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CIPS L4M5 Exam Syllabus Topics:

SectionObjectives
Understand the interpersonal skills required for effective negotiation- Analyze the interpersonal skills required for effective negotiation
  • 1. Assertiveness
  • 2. Body language and non-verbal communication
  • 3. Influencing and persuasion skills
  • 4. Questioning and listening skills
- Understand the behavioral aspects of negotiation
  • 1. Concessions and trade-offs
  • 2. Conflict handling styles
  • 3. Perception and bias
  • 4. Ethical and unethical practices
Understand the stages of commercial negotiations in procurement and supply- Understand the stages of a commercial negotiation
  • 1. Preparation and planning
  • 2. Closure and agreement implementation
  • 3. Defining the ground rules
  • 4. Bargaining and problem solving
  • 5. Clarification and justification
- Analyze the types of approaches that can be pursued in commercial negotiations
  • 1. Integrative (win-win) approaches
  • 2. The influence of power and trust in negotiations
  • 3. Distributive (win-lose) approaches
  • 4. Pragmatic and principled approaches
Understand how to prepare for negotiations in procurement and supply- Analyze the factors that impact on the approach to commercial negotiations
  • 1. Ownership and stakeholder perspectives
  • 2. The position of buyers and sellers
  • 3. The impact of time limits and deadlines
  • 4. Policies, procedures and protocols
- Understand how to prepare for a negotiation
  • 1. Zones of potential agreement (ZOPA)
  • 2. Defining objectives and variables
  • 3. The use of bargaining mixes and trade-offs
  • 4. The best alternatives to a negotiated agreement (BATNA)

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CIPS Commercial Negotiation Sample Questions (Q273-Q278):

NEW QUESTION # 273
Which of the following are most likely to be indirect costs of a garment manufacturer? Select THREE that apply.

Answer: D,E,F

Explanation:
:
Indirect costs are those cost that are not directly attributable to production. Examples of indirect costs including the following:
Indirect labour: This covers every person in the factory who does not directly perform a production operation such as managers, supervisors, engineers, store personnel, clerks, maintenance staff, porters, canteen staff, security and cleaners etc.
Expenses: Included in this element is every fixed and variable expenses incurred in operating the factory, such as rent, rates, utilities, insurance, depreciation, maintenance, air conditioning and the various types of energy generation required by a clothing factory.
Indirect materials: Also known as consumables, this element contains all the materials not directly connected to the makeup of a garment. Some of the typical items involved are office materials, spare parts, marker paper, maintenance materials, chalk & pins.
Direct costs are those costs of a product/service directly attributable/traceable to its production. Examples of direct costs including the following:
Direct Materials: Direct materials are all the materials and trimmings which go into the construction and finish of the garment. Typically, these materials would include cloth, lining, fusible, zips pads, tapes, labels, tickets, hangers and packaging materials.
Direct Labour: This cover the cost of all the labor directly involved in producing the garment and could include cutting, fusing, regular sewing, special machine operations, pressing, finishing, inspection and packing. Labor of all types and grade has a direct overhead which include holiday pay, sick pay, fringe benefits etc and the statutory payments made by the employer for each employee. This is usually expressed as a percentage of salary and when this percentage is added to the employee's wage, it becomes the basis for calculating direct labor costs.


NEW QUESTION # 274
A supplier has offered international football tickets to the procurement manager while they are in the middle of a contract negotiation. What should the procurement manager do?

Answer: B


NEW QUESTION # 275
Why is rapport building with the supplier important during the opening phase of a negotiation?

Answer: A

Explanation:
Building rapport sets apositive tonefor the negotiation and encourages openness. It is particularly vital during theopening phase, where first impressions are formed, and trust begins to build. Trust facilitates moreconstructive dialogue, enhances collaboration, and helps parties exploremutual interests.
"Developing rapport at the start of negotiations helps to foster trust and cooperation. This enhances the likelihood of reaching agreements that are mutually beneficial." (L4M5 Commercial Negotiation, 2nd edition, Section 3.4 - The Opening Phase and Relationship Building)


NEW QUESTION # 276
A procurement professional is sourcing low value items. He conducts market analysis and realise that these items can be provided by many suppliers and switching cost between suppliersis relatively low. He also assume that the relationship between buyer and supplier will be transactional rather than long-term. According to Thomas-Kilmann conflict model instrument, which of the following is the most appropriate style that the procurement professional should adopt when negotiating with these suppliers?

Answer: C

Explanation:
According to Thomas-Kilmann conflict model instrument, there are 5 conflict management styles:
Graphical user interface, text, application, email Description automatically generated

In this scenario, the buyer's bargaining power is stronger than suppliers', and the relationship is transactional.
Therefore, to get the most preferable outcome, the procurement professional can take an assertive approach, while he doesn't need to co-operate closely with these suppliers. Competing will be the most appropriate approach to negotiation in this scenario so that the buying organisation can get a better deal.


NEW QUESTION # 277
An organization should develop different relationships which are appropriate to each supplier situation.
Which ONE of the following analysis methods could help to identify these?

Answer: C

Explanation:
The relationship spectrum categorizes supplier relationships based on factors like strategic importance, allowing organizations to tailor their approach to each supplier relationship. CIPS emphasizes the relationship spectrum as a valuable tool for assessing and managing supplier interactions based on strategic relevance.


NEW QUESTION # 278
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