PASS GUARANTEED QUIZ 2025 CIPS L4M5: FANTASTIC COMMERCIAL NEGOTIATION POSITIVE FEEDBACK

Pass Guaranteed Quiz 2025 CIPS L4M5: Fantastic Commercial Negotiation Positive Feedback

Pass Guaranteed Quiz 2025 CIPS L4M5: Fantastic Commercial Negotiation Positive Feedback

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CIPS L4M5 certification exam is an essential qualification for professionals in the procurement and supply chain industry. Commercial Negotiation certification provides individuals with a comprehensive understanding of commercial negotiations and is recognized globally. Passing L4M5 Exam demonstrates a candidate's commitment to the profession and their dedication to improving their knowledge and skills.

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CIPS Commercial Negotiation Sample Questions (Q75-Q80):

NEW QUESTION # 75
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 is the most appropriate approach that Katie should adopt to achieve the above outcome?

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

Answer: B

Explanation:
Competing is assertive and uncooperative, 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's point 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 # 76
Which of the following is most likely to be a reason why a supplier charges its customer higher price after it has reached the break-even point?

  • A. Supplier may need to open new facilities to meet increasing customer's demand
  • B. Supplier may want to encourage buyer's demand
  • C. Supplier may have high fixed cost - variable cost ratio
  • D. The supplier may have reached economy of scale

Answer: A

Explanation:
'Supplier may want to encourage buyer's demand': the buyer tends to prefer lower price, if supplier wants to encourage its customers to buy more, it needs to offer discount at bulk amount. So this option is not acceptable.
'Supplier may have high fixed cost - variable cost ratio': Supplier with high fixed cost needs high volumes to break even, but once achieved, it may be able to offer significant discounts for bulk orders
'The supplier may have reached economy of scale': when economy of scale is reached, cost per unit will be minimal which often leads to more favourable price.
'Supplier may need to open new facilities to meet increasing customer's demand': Increasing customer's demands may excess supplier's current capacity. Therefore, supplier may need to extend its capacity by investing more in facilities. To cover these fixed cost investment, supplier may charge higher price.
LO 2, AC 2.1


NEW QUESTION # 77
The sourcing manager has decided to adopt an adversarial style of negotiation to take advantage of the buyer's greater bargaining power over the suppliers. In what other circumstances should an adversarial relationship be used?

  • A. In all forms of negotiation as each party is always trying to gain advantage over the other
  • B. When the supplier is likely to respond with further concessions to maintain a long-term relationship
  • C. In a monopoly market as the supplier will respond by conceding quantity discounts
  • D. When the issues concerned are non-negotiable, for example, health and safety commitments

Answer: D

Explanation:
An adversarial style is appropriate when issues are non-negotiable, such as health and safety commitments (D). In these scenarios, compliance is required without compromise, and a firm stance may be necessary. This aligns with CIPS guidance, where adversarial tactics are used in non-negotiable contexts to enforce strict standards.


NEW QUESTION # 78
What is the most likely outcome when two organisations with adversarial relationship negotiate with each other?

  • A. Deadlocked
  • B. Win lose
  • C. Lose lose
  • D. Win win

Answer: B

Explanation:
An adversarial relationship in purchasing and supply arises when identical or equivalent good or services are available from competing suppliers and buyers/sellers are trying to gain an advantage over each other. Low levels of trust are characteristic of adversarial relationships. The outcome when two organisations with adversarial negotiate is most likely to be win-lose.


NEW QUESTION # 79
Which of the following are most likely to be characteristics of a perfectly competitive market? Select TWO that apply

  • A. There are many buyers and sellers in the market
  • B. Firms can freely enter or exit the market
  • C. In a competitive market, both buyers and sellers areprice givers
  • D. In a perfectly competitive market, each seller has a large impact on the market price A perfectly competitive market consists of products that are all slightly different from one another

Answer: A,B

Explanation:
Explanation
A perfectly competitive market is one with the following features:
- There are many firms producing identical or very similar (homogeneous) goods or services
- There are no barriers toentry to the market or exit from the market - anyone can enter or leave easily
- Both producers and customers have perfect knowledge of the market place, prices, costs of production and influences on demand and supply Under these conditions, the price andquantity will always tend toward equilibrium as any producer that sets a price above equilibrium will not sell anything at all, and any producer that sets a price below a equilibrium will obtain 100% market share in theory. The demand curve is perfectly elastic, which means that it will be horizontal. In a perfectly competitive market, it is difficult to increase profits through pricing, and suppliers instead must focus on their cost structure. As these conditions imply, there are few if any examples of perfectly competitive market.
LO 2, AC 2.2


NEW QUESTION # 80
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