CIPS L4M5対応一発合格

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L4M5の実際の試験をCIPS購入し、スコアを提供したお客様から得られたデータは、L4M5試験問題の高い合格率が98％〜100％であることを示しています。これは、市場で見つけて比較するのが難しいです。そして、GoShiken優秀なクライアントからの数多くの熱烈なフィードバックは、L4M5の勉強の急流だけでなく、オンラインの誠実で役立つ24時間のカスタマーサービスにも高い評価を与えています。これらはすべて、私たちがこのキャリアで最高のベンダーであり、L4M5試験の最初の試行で成功を収める権限があることをCommercial Negotiation証明しています。

CIPS L4M5 Exam Syllabus Topics:

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

Section

Objectives

Understand how to prepare for negotiations in procurement and supply

- Understand how to prepare for a negotiation

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

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

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

Understand the stages of commercial negotiations in procurement and supply

- Understand the stages of a commercial negotiation

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

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

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

Understand the interpersonal skills required for effective negotiation

- Analyze the interpersonal skills required for effective negotiation

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

- Understand the behavioral aspects of negotiation

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

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CIPS Commercial Negotiation 認定 L4M5 試験問題 (Q296-Q301):

質問 # 296
Commercial negotiation ends at the award of a contract. Is this statement true?

A. No, because improvements can be achieved through post-award negotiation
B. No, because real commercial negotiation begins after the contract is awarded
C. Yes, because there are no rooms for negotiation after the contract is awarded
D. Yes, because the supplier will comply with legally binding obligations

正解：A

解説：
Explanation
Negotiation doesn't end after the contract is awarded. The needs for negotiation can arise in anypost-award stages. For example, at supplier development and relationship management stage, improvement in supplier capability, capacity, and product/service range can be negotiated. Negotiations with long-term strategic critical suppliers should be carriedout in a partnering style, with a win-win starting point assumed.
In some sectors such as transport, utilities and infrastructure, tenderers may 'bid low' or even make a loss to win major contracts with a view to negotiating lucrative changes, variationsand 'add-ons' over the life of the contract when the supplier is bedded in and the buyer is in the weaker position to push back or challenge. Even in less complex contract, it is very likely that there will be a need to negotiate with that supplier again after the awarding of the contract.
LO 1, AC 1.1

質問 # 297
Power is used only in adversarial negotiation situations to secure a 'win' outcome against the other side. Is this statement correct?

A. No, the use of power can be necessary in integrative negotiations to help overcome time-wasting issues
B. Yes, it only in adversarial negotiation that the use of power is necessary, because of the win-lose outcome
C. No, the use of power is not important in commercial negotiations as each side only looks for areas of agreement
D. Yes, all negotiations entail a commercial contest which is always adversarial, as the powerful side gains

正解：A

解説：
Reference: CIPS L4M5 Study Guide, Section 1.2 - Approaches to Negotiation

質問 # 298
Which TWO strategies are recognised for achieving a win-lose outcome?
* Making the other party lower its resistance point
* Making the other party believe this settlement is the best it can achieve
* Employing empathy to gain mutual understanding
* Using compromise and creativity tactics

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

正解：D

解説：
Win-lose strategies focus on gaining advantage at the other party's expense. Forcing them to lower their resistance point or persuading them the deal is their best option are classic distributive tactics. Empathy, compromise, and creativity belong to integrative approaches aimed at mutual benefit. Recognising these distinctions ensures negotiators adopt the right strategy for the relationship type and context.
Reference: CIPS L4M5 (2nd ed.), LO 1.1 - Strategies for distributive (win-lose) negotiation.

質問 # 299
Ben Dunne is a procurement manager and is responsible for a contract that supplies translation services to his organisation. Ben has the authorisation to extend the contract for a further two years, but has aimed for a further 2% discount. Ben is aware that the supplier's previous performance has been inconsistent, but during the negotiation Ben asks the supplier to present their performance to date on this contract. Which stage of the negotiation cycle is this?

A. Agreement
B. Testing
C. Bargaining
D. Preparation

正解：B

解説：
The testing stage of the negotiation cycle is where each party explores and validates information provided by the other side. By asking the supplier to present their performance to date, Ben is testing claims, checking credibility, and assessing whether the supplier's performance supports or undermines their position in the negotiation. This is distinct from preparation (which happens before the meeting), bargaining (where concessions and tradeables are exchanged), and agreement (where final terms are confirmed). CIPS highlights that testing allows negotiators to challenge assumptions, clarify evidence, and strengthen their position before moving into bargaining or closure.
Reference: CIPS L4M5 Commercial Negotiation (CORE), 2nd edition - LO 2.2: Stages of the negotiation cycle, including testing and validation.

質問 # 300
There are no commitments in hypothetical questions. Is this statement true?

A. No, because the party who makes hypothetical questions cannot withdraw their proposals
B. Yes, because hypothetical questions only mention possible situations
C. No, because hypothetical questions are made explicitly to the other party
D. Yes, because hypothetical questions generate a specific response

正解：B

解説：
Explanation
There are four types of questions that can be used in a commercial negotiation:
Hypothetical questions, where you ask about a possible situation or abstract concept, are very useful at the testing and proposal phases. Hypothetical question does not state any commitment as it is only about 'if something happens, then ...'. This type of question can be useful at giving suggestion.
Text Description automatically generated

LO 3, AC 3.3

質問 # 301
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