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CIPS L4M5 Exam Syllabus Topics:

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

Section

Objectives

Topic 1: Understand the interpersonal skills required for effective negotiation

- Understand the behavioral aspects of negotiation

1. Ethical and unethical practices
2. Conflict handling styles
3. Perception and bias
4. Concessions and trade-offs

- Analyze the interpersonal skills required for effective negotiation

1. Assertiveness
2. Questioning and listening skills
3. Body language and non-verbal communication
4. Influencing and persuasion skills

Topic 2: Understand the stages of commercial negotiations in procurement and supply

- Analyze the types of approaches that can be pursued in commercial negotiations

1. Pragmatic and principled approaches
2. Integrative (win-win) approaches
3. The influence of power and trust in negotiations
4. Distributive (win-lose) approaches

- Understand the stages of a commercial negotiation

1. Closure and agreement implementation
2. Clarification and justification
3. Bargaining and problem solving
4. Defining the ground rules
5. Preparation and planning

Topic 3: Understand how to prepare for negotiations in procurement and supply

- Analyze the factors that impact on the approach to commercial negotiations

1. The impact of time limits and deadlines
2. Policies, procedures and protocols
3. Ownership and stakeholder perspectives
4. The position of buyers and sellers

- Understand how to prepare for a negotiation

1. The use of bargaining mixes and trade-offs
2. Zones of potential agreement (ZOPA)
3. Defining objectives and variables
4. The best alternatives to a negotiated agreement (BATNA)

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CIPS Commercial Negotiation Sample Questions (Q67-Q72):

NEW QUESTION # 67
In what circumstances is the bargaining power of suppliers likely to be high, in relation to buyer power?
Select THREE that apply.

A. The supplier has highly specialized machinery
B. The buying firm is large in comparison to the supplier
C. The volume required is low
D. The demand is not urgent
E. The number of suppliers is limited
F. The product the buyer requires is undifferentiated

Answer: A,C,E

Explanation:
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

NEW QUESTION # 68
Which of the following are most likely to be sources of conflict that can emerge from the content of commercial negotiations? Select TWO that apply.

A. Cultural differences
B. Payment terms
C. Contract governing law
D. Requisition
E. Framework arrangement

Answer: B,C

Explanation:
There are multiple sources of divergent positions that can arise in situations where money is exchange for goods and services. There are 2 different types of sources. Those that arise from the content or subject matter of the negotiation (what is being negotiated) and those that arise from the process of negotiation (how it is being negotiated).
Sources of divergent position - the content of negotiation:
Table Description automatically generated

Cultural differences are the source of conflict in the process of negotiation.
Requisition is an internal document raised by user or store to communicate to procurement the need to buy the product or service specified. This is merely a internal document.
Framework arrangement is a rather loose set-up, without any legal standing. It usually occurs when an organisation has decided for itself to limit the number of suppliers it is willing to work with and, through a purely internal process, sets up an approved list of such suppliers.
LO 1, AC 1.1

NEW QUESTION # 69
Where there are high levels of commitment to relationships between both the buyer and supplier, this is seen as collaborative and beneficial to negotiations. Is this statement correct?

A. Yes, characteristics include risk management and strategic planning
B. Yes, characteristics include arm's length transactions and minimal communication
C. No, collaboration does not require commitments from either side
D. No, this can be classified as adversarial

Answer: A

NEW QUESTION # 70
XYZ Ltd needs to purchase a bundle of IT products from suppliers. The procurement manager requests details of costs regarding designing and managing those products. After receiving reports from suppliers, she realises that they have charged up to a 1,095% mark-up on IT products. In order to ensure value for money, which of the following should be a priority pricing arrangement of the procurement manager in the negotiation with these IT suppliers?

A. Cost plus arrangement
B. Market penetration pricing
C. Premium pricing
D. Market skimming

Answer: A

Explanation:
In the scenario, the main cost driver is suppliers' mark-up. The priority should be limit the margin to be added.
XYZ Ltd can agree "cost plus"contracts with their suppliers to ensure no IT product purchased exceeds an agreed maximum margin level. Procurement teams can use their benchmarking tools to police these contracts.
Cost plus contracts are agreements where the contractor's pricing is based on itemising allowable costs and then adding an agreed margin.
Market penetration pricing - pricing low to win a large share of the market Market skimming - pricing a new product high in order to make a large profit from the purchases by initial customers. This is an effective strategy only in the absence of competition.When competition appears, market skimmers usually drop their prices Premium pricing - usually pricing high because the market is prepared to pay extra for the kudos associated with the product, thanks to, say, a reputation for quality, or a highly fashionable brand name, and so on

NEW QUESTION # 71
Distributive approach in negotiation is typified by which of the following?

A. Both parties understand each other's goals
B. Both parties share 50:50 of the 'pie'
C. Each party attempts to maximise the value obtained at other's expense
D. Distributive approaches are inherently inferior tointegrative approaches in commercial negotiation

Answer: C

Explanation:
Distributive approach to negotiation used when the interested parties are attempting to divide something up or distribute something of value, also known as zero-sum approach or win-lose. Commercial situations often demand a distributive bargaining approach, if the 'pie' is inherently of a fixed size. In this case, any conflicts must be resolved by sharing it.
In win-lose approach, a negotiator wants to maximise the value obtained in a single deal, the relationship with the other party is not important. Therefore, a strong party may win more than 50% of the metaphorical 'pie'.
It should not be assumed that win-win can be applied to all commercial negotiations, or that win-lose approaches are inherently inferior.

NEW QUESTION # 72
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