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The CIPS L4M5 exam format comprises multiple-choice questions and a case study that requires the candidate to apply their knowledge of negotiation skills in a practical scenario. The case study is designed to test the candidate's ability to identify the key issues and stakeholders involved, develop a negotiation strategy, and apply appropriate tactics to achieve a positive outcome. L4M5 Exam Duration is two hours, and the candidate must achieve a minimum of 50% to pass.
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CIPS L4M5 exam is a crucial certification for procurement and supply chain professionals who wish to enhance their negotiation skills in commercial settings. L4M5 exam covers a range of topics, including negotiation planning, strategies, tactics, and techniques, and assesses the candidate's ability to apply these concepts to real-life commercial scenarios. Successfully passing the exam demonstrates the candidate's expertise and practical skills required to negotiate complex commercial agreements confidently and provides a pathway to further professional development and career advancement.
As a reputable professional certification, the CIPS L4M5 Certification provides procurement professionals with added credibility and recognition in the industry. Employers and clients often seek professionals with globally recognized certifications, and the CIPS L4M5 Certification gives candidates a competitive edge in the job market. Overall, the certification is an excellent investment for procurement professionals looking to advance their careers and improve their knowledge and skills in commercial negotiation.
NEW QUESTION # 329
Stalemate is morelikely to happen if both parties trade more variables in a commercial negotiation. Is this assumption true?
Answer: A
Explanation:
Explanation
Negotiation variables such as price or contract length, etc arethat can be traded with TOP in a negotiation. The more variables you can identify, the better. The more variables you can identify and articulate, the lower the chances of the negotiation reaching deadlock as more possibilities are facilitated regarding more creative solutions.
Below are examples of negotiation tradeables in buying professional services:
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LO 2, AC 2.3
NEW QUESTION # 330
Personal power is only used in distributive approach. Is this statement true?
Answer: D
Explanation:
Explanation
Power, or more precisely perceptions of power,are critically important in understanding the commercial negotiation process. From a commercial negotiation point of view (under any circumstances, either integrative or distributive approach), CIPS is interested in power from both a personal and organisational perspective.
When you are negotiating on behalf of your employer, you bring the power of your organisation (its brand, reputation and purchasing spend) as well your own personal power (6 sources of personal power, based on French and Raven's power base model) to the negotiation.
In both integrative and distributive approaches, personal power plays an important role. It helps both parties push through negotiating barriers and secure commitment and final agreement LO 1, AC 1.3
NEW QUESTION # 331
Which of the following are typical characteristics of activity-based costing (ABC) method? Select TWO that apply.
Answer: B,E
Explanation:
:
Activity-based costing is an alternative approach to traditional absorption costing. The characteristics of these two methods are illustrated in the graph below:
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NEW QUESTION # 332
Which of the following best describes Leverage quadrant in Kraljic matrix?
Answer: A
Explanation:
In 1983, Peter Kraljic devised a means to segment the supplier base in the article in HBR. In this, he argued that supply items should be mapped against two key dimensions: risk and profitability.
Risk relates to the likelihood for an unexpected event in the supply chains to disrupt operations. For instance, in important areas of spend, such as tire suppliers for an automotive are business critical, and should a disruption occur, the auto company is likely itself to face substantial problems.
Profitability describes the impact of a supply item upon the bottom line. For certain areas of spend, such as stationery, supplies have only a negligible effect on profits. In other categories, a single source of supply can make or break a business.
Putting these two dimensions together yields a classic two-by-two matrix.
Source: Peter Kraljic, HBR
NEW QUESTION # 333
Katie is preparing a negotiation with a strategic supplier. Through deep market analysis, she realises that her company and the supplier have equal bargaining power. Via regular communication, Katie knows that both parties are arguing on amount of liquidated damages and neither party shall concede all of their requirements but some are negotiable. Katie and her counterpart from supplying company still desire a long-term relationship and hope that the meeting between them will be a solution for current situation. Which of the following is the most appropriate approach that Katie should adopt to achieve the above outcome?
Answer: D
Explanation:
Competing is assertive and uncooperative, a power-oriented mode. When competing, an individual pursues his or her own concerns at the other person's expense, using whatever power seems appropriate to win his or her position. Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win. Competing will not allow long-term relationship to flourish.
Compromising is intermediate in both assertiveness and cooperativeness. When compromising, the objective is to find an expedient, mutually acceptable solution that partially satisfies both parties. Compromising falls on a middle ground between competing and accommodating, giving up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding but doesn't explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position. It is a valid approach when long-term relationships are at stake and it is important to find some common ground on which to base an agreement. Both sides get something but not everything. Therefore, this is the most appropriate for this scenario.
Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately pursue his or her own concerns or those of the other person. He or she does not address the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation. In the scenario, both parties want to take the opportunity, then avoiding is not an appropriate solution.
Accommodating is unassertive and cooperative-the opposite of competing. When accommodating, an individual neglects his or her own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when you would prefer not to, or yielding to another's point of view. In the scenario, neither party shall concede all of their requirements, it is unnecessary to adopt this approach.
LO 1, AC 1.1
NEW QUESTION # 334
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