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| Section | Objectives |
|---|---|
| Topic 1: Understand the interpersonal skills required for effective negotiation | - Analyze the interpersonal skills required for effective negotiation
|
| Topic 2: Understand the stages of commercial negotiations in procurement and supply | - Understand the stages of a commercial negotiation
|
| Topic 3: Understand how to prepare for negotiations in procurement and supply | - Understand how to prepare for a negotiation
|
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NEW QUESTION # 148
An experienced procurement professional is developing strategies for forthcoming negotiations with her key supplier. To avoid negotiation deadlocks, she identifies the reasons why negotiations could fail. Which of the following are most likely to be reasons for negotiation failures? Select TWO that apply.
Answer: C,E
Explanation:
:
It has been said that most negotiations are won (or lost) at the preparation stage. Success in a negotiation cannot be claimed unless you can refer back to your objectives and show how you have achieve them. In broad terms, negotiation plans/strategies involve 4 key activities:
1. Developing and prioritising your objectives and limits
2. Seeking to understand TOP's objectives
3. Developing concession plans
4. Planning the resources and logistics required and agreeing team roles.
Questions to gain an understanding of why a negotiation failed
Did we collect and make effective use of all information available when preparing for the negotiation?
Did we set objectives for the negotiation that were stretching and achievable and established MIL objectives?
Did we determine a strategy for the negotiation?
Did the other party understand our needs correctly?
Were we aware of the underlying interests of the other party?
Were our proposals convincing enough for acceptance by the other party?
Did we explore different variables in the negotiation?
Did we fully understand all proposals?
Did we give any unplanned concessions and did we check the importance of these?
Did we focus on common interests?
Did we ask a range of questions?
Did we get answers to all our questions?
Could we answer all the questions addressed to us in a proper and positive way?
Did we summarise effectively?
Did we use different methods of persuasion in the negotiations?
Which tactics did we use and what effect did they have?
Did our negotiating team work well as a team?
Did we help to create a co-operative atmosphere
NEW QUESTION # 149
A procurement manager considers using an integrative negotiation approach with shortlisted suppliers. Which factor favours such an approach?
Answer: B
Explanation:
Integrative negotiation requires shared motivation to collaborate and focus on joint benefits. When parties are motivated to work together, they can share data, explore tradeables, and align on long-term value creation.
Conversely, lack of trust, unwillingness to share, or absence of joint goals make integrative approaches unworkable, forcing adversarial or distributive methods instead. CIPS highlights that motivation and willingness to cooperate are preconditions for collaboration.
Reference: CIPS L4M5 (2nd ed.), LO 1.1 - Factors that enable integrative negotiation approaches.
NEW QUESTION # 150
A procurement manager is considering negotiating variable pricing for a contract duration of 12 months.
Would this be the right thing to do?
Answer: B
Explanation:
Variable pricing can lead to budgeting challenges and financial uncertainty over a 12-month period. While variable pricing may allow flexibility, it complicates financial planning and forecasting. For predictable budgeting and reduced financial risk, fixed pricing is typically preferred in such contract durations, aligning with CIPS recommendations on pricing models in contract management.
NEW QUESTION # 151
When is the best time in procurement process in which procurement should get involved so that the cost-saving opportunities are the greatest?
Answer: B
Explanation:
Explanation
The earlier procurement get involved in the procurement processes, the better. If procurement are involved in design at the specification stage they can feed in prices and costs to designer so they know the likely budget implication of choices made. Sending in a procurement team to negotiate at or close to the end ofthe procurement process effectively ties their hands and limits their negotiation leverage. This is illustrated in the graph below:
Chart Description automatically generated
LO 2, AC 2.1
NEW QUESTION # 152
Win-lose approach is most likely to be associated with which of the following type of relationship?
Answer: D
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. Win-lose approach is useful when the relationship with the other party (TOP) is short-term and once-off.
The question mentions 4 types of relationship:
Adversarial: Both seek to maximize position at the expense of the other. Almost no trust, communication and cooperation. These suppliers will probably provide non-core products or services with the buyer purchasing them on a one-off basis.
Outsourcing relationship: Use competent suppliers to manage non-core businesses previously done in-house.
Require high level of trust and collaboration
Partnership: Both work closely on long term development by sharing information, technology and ideas.High level of trust with the aim to benefit both parties (win-win) Strategic alliance: Both parties identify areas where they could collaborate to create mutual benefits Among these 4 types ofrelationship, only adversarial is once-off. Then it is the correct answer.
NEW QUESTION # 153
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