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CIPS L4M5 Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Know how to prepare for negotiations with external organisations	35%	- Cost and price analysis 1. Cost modelling and price analysis techniques 2. Types of costs and pricing structures - Planning and resources 1. Information gathering and market intelligence 2. Team roles and preparation plans - Negotiation criteria and objectives 1. Defining measurable outcomes 2. Prioritising issues and trade-offs - Economic and market factors 1. Supply and demand conditions 2. Market structure and competition 3. Inflation, exchange rates and risk factors
Topic 2: Understand key approaches in the negotiation of commercial agreements with external organisations	35%	- Application of commercial negotiations in procurement and supply 1. Sources and management of conflict 2. Team and stakeholder management in negotiation 3. Definitions and purpose of commercial negotiation 4. Position within the CIPS procurement cycle - Types of negotiation approaches 1. Distributive / competitive (win-lose) 2. BATNA, target setting and reservation price 3. Collaborative / integrative (win-win) 4. Pragmatic and principled negotiation styles - Power dynamics in negotiation 1. Impact of power balance on outcomes 2. Sources of power and influence 3. Relationship types and their effect on negotiation
Topic 3: Understand how commercial negotiations should be undertaken	30%	- Review and improvement 1. Documenting agreements and lessons learned 2. Evaluating results and performance - Stages of negotiation 1. Opening, exploring, bargaining, closing and implementing - Tactics and influencing methods 1. Managing concessions and deadlocks 2. Persuasion and influencing techniques 3. Cultural and ethical considerations - Communication skills 1. Active listening and questioning 2. Non-verbal communication and emotional intelligence

Section

Weight

Objectives

Topic 1: Know how to prepare for negotiations with external organisations

35%

- Cost and price analysis

1. Cost modelling and price analysis techniques
2. Types of costs and pricing structures

- Planning and resources

1. Information gathering and market intelligence
2. Team roles and preparation plans

- Negotiation criteria and objectives

1. Defining measurable outcomes
2. Prioritising issues and trade-offs

- Economic and market factors

1. Supply and demand conditions
2. Market structure and competition
3. Inflation, exchange rates and risk factors

Topic 2: Understand key approaches in the negotiation of commercial agreements with external organisations

35%

- Application of commercial negotiations in procurement and supply

1. Sources and management of conflict
2. Team and stakeholder management in negotiation
3. Definitions and purpose of commercial negotiation
4. Position within the CIPS procurement cycle

- Types of negotiation approaches

1. Distributive / competitive (win-lose)
2. BATNA, target setting and reservation price
3. Collaborative / integrative (win-win)
4. Pragmatic and principled negotiation styles

- Power dynamics in negotiation

1. Impact of power balance on outcomes
2. Sources of power and influence
3. Relationship types and their effect on negotiation

Topic 3: Understand how commercial negotiations should be undertaken

30%

- Review and improvement

1. Documenting agreements and lessons learned
2. Evaluating results and performance

- Stages of negotiation

1. Opening, exploring, bargaining, closing and implementing

- Tactics and influencing methods

1. Managing concessions and deadlocks
2. Persuasion and influencing techniques
3. Cultural and ethical considerations

- Communication skills

1. Active listening and questioning
2. Non-verbal communication and emotional intelligence

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L4M5 Test Questions Vce, Exam L4M5 Reference

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CIPS Commercial Negotiation Sample Questions (Q346-Q351):

NEW QUESTION # 346
Which of the following are ways of developing rapport when undertaking a negotiation?

A. 1 and 2 only (Engaging in assertive communication and Using probing questions)
B. 1 and 3 only (Engaging in assertive communication and Engaging in active listening)
C. 2 and 4 only (Using probing questions and Actively showing empathy)
D. 3 and 4 only (Engaging in active listening and Actively showing empathy)

Answer: D

NEW QUESTION # 347
A procurement manager has decided to bring in a junior member of their team to a negotiation meeting.
Which of the following would be suitable roles for this junior member of the team?
Note taker
Expert
Observer
Chair

A. 1 and 3
B. 1 and 2
C. 3 and 4
D. 2 and 3

Answer: A

Explanation:
A junior team member can effectively contribute as a note taker (1) and observer (3), allowing them to support the meeting without taking on roles that require more experience, like chairing or serving as an expert. This aligns with CIPS's recommendations for assigning junior roles in negotiations.

NEW QUESTION # 348
Which of the following situations would increase a buyer's bargaining power?

A. There are few substitute products or services to the requirement
B. Their spend is a high proportion of a supplier's revenue
C. The buyer's requirement is urgent and cannot be postponed
D. There are many buyers in the market for the same goods or services

Answer: B

Explanation:
When a buyer's purchase represents asignificant portion of a supplier's revenue, it increases the buyer's leverage. The supplier has a vested interest in maintaining the relationship and is more likely to make concessions to preserve the account.
"Buyer power increases when the buyer represents a large portion of the supplier's total sales. This dependency increases the buyer's ability to influence terms." (L4M5 Commercial Negotiation, 2nd edition, Section 2.3 - Bargaining Power Analysis)

NEW QUESTION # 349
A garden furniture supplier who is currently in negotiations for a high-value contract has offered the procurement manager a visit to their site. The supplier suggests that during this visit, they can undertake the contract negotiation. What would be an appropriate response from the procurement manager?

A. Decline the offer as it would take too much time to go and visit the supplier
B. Accept the offer as this would save time; a supplier visit and negotiation could be done at the same time
C. Accept the offer as this would be an ideal opportunity to see what the supplier can offer and will provide the supplier with familiarity while negotiating
D. Decline the offer as negotiating while on a site visit will provide the supplier with an unfair advantage, as they will be in a familiar environment

Answer: D

Explanation:
Negotiating at the supplier's site can give the supplier a psychological advantage due to their familiarity with the setting. To ensure a neutral and balanced negotiation environment, it's preferable to conduct negotiations in a neutral location or through structured channels, as recommended in CIPS's guidance on negotiation settings.

NEW QUESTION # 350
A building firm has been awarded a contract to build a new office block, and the building firm needs to separate its direct and indirect costs.
Which one of the following is a direct cost to the building of the new office block?

A. Cost of legal fees
B. Cost of materials
C. Cost of office space
D. Cost of insurance

Answer: B

NEW QUESTION # 351
......

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