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CIPS L4M5 Exam Syllabus Topics:

Section	Weight	Objectives
Understand key approaches in the negotiation of commercial agreements with external organisations	35%	- Power dynamics in negotiation 1. Sources of power and influence 2. Relationship types and their effect on negotiation 3. Impact of power balance on outcomes - Types of negotiation approaches 1. Collaborative / integrative (win-win) 2. Pragmatic and principled negotiation styles 3. Distributive / competitive (win-lose) 4. BATNA, target setting and reservation price - Application of commercial negotiations in procurement and supply 1. Sources and management of conflict 2. Team and stakeholder management in negotiation 3. Definitions and purpose of commercial negotiation 4. Position within the CIPS procurement cycle
Understand how commercial negotiations should be undertaken	30%	- Tactics and influencing methods 1. Managing concessions and deadlocks 2. Persuasion and influencing techniques 3. Cultural and ethical considerations - Stages of negotiation 1. Opening, exploring, bargaining, closing and implementing - Communication skills 1. Non-verbal communication and emotional intelligence 2. Active listening and questioning - Review and improvement 1. Documenting agreements and lessons learned 2. Evaluating results and performance
Know how to prepare for negotiations with external organisations	35%	- Cost and price analysis 1. Cost modelling and price analysis techniques 2. Types of costs and pricing structures - Economic and market factors 1. Market structure and competition 2. Inflation, exchange rates and risk factors 3. Supply and demand conditions - Negotiation criteria and objectives 1. Defining measurable outcomes 2. Prioritising issues and trade-offs - Planning and resources 1. Team roles and preparation plans 2. Information gathering and market intelligence

Section

Weight

Objectives

Understand key approaches in the negotiation of commercial agreements with external organisations

35%

- Power dynamics in negotiation

1. Sources of power and influence
2. Relationship types and their effect on negotiation
3. Impact of power balance on outcomes

- Types of negotiation approaches

1. Collaborative / integrative (win-win)
2. Pragmatic and principled negotiation styles
3. Distributive / competitive (win-lose)
4. BATNA, target setting and reservation price

- Application of commercial negotiations in procurement and supply

1. Sources and management of conflict
2. Team and stakeholder management in negotiation
3. Definitions and purpose of commercial negotiation
4. Position within the CIPS procurement cycle

Understand how commercial negotiations should be undertaken

30%

- Tactics and influencing methods

1. Managing concessions and deadlocks
2. Persuasion and influencing techniques
3. Cultural and ethical considerations

- Stages of negotiation

1. Opening, exploring, bargaining, closing and implementing

- Communication skills

1. Non-verbal communication and emotional intelligence
2. Active listening and questioning

- Review and improvement

1. Documenting agreements and lessons learned
2. Evaluating results and performance

Know how to prepare for negotiations with external organisations

35%

- Cost and price analysis

1. Cost modelling and price analysis techniques
2. Types of costs and pricing structures

- Economic and market factors

1. Market structure and competition
2. Inflation, exchange rates and risk factors
3. Supply and demand conditions

- Negotiation criteria and objectives

1. Defining measurable outcomes
2. Prioritising issues and trade-offs

- Planning and resources

1. Team roles and preparation plans
2. Information gathering and market intelligence

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CIPS Commercial Negotiation Sample Questions (Q173-Q178):

NEW QUESTION # 173
To buying organisation, savings can be achieved from different saving levers or tactics. Which of the following are means that deliver savings through optimising specifications?

A. Compare total cost of ownership
B. Value engineering
C. Part substitution
D. Volume pooling
E. Budgetlinkages

Answer: B,C

Explanation:
If driving greater value and efficiency from your supply base is your end, you should remember that there are many ways to do this without seeking to negotiate lowerprices. Below are 7 types of saving levers:
Table Description automatically generated

NEW QUESTION # 174
Which of the following is the true statement?

A. Internal stakeholder support will be important for both negotiation and contract performance
B. All connected stakeholders have a low level of impact on procurement negotiations
C. Commercial negotiation objectives should be driven by just the instincts of procurement
D. External stakeholders such as suppliers can largely influence an organisation's procurement negotiations

Answer: A

Explanation:
Internal stakeholder support will be important not just at the initial negotiation of the contract, but potentially throughout the life of the contract right through to exit.
As a general rule, connected stakeholders (with the exception of suppliers) have a low level of influence on procurement negotiations.
Suppliers are connected stakeholders who have contractual relationships with the organisation.
Commercial negotiation objective should be driven by thebusiness needs of the organisation, and not just the instinct of procurement.

NEW QUESTION # 175
Which of the following are typical characteristics of activity-based costing (ABC) method? Select TWO that apply.

A. Costs are allocated based on volume
B. ABC provides the information required to take action and realise improvements
C. Limited understanding of true costs incurred
D. ABC has tended to over cost products on long runs and under cost those on short runs
E. Variable and all related overhead expenses are specifically assigned to a business activity

Answer: B,E

Explanation:
:
Activity-based costing is an alternative approach to traditional absorption costing. The characteristics of these two methods are illustrated in the graph below:
Graphical user interface, text, chat or text message, website Description automatically generated

NEW QUESTION # 176
A procurement manager is preparing fora negotiation with an important supplier. He plans to withhold some crucial information so that his company gains the upper hand in the negotiation. Is this correct when considering using integrative approach to the negotiation?

A. Yes, the buying organisation must maximise its gain, even at the detriment of the other party
B. No, this approach requires honest and open discussion
C. No,holding back information will prompt the supplier gain higher negotiation power
D. Yes, the supplier must know what buyer wants and how to provide that even when the buyer is silent on these matters

Answer: B

Explanation:
Integrative negotiation is a negotiation strategy in which the involved parties work together to find a solution that satisfies the needs and concernsof each. This process often involves group brainstorming and creative thinking for individuals to suggest different ideas that benefit both parties.
Compromising is often common in integrative negotiation, and both sides may need to give up certain needs to reach a solution. Honesty can also promote successful integrative negotiation because it can lead to a comprehensive understanding of the issue and what each party needs to be satisfied with the result.

NEW QUESTION # 177
Cost and price analysis is very important for buyers when they are preparing for a negotiation with supplier.
Which of the following is a benefit of knowing supplier's fixed costs?

A. With the sole understanding of supplier's fixed cost, the buyer would be able to know the volume at which supplier maximises their profit in short-run
B. The buyer would be able to know the point at which the supplier would reject the offer
C. The buyer would be able to know the right volume to reach break-even point
D. The buyer would be able to get a comprehensive picture of supplier's efficiency

Answer: C

Explanation:
Knowing supplier's fixed and variable costs is beneficial for the buyer in a negotiation. With these insights, the buyer would know the volume at which the supplier reaches break-even points and then offers significant discount due to economies of scale.
Reference: CIPS study guide page 80-81
LO 2, AC 2.1

NEW QUESTION # 178
......

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