Statements: income, position, and cash — Financial & Managerial Accounting MSO702-M2 · Recognition, ratios, and what the numbers cannot show — Financial & Managerial Accounting MSO702-M3 · Cash flows, discount rates, and sensitivity — Financial & Managerial Accounting MSO702-M4 · Market, credit, and operating risk — Financial & Managerial Accounting MSO702-M5 · Controls, exceptions, and reporting — Financial & Managerial Accounting MSO702-M6 · An investment or operating recommendation — Financial & Managerial Accounting	3 · 30 h
MSO703	Leadership, Teams & Organisational Behaviour Leadership, Teams & Organisational Behaviour (MSO703) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Leadership, Teams & Organisational Behaviour as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO703-M1 · Order, nodes, delay, and a flow map — Leadership, Teams & Organisational Behaviour MSO703-M2 · Demand, capacity, stock, and stock-out — Leadership, Teams & Organisational Behaviour MSO703-M3 · A break in the chain and the response — Leadership, Teams & Organisational Behaviour MSO703-M4 · Cost, time, and who pays for the buffer — Leadership, Teams & Organisational Behaviour MSO703-M5 · One lane, site, or corridor — Leadership, Teams & Organisational Behaviour MSO703-M6 · A change recommendation with cost and risk — Leadership, Teams & Organisational Behaviour	3 · 30 h
MSO704	Research Methods & Identity-Checked Assessment Research Methods & Identity-Checked Assessment (MSO704) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Research Methods & Identity-Checked Assessment as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO704-M1 · Order, nodes, delay, and a flow map — Research Methods & Identity-Checked Assessment MSO704-M2 · Demand, capacity, stock, and stock-out — Research Methods & Identity-Checked Assessment MSO704-M3 · A break in the chain and the response — Research Methods & Identity-Checked Assessment MSO704-M4 · Cost, time, and who pays for the buffer — Research Methods & Identity-Checked Assessment MSO704-M5 · One lane, site, or corridor — Research Methods & Identity-Checked Assessment MSO704-M6 · A change recommendation with cost and risk — Research Methods & Identity-Checked Assessment	3 · 30 h

Term 2 — Pathway A: Strategy

Code	Course	Credits · hours
MSO705	Competitive & Corporate Strategy Competitive & Corporate Strategy (MSO705) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Competitive & Corporate Strategy as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO705-M1 · Order, nodes, delay, and a flow map — Competitive & Corporate Strategy MSO705-M2 · Demand, capacity, stock, and stock-out — Competitive & Corporate Strategy MSO705-M3 · A break in the chain and the response — Competitive & Corporate Strategy MSO705-M4 · Cost, time, and who pays for the buffer — Competitive & Corporate Strategy MSO705-M5 · One lane, site, or corridor — Competitive & Corporate Strategy MSO705-M6 · A change recommendation with cost and risk — Competitive & Corporate Strategy	3 · 30 h
MSO706	Corporate Development, Alliances & M&A Corporate Development, Alliances & M&A (MSO706) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Corporate Development, Alliances & M&A as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO706-M1 · Order, nodes, delay, and a flow map — Corporate Development, Alliances & M&A MSO706-M2 · Demand, capacity, stock, and stock-out — Corporate Development, Alliances & M&A MSO706-M3 · A break in the chain and the response — Corporate Development, Alliances & M&A MSO706-M4 · Cost, time, and who pays for the buffer — Corporate Development, Alliances & M&A MSO706-M5 · One lane, site, or corridor — Corporate Development, Alliances & M&A MSO706-M6 · A change recommendation with cost and risk — Corporate Development, Alliances & M&A	3 · 30 h
MSO707	Digital & Business-Model Transformation Digital & Business-Model Transformation (MSO707) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Digital & Business-Model Transformation as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO707-M1 · Order, nodes, delay, and a flow map — Digital & Business-Model Transformation MSO707-M2 · Demand, capacity, stock, and stock-out — Digital & Business-Model Transformation MSO707-M3 · A break in the chain and the response — Digital & Business-Model Transformation MSO707-M4 · Cost, time, and who pays for the buffer — Digital & Business-Model Transformation MSO707-M5 · One lane, site, or corridor — Digital & Business-Model Transformation MSO707-M6 · A change recommendation with cost and risk — Digital & Business-Model Transformation	3 · 30 h
MSO708	Strategy Execution & Performance Systems Strategy Execution & Performance Systems (MSO708) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Strategy Execution & Performance Systems as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO708-M1 · Order, nodes, delay, and a flow map — Strategy Execution & Performance Systems MSO708-M2 · Demand, capacity, stock, and stock-out — Strategy Execution & Performance Systems MSO708-M3 · A break in the chain and the response — Strategy Execution & Performance Systems MSO708-M4 · Cost, time, and who pays for the buffer — Strategy Execution & Performance Systems MSO708-M5 · One lane, site, or corridor — Strategy Execution & Performance Systems MSO708-M6 · A change recommendation with cost and risk — Strategy Execution & Performance Systems	3 · 30 h

Term 3 — Pathway B: Operations

Code	Course	Credits · hours
MSO709	Process Analysis & Operations Improvement Process Analysis & Operations Improvement (MSO709) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Process Analysis & Operations Improvement as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO709-M1 · Order, nodes, delay, and a flow map — Process Analysis & Operations Improvement MSO709-M2 · Demand, capacity, stock, and stock-out — Process Analysis & Operations Improvement MSO709-M3 · A break in the chain and the response — Process Analysis & Operations Improvement MSO709-M4 · Cost, time, and who pays for the buffer — Process Analysis & Operations Improvement MSO709-M5 · One lane, site, or corridor — Process Analysis & Operations Improvement MSO709-M6 · A change recommendation with cost and risk — Process Analysis & Operations Improvement	3 · 30 h
MSO710	Supply Chain & Procurement Strategy Supply Chain & Procurement Strategy (MSO710) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Supply Chain & Procurement Strategy as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO710-M1 · Order, nodes, delay, and a flow map — Supply Chain & Procurement Strategy MSO710-M2 · Demand, capacity, stock, and stock-out — Supply Chain & Procurement Strategy MSO710-M3 · A break in the chain and the response — Supply Chain & Procurement Strategy MSO710-M4 · Cost, time, and who pays for the buffer — Supply Chain & Procurement Strategy MSO710-M5 · One lane, site, or corridor — Supply Chain & Procurement Strategy MSO710-M6 · A change recommendation with cost and risk — Supply Chain & Procurement Strategy	3 · 30 h
MSO711	Service Operations & Quality Management Service Operations & Quality Management (MSO711) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Service Operations & Quality Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO711-M1 · Order, nodes, delay, and a flow map — Service Operations & Quality Management MSO711-M2 · Demand, capacity, stock, and stock-out — Service Operations & Quality Management MSO711-M3 · A break in the chain and the response — Service Operations & Quality Management MSO711-M4 · Cost, time, and who pays for the buffer — Service Operations & Quality Management MSO711-M5 · One lane, site, or corridor — Service Operations & Quality Management MSO711-M6 · A change recommendation with cost and risk — Service Operations & Quality Management	3 · 30 h

Code

Course

Credits · hours

MSO709

Process Analysis & Operations Improvement

Process Analysis & Operations Improvement (MSO709) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Process Analysis & Operations Improvement as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

MSO709-M1 · Order, nodes, delay, and a flow map — Process Analysis & Operations Improvement
MSO709-M2 · Demand, capacity, stock, and stock-out — Process Analysis & Operations Improvement
MSO709-M3 · A break in the chain and the response — Process Analysis & Operations Improvement
MSO709-M4 · Cost, time, and who pays for the buffer — Process Analysis & Operations Improvement
MSO709-M5 · One lane, site, or corridor — Process Analysis & Operations Improvement
MSO709-M6 · A change recommendation with cost and risk — Process Analysis & Operations Improvement

3 · 30 h

MSO710

Supply Chain & Procurement Strategy

Supply Chain & Procurement Strategy (MSO710) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Supply Chain & Procurement Strategy as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

MSO710-M1 · Order, nodes, delay, and a flow map — Supply Chain & Procurement Strategy
MSO710-M2 · Demand, capacity, stock, and stock-out — Supply Chain & Procurement Strategy
MSO710-M3 · A break in the chain and the response — Supply Chain & Procurement Strategy
MSO710-M4 · Cost, time, and who pays for the buffer — Supply Chain & Procurement Strategy
MSO710-M5 · One lane, site, or corridor — Supply Chain & Procurement Strategy
MSO710-M6 · A change recommendation with cost and risk — Supply Chain & Procurement Strategy

3 · 30 h

MSO711

Service Operations & Quality Management

Service Operations & Quality Management (MSO711) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Service Operations & Quality Management as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

MSO711-M1 · Order, nodes, delay, and a flow map — Service Operations & Quality Management
MSO711-M2 · Demand, capacity, stock, and stock-out — Service Operations & Quality Management
MSO711-M3 · A break in the chain and the response — Service Operations & Quality Management
MSO711-M4 · Cost, time, and who pays for the buffer — Service Operations & Quality Management
MSO711-M5 · One lane, site, or corridor — Service Operations & Quality Management
MSO711-M6 · A change recommendation with cost and risk — Service Operations & Quality Management

3 · 30 h

Term 4 — Integration & Dual-Track Capstone

Code	Course	Credits · hours
MSO712	Integrating Two Disciplines in Practice Integrating Two Disciplines in Practice (MSO712) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Integrating Two Disciplines in Practice as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO712-M1 · Order, nodes, delay, and a flow map — Integrating Two Disciplines in Practice MSO712-M2 · Demand, capacity, stock, and stock-out — Integrating Two Disciplines in Practice MSO712-M3 · A break in the chain and the response — Integrating Two Disciplines in Practice MSO712-M4 · Cost, time, and who pays for the buffer — Integrating Two Disciplines in Practice MSO712-M5 · One lane, site, or corridor — Integrating Two Disciplines in Practice MSO712-M6 · A change recommendation with cost and risk — Integrating Two Disciplines in Practice	3 · 30 h
MSO713	Dual-Track Capstone: From Strategic Choice to Operating Plan Dual-Track Capstone: From Strategic Choice to Operating Plan (MSO713) is a 6-credit course on MBA Strategy & Operations (Dual Track), with 60 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Dual-Track Capstone: From Strategic Choice to Operating Plan as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MSO713-M1 · Order, nodes, delay, and a flow map — Dual-Track Capstone: From Strategic Choice to Operating Plan MSO713-M2 · Demand, capacity, stock, and stock-out — Dual-Track Capstone: From Strategic Choice to Operating Plan MSO713-M3 · A break in the chain and the response — Dual-Track Capstone: From Strategic Choice to Operating Plan MSO713-M4 · Cost, time, and who pays for the buffer — Dual-Track Capstone: From Strategic Choice to Operating Plan MSO713-M5 · One lane, site, or corridor — Dual-Track Capstone: From Strategic Choice to Operating Plan MSO713-M6 · A change recommendation with cost and risk — Dual-Track Capstone: From Strategic Choice to Operating Plan	6 · 60 h

Code

Course

Credits · hours

MSO712

Integrating Two Disciplines in Practice

Integrating Two Disciplines in Practice (MSO712) is a 3-credit course on MBA Strategy & Operations (Dual Track), with 30 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Integrating Two Disciplines in Practice as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

MSO712-M1 · Order, nodes, delay, and a flow map — Integrating Two Disciplines in Practice
MSO712-M2 · Demand, capacity, stock, and stock-out — Integrating Two Disciplines in Practice
MSO712-M3 · A break in the chain and the response — Integrating Two Disciplines in Practice
MSO712-M4 · Cost, time, and who pays for the buffer — Integrating Two Disciplines in Practice
MSO712-M5 · One lane, site, or corridor — Integrating Two Disciplines in Practice
MSO712-M6 · A change recommendation with cost and risk — Integrating Two Disciplines in Practice

3 · 30 h

MSO713

Dual-Track Capstone: From Strategic Choice to Operating Plan

Dual-Track Capstone: From Strategic Choice to Operating Plan (MSO713) is a 6-credit course on MBA Strategy & Operations (Dual Track), with 60 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Dual-Track Capstone: From Strategic Choice to Operating Plan as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

MSO713-M1 · Order, nodes, delay, and a flow map — Dual-Track Capstone: From Strategic Choice to Operating Plan
MSO713-M2 · Demand, capacity, stock, and stock-out — Dual-Track Capstone: From Strategic Choice to Operating Plan
MSO713-M3 · A break in the chain and the response — Dual-Track Capstone: From Strategic Choice to Operating Plan
MSO713-M4 · Cost, time, and who pays for the buffer — Dual-Track Capstone: From Strategic Choice to Operating Plan
MSO713-M5 · One lane, site, or corridor — Dual-Track Capstone: From Strategic Choice to Operating Plan
MSO713-M6 · A change recommendation with cost and risk — Dual-Track Capstone: From Strategic Choice to Operating Plan

6 · 60 h

Career Paths

Supply chain or operations analyst
Planning, procurement and logistics roles
Operations or plant management
Continuous-improvement roles
Consulting in operations and supply chain

Programme Highlights

Analytics applied end to end across the operation
Planning, logistics, procurement and quality
A capstone on a real or anonymised operations problem
Practitioner-focused assessment

Assessment

Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.

Admission requirements

Academic entry

Bachelor's degree from a recognised institution (minimum 2:2 / GPA 2.5/4.0 or an equivalent national scale)
Identity document for remote identity-checked assessment enrolment

English language

English proficiency: IELTS 5.5, TOEFL 46 or equivalent (waived for prior English-medium study). State your primary study mode without changing the academic standard.

Documents

Statement of Purpose (500 words minimum) covering goals, professional context and fit
Two academic or professional references with verifiable contact details
CV or résumé covering education and relevant work
Official transcripts (digital copies accepted at application; certified copies before award)

Programme questions

How long is the MBA Strategy & Operations (Dual Track)?

The published duration is 24 months. Teaching language: English (dual pathway: Edinburgh campus or tuition-free online; one academic standard). Actual time-to-complete depends on mode and any recognised prior learning.

Can I study this from my country?

You may study this award fully online from your country, or — where published — on campus at Brigant. Online study does not require a student visa. Campus study may.

What does it cost?

Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.

What are the entry requirements?

Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.

How is the programme assessed?

Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.

Will this award be recognised where I live?

Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. University of Brigant publishes verification pages for certificates. We do not claim automatic equivalence in every country.

How do I apply?

Start an application on this website. Progress is saved from the first step. Admissions: admissions@brigant.uk.

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