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AEES

AEES Executive Certificate in Supply chain and resilience

Hold a break, a single supplier and a bypass decision. This AEES certification attests supply chain and resilience.

  • AssessmentProfessional assessment
  • Attempts2
  • PreparationIncluded
  • France
  • Canada
Description

Supply chain and resilience

A vague familiarity with “Supply chain and resilience” is no longer enough. This belongs with Industry and services. You hold infrastructure, logistics, a hospital, a plant or a hotel. People are hired to decide, not just to name the topic. This AEES certification is for professionals, managers and leaders who want to hold a break, judge a single supplier and decide a bypass. No diploma is required. What is required is a working command of written French, and the will to show the subject on a real file, in a company, a public body or a partner organisation.

You are not joining a long degree. You take “Supply chain and resilience” seriously enough to use it, and seriously enough for someone else to read it on a file. Everything happens online, around a job you already have. You prepare if you need to, then you sit a professional assessment. The AEES Executive Certificate, if it is issued, is proof in your name, and it can be checked. It holds in a CV, a move or a cooperation. It is a short specialisation, issued by a higher-education institution. You see at once what you are buying: a targeted title, not a course catalogue.

Afterwards you can carry “Supply chain and resilience” into a team, a file or a new responsibility, and explain your choices to a manager, a funder or a partner institution. Others will see that you can hold a break, judge a single supplier and decide a bypass, including outside your own organisation. If you succeed, AEES issues an AEES Executive Certificate in your name, with a unique serial number that can be checked in the public register. The award stays in your workspace. It shows a professional judgement you have demonstrated, useful for a CV, a new post or work in common.

Skills

What this certificate attests

The capabilities the assessment attests if you pass.

  • Hold a break
  • Judge a single supplier
  • Decide a bypass
  • Duplicate, reshore, or own the risk
  • Choose a route when the first is closed
  • State the delay early enough to stay credible
ESCO classification — European Skills, Competences, Qualifications and Occupations

ESCO, the European skills vocabulary

This is the European Commission’s classification of skills, competences, qualifications and occupations. This certificate is linked to it through the skills below. Each link opens the official record.

Knowledge & research

Related scientific readings

Scientific readings related to this certificate.

Preparation included

To prepare for the assessment

After purchase, a preparatory course is available: 6 written modules, without an instructor, at your own pace. You are not required to follow it before opening the assessment. Each module sets out the notions, a commented case, the points to keep and a FAQ. It covers Map, Break, Stock and Supplier.

When you are ready, you enter the assessment: a file already open, incomplete facts, conflicting views. You move through successive decisions. This is not a full taught programme with pedagogical supervision.

Structured written course

Notions, objectives and concrete examples, organised progressively.

Applied case

A commented professional situation to anchor the theory.

FAQ and preparation

Frequent doubts, then questions to go further on your own.

  1. Module 1: Map Resilience starts with seeing. Many disruptions look like surprises only because the weak node was invisible. A port strike exposes that every shipment relied on the same terminal. A missed chemical input halts a factory because all formulations pointed to one plant. When the network is not mapped, risk hides in plain sight. This module helps you make your network visible to the level where one node can stop an order. Mapping is not a glossy diagram. It is a disciplined inventory of nodes, flows, and attributes that let you judge criticality. The goal is to know exactly which supplier site, line, or logistics hub touches a given SKU, and how long you can operate if it fails. When you can compare time to survive with time to recover, you can spot the single node before it breaks and prepare a credible move.
  2. Module 2, Break: Decide What You Stop Promising the Client Resilience often starts with subtraction. When supply becomes uncertain or demand surges beyond capacity, what keeps you credible is not heroic improvisation but a deliberate pause on some promises. A controlled break lets you stop promising what you cannot reliably deliver, then reframe offers, service levels, and lead times so that each new commitment is achievable. The goal is not to retreat indefinitely, but to buy time and headroom to make better choices in the next modules. This module focuses on how to decide and execute that break. You will learn how to identify the commitments that create the most risk for the least value, how to quantify the impact of not promising them, and how to build a customer-facing message that is truthful, specific, and early. The method relies on data you already have in your order book and ERP, light analysis, and a short decision loop that you can repeat every week while the disruption lasts.
  3. Module 3/6, Stock: Build Useful Buffers, Not Warehouses of Fear Inventory is a choice, not a fate. You hold stock to absorb uncertainty in demand and supply, to decouple processes, to meet service promises, and to buy time when plans are wrong. When buffers are intentional and right-sized, they reduce fragility and protect revenue. When they are excessive or misplaced, they hide problems, tie up capital, and increase obsolescence. This module gives you a practical way to tell the difference and act on it. Resilience requires clarity on what you protect and why. Not every item deserves the same protection. The cost of a stockout is not uniform, and neither is the risk of supply delay or quality failure. You will learn to segment items, quantify variability, and set service targets that reflect consequence, not habit. You will also learn to place buffers where they do the most good per unit of cash and space.
  4. Module 4/6 · Supplier: Duplicate, Reshore, or Own the Risk Suppliers are where most supply chains become fragile. You can run a stable plan and still miss targets if a single upstream site fails. This module gives you a practical lens to decide whether to duplicate a source, reshore or nearshore production, or keep a single supplier while owning the risk with buffers and governance. It is written for decisions that must fit real budgets, lead times, and customer commitments. You will work with a small set of measures that executives understand: time to recover, time to survive, dependency ratio, criticality, and total landed cost with a resilience premium. You will map exposure at the part or service level, quantify what a break would cost per week, and then test three options against that exposure. If you can express your trade in weeks of protection and cash, you can win alignment quickly.
  5. Module 5, Transport: Choosing a Route When the First is Closed Routes close. A port terminal goes on strike, a canal restricts transits, a border imposes new controls, or a storm grounds flights. When the first route is gone, the clock starts. Your task is not to wait for normal operations to return. It is to diagnose the closure, generate viable alternatives, decide a bypass, and communicate a credible delivery date before someone else decides for you. This module is operational. You will learn how to scan disruptions, quantify their impact, assemble alternate routes across modes, and score options under the pressure of lead times, capacity, documentation, and insurance. You will practice the decision logic and the brief you must give carriers, customs brokers, warehouse teams, and your customer, so execution matches your choice. The focus is transport, but you will connect choices to inventory and customer promise.
  6. Client In resilient supply chains, credibility with clients is earned in difficult moments. Delays will happen. What matters is how quickly you detect them, how transparently you quantify the new timeline, and how constructively you propose alternatives. This module shows you how to decide when to declare a delay, how to craft the message, whom to inform, and how to follow through until delivery is complete. You will link signals from upstream (breaks, stock gaps, supplier and transport issues) to a concrete decision at the client interface. You will turn uncertain lead times into an estimated arrival window with stated confidence, select a communication channel and cadence, and frame options that fit commercial commitments and operational constraints.