시험대비L4M5시험문제모음최신덤프모음집

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CIPS L4M5 시험요강:

주제	소개
주제 1	Analyse the application of commercial negotiations in the work of procurement and supply Negotiation in relation to the stages of the sourcing process
주제 2	Identify the different types of relationships that impact on commercial negotiations Pragmatic and principled styles of negotiation
주제 3	Analyse how to assess the process and outcomes of negotiations to inform future practice Protecting relationships after the negotiation
주제 4	Building relationships based on reputation, and trust Repairing a relationship The relationship spectrum
주제 5	Differentiate between the types of approaches that can be pursued in commercial negotiations Distributive win-lose, distributive approaches to negotiation
주제 6	Setting objectives and defining the variables for a commercial negotiation Use of telephone, teleconferencing or web based meetings
주제 7	Team management and the influence of stakeholders in negotiations Definitions of commercial negotiation
주제 8	How behaviours should change during the different stages of a negotiation Compare the key communication skills that help achieve desired outcomes
주제 9	How purchasers can improve leverage with suppliers The importance of power in commercial negotiations
주제 10	Macroeconomics and its influence on commercial negotiations Contrast the economic factors that impact on commercial negotiations

최신 CIPS Level 4 Diploma in Procurement and Supply L4M5 무료샘플문제 (Q56-Q61):

질문 # 56
Which of the following are behaviours that builds trust between the buyer and the supplier in business relationship? Select TWO that apply.

A. Allowing supplier to involve in early product development
B. Conducting transparent procurement process
C. Commercial espionage
D. Tendency to blame other party
E. Over-inflated contingency funds

정답：A,B

설명：
Trust-building behaviours are as following:
Joint-effort issue resolution
Open sharing of information
Open and honest discussion on root cause of failures
Joint planning focusing on value for money and risk sharing
Commercial transparency and co-proposition of cost reduction and service improvement programmes Joint recognition and celebration of successes

질문 # 57
XYZ Ltd needs to purchase a bundle of IT products from suppliers. The procurement manager requests details of costs regarding designing and managing those products. After receiving reports from suppliers, she realises that they have charged up to a 1,095% mark-up on IT products. In order to ensure value for money, which of the following should be a priority pricing arrangement of the procurement manager in the negotiation with these IT suppliers?

A. Market skimming
B. Cost plus arrangement
C. Market penetration pricing
D. Premium pricing

정답：B

설명：
In the scenario, the main cost driver is suppliers' mark-up. The priority should be limit the margin to be added.
XYZ Ltd can agree "cost plus"contracts with their suppliers to ensure no IT product purchased exceeds an agreed maximum margin level. Procurement teams can use their benchmarking tools to police these contracts.
Cost plus contracts are agreements where the contractor's pricing is based on itemising allowable costs and then adding an agreed margin.
Market penetration pricing - pricing low to win a large share of the market Market skimming - pricing a new product high in order to make a large profit from the purchases by initial customers. This is an effective strategy only in the absence of competition.When competition appears, market skimmers usually drop their prices Premium pricing - usually pricing high because the market is prepared to pay extra for the kudos associated with the product, thanks to, say, a reputation for quality, or a highly fashionable brand name, and so on

질문 # 58
Which of the following best describes Leverage quadrant in Kraljicmatrix?

A. High complex, low importance
B. High value, high complex
C. Low risk, low importance
D. Low risk, high importance

정답：D

설명：
Explanation
In 1983, Peter Kraljic devised a means to segment the supplier base in the article in HBR. In this, heargued that supply items should be mapped against two key dimensions: risk and profitability.
Risk relates to the likelihood for an unexpected event in the supply chains to disrupt operations. For instance, in important areas of spend, such as tire suppliers for an automotive are business critical, and should a disruption occur, the auto company is likely itself to face substantial problems.
Profitability describes the impact of a supply item upon the bottom line. For certain areas of spend, such as stationery, supplies have only a negligible effect on profits. In other categories, a single source of supply can make or break a business.
Putting these two dimensions together yields a classic two-by-two matrix.
Diagram Description automatically generated

Source: Peter Kraljic, HBR

질문 # 59
Which of the following should be done when undertaking a reflection activity on negotiation? Select TWO that apply.

A. Use generalised or ambiguous language when describing your strengths and development areas
B. Be honest and objective about your skills
C. Gloss over areas where you need to improve your skills or performance
D. Identify areas in your skill set where you need to improve
E. Be overly modest about your contribution to the outcomes of negotiation

정답：B,D

설명：
Giving positive group and individual feedback is easy, as is self-congratulation and, in many cases, it is hoped, this will be an accurate reflection on actual performance. When it comes to developmental or difficult feedback, it is only natural to want to move on and not reflect on the negative or developmental points, or why a negotiation did not achieve its objectives. But this is a mistake. The best learning opportunities come from reflection on what could be done better, and this can beachieved without blame, threat or condemnation.
Everyone and every team will make mistakes and/or have areas where they could have improved. Clearly, if every reflection session concludes that an individual or team keeps making the same mistake, then thereis a case to change roles or consider alternative approaches.
About Dos and Don'ts of reflection, you can refer here:
https://offices.depaul.edu/human-resources/employee-relations/Documents/Self%20Assesement.pdf

질문 # 60
Which of the following may help the procurement professional increase expert power in commercial negotiation? Select TWO that apply.

A. Insights
B. Ability to compensation
C. Expertise knowledge
D. Personality
E. Official positions

정답：A,C

설명：
Expert power is based on a person's high levels of skill and knowledge, formal training, qualifications and experience in aparticular procurement category would give someone expert status and mean that in negotiation their voice is listened to as a more objective, informed knowledge leader. Expert power is based on facts, knowledge, research, insight and study.
Legitimate power comes from rules, formal authority, organisation rank, staff rate or official position held.
Reward power comes from one person's ability to compensate or reward another for compliance.
Referent power stems from their personality, way of engaging with others and habit of acting in a way that is in line with a strong set of values and principles.

질문 # 61
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