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CIPS Commercial Negotiation – L4M5 paper *11.
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1.
Which type of power is derived from a person's expertise, formal training, qualifications, and experience in a specific procurement category?
2.
Which type of power comes from an individual's ability to offer financial incentives or other attractive rewards to influence behavior? (This may not always be legal or ethical)
3.
Which type of power stems from a person’s perceived attractiveness, credibility, fairness, and respect, sometimes called "charisma" in leaders?
4.
Which type of power is based on the ability to punish others for not complying with certain rules or expectations?
5.
Answer question 5-9 from the case study below
Case Study:
Think about why most drivers stop when they see a red traffic light. While it’s clearly a legal rule, multiple types of power may be influencing this action. The more types at play, the stronger the influence.
6.
In the situation of stopping at a red traffic light, the fact that "it is the law" represents which type of power?
7.
The statement "If you do not stop, you may be fined or prosecuted" represents which type of power in this case?
8.
The awareness that "not stopping is dangerous and could harm others" exemplifies which type of power?
9.
The feeling of being a "good citizen" by following the rule represents which type of power?
10.
The fear of being "embarrassed if seen breaking the law by friends or neighbors" illustrates which type of power?
11.
For lower-value items crucial to the well-being of the business, which approach is most suitable?
12.
For low-value, low-risk items, what strategy should be used?
13.
How should a buyer manage items that are inexpensive and pose little risk?
14.
For key items that are both high cost and crucial to the business, what is the best strategy?
15.
For items that are not critical but involve significant spend, which strategy is most effective?
16.
For customers who do not spend much but are still attractive, how should a seller approach them?
17.
For customers who spend little and are not attractive, how should a seller approach them?
18.
For high-value, high-quality customers who should be prioritized, how should a seller approach them?
19.
For customers who are not very attractive but contribute significantly to profit, how should a seller approach them?
20.
Which of the following is NOT a way to improve leverage with suppliers?
21.
Increasing leverage through spend concentration can take many forms. Choose the six relevant strategies.
(1) Vender base reduction
(2) Volume pooling
(3) Volume redistribution
(4) Volume consolidation across categories
(5) Standardization and harmonization of specification
(6) Forming purchasing consortia
(7) Early supplier involvement
(8) Pull and push option
22.
Increasing leverage through spend analytics is typically represented by which tool?
23.
In a spend analysis, which question is NOT part of the three-dimensional cube analysis?
24.
To increase leverage with suppliers, which seven factors are most important?
(1)Simple procurement process
(2) Simple contracting project
(3) Procurement and supply cycle
(4) Supply chain
(5) Clear and concise documentation
(6) Absence of onerous supplier terms and conditions.(7) On-time payment
(8) Transparent process
(9) Ethical behavior
25.
Which category does not apply to supplier segmentation?
26.
Which two categories define operational suppliers?
27.
A supplier's reputation may be based on the following factors. Choose the applicable seven:
(1) Quality of product or service
(2) Low cost/ high value for money
(3)High ethical standard
(4) Reliability
(5) Rivalry in the market
(6) Startup capital
(7) Cutting-edge technology
(8) Strong Customer focus
(9) Engineering excellence
28.
Dr. Mari Sako's taxonomy of trust in commercial relationships identifies three types of trust. Which of the following is NOT one of them?
29.
Which type of trust is considered the greatest?
30.
Which type of trust takes the longest to develop?
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