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CIPS L4M2 Exam Syllabus Topics:

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

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CIPS Defining Business Needs Sample Questions (Q279-Q284):

NEW QUESTION # 279
Facing fiercer competition at home and abroad, IKEA, the leading furniture retailer, needs to im-prove its competitiveness. In order to do this, IKEA must decrease operating costs and improve quality of current and new retail stores. The company establishes a project team. The job of the team is to collect data on performance from multiple stores in several countries, then select the best performing one. The team will work closely with best performing store and study its processes. After the research, the team will recommend best practices to other retail stores. IKEA management can also apply these practices to new stores in the future. Which of the following correctly describe the process undertaken by IKEA project team?

Answer: D

Explanation:
Basically, IKEA project team is undertaking the following process:
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This is a typical benchmarking process. Benchmarking is defined as the process of measuring products, services, and processes against those of organizations known to be leaders in one or more aspects of their operations. Benchmarking provides necessary insights to help you understand how your organization compares with similar organizations, even if they are in a different business or have a different group of customers.
In the scenario, benchmarking process is undertaken within subsidiaries of IKEA, thus it is internal.
Reference:
- CIPS study guide page 49-51
- What is Benchmarking? Technical & Competitive Benchmarking Process | ASQ
- Internal Benchmarking at IKEA
LO 1, AC 1.3


NEW QUESTION # 280
A procurement manager is writing a conformance specification for a non-core component. She thinks that if the requirements in specification are higher than ISO standards, her company can achieve greater cost-savings. Is the procurement manager's opinion correct?

Answer: B

Explanation:
The specification that is produced too detailed will incur unnecessary cost because it does not allow suppliers to use their expertise in finding the most efficient way to produce it.
'No, because higher requirements in specification, the greater bargaining power of buying organi-sation': more detailed specifications could tighten the supplier base and potentially leave buying organisation with fewer potential supplier. This may reduce buyer's bargaining power in negotia-tion.
'Yes, because higher requirements will help buying organisation find the best supplier': in some circumstances, higher requirements will lead to smaller supplier base. In the worst scenario, there is no supplier who has capability to carry out those requirements
'Yes, because optimising the specification is the only method to achieve value for money': There are other methods to achieve cost saving and value for money, inter alia, volume concentration, relationship restructuring, etc.
Reference:
LO 3, AC 3.1


NEW QUESTION # 281
Which of these are variable costs?
* Staff overtime
* Premises costs
* Insurance costs
* Material costs

Answer: A

Explanation:
Variable costs are those that fluctuate based on production levels, usage, or business activity. Understanding these is essential when developing a business case, as they affect operational cost planning.
The CIPS L4M2 Study Guide, Chapter 3: Whole-life costing and cost management, defines:
"Variable costs change with the level of output or activity. These include costs such as raw materials, fuel, energy based on usage, and overtime wages." Analysis:
* 1. Staff overtime - Variable. Incurred based on workload or production requirements.
* 2. Premises costs - Fixed. Rent or lease payments do not vary with production.
* 3. Insurance costs - Fixed. Usually a set annual premium.
* 4. Material costs - Variable. Directly linked to the amount of goods produced.
Correct answer: B (1 and 4 only)
CIPS Study Guide Reference:
* Module: L4M2 - Defining Business Needs
* Chapter 3: Cost Types
* Section: Fixed and Variable Costs


NEW QUESTION # 282
XYZ Ltd is producing an engine which consists of many components. The procurement manager wants to find cost reduction opportunities and minimise part varieties. Which of the following may help her to achieve these objectives?
1. Value analysis
2. Segment analysis
3. Variety reduction
4. Standardisation

Answer: A

Explanation:
Value analysis is often defined as a systematic process for improving the value of a product, service or project. It is typically used in the following ways:
- To determine the value of each component used
- To find cost reduction opportunities by optimising the components used Segment analysis helps procurement and supply to shape and manage the supply markets.
There is no concept known as Variety reduction.
Standardisation is the process which is used to reduce varieties of products or parts.
In this scenario, the company's objective is cost reduction, then value analysis or value engineering is more likely to be applied. Also the company aims at reducing variety, standardisation can be combined with value analysis to produce the best results.
LO 3, AC 3.4


NEW QUESTION # 283
Which of these are variety reduction initiatives? Select the THREE that apply.

Answer: A,B,E


NEW QUESTION # 284
......

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