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Chartered Institute of Procurement and Supply（CIPS）L4M5認定試験は、商業交渉の分野で専門家の知識とスキルをテストするために設計されています。この認定は世界的に認識されており、調達およびサプライチェーン業界で非常に尊敬されています。この試験では、交渉戦略、法的考慮事項、コミュニケーションスキルなど、商業交渉に関連するさまざまなトピックをカバーしています。

CIPS L4M5 認定試験の出題範囲：

トピック	出題範囲
トピック 1	Understand key approaches in the negotiation of commercial agreements with external organisations Sources of conflict that can arise in the work of procurement and supply
トピック 2	Building relationships based on reputation, and trust Repairing a relationship The relationship spectrum
トピック 3	How behaviours should change during the different stages of a negotiation Compare the key communication skills that help achieve desired outcomes
トピック 4	Organisational power: comparing the relative power of purchasers and suppliers Explain how the balance of power in commercial negotiations can affect outcomes
トピック 5	Team management and the influence of stakeholdebest alternative to a negotiated agreement (BATNA)rs in negotiations Definitions of commercial negotiation
トピック 6	Macroeconomics and its influence on commercial negotiations Contrast the economic factors that impact on commercial negotiations
トピック 7	Identify the different types of relationships that impact on commercial negotiations Pragmatic and principled styles of negotiation

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パススルーのL4M5認証pdf資料 | 最初の試行で簡単に勉強して試験に合格する & 完璧なL4M5: Commercial Negotiation

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CIPS Commercial Negotiation 認定 L4M5 試験問題 (Q381-Q386):

質問 # 381
Active listening in negotiation includes which of the following activities?
1. Hearing
2. Interpreting
3. Rapport
4. Influence

A. 1 and 2 only
B. 3 and 4 only
C. 2 and 3 only
D. 1 and 3 only

正解：A

解説：
Listening is a hugely important skill in the world of work. It's a key part of effective communication [...].
Regarding active listening, there is a model called 'The SIER Hierarchy of Active Listening'. It details four key stages required for effective listening. As with all models associated with active listening, its purpose is to help the listener be a better, more effective listener who really hears what is being said, connects with the individual with whom they are communicating and builds effective relationships.
The model is a hierarchical model meaning that each stage builds on the stage before it. While the model is sometimes used for training in the sales arena, it is helpful in all walks of life. The stages of the model are:
Sensing (including hearing and watching body language), Interpreting, Evaluating and Responding.
Reference:
- CIPS study guide page 171-173
- The SIER Hierarchy of Active Listening: Become a Better Listener
LO 3, AC 3.3

質問 # 382
Professional buyer is planning for the next negotiation of a simple one-off contract. This negotiation is typified by which of the following? Select TWO that apply.

A. Pricing is the most important criterion
B. Arm's-length approach
C. Total cost of ownership is the most important criterion
D. Vendor ratings will be used
E. Continuous dialogue with supplier

正解：A、B

解説：
:
Professional buyers, when planning or engaging in negotiation with suppliers, should always be aware of where the intended and actual relationship with this supplier is positioned on the 'spectrum' or 'continuum' of commercial relationships. The relationship spectrum describes the range of commercial relationships between a buyer and supplier based on richness of communication, longevity and mutual dependence.
Timeline Description automatically generated

In the question, the contract is simple one-off (or spot buy), which means the relationship will likely to be more transactional. In such relationship, price is the most important criteria and buyer may adopt arm's-length approach.

質問 # 383
Buying organisation may increase its leverage with suppliers by concentrating spend. Which of the following are most likely to be forms of supplier spend consolidation? Select THREE that apply.

A. Paying supplier on time
B. Volume redistribution
C. Forming purchasing consortia
D. Volume consolidation across categories
E. Volume separation
F. Simplify procurement process

正解：B、C、D

解説：
Buying organisation may increaseits leverage with suppliers by concentrating spend. Supplier spend consolidation can take many forms as outlined below:
Vendor base reduction: straightforward reduction of number of suppliers in any category Volume pooling: pooling cross organisational requirement until your order volume is high enough to attract new bidders/additional discounts Volume redistribution: making recommendations following spend analysis to move from one supplier to another Volume consolidation across categories: certainpurchase requirements may be common across a number of categories Standardisation and harmonisation of specifications: analysis of specifications and standards for a high spend purchased input, may show that there is a little difference between them and that the specification can be standardised or at least harmonised across the group or across national, regional or global operations.
Forming purchasing consortia: buyers may decide to come together and combine their purchase volumes to attract better deals.

質問 # 384
Two firms negotiating a contract have an adversarial relationship. What type of negotiation would you expect?

A. Win-win negotiations
B. Collaborative negotiations
C. Lose-lose negotiations
D. Win-lose negotiations

正解：D

解説：
Adversarial relationships typically lead to distributive (win-lose) negotiations, where each party seeks maximum gain at the other's expense. Trust is low, information is withheld, and concessions are hard-fought.
While it can deliver short-term wins, it risks damaging long-term relationships and may reduce overall value.
Collaborative, integrative approaches are more sustainable, but adversarial conditions often prevent them.
CIPS highlights the importance of recognising relationship dynamics before selecting negotiation style, as forcing integrative approaches in adversarial contexts may be unrealistic.
Reference: CIPS L4M5 (2nd ed.), LO 1.1 - Adversarial vs collaborative negotiation approaches.

質問 # 385
Commercial negotiations on price cover various aspects, including pricing arrangements. A buyer may negotiate a fixed-price agreement. Why is a fixed-price agreement advantageous to the buyer?

A. The buyer will benefit from any savings the supplier makes from efficient cost management of the contract
B. Suppliers always seek price agreements that include cost-sharing incentives
C. Suppliers calculate prices using fixed costs, which the buyer must counteract by pushing for a fixed- price agreement
D. The buyer will not need to monitor the supplier's costs relating to the contract

正解：D

解説：
In fixed-price agreements, cost-overrun risk is transferred to the supplier, giving the buyer price certainty and reducing the need for ongoing cost scrutiny. Monitoring focuses on delivery to specification and timing, not on the supplier's internal cost build-up (unlike cost-plus).
Reference: CIPS L4M5 (2nd ed.), LO 2.2 - Pricing arrangements and risk allocation (fixed-price vs cost-plus).

質問 # 386
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