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[Hardware] L5M15 Actual Exam - New L5M15 Test Blueprint

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【Hardware】 L5M15 Actual Exam - New L5M15 Test Blueprint

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CIPS L5M15 Exam Syllabus Topics:
TopicDetails
Topic 1
  • Understand negotiation relationships and ethics: This section of the exam measures skills of Supply Chain Professionals and covers the role of relationships, trust, and ethics within negotiations. It explains how honesty and long-term partnerships contribute to effective outcomes and examines how situational assessment affects negotiation tone and results. The section also introduces ethical considerations, including the differences between positional and principled negotiation, separating personal factors from issues, and pursuing win-win solutions. It highlights the importance of cultural sensitivity, transparency, and the avoidance of unethical practices such as bribery, corruption, or fraud within professional negotiations.
Topic 2
  • Understand the key stages which impact on the negotiation process and outcomes: This section of the exam measures skills of Procurement Managers and covers the major phases of negotiation, from preparation to conclusion. It includes understanding how pre-negotiation planning influences success, analyzing whether to negotiate individually or as a team, and preparing with clear objectives, strategies, and intelligence. It also explores structuring a negotiation agenda, applying effective negotiation tools and tactics, handling concessions, understanding opponent motivations, managing deadlocks, and ensuring successful conclusion and documentation of agreements. Post-negotiation focus is on implementing agreements, selling outcomes to stakeholders, and monitoring performance for continuous improvement.
Topic 3
  • Understand methods and behavioural factors which can influence others: This section of the exam measures skills of Category Managers and covers the influence of behavioural and interpersonal dynamics in negotiation and collaboration. It explores methods to influence individuals and groups by building trust, creating alliances, and managing conflict, ambiguity, and resistance effectively. Learners examine how attitudes, motivation, and organisational behaviour affect outcomes, including the influence of leadership style, empowerment, participation, and communication. The section emphasizes understanding how organisational structures and informal networks shape negotiation power and decision-making processes within procurement and supply environments.

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CIPS Advanced Negotiation Sample Questions (Q62-Q67):NEW QUESTION # 62
What is meant by thePower Approachto negotiation?
  • A. Inequality of power is a barrier to close relationships
  • B. Agreements are made on mutual interest
  • C. Relationships based on power should be discouraged
  • D. More relative power means the negotiator can be proactive rather than reactive
Answer: D
Explanation:
Following Andrew Cox,relative powerstrongly shapes sourcing outcomes;greater buyer (or supplier) powerenables a moreproactivestance in shaping terms and managing the relationship. Power asymmetry does not automatically preclude close relationships.
Reference:CIPS L5M15 - The Power Perspective in Buyer-Supplier Relationships (Domain 2.2).

NEW QUESTION # 63
The pain/gain share approach is used to incentivise contractors in long-term contracts to achieve a target cost or extra efficiencies. In which industry is this mechanism most common?
  • A. Construction
  • B. Agriculture
  • C. Finance
  • D. Services
Answer: A
Explanation:
Constructionprojects often use pain/gain share mechanisms to align contractor performance with client objectives. They balance risk and reward-sharing savings or overruns based on project outcomes.
Reference:CIPS L5M15 -Contractual Incentives and Risk-Sharing Models (Pain/Gain Share).

NEW QUESTION # 64
In anexploitative authoritativeform of management, which of the following is true?
  • A. Motivation is based on rewards and communication is limited.
  • B. Responsibility is shared throughout the hierarchy.
  • C. Motivation is based on threats and decisions are imposed on subordinates.
  • D. Leadership involves trust and teamwork.
Answer: C
Explanation:
Underexploitative authoritativemanagement (Rensis Likert model), leaders rely onfear and punishmentto control subordinates. Communication is top-down and trust is minimal-contrasting with participative or consultative styles.
Reference:CIPS L5M15 -Leadership Models and Motivation (Domain 3.2).

NEW QUESTION # 65
Clear negotiation objectives can be taken from a Business Needs Analysis. Which of the following areas would be included within a Business Needs Analysis?Select THREE
  • A. Location
  • B. Timescales
  • C. Staff
  • D. Quality
  • E. Budget
Answer: B,D,E
Explanation:
ABusiness Needs Analysis (BNA)identifies what the organisation requires from a contract or supplier before negotiation. Typical key criteria includebudget(cost constraints),timescales(delivery or project duration), and quality(performance expectations). These factors form measurable negotiation objectives and KPIs.
Reference:CIPS L5M15 -Section: Business Needs Analysis in Negotiation Preparation (Domain 1.1).

NEW QUESTION # 66
Daniel is the lead negotiator for a deal with a potential supplier. He is quick-thinking, assertive, and has strong market knowledge. Which type of product is Daniel negotiating about?
  • A. Low value, high risk
  • B. Low value, low risk
  • C. High value, low risk
  • D. High value, high risk
Answer: C
Explanation:
Assertive, decisive negotiation styles align withhigh-value, low-risksituations, typically requiring competitive behaviour to maximise value without the complexity of shared risk.
Reference:CIPS L5M15 -Negotiation Styles and Specialist Tools Table (Domain 1.2).

NEW QUESTION # 67
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