L5M15 Exam Dumps - CIPS Level 5 Advanced Diploma in Procurement and Supply Questions and Answers

Physiologicalneeds (air, water, food, rest) sit at the base of Maslow’s pyramid. Higher-order needs (safety, belonging, esteem, self-actualisation) become salient once lower levels are reasonably satisfied.

CIPS distinguishes betweenhonestyandopenness. Negotiators must always acthonestly(ethical integrity), butopenness—disclosing all information—can weaken your position. The key is to balance transparency with confidentiality and strategic discretion.

TheKraljic Matrixis used to assess procurement categories and supplier relationships based onvalue and risk, helping buyers tailor their negotiation and relationship management strategies.

Awin : perceived winoccurs where apowerful party winssubstantive outcomes while the weaker partybelievesit has also “won,” often due topower asymmetryand framing.

High-risk/high-value scenarios (often coded “yellow” in CIPS frameworks) require acollaborativeapproach—building joint trust, sharing information, and developing win–win outcomes to manage complexity and mutual dependency.

Effective negotiators adapt betweenpush and pull stylesdepending on context. While push techniques (assertion, logic) can help when cost pressure is key,pull techniques(consulting, inspiring) strengthen relationships and trust—vital for long-term supplier collaboration.

Consulting leadershipinvolves engaging team members in decision-making, valuing their input before implementing actions. It encourages ownership, trust, and collaboration—sitting between directive and participative styles.

Acold(detached) andtough(adversarial) style discourages collaboration and may escalate conflict. CIPS categorises influencing behaviour across two dimensions—warm vs cold and tough vs soft—with “cold and tough” seen as destructive.

Assertive, decisive negotiation styles align withhigh-value, low-risksituations, typically requiring competitive behaviour to maximise value without the complexity of shared risk.

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.