[Apr 10, 2026] Get to the Top with L5M15 Practice Exam Questions [Q21-Q39]

[Apr 10, 2026] Get to the Top with L5M15 Practice Exam Questions

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NEW QUESTION # 21
The win-lose approach to negotiation is also sometimes known as what?

• A. Brinkmanship
• B. Distributive bargaining
• C. Positional negotiation
• D. Gamesmanship

Answer: B

Explanation:
Distributive bargaining treats the deal as a fixed pie: what one party gains, the other loses. It typically uses competitive tactics aimed at claiming value rather than creating it and is closely associated with win-lose outcomes.
Reference:CIPS Level 5, L5M15 - Topic: Distributive (Competitive) vs Integrative (Collaborative) Negotiation.

NEW QUESTION # 22
Which of the following is a soft skill that is important in procurement and supply?

• A. Knowledge
• B. Computer skills
• C. Influencing skills
• D. Financial acumen

Answer: C

Explanation:
Soft skills are interpersonal attributes that enable effective collaboration and impact. In the L5M15 context, influencing skillsare highlighted as critical to negotiation and stakeholder engagement, whereas financial acumen, computer skills, and domain knowledge are typically classified as technical/hard skills.
Reference:CIPS L5M15 - Communication & Interpersonal Skills / Soft vs Hard Skills (Domain 3.1).

NEW QUESTION # 23
The negotiation tactic in which a person enters with preconceived ideas and attacks the opposition rather than working toward a wise agreement is known as:

• A. Win-win
• B. Lose-lose
• C. Positional
• D. Principled

Answer: C

Explanation:
Positional bargainingstarts from fixed stances and tends toward adversarial exchanges and concession trading, often impeding creative, interest-based outcomes.
Reference:CIPS L5M15 - Approaches to Negotiation: Positional vs Principled (Domain 2.2).

NEW QUESTION # 24
Principled Negotiation is an approach that attempts to achieve what outcome?

• A. Win-lose
• B. Win-win
• C. The other party concedes on all items
• D. The quickest outcome

Answer: B

Explanation:
Principled (interest-based) negotiation aims tocreate valueand reachmutual gainby separating people from problems, focusing on interests, generating options, and applying objective criteria-hallmarks of win-win.
Reference:CIPS L5M15 - Principled/Interest-Based Negotiation (Domain 2.2).

NEW QUESTION # 25
When mightcrowdsourcingbe useful in a negotiation?

• A. During the negotiation, to gain better insight
• B. Researching a supplier
• C. Deciding on final prices
• D. Assessing the other party's BATNA

Answer: B

Explanation:
In CIPS terms,crowdsourcingmeans collecting information or opinions from a large group via digital platforms. It can be useful forresearching suppliers, validating performance, and benchmarking reputations before negotiations.
Reference:CIPS L5M15 -Information Gathering & External Intelligence Tools (Domain 2.1).

NEW QUESTION # 26
What is meant by "marginal gains"?

• A. A supplier should seek to meet their KPIs but not excel.
• B. There should be a low margin for error when trying to improve.
• C. All improvements are of equal value.
• D. Small incremental gains can lead to a larger improvement.

Answer: D

Explanation:
The "marginal gains" philosophy is that making numerous small, continuous improvements across processes results in significant overall performance enhancement. This principle is often applied to supplier development and continuous improvement programmes.
Reference:CIPS L5M15 -Supplier Performance and Continuous Improvement(Marginal Gains Theory).

NEW QUESTION # 27
In which circumstances may a buyer suggest that a negotiation meeting be held at thesupplier's premises?

• A. To ensure the buyer has the advantage
• B. To allow the buyer to find out more about the supplier
• C. To ensure negotiations run smoothly
• D. To ensure the supplier has the advantage

Answer: B

Explanation:
Holding a meeting at thesupplier's siteallows the buyer to gain insights into the supplier's capacity, infrastructure, culture, and quality systems. This firsthand observation strengthens understanding and informs negotiation strategy.
Reference:CIPS L5M15 -Negotiation Preparation and Venue Selection (Domain 1.1).

NEW QUESTION # 28
In which part of the relationship cycle is a supplier likely to beleast motivated?

• A. Signing the contract
• B. Handover from previous supplier
• C. Negotiation
• D. Mid-term contract

Answer: D

Explanation:
Supplier motivation typicallydeclines mid-contract, once initial enthusiasm fades and before renewal discussions begin. Motivation peaks during negotiation, contract signing, and early delivery when relationships are still being established.
Reference:CIPS L5M15 -Supplier Relationship Lifecycle and Motivation (Domain 1.3).

NEW QUESTION # 29
Using praise or flattery in a negotiation is the use of which of the following tactics?

• A. Ingratiation
• B. Exchange
• C. Collaboration
• D. Personal appeal

Answer: A

Explanation:
Ingratiationinvolves using flattery, praise, or friendliness to increase likability and influence. It's a soft tactic often used to build rapport and reduce resistance before discussing substantive issues.
Reference:CIPS L5M15 -Soft Tactics and Relationship Building (Domain 3.1).

NEW QUESTION # 30
What is meant by thePower Approachto negotiation?

• A. Agreements are made on mutual interest
• B. More relative power means the negotiator can be proactive rather than reactive
• C. Relationships based on power should be discouraged
• D. Inequality of power is a barrier to close relationships

Answer: B

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 # 31
Explaining the benefit of an option is a soft tactic often used in negotiations. What is this commonly known as?

• A. Inspirational appeal
• B. Ingratiation
• C. Consultation
• D. Apprising

Answer: D

Explanation:
"Apprising" means spelling out how a proposal benefits the other party (e.g., efficiencies, cost savings, risk reduction). It's a classic soft, pull-style tactic that aims to increase willingness by linking options to the counterpart's interests.
Reference:CIPS L5M15 - Negotiation tactics: soft/pull tactics (Apprising).

NEW QUESTION # 32
Dominic has reached a deadlock. He shifts focus to what happens if both parties cannot agree. What tactic is Dominic using?

• A. The nibble
• B. Framing the agenda
• C. Take it or leave it
• D. BATNA

Answer: B

Explanation:
Framinginvolves guiding attention toward specific consequences or perspectives. By emphasising the outcome of no agreement, Dominic reframes the discussion around the implications of failure, potentially prompting reconsideration.
Reference:CIPS L5M15 -Framing Agendas and Issue Management (Domain 1.2).

NEW QUESTION # 33
Alan needs to communicate the outcome of a negotiation to his internal stakeholders. His internal stakeholders havehigh power. Which communication methods would be best?Select TWO

• A. Team meeting
• B. Notice board
• C. Article on the website
• D. Email

Answer: A,D

Explanation:
When stakeholders holdhigh poweror influence, communication should bedirect and engaging, ensuring clarity and accountability.
Face-to-faceteam meetingsallow discussion and immediate feedback, whileemailsprovide documented communication. Noticeboards and website articles are better suited for lower-power or external audiences.
Reference:CIPS L5M15 -Stakeholder Communication and Engagement Strategies (Domain 1.3).

NEW QUESTION # 34
Which of the following behaviours can lead to a breakdown in trust because of the perceived lack of honesty?
Select TWO

• A. Exaggerated claims
• B. Using hardball negotiation techniques
• C. Favouritism
• D. Lack of a fixed agenda

Answer: A,C

Explanation:
Behaviours thatundermine honesty(e.g.,exaggerated claimsandfavouritism) erode credibility and trust in negotiations. Hardball techniques can be competitive but are not inherently dishonest; lack of a fixed agenda affects structure, not honesty.
Reference:CIPS L5M15 - Ethics, Trust & Relationship Risks (Domain 2.1).

NEW QUESTION # 35
Which of the following areadvantagesof videoconferencing?Select THREE

• A. You can fully analyse the body language of the other party.
• B. It is convenient and quick.
• C. Participants can share screens.
• D. It results in better outcomes than face-to-face meetings.
• E. Negotiators can watch facial expressions of the other party.

Answer: B,C,E

Explanation:
Videoconferencing offers benefits such asscreen sharing,speed and convenience, and the ability to observe facial expressions. However, it limits full body-language assessment and may reduce personal connection compared to face-to-face interactions.
Reference:CIPS L5M15 -Modern Communication Channels in Negotiation (Domain 2.1).

NEW QUESTION # 36
ABC Ltd is partnering with XYZ to create a new product. The Head of Technical Design who created the specification attends the meeting. What type of power does this person bring?

• A. Expert
• B. Legitimate
• C. Coercive
• D. Referent

Answer: A

Explanation:
Expert powerderives from specialised knowledge, experience, or skill. The Technical Design Head, as the specification creator, holds expert authority influencing decisions through technical competence rather than hierarchy.
Reference:CIPS L5M15 -Sources and Application of Expert Power (Domain 3.1).

NEW QUESTION # 37
Which of the following stages in group development comesfirst?

• A. Mourning
• B. Performing
• C. Norming
• D. Storming

Answer: D

Explanation:
In Tuckman's team development model:Forming # Storming # Norming # Performing # Adjourning
/Mourning. "Storming" is the first stage listed here and marks initial conflict as roles and norms form.
Reference:CIPS L5M15 -Team Dynamics: Tuckman's Stages (Domain 3.1).

NEW QUESTION # 38
Rationalising is the use of logic, facts, and reason in a negotiation. This is a pull style of influencing. Is this correct?

• A. Yes - rationalising is an inspirational technique.
• B. Yes - rationalising influences outcomes by uniting others.
• C. No - rationalisation relies on personal confidence.
• D. No - rationalising is a push technique which relies on persuasion and leverage.

Answer: D

Explanation:
Rationalisingbelongs to thepush influencing style. It uses logic, facts, and evidence to convince others, leveraging authority or data. It contrasts withpull techniquessuch as inspiring and consulting, which engage others collaboratively.
Reference:CIPS L5M15 -Push vs Pull Influencing Techniques (Domain 3.1).

NEW QUESTION # 39
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CIPS L5M15 Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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.
Topic 3	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.

 

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