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CIPS L4M5 Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Understand key approaches in the negotiation of commercial agreements with external organisations35%- Application of commercial negotiations in procurement and supply
  • 1. Team and stakeholder management in negotiation
  • 2. Position within the CIPS procurement cycle
  • 3. Sources and management of conflict
  • 4. Definitions and purpose of commercial negotiation
- 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. Sources of power and influence
  • 2. Impact of power balance on outcomes
  • 3. Relationship types and their effect on negotiation
Topic 2: Know how to prepare for negotiations with external organisations35%- Economic and market factors
  • 1. Inflation, exchange rates and risk factors
  • 2. Market structure and competition
  • 3. Supply and demand conditions
- Planning and resources
  • 1. Team roles and preparation plans
  • 2. Information gathering and market intelligence
- Negotiation criteria and objectives
  • 1. Prioritising issues and trade-offs
  • 2. Defining measurable outcomes
- Cost and price analysis
  • 1. Cost modelling and price analysis techniques
  • 2. Types of costs and pricing structures
Topic 3: Understand how commercial negotiations should be undertaken30%- Stages of negotiation
  • 1. Opening, exploring, bargaining, closing and implementing
- Review and improvement
  • 1. Documenting agreements and lessons learned
  • 2. Evaluating results and performance
- Tactics and influencing methods
  • 1. Managing concessions and deadlocks
  • 2. Persuasion and influencing techniques
  • 3. Cultural and ethical considerations
- Communication skills
  • 1. Non-verbal communication and emotional intelligence
  • 2. Active listening and questioning

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CIPS Commercial Negotiation Sample Questions (Q87-Q92):

NEW QUESTION # 87
In addition to organisational power, personal power of each negotiator can influence the outcomes of a negotiation. A good negotiator can leverage different sources of power. Is this statement true?

Answer: C

Explanation:
Explanation
Both organisational and personal power have the ability to influence the outcomes of negotiation. Good negotiators recognises the different sources of relative personal power they possess in a negotiation. There is no one superior source of personal power; they will vary in their effectiveness based on the situation. The more personal sources available the better, even if some not used, these can be used as a fallback.
LO 1, AC 1.3


NEW QUESTION # 88
Which of the following are most likely to help buyer become preferred customer in supplier's perspective?
Select TWO that apply.

Answer: A,D

Explanation:
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
- Simple contracting processes
- Clear and concise documentation
- Absence of onerous supplier terms and conditions (onerous supplier terms and conditions mean that obligations imposed on suppliers are greater than their gains)
- On-time payment: The reduction in hassle for both supplier and the buyer, if bills are paid on time, is significant. From the customer's perspective it could also be the opener to agreeing preferential payment terms. A supplier may weigh up that payment on time at 60 days is worth taking, over the current 30-day terms that slip to 90 days and beyond.
- Transparent processes
- Ethical behavior
LO 1, AC 1.3


NEW QUESTION # 89
Which of the following are recognised techniques in contract negotiation? Select THREE that apply.

Answer: B,E,F

Explanation:
The question asks about negotiation techniques which are not present in the book. In this question, there are only 3 recognised techniques:
- Framing and reframing: A frame is an assumption, or set of assumptions, that guides our attention and behavior. Reframing is the ability to identify and significantly change assumptions or perspectives. Framing has a significant impact on the effectiveness of negotiation outcomes and negotiator working relationships.
You can read more on framing and reframing here.
- Anchoring: Anchoring bias is well-known cognitive bias in negotiation and in other contexts. The anchoring bias describes the common tendency to give too much weight to the first number put forth in a discussion and then inadequately adjust from that starting point, or the "anchor." We even fixate on anchors when we know they are irrelevant to the discussion at hand. You can read more on anchoring here.
- Pacing and leading: Pacing and leading is a two-step lever of persuasion. First - You "match your pace" to the person you want to influence in as many ways as possible. You can do this by mimicking the way the person talks, stands, their appearance, etc. You can also mimic less tangible aspects like the way they act, or their emotional state. Second - Once you've set your pace with someone, lead them to whatever decision or behavior you want them to take! You can read more on pacing and leading here.


NEW QUESTION # 90
Which of the following are examples of connected stakeholders in a private organisation? Select TWO that apply.

Answer: C,E

Explanation:
:
Connected stakeholders are those who, by contractual or commercial relationships, have a significant stake in organisation activity. As a general rule, connected stakeholder (with the exception of suppliers) have a low level of influence on procurement negotiations.
Examples of connected stakeholders are: suppliers, customers, bank where the organisation opens its account, shareholders.


NEW QUESTION # 91
Champion Toys (CT) is negotiating a large order with Top Teds. CT has identified lead times, order quantities, and delivery locations as tradeables. At which negotiation stage should CT introduce these tradeables?

Answer: B

Explanation:
Tradeables-variables such as price, delivery, quality, and payment terms-are introduced in the bargaining stage of negotiations. This is the phase where both parties test positions, make concessions, and trade issues to create acceptable packages. Proposing and opening are earlier stages focused on setting out agendas and clarifying needs, while closure comes after tradeables are resolved. Introducing tradeables too early can weaken leverage, and leaving them too late risks deadlock. Bargaining ensures the structured exchange of concessions while protecting the overall bargaining mix.
Reference: CIPS L4M5 (2nd ed.), LO 1.1 - Negotiation stages, bargaining as the point for tradeables.


NEW QUESTION # 92
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