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| Section | Weight | Objectives |
|---|---|---|
| Know how to prepare for negotiations with external organisations | 35% | - Cost and price analysis
|
| Understand key approaches in the negotiation of commercial agreements with external organisations | 35% | - Power dynamics in negotiation
|
| Understand how commercial negotiations should be undertaken | 30% | - Review and improvement
|
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NEW QUESTION # 275
In a commercial negotiation, a procurement professional believe that the larger the order quantity from buyer, the lower the supplier's average costs. Is this assumption true?
Answer: A
Explanation:
In some markets, suppliers experience peaks and troughs in demand and so buyers can increase their leverage through developing an understanding of how busy their vendor are at particular time during the year or business cycle and targetting at quieter period. Similarly, if a buyer can develop an understanding of supplier capacity and to what extent have they covered their fixed cost, they may be able to target suppliers when their average costs are likely to be lowest. Vendor's average costs will be higher at low and high capacity utilisation.
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NEW QUESTION # 276
A new manager has been appointed with responsibility for an organisation's category which has major impact on organisational cost base and there are little competitions in the supply market. They have an objective to improve supplier cost structures over time. Which of the following should they carry out first?
Answer: A
Explanation:
:
The objective of the buyer here is to improve supplier cost structures over time, which requires them to have insight into supplier's current cost information. Purchase price cost analysis (PPCA) can help here. PPCA is a method for gathering, analysing and using price and cost information in a systematic way. The process allows the identification of future savings and opportunities to improve current costs.
STEEPLE analysis is used to analyse the macro environment that may have impact on an organisation.
Competitive rivalry is a part of Porter's Five Forces which is a tool for strategy making.
Volume concentration is a way to increase the purchasing quantities in order for a buying organisation to improve its leverage in negotiation.
NEW QUESTION # 277
Which of the following is a source of information on microeconomic factors?
Answer: D
Explanation:
Microeconomic data specific to industries, suppliers, or products can often be found in commodity markets, trade exchanges, and financial databases. These provide detailed insights on supply, demand, pricing, and trends.
Reference: L4M5 Commercial Negotiation 2nd edition (CORE), Section 2.2 - Information Sources for Market and Economic Analysis
NEW QUESTION # 278
Maria, an NHS buyer, needs cost savings due to budget cuts. She plans to achieve savings with a collaborative supplier. Which negotiation approach should she use?
Answer: C
Explanation:
With a collaborative supplier, the appropriate approach is Win-Win (integrative). Both sides aim to create savings while maintaining partnership value. Win-Lose would damage collaboration, while Lose-Lose sacrifices value on both sides. Win-Perceived Win is based on optics rather than actual balance. By adopting a win-win approach, Maria ensures sustainable cost reductions while protecting critical NHS supplier relationships.
Reference: CIPS L4M5 (2nd ed.), LO 1.1 - Win-win strategies in collaborative supplier relationships.
NEW QUESTION # 279
Which of the following are sources of power in organisational relationships?
* Coercive power
* Intruded power
* Referent power
* Tactical power
Answer: B
Explanation:
Coercive powerstems from the ability to apply pressure or sanctions, whilereferent powercomes from reputation, charisma, or respect. These are both recognised power sources in negotiations. "Intruded" and
"tactical" power are not classified within the standard power framework used in CIPS materials.
"Sources of power include coercive (based on threats or penalties), referent (based on personal appeal or influence), and others such as reward, expert, and legitimate power." (L4M5 Commercial Negotiation, 2nd edition, Section 3.1 - Power in Negotiation)
NEW QUESTION # 280
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