CIPS L4M5認定試験問題集には387練習テスト問題があります
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CIPS L4M5認定プログラムの資格を得るには、CIPS L4M4（商業関係）認定プログラムを修了したか、または調達およびサプライチェーン管理の同等の経験を持っている必要があります。CIPS L4M5認定試験は、商業交渉に関する知識とスキルを評価する厳格な評価です。試験には、複数の選択肢の問題とケーススタディが含まれており、候補者の知識とスキルが実際のシナリオで適用できるかどうかをテストします。
CIPS L4M5（商業交渉）認定試験は、交渉スキルを磨き、商業交渉のエキスパートとなりたい調達プロフェッショナルを対象としています。この認定試験は、調達プロセスに関与し、サプライヤーやベンダーと契約、合意、取引を交渉する必要がある個人に適しています。交渉理論、戦略、タクティクスなど、商業交渉に関連するさまざまなトピックがカバーされます。
質問 # 103
Under EU public procurement directives, which of the following are procedures in which there is no commercial negotiation allowed?
- A. Innovation Partnerships
- B. Competitive Procedure with Negotiation
- C. Competitive Dialogue
- D. Open Procedure
- E. Restricted Procedure
正解：D、E
解説：
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
質問 # 104
When is the best time for buyer to propose the negotiation agenda to potential supplier?
- A. At conclusion stage
- B. At preparation stage
- C. At testing stage
- D. At opening stage
正解：B
解説：
A business negotiation agenda is a formal agreed upon list of goals to be achieved or items to be discussed in a particular order during a meeting or negotiation. Agendas can be formal and obvious, or informal and subtle in negotiations.
The agenda is one of the main structural elements of negotiation, in addition to such questions as site, identification of participants, and elements of timing. Together, they answer the who, what, when, and where questions. As with other aspects of negotiation, the agenda can be used either manipulatively to enhance leverage or to improve the prospects for agreement and the possibilities for mutual gain. In most cases, it will be used both ways, reflecting the nature of negotiation as a "mixed-motive" situation.
Although it can be instrumental to [research] volunteer as a sole source to write the agenda, in most cases it becomes a joint activity to construct a consensual basis for subsequent negotiation. In these situations, agenda- building becomes one of the pre-negotiation activities that set the tone for the relationship (Saunders, 1985).
In other situations, the parties may engage in actual negotiation without a formal or written agenda. When this occurs, the risks and uncertainties may be high but the party who appreciates the importance of the informal agenda has a tremendous advantage.
Whether one plans it or not, during the course of negotiation the parties will discuss a finite set of issues in some sequence and from a particular perceptual framework. Consciousness of the universality and centrality of the agenda is prerequisite to guiding negotiation to a successful conclusion.
Reference:
CIPS study guide page 146-150
Managing the negotiation agenda | SpringerLink
What is Negotiations Agenda - Negotiation Coaching (brightfocusconsult.com)
質問 # 105
Which of the following is a challenge when calculating absorption costing?
- A. Attributing fair cost drivers and cost pools to each unit of production
- B. Understanding the profit element as a percentage of selling price
- C. Attributing a fair amount of overhead to each unit of production
- D. Understanding the profit element as a percentage of cost
正解：C
解説：
Absorption costing allocates indirect overheads to units, which is inherently judgemental; selecting allocation bases that "fairly" load overhead to products is the well-known difficulty. (By contrast, option B describes activity-based costing concepts-cost pools and drivers.) Reference: CIPS L4M5 (2nd ed.), LO 2.2 - Costing methods (absorption vs ABC) for negotiation preparation.
質問 # 106
Which of the following is considered a strength of a 'logical' style negotiator?
- A. Interrelate issues easily and make quick decisions
- B. Methodical
- C. Assertive
- D. Friendly and accessible
正解：B
解説：
A useful and simple shorthand for preferrednegotiation styles is summarised by four simple descriptor: 'warm',
'tough', 'logical' and 'dealer', which can be applied to describe individuals' dominant preferred style in most circumstances.
Warm - a people person
Tough - a hard-nosed negotiator
Logic- a numbers person
Dealer - a trader who loves bargaining
Strengths, weaknesses of logical style are described below:
Table Description automatically generated
質問 # 107
According to Fiona Dent and Mike Brent, which of the following are characteristics of Push approach? Select TWO that apply.
- A. Persuasion
- B. Inspirational
- C. Collaborative
- D. Directive
- E. Seeking commitment
正解：A、D
解説：
According to the book 'Influencing: Skills and techniques for business success' by Fiona Dent and Mike Brent, there are two major influencing styles. Push tends to be directive. It tells, and is clear and resolute, but needs to be employed in situations where firmness is required because of difficulties that exist or weakness is evident.
Pull is more participatory and collaborative. It seeks to incorporate everyone's perspective. It can appear wishy-washy if not skilfully employed. That approach should be followed which is most likely to secure commitment and not mere compliance.
The two divisions can be further divided into four style categories: directive; persuasive reasoning; collaborative - team oriented, people oriented to inspire them with a vision. The directive style relies on your expertise and reputation being respected by others, and where there really does seem to be one answer. It is "I" driven whereas persuasive reasoning is more "we" and issue driven. Directive styles can make the user appear as "a bull in a china shop"; persuasive reasoning can be portrayed as tough guy.
Collaborative influencing takes the "we" element further and seeks to mobilise everyone's ideas in a journey of discovery. It may have the flavour of "I'm your best friend", which may not go down too well. Visioning style is concerned to stir people's emotions in support of achieving an objective. This last one has been used by demagogues to stir people's hearts and minds for evil purposes as well as good.
A useful table offers the benefits, problems, words and body language associated with each style along with advice on when to use and when to avoid each. Cases and exercises illustrate these styles.
Empathy comes in for extended treatment with the definition of "standing in the other's shoes". This does not necessarily happen just intuitively, and therefore before a specific influencing effort there should bean intense effort to think about the other person or persons and to sense what it might feel like to be them - their hopes, fears, concerns, what turns them on, what turns them off, where are they coming from.
質問 # 108
When implementing value analysis or value engineering, which of the following acronyms reminds both buyer and supplier of ideas on removal, substitution and design-out of cost elements?
- A. OWN-IT
- B. SAMOA
- C. SMART
- D. STOPS WASTE
正解：D
解説：
:
Ray Carter coined the mnemonic STOPS WASTE to remind buyers of 10 cost-reduction ideas they can ask for themselves and their suppliers in any situation when considering a key purchase input. Stop Waste by:
Standardisation - is there a standard specification?
Transportation - is the inbound transport classification appropriate
Over-engineered - is the specification too tight?
Packaging - can packaging be reduced or eliminated?
Substitutes - is there a cheaper substitute material
Weight - is there opportunity to reduce weight of the product?
Any unnecessary processing - is there any unnecessary design or feature?
Supplier's input - are suppliers able to assist with the cost reduction To make - is it more economical to make or buy?
Eliminate - if no one uses the feature, can it be eliminated?
SAMOA is a useful acronym for checking and testing the information gathered from the Internet:
Source
Audience
Methodology
Objectivity
Accuracy
OWN-IT is acronym for 5 steps in the process of collecting and analysing the data and information needed in any field:
Outline
Wide search
Narrow search
Increase your stockpile of information
Transform your stockpile into new knowledge
A SMART goal is used to help guide goal setting. SMART is an acronym that stands for Specific, Measurable, Achievable, Realistic, and Time-bound.
質問 # 109
IHL has been supplying to XYZ Ltd for months. XYZ Ltd procurement manager Diana realises that the IHL's input prices are dropping and this is a good time to re-negotiate the price of the contract. She invites IHL representative to XYZ headquarter to make a bargain on the current price. At the opening stage of the negotiation, Diana requests a 10% reduction in price with an increase in volume purchased.
Is Diana's action appropriate in the opening phase?
- A. Yes, because the negotiation should be done as quick as possible
- B. No, because Diana has put the markers down too soon
- C. Yes, because Diana's proposal is a fair trade for both parties
- D. No, because Diana should state exactly the increasing quantity
正解：B
解説：
:
The opening stage of the negotiation covers the very first few minutes when the parties meet and greet each other and are seated in the negotiation room in preparation for the main event.
Typical behaviours at the opening stage: 'dos' and 'don'ts'
Do's
Be punctual and well presented (welcome their arrival)
Break the ice with small talks
Start the conditioning process
Check authority
Check agenda
Consider using visual aid to set out key objectives or make key points
Don'ts
Use strong, pushy, cold or tough style at the opening
Put down marker at this stage
Criticise other organisations/TOP's previous contacts/third parties.
In this scenario, Diana has made her proposal right at the opening stage. This is an example of 'don'ts'. Good negotiators are very careful about 'red lines'. If she puts such barrier up too early, the supplier may not try to look for more creative solutions later in the negotiation.
質問 # 110
Which of the following are most likely to be sources of conflict that can emerge from the content of commercial negotiations? Select TWO that apply.
- A. Requisition
- B. Cultural differences
- C. Payment terms
- D. Contract governing law
- E. Framework arrangement
正解：C、D
解説：
There are multiple sources of divergent positions that can arise in situations where money is exchange for goods and services. There are 2 different types of sources. Those that arise from the content or subject matter of the negotiation (what is being negotiated) and those that arise from the process of negotiation (how it is being negotiated).
Sources of divergent position - the content of negotiation:
Table Description automatically generated
Cultural differences are the source of conflict in the process of negotiation.
Requisition is an internal document raised by user or store to communicate to procurement the need to buy the product or service specified. This is merely a internal document.
Framework arrangement is a rather loose set-up, without any legal standing. It usually occurs when an organisation has decided for itself to limit the number of suppliers it is willing to work with and, through a purely internal process, sets up an approved list of such suppliers.
LO 1, AC 1.1
質問 # 111
A buyer is preparing for an upcoming negotiation with a large supplier on a contract renewal price. The buyer has undertaken some analysis and is concerned that changes in the organisation's macro-environment over the last year will result in a price increase. The buyer's analysis has identified changes in which of the following?
- A. Internal policies
- B. Changes in demand
- C. Supplier power
- D. Exchange rates
正解：D
解説：
Reference: CIPS L4M5 Study Guide, Section 2.3 - Market Factors and Analysis
質問 # 112
Champion Toys (CT) is negotiating a large order of luxury toys with its supplier. CT has identified that lead times, order quantities, and delivery locations are tradeables that could be used in this negotiation. At which negotiation stage should CT introduce these tradeables?
- A. Closure
- B. Opening
- C. Proposing
- D. Bargaining
正解：D
解説：
Tradeables-alternative offers or concessions-are typically introduced during thebargainingstage of the negotiation. This is when both parties discuss and exchange proposals to reach a mutually acceptable agreement.
Reference: L4M5 Commercial Negotiation 2nd edition (CORE), Section 3.2 - Use of Tradeables in Negotiation Stages
質問 # 113
Which of the following is categorised as fixed cost?
- A. Additional pallet hires due to higher demand in year-end season
- B. Raw materials for next year production
- C. Governments taxes
- D. Land rental paid in advance
正解：D
解説：
:
An organisation's expense can be categorised into three groups:
Fixed Costs - costs that do not change with output.
Variable Costs - costs that vary in direct proportion to output.
Semi-variable costs - costs that are a combination of the above, with both a fixed and variable element.
Among the four options:
"Land rental paid in advance": This is fixed cost. The rental won't increase when the production increases.
"Additional pallet hires due to higher demand in year-end season": This can be identified as semi-variable cost (or step cost).
"Governments taxes": The taxes are often levied by a percentage of income or revenue. Therefore, it is variable
"Raw materials for next year production": This is obviously variable cost.
質問 # 114
"BATNA is a concept that should be considered at the start of negotiations." Is this statement correct?
- A. No, a buyer should wait until a fallback position is needed, then develop it
- B. Yes, because it is a legal requirement for negotiations
- C. Yes, a buyer should always have an alternative plan for leverage
- D. No, these are rarely used and therefore it is not necessary
正解：C
解説：
BATNA (Best Alternative to a Negotiated Agreement) is a core preparation concept and should always be considered before negotiations begin. It gives the buyer clarity on the minimum acceptable outcome and provides leverage by ensuring they do not accept a deal worse than their alternative. BATNA is not a legal requirement, nor should it be developed only when negotiations fail, as this weakens negotiating confidence and decision-making. CIPS emphasises BATNA as a fundamental planning tool that underpins effective and disciplined negotiation behaviour.
Reference: CIPS L4M5 Commercial Negotiation (CORE), 2nd edition - LO 2.2: BATNA and walk-away points in negotiation preparation.
質問 # 115
Which of the following are most likely to help buyer become preferred customer in supplier's perspective?
Select TWO that apply.
- A. Compliance with agreed repair lead time
- B. Reduction in delivery errors
- C. Onerous supplier terms and conditions
- D. Ensuring an increased number of repeat orders
- E. Shorter payment period
正解：D、E
解説：
Explanation
Becoming a preferred customer to supplier's perspective can increase the purchaser's leverage in negotiation.
Beside the size of buying organisation or its spend, the following may be sufficient to differentiate the buyer from other buying organisations:
- Simple procurement processes
- Simple contracting processes
- Clear and concise documentation
- Absence of onerous supplier terms and conditions (onerous supplier terms and conditions mean that obligations imposed on suppliers are greater than their gains)
- On-time payment: The reduction in hassle for both supplier and the buyer, if bills are paid on time, is significant. From the customer's perspective it could also be the opener to agreeing preferential payment terms. A supplier may weigh up that payment on time at 60 days is worth taking, over the current 30-day terms that slip to 90 days and beyond.
-Transparent processes
- Ethical behavior
LO 1, AC 1.3
質問 # 116
Professional buyer is planning for the next negotiation of a simple one-off contract. This negotiation is typified by which of the following? Select TWO that apply.
- A. Continuous dialogue with supplier
- B. Arm's-length approach
- C. Total cost of ownership is the most important criterion
- D. Pricing is the most important criterion
- E. Vendor ratings will be used
正解：B、D
解説：
:
Professional buyers, when planning or engaging in negotiation with suppliers, should always be aware of where the intended and actual relationship with this supplier is positioned on the 'spectrum' or 'continuum' of commercial relationships. The relationship spectrum describes the range of commercial relationships between a buyer and supplier based on richness of communication, longevity and mutual dependence.
Timeline Description automatically generated
In the question, the contract is simple one-off (or spot buy), which means the relationship will likely to be more transactional. In such relationship, price is the most important criteria and buyer may adopt arm's-length approach.
質問 # 117
An adversarial style of negotiation is appropriate when the buyer has greater bargaining power. In what other situation may the buyer adopt this style?
- A. When the supplier is a monopolist and holds most of the power
- B. Where there is a single sourcing strategy with one supplier retained
- C. In a market where buyers compete for fewer supply sources
- D. In a market full of alternative sources and substitute products
正解：D
解説：
Adversarial (win-lose) negotiation is viable when buyers can leverage abundant alternatives and substitutes, reducing supplier power. In such cases, buyers can adopt tough tactics, knowing they can switch suppliers if necessary. By contrast, limited supply, single sourcing, or monopolist suppliers constrain buyer power, making adversarial strategies risky and often ineffective. CIPS stresses that negotiation style must be matched to market conditions and the power balance.
Reference: CIPS L4M5 (2nd ed.), LO 1.1 - Adversarial negotiation: when power asymmetry favours the buyer.
質問 # 118
According to Mendelow's Matrix, how should stakeholders with high interest but low power be managed?
- A. Key player
- B. Keep satisfied
- C. Keep informed
- D. Minimal effort
正解：C
解説：
Mendelow's Matrix categorises stakeholders by power and interest. High-interest, low-power stakeholders must be kept informed, as they care about outcomes but lack direct influence. Keeping them informed builds trust and reduces resistance. By contrast, high power/interest stakeholders are key players, while low power
/low interest require minimal effort. This tool ensures negotiation strategies align with stakeholder dynamics, preventing overlooked risks or conflicts.
Reference: CIPS L4M5 (2nd ed.), LO 3.1 - Stakeholder mapping using Mendelow's Matrix.
質問 # 119
An experienced procurement professional is developing strategies for forthcoming negotiations with her key supplier. To avoid negotiation deadlocks, she identifies the reasons why negotiations could fail. Which of the following are most likely to be reasons for negotiation failures? Select TWO that apply.
- A. Buyer helps to create a co-operative atmosphere
- B. Underlying interests of TOP are overlooked
- C. Both parties focus on common interests
- D. MIL objectives are well established
- E. Unachievable objectives were set up
正解：B、E
解説：
:
It has been said that most negotiations are won (or lost) at the preparation stage. Success in a negotiation cannot be claimed unless you can refer back to your objectives and show how you have achieve them. In broad terms, negotiation plans/strategies involve 4 key activities:
1. Developing and prioritising your objectives and limits
2. Seeking to understand TOP's objectives
3. Developing concession plans
4. Planning the resources and logistics required and agreeing team roles.
Questions to gain an understanding of why a negotiation failed
Did we collect and make effective use of all information available when preparing for the negotiation?
Did we set objectives for the negotiation that were stretching and achievable and established MIL objectives?
Did we determine a strategy for the negotiation?
Did the other party understand our needs correctly?
Were we aware of the underlying interests of the other party?
Were our proposals convincing enough for acceptance by the other party?
Did we explore different variables in the negotiation?
Did we fully understand all proposals?
Did we give any unplanned concessions and did we check the importance of these?
Did we focus on common interests?
Did we ask a range of questions?
Did we get answers to all our questions?
Could we answer all the questions addressed to us in a proper and positive way?
Did we summarise effectively?
Did we use different methods of persuasion in the negotiations?
Which tactics did we use and what effect did they have?
Did our negotiating team work well as a team?
Did we help to create a co-operative atmosphere
質問 # 120
A buyer continually states, during a negotiation, that budget constraints are impacting their ability to make concessions. What type of tactic are they using?
- A. Add-on
- B. One more thing
- C. Good cop/bad cop
- D. Broken record
正解：D
質問 # 121
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CIPS L4M5: 商業交渉試験は、調達業界における効果的な交渉の実践に備えるよう候補者を訓練することを目的としています。この試験では、交渉プロセスの主要な要因を特定し、交渉理論を解釈・適用し、交渉戦略を採用する能力を評価します。候補者は、情報を基にした意思決定、関係の構築と維持、交渉プロセスの管理についての理解を示す必要があります。
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