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CIPS L4M2 Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Stakeholder management in defining needs15-20%- Identify and classify stakeholders
  • 1. Power/interest matrix and engagement strategies
  • 2. Internal vs external stakeholders
- Communicate and consult with stakeholders
  • 1. Resolving conflicting requirements
  • 2. Methods for gathering requirements
- Align needs with organisational objectives
  • 1. Strategic alignment and value contribution
Topic 2: Use specifications in procurement and supply20-25%- Advantages and limitations of specification types
  • 1. Risk, cost, flexibility, supplier innovation impact
- Sources for developing specifications
  • 1. Suppliers, industry benchmarks, regulatory requirements
  • 2. Internal stakeholders, technical experts, standards bodies
- Types of specifications
  • 1. Output/outcome-based specifications
  • 2. Conformance vs performance specifications
  • 3. Drawings, samples, brands, technical standards
Topic 3: Devise a business case for requirements sourced externally20-25%- Interpret financial budgets for purchase control
  • 1. Purpose and structure of budgets
  • 2. Cash flow and cost entries
  • 3. Budget performance and variance management
- Criteria for creating business cases
  • 1. Benchmarking requirements
  • 2. Costs, benefits, options, alignment, timescales
- Estimate costs and prices for procurement activities
  • 1. Market data sources for cost/price information
  • 2. Direct and indirect costs
  • 3. Total cost of ownership / whole life costing
  • 4. Cost estimation and budgeting methods
- Influence of business needs on procurement decisions
  • 1. Impact of business needs on purchase types
  • 2. Types of purchase: new, modified rebuy, straight re-buy
  • 3. Procurement's role in developing business cases
Topic 4: Market management in procurement and supply20-25%- Analyse market structures and competition
  • 1. Perfect competition, monopoly, oligopoly, monopolistic competition
  • 2. Impact of market structure on procurement strategies
- Evaluate market information sources
  • 1. Supplier intelligence and market research
  • 2. Industry reports, government data, trade journals
- Assess market forces and trends
  • 1. Technological, legal, economic, social factors
  • 2. Supply and demand dynamics
  • 3. Global vs local market conditions
Topic 5: Legal and regulatory considerations10-15%- Legislation affecting requirements definition
  • 1. Procurement regulations, competition law, standards
- Sustainability and ethical requirements
  • 1. Environmental, social, ethical criteria

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CIPS Defining Business Needs Sample Questions (Q233-Q238):

NEW QUESTION # 233
An IT category buyer wishes to include social and environmental criteria within a supplier specification. The focus is on the avoidance of hardware manufacturing inputs that have been derived from 'conflict minerals', e.
g. from politically unstable areas. Is this the right approach?

Answer: A


NEW QUESTION # 234
Interserve is a construction contractor in UK. When receiving a huge and complex project, Inter-serve's procurement manager assesses the risks by quantifying them and recommends other stake-holders to plan mitigating actions. Is the procurement manager's action justified?

Answer: A

Explanation:
Assessing the risks by quantifying them should be done. Even with qualitative risk assessment, quantifying is still important since risks need to be prioritised.
Risk assessment can be qualitative or quantitative. Perform qualitative and perform quantitative risk analysis are two processes within the project risk management knowledge area, in the planning process group. While qualitative risk analysis should generally be performed on all risks, for all projects, quantitative risk analysis has a more limited use, based on the type of project, the project risks, and the availability of data to use to conduct the quantitative analysis.
Qualitative Risk Analysis
A qualitative risk analysis prioritises the identified project risks using a pre-defined rating scale. Risks will be scored based on their probability or likelihood of occurring and the impact on project objectives should they occur.
Probability/likelihood is commonly ranked on a zero to one scale (for example, .3 equating to a 30% probability of the risk event occurring).
The impact scale is organizationally defined (for example, a one to five scale, with five being the highest impact on project objectives - such as budget, schedule, or quality).
A qualitative risk analysis will also include the appropriate categorization of the risks, either source-based or effect-based.
Quantitative Risk Analysis
A quantitative risk analysis is a further analysis of the highest priority risks during a which a numerical or quantitative rating is assigned in order to develop a probabilistic analysis of the project.
A quantitative analysis:
- Quantifies the possible outcomes for the project and assesses the probability of achieving specific project objectives
- Provides a quantitative approach to making decisions when there is uncertainty
- Creates realistic and achievable cost, schedule or scope targets
In order to conduct a quantitative risk analysis, you will need high-quality data, a well-developed project model, and a prioritized lists of project risks (usually from performing a qualitative risk analysis).
Reference:
LO 3, AC 3.3


NEW QUESTION # 235
Which of the following activities are considered as primary activities of an organization according to Porter's value chain? Select TWO that apply:

Answer: C,D

Explanation:
Primary activities consist of inbound logistics, operations, outbound logistics, sales & marketing, service.
Second activities consist of firm infrastructure, human resource management, technology development and procurement The following graph illustrate the value chain (Source: Smartsheet) Graphical user interface, diagram Description automatically generated

Picking and delivery components is inbound logistics.
Maintenance is an example of operations activity.
Sourcing transportation services is an activity of procurement
Assembly design is an activity in research and development (Technology) Recruiting is an activity of human resource management Reference: CIPS study guide page 71 LO 2, AC 2.1


NEW QUESTION # 236
Royal Navy is preparing a through-life contract. They put to the contract a term on rectification of operational defects and planning and delivery of Fleet Time Support Periods. Which part of through-life requirement does this term belong to?

Answer: B

Explanation:
There are 6 main components of the through-life requirements of an asset: Design, Manufacture, Installation, In-service support, Decommission and disposal and Customer support.
Rectification of operational defects and planning and delivery of Fleet Time Support Periods are maintenance activities which belong to in-service support. You may have chosen Customer support. However, in through-life asset management context, customer support does not include maintenance services. Instead, it is the services that go along the stages of asset life. It may include consulting, communication and information exchange.

Source: Andrew Graves
Reference:
LO 3, AC 3.2


NEW QUESTION # 237
According to Porter's value chain, which of the following activities is categorised as support activity?

Answer: E

Explanation:
Primary activities consist of inbound logistics, operations, outbound logistics, sales & marketing, service.
Second activities consist of firm infrastructure, human resource management, technology development and procurement Graphical user interface, diagram Description automatically generated

Support activities (also known as secondary activities) include Firm infrastructure, Human resource management, Technology development and Procurement. Developing digital SRM technology to manage suppliers better is Technology development.
LO 1, AC 1.2


NEW QUESTION # 238
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