L4M2인증덤프공부자료시험기출자료

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L4M2인증덤프공부자료,L4M2시험덤프문제,L4M2최신 시험덤프공부자료,L4M2시험정보,L4M2유효한 최신덤프공부, L4M2인증덤프공부자료시험기출자료

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CIPS L4M2 시험요강:

주제	소개
주제 1	Provide guidance to internal stakeholders on implementation Implications of the business needs on the types of purchase
주제 2	Approaches to total costs of ownership whole life cycle costing Interpret financial budgets for the control of purchases
주제 3	Understand the use of specifications in procurement and supply Analyse the different types of markets utilised by procurement and supply
주제 4	Identify the risks that can result from inadequate specifications and mitigation approaches Use information to prepare budgets or to negotiate prices
주제 5	Analyse the criteria that can be applied in the creation of a business case Availability of substitutes and threat of entry

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L4M2시험덤프문제, L4M2최신 시험덤프공부자료

만일CIPS L4M2인증시험을 첫 번째 시도에서 실패를 한다면 CIPS L4M2덤프비용 전액을 환불 할 것입니다. 만일 고객이 우리 제품을 구입하고 첫 번째 시도에서 성공을 하지 못 한다면 모든 정보를 확인 한 후에 구매 금액 전체를 환불 할 것 입니다. 이러한 방법으로 저희는 고객에게 어떠한 손해도 주지 않을 것을 보장합니다.

최신 CIPS Level 4 Diploma in Procurement and Supply L4M2 무료샘플문제 (Q19-Q24):

질문 # 19
A company buys components from its supplier. However, the supplier has not sent the invoice to the buyer and the buyer will not pay until next month. How will that amount of money be shown in the financial statements of the buying organization?

A. Tax liabilities
B. Accrued interest
C. Accounts payable
D. Accrued expense

정답：D

설명：
The buyer won't pay the supplier until next month. This is a liability to the buyer. This amount can be recorded as accrued expense or accounts payable. On the other hand, the supplier has not sent the invoice, so it should be accrued expense.
Both accounts payables and accrued expenses are liabilities. Accounts payable is the total amount of short-term obligations or debt a company has to pay to its creditors for goods or services bought on credit. With accounts payables, the vendor's or supplier's invoices have been received and recorded.
On the other hand, accrued expenses are the total liability that is payable for goods and services that have been consumed by the company or received. However, accrued expenses are those bills in which an invoice or bill has not yet been received. As a result, accrued expenses can sometimes be an estimated amount of what's owed, which is adjusted later to the exact amount, once the invoice has been received.
Conversely, accounts payable should represent the exact amount of the total owed from all of the invoices received.
Reference:
- CIPS study guide page 55-56
- Understanding Accrued Expenses vs. Accounts Payable (investopedia.com) LO 1, AC 1.4

질문 # 20
Which of the following may allow suppliers free to choose the materials, manufacturing process or delivery process?

A. Technical specifications
B. Performance specification
C. Design specification
D. Conformance specification

정답：B

설명：
The Performance Specifications define what the system being designed must do, and not how it must do it. In this step a list of needs and wants should be created. The needs are customer requirements, while the wants are engineering desires. If a buyer adopts performance specification, the supplier will be free to choose how to make and deliver the product.
A technical specification document outlines how you're going to address a technical problem by designing and building a solution for it.
A design specification is a detailed document providing a list of points regarding a product or pro-cess. For example, the design specification could include required dimensions, environmental fac-tors, ergonomic factors, aesthetic factors, maintenance that will be needed, etc. It may also give specific examples of how the design should be executed, helping others work properly (a guideline for what the person should do).
With conformance specification the buyer says what they want and how they want it and the supplier has to meet this Reference:
LO3, AC 3.1

질문 # 21
Which of the following specific markets is most likely to have the lowest entry barrier?

A. Retail
B. Manufacturing
C. Services
D. Financial
E. Agriculture

정답：C

설명：
Start-up costs are generally low in service industries, and the main requirement is a level of knowledge and skill in that particular service.
LO 2, AC 2.1

질문 # 22
Which of the following is the disadvantage of embedding standards in a specification?

A. Standards are too flexible and may cause ambiguity in the specification
B. Embedding standards into specification requires enormous time and effort
C. Standards do not improving buyer's bargaining power
D. Standards are too static and discourage innovation

정답：D

설명：
"Standards are often produced by professional bodies (maybe national or international bodies). Standards tend to be stable for a period of time, therefore, they are likely to be static and discourage innovation." Reference:
LO 3, AC 3.1

질문 # 23
Which of the following is the core of value analysis process?

A. Evaluate
B. Develop
C. Be creative
D. Carry out functional analysis
E. Gather information

정답：D

설명：
Value Analysis (VA) is concerned with existing products. It involves a current product being ana-lysed and evaluated by a team, to reduce costs, improve product function or both. Value Analysis exercises use a plan which step-by-step, methodically evaluates the product in a range of areas. These include costs, function, alternative components and design aspects such as ease of manufac-ture and assembly.
According to the Value Methodology standard, there are 6 phases to a Value Analysis:
- Information
- Function Analysis
- Creative
- Evaluation
- Development
- Presentation
1. Information
In this first phase, the team attempts to understand why the project exists and who or what it is to produce. They obtain project data, present the original design or product concepts, and understand the project scope. Schedule, costs, budget, risk, and other non-monetary issues are studied until the team is comfortable with the concept of the project, what it is to produce, and who its end users are.
This step also includes things like site visits and meetings with the project team, if required. Project documents like plans, drawings, specifications, and reports are obtained and the value engineering team becomes familiar with them.
2. Function Analysis
This step represents the meat and potatoes (core) of the value analysis. The team attempts to determine the functions the project serves. Functions come in two forms:
- Primary functions are those that represent the reason for the project's existence, for example, a building project might have adequate plumbing as a primary function.
- Secondary functions are those that the project serves without being core to the project. For example, a building project might have as a secondary function maintaining the view of the neighboring building.
The functions are described in verb/noun pairs, such as "supply water to all suites," or "Maintain view of adjacent park." For a project like this, the team should come up with 10 - 15 functions. You might be surprised how many secondary functions exist for most projects. Subject matter experts would be a great resource, but in their absence an appropriate level of brainstorming and analysis are necessary.
The team should also identify value-mismatched functions to focus the improvements on. For ex-ample, maybe a large obstruction is preventing the view of the adjacent park from too many suites resulting in a potential mismatch of the cost vs. functional benefit. This is investigated in the next step.
3. Creative
This phase represents the generation of improvement ideas. The team develops alternative ways that the project can perform the functions that have been identified. At this step, the functions are looked at individually and each one gets a list of alternative ways to perform the function. There is no judging between the importance of the various functions.
4. Evaluation
At this stage, a priority is given to each project improvement idea. The ideas are discussed and potential costs are determined. Once the risk-reward profile of each idea is itemized, the team has determined which ideas are worth implementing into the project or feature.
A few years ago, there was a pedestrian bridge built near my home which was originally designed for emergency vehicles. Although this type of design is standard practice for the bridges of this type, the value engineering team identified that emergency vehicle passage was not needed (verb/noun pair = 'maintain passage for emergency vehicles'). Also, a second major outcome of this value analysis was to change the design to an aesthetic, curved bridge because it was in a prominent location. The redesign of the bridge cost some money but this was more than made up by the cost of the bridge construction. Thus, the value analysis paid for itself about 10 times over in the reduced construction cost, and the bridge was significantly more aesthetic.
5. Development
Once the value improvement options have been whittled down to the ones that make sense, the value engineering team develop the options to the point of passing them back to the original project team. They must be clearly written and explained so that the project owner and stakeholders can understand how it benefits the project and act on it. Any potential negative factors are identified. Potential costs and cost savings are itemized.
6. Presentation
This last phase represents the presentation of the alternatives to the stakeholders. Often value engineering represents a change in the normal practices that people are used to, an "out of the box thinking." Thus the best salesperson on the team is often the best one to do the presentation.
Some typical products of a value engineering analysis are a briefing document, risk analy-sis, present worth analysis, advantages vs. disadvantages, etc.
Reference:
LO 3, AC 3.4

질문 # 24
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