試験の準備方法-効率的なL4M5専門試験試験-実用的なL4M5模擬体験

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CIPS L4M5 Exam Syllabus Topics:

SectionObjectives
Negotiation strategies and tactics- Approaches to negotiation
  • 1. Collaborative and competitive strategies
    • 2. Concession strategies
      • 3. Tactical behaviours and influence techniques
        Negotiation fundamentals- Principles of commercial negotiation
        • 1. Definition and purpose of negotiation
          • 2. Types of negotiation (distributive vs integrative)
            Negotiation planning and preparation- Preparation techniques
            • 1. BATNA and reservation points
              • 2. Information gathering and analysis
                • 3. Setting objectives and targets
                  Power, ethics and communication in negotiation- Influencing factors
                  • 1. Ethical considerations in negotiation
                    • 2. Sources of negotiation power
                      • 3. Communication and interpersonal skills

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                        試験の準備方法-真実的なL4M5専門試験試験-ユニークなL4M5模擬体験

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                        CIPS Commercial Negotiation 認定 L4M5 試験問題 (Q62-Q67):

                        質問 # 62
                        Which of the following are stages of a win-win approach to negotiations?
                        * Find out where the interests of both parties align
                        * Design new options, where everyone gets more of what they need
                        * Limit the resources to a fixed number
                        * Insist that the agreement includes subjective regulatory standards

                        正解：A

                        解説：
                        A win-win (integrative) negotiation focuses on shared interests and joint value creation. The first step is identifying where both parties' interests align, followed by designing creative options that allow both sides to gain more of what they need. Limiting resources and imposing subjective standards are characteristics of distributive or adversarial approaches and restrict value creation. CIPS clearly distinguishes integrative negotiation as collaborative, interest-based, and solution-focused, particularly suitable for long-term and strategic supplier relationships.
                        Reference: CIPS L4M5 Commercial Negotiation (CORE), 2nd edition - LO 1.1: Stages and principles of integrative (win-win) negotiation.


                        質問 # 63
                        Which of the following are signs indicating that the trust between buyer and supplier has improved? Select TWO that apply.

                        正解：A、D

                        解説：
                        Signs of trust in business relationships
                        * Mutually agreed and managed objectives
                        * Sharing information
                        * Managing conflict through joint problem solving
                        * On time delivery of products and services
                        * High-performance teams that feel empowered to get the job done
                        * Supplier welcomes opportunity to innovate
                        * Both parties share ideas and insight
                        * Clear criteria for decision making
                        LO 1, AC 1.4


                        質問 # 64
                        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?

                        正解：B

                        解説：
                        Reference: CIPS L4M5 Study Guide, Section 3.1 - Planning and Preparation for Negotiation


                        質問 # 65
                        Which of the following are most likely to turn buying organisation into an unattractive customer in supplier's perspective? Select TWO that apply.

                        正解：A、C

                        解説：
                        :
                        Becoming a preferred customer to supplier's perspective can increase the purchaser's leverage in negotiation.
                        Beside the size of buying organisation or its spend, the following may be sufficient to differentiate the buyer from other buying organisations:
                        Simple procurement processes: Using SRM technology may help to simplify the process Simple contracting processes Clear and concise documentation: Reduced paperwork helps both supplier and buyer save their time and resources.
                        Absence of onerous supplier terms and conditions
                        On-time payment
                        Transparent processes: Unclear tender award criteria can be seen as opaque. Suppliers who attended the tendering processes cannot know the reasons why their bids are rejected and hesitate to attend other tendering.
                        Ethical behaviour: Suppliers may prefer a buyer who adopts CSR policy because they can predict potential customer's behaviour. Demands for kickback are unethical behaviours.


                        質問 # 66
                        In what circumstances is the bargaining power of suppliers likely to be high, in relation to buyer power?
                        Select THREE that apply.

                        正解：B、C、D

                        解説：
                        Supplier bargaining power is stronger when there arefew suppliers,low volume requirementsfrom buyers, and when suppliers possessunique capabilities or technology(like specialized machinery). These conditions reduce buyer leverage and increase supplier influence.
                        Reference: L4M5 Commercial Negotiation 2nd edition (CORE), Section 2.3 - Market Structures and Bargaining Power


                        質問 # 67
                        ......

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