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CIPS L4M5 certification exam is an internationally recognized certification for professionals in the field of commercial negotiation. L4M5 exam is designed to assess the candidate's knowledge, skills, and abilities in the areas of negotiation strategy, tactics, and communication. Successful completion of L4M5 exam demonstrates that the candidate has the necessary skills and expertise to negotiate effectively in a wide range of commercial settings.

CIPS L4M5 exam is a crucial certification for procurement and supply chain professionals who wish to enhance their negotiation skills in commercial settings. L4M5 Exam covers a range of topics, including negotiation planning, strategies, tactics, and techniques, and assesses the candidate's ability to apply these concepts to real-life commercial scenarios. Successfully passing the exam demonstrates the candidate's expertise and practical skills required to negotiate complex commercial agreements confidently and provides a pathway to further professional development and career advancement.

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CIPS Commercial Negotiation Sample Questions (Q133-Q138):

NEW QUESTION # 133
Under EU public procurement directives, which of the following are procedures in which there is no commercial negotiation allowed?

A. Competitive Dialogue
B. Restricted Procedure
C. Open Procedure
D. Innovation Partnerships
E. Competitive Procedure with Negotiation

Answer: B,C

Explanation:
Under the European Union public procurement directives, all public sector bodies must abide by certain rules when they procure goods and services over a threshold value. These rules are codified under 5 procurement procedures:
1. Open Procedure
2. Restricted Procedure
3. Competitive Dialogue
4. Competitive Procedure with Negotiation
5. Innovation Partnerships.
Under normal circumstances, there is no commercial negotiation allowed under the two most commonly used procedure, Open and Restricted. Under these procedures, the prices and terms and conditions of contract should be decided via reference only to the tenderers' responses to the buyer's requests for tenders, and not through 'post-tender negotiation'. Under the other procedure, negotiation within the rules is permitted.
Interested learners can read more about these procedures here.
LO 1, AC 1.1

NEW QUESTION # 134
Which of the following roles would support negotiations with an external supplier when planning a negotiation for a low-value, routine purchase? Select TWO that apply.

A. The procurement manager
B. The Human Resource (HR) manager
C. A legal advisor
D. An internal business user
E. The Chief Executive Officer (CEO)

Answer: A,D

Explanation:
For low-value, routine purchases, the involvement of The procurement manager (C) and An internal business user (E) is appropriate. The procurement manager brings expertise in supplier engagement, while the internal business user provides insights on specific needs for the product or service. Involving high-level roles, like the CEO or a legal advisor, is unnecessary for routine purchases, as per CIPS guidance on resource alignment in procurement.

NEW QUESTION # 135
Katie is preparing a negotiation with a strategic supplier. Through deep market analysis, she realises that her company and the supplier have equal bargaining power. Via regular communication, Katie knows that both parties are arguing on amount of liquidated damages and neither party shall concede all of their requirements but some are negotiable. Katie and her counterpart from supplying company still desire a long-term relationship and hope that the meeting between them will be a solution for current situation. Which of the following isthe most appropriate approach that Katie should adopt to achieve the above outcome?

A. Competing approach
B. Accommodating approach
C. Compromising approach
D. Avoiding approach

Answer: C

Explanation:
Explanation
Competing is assertive anduncooperative, a power-oriented mode. When competing, an individual pursues his or her own concerns at the other person's expense, using whatever power seems appropriate to win his or her position. Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win. Competing will not allow long-term relationship to flourish.
Compromising is intermediate in both assertiveness and cooperativeness. When compromising, the objective is to find an expedient, mutually acceptable solution that partially satisfies both parties. Compromising falls on a middle ground between competing and accommodating, giving up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding but doesn't explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position. It is a valid approach when long-term relationships are at stake and it is important to find some common ground on which to base an agreement. Both sides get something but not everything. Therefore, this is the most appropriate for this scenario.
Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately pursue his or her own concerns or those of the other person. He or she does not address the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation. In the scenario, both parties want to take the opportunity, then avoiding is not an appropriate solution.
Accommodating is unassertive and cooperative-the opposite of competing. When accommodating, an individual neglects his or her own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when you would prefer not to, or yielding to another'spoint of view. In the scenario, neither party shall concede all of their requirements, it is unnecessary to adopt this approach.
LO 1, AC 1.1

NEW QUESTION # 136
SBL provides contract bathroom furniture and fittings for a wide variety of domestic and commercial clients.
To some suppliers, SBL spendclaims a large portion of their revenue. But SBL is famous for imposing draconian obligations on these suppliers. Which of the following is most likely to be overarching objective of these suppliers to SBL?

A. Hold on and keep SBL happy but make sure that the business is profitable
B. Win and keep business with SBL at any costs, even without profits
C. Charge a higher price to compensate for all the pain SBL has put
D. Drop the business with SBL immediately

Answer: C

Explanation:
According to Paul Steele's 'The Seller's Perspective', customer can be classified into 4 categories as below:
Chart, treemap chart Description automatically generated

In this scenario, although SBL's spend claims large portion in suppliers' revenues, their draconian treatment will reduce SBL's attractiveness in supplier's perspective.SBL falls into Exploit quadrant. With exploitable customers, suppliers tend to 'milk' the customer and charge a high price to compensate for all the pain customer put on them.

NEW QUESTION # 137
Which of the following are microeconomic factors? Select THREE that apply.

A. Unemployment levels
B. Rates of inflation
C. Availability of investors
D. Distribution channels
E. Rates of taxation
F. Levels of competition

Answer: C,D,F

Explanation:
Microeconomic factors refer to elements that affect individual businesses or sectors rather than the economy as a whole. In this case:
Availability of investors (B): Access to investors impacts capital availability for businesses.
Distribution channels (D): Distribution methods directly influence a business's ability to get products to market.
Levels of competition (F): Competition affects pricing and strategic decisions within specific industries.
Taxation rates, unemployment levels, and inflation rates are considered macroeconomic factors, affecting the economy on a broader scale, as per CIPS's definitions of microeconomic vs. macroeconomic influences.

NEW QUESTION # 138
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