์ํํจ์ค๊ฐ๋ฅํL4M5 Dumps์ต์ ๋ฒ์ ๋คํ์ํ๋ฌธ์
CIPS L4M5๋คํ์ ๋ฌด๋ฃ์ํ์ ์ํ์ ๋ค๋ฉด ์ฐ์ PDF Version Demo ๋ฒํผ์ ํด๋ฆญํ๊ณ ๋ฉ์ผ์ฃผ์๋ฅผ ์
๋ ฅํ์๋ฉด ๋ฐ๋ก ๋ค์ด๋ฐ์CIPS L4M5๋คํ์ ์ผ๋ถ๋ถ ๋ฌธ์ ๋ฅผ ์ฒดํํด ๋ณด์ค์ ์์ต๋๋ค. CIPS L4M5 ๋คํ๋ ๋ชจ๋ ์ํ๋ฌธ์ ์ ํ์ ํฌํจํ๊ณ ์์ด ์ ์ค์จ์ด ์์ฃผ ๋์ต๋๋ค. CIPS L4M5๋คํ๋กCIPS L4M5์ํํจ์ค GO GO GO !
CIPS L4M5 : ์์
ํ์ ์ํ์ ์กฐ๋ฌ ๋ฐ ๊ณต๊ธ๋ง ์ ๋ฌธ๊ฐ๊ฐ ์ฑ๊ณต์ ์ธ ํ์ ๊ธฐ์ ์ ๋ง์คํฐ ํ ์์๋ ์ค์ํ ๋ชจ๋์
๋๋ค. ์ด ์ํ์ ์์ ์ ์ญํ ๋ด์์ ์ฑ์ฅํ๊ฑฐ๋ ๊ฒฝ๋ ฅ์ ๋ฐ์ ์ํค๋ ค๋ ๊ฐ์ธ์ ๋์์ผ๋กํ๋ฉฐ ๋น์ฆ๋์ค ํ๊ฒฝ์์ ์ฑ๊ณต์ ์ผ๋ก ํ์ ํ ์์๋ ๋ฅ๋ ฅ์ ๋ณด์ฌ์ค๋๋ค. ์ฑ๊ณต์ ์ธ ํ๋ณด์๋ ๊ณต๊ธ ์
์ฒด ๋ฐ ์ดํด ๊ด๊ณ์ ๊ด๋ฆฌ๋ฅผ ํฌํจํ์ฌ ์
๊ณ์ ๋ชจ๋ ๋ถ๋ฌธ์์ ๊ฐ์น์๋ ๊ธฐ์ ๊ณผ ์ง์์ ์ต๋ ํ ๊ฒ์
๋๋ค.
CIPS L4M5 (์์
ํ์) ์๊ฒฉ์ฆ ์ํ์ ์กฐ๋ฌ ์ ๋ฌธ๊ฐ๋ค์ด ํ์ ๊ธฐ์ ์ ๊ฐ๋ฐํ๊ณ ์์
ํ์ ์ ๋ฌธ๊ฐ๊ฐ ๋๊ธฐ๋ฅผ ์ํ๋ ์ฌ๋๋ค์ ์ํด ์ค๊ณ๋์์ต๋๋ค. ์ด ์๊ฒฉ์ฆ์ ์กฐ๋ฌ ํ๋ก์ธ์ค์ ์ฐธ์ฌํ๊ณ ๊ณต๊ธ ์
์ฒด ๋ฐ ๊ณต๊ธ ์
์์ ๊ณ์ฝ, ํ์ ๋ฐ ๊ฑฐ๋๋ฅผ ํ์ํด์ผํ๋ ๊ฐ์ธ๋ค์๊ฒ ์ ํฉํฉ๋๋ค. ์ํ์ ํ์ ์ด๋ก , ์ ๋ต ๋ฐ ์ ์ ์ ํฌํจํ ๋ค์ํ ์์
ํ์๊ณผ ๊ด๋ จ๋ ์ฃผ์ ๋ฅผ ๋ค๋ฃน๋๋ค.
>> L4M5 Dumps <<
L4M5์ธ์ฆ๋คํ๊ณต๋ถ๋ฌธ์ - L4M5์๋ฒฝํ ์ํ๋คํ๊ณต๋ถ
๋ง์ฝ ์ฌ๋ฌ๋ถ์CIPS L4M5์ธ์ฆ์ํ์ทจ๋์ผ๋ก ์ด ์น์ดํ IT์
๊ณ๊ฒฝ์ ์์์ ์๊ธฐ๋ง์ ์๋ฆฌ๋ฅผ ์ก๊ณ , ์คํ์ ์๊ณ , ์ ๋ฌธ์ ์ธ ์ง์์ ๋์ด๊ณ ์ถ์ผ์ญ๋๊น? ํ์ง๋งCIPS L4M5ํจ์ค๋ ์ฌ์ด ์ผ์ ์๋๋๋ค.CIPS L4M5ํจ์ค๋ ์ฌ๋ฌ๋ถ์ด IT์
๊ณ์ ํ๋ฐ์ ๋ ๊ฐ๊น์์ก๋ค๋ ๋ป์ด์ฃ . ํ์ง๋ง ์ด๋ ๊ฒ ์ค์ํ ์ํ์ด๋ผ๊ณ ๋ง์ ์๊ฐ๊ณผ ์ ๋ ฅ์ ๋ญ๋นํ ํ์๋ ์์ต๋๋ค. KoreaDumps์ ์๋ฒฝํ ์๋ฃ๋ง์ผ๋ก๋ ๊ฐ๋ฅํฉ๋๋ค. KoreaDumps์ ๋คํ๋ค์ ๋ชจ๋ ์ ๋ฌธ์ ์ผ๋ก IT๊ด๋ จ์ธ์ฆ์ํ์ ๋ํ์ฌ ์ฐ๊ตฌํ์ฌ ๋ง๋ค์ด์ง๊ฒ์ด๊ธฐ ๋๋ฌธ์
๋๋ค.
CIPS L4M5 ์๊ฒฉ์ฆ ์ํ์ ์์
์ ๊ต์ญ๊ณผ ๊ด๋ จ๋ ๋ค์ํ ๊ธฐ์ ๊ณผ ์ง์ ์์ญ์ ๋ค๋ฃน๋๋ค. ์ด์๋ ํจ๊ณผ์ ์ธ ๊ต์ญ ์์น ์ดํด, ๊ต์ญ ์ ๋ต ๊ฐ๋ฐ, ๊ต์ญ ํ๋ก์ธ์ค ๊ด๋ฆฌ, ๊ทธ๋ฆฌ๊ณ ๊ต์ญ ๊ฒฐ๊ณผ ๋ถ์ ๋ฐ ํ๊ฐ ๋ฑ์ด ํฌํจ๋ฉ๋๋ค. ์ด ์ํ์ ํ๋ณด์๋ค์ ์ด๋ฌํ ์์ญ์ ๋ํ ์ง์๊ณผ ์ด๋ฅผ ํ์ค ์ธ๊ณ ์ํฉ์์ ์ ์ฉํ ์ ์๋ ๋ฅ๋ ฅ์ ๊ฒ์ฆํ๊ธฐ ์ํด ์ค๊ณ๋์์ต๋๋ค.
์ต์ CIPS Level 4 Diploma in Procurement and Supply L4M5 ๋ฌด๋ฃ์ํ๋ฌธ์ (Q86-Q91):
์ง๋ฌธ # 86
A new manager has been appointed with responsibility for an organisation's category which has major impact on organisational cost base and there are little competitions in the supply market. They have an objective to improve supplier cost structures over time. Which of the following should they carry out first?
- A. Purchase price cost analysis
- B. STEEPLE analysis
- C. Competitive rivalry analysis
- D. Volume concentration
์ ๋ต๏ผA
์ค๋ช
๏ผ
:
The objective of the buyer here is to improve supplier cost structures over time, which requires them to have insight into supplier's current cost information. Purchase price cost analysis (PPCA) can help here. PPCA is a method for gathering, analysing and using price and cost information in a systematic way. The process allows the identification of future savings and opportunities to improve current costs.
STEEPLE analysis is used to analyse the macro environment that may have impact on an organisation.
Competitive rivalry is a part of Porter's Five Forces which is a tool for strategy making.
Volume concentration is a way to increase the purchasing quantities in order for a buying organisation to improve its leverage in negotiation.
ย
์ง๋ฌธ # 87
Which of the following is the true statement?
- A. Internal stakeholder support will be important for both negotiation and contract performance
- B. External stakeholders such as suppliers can largely influence an organisation's procurement negotiations
- C. Commercial negotiation objectives should be driven by just the instincts of procurement
- D. All connected stakeholders have a low level of impact on procurement negotiations
์ ๋ต๏ผA
์ค๋ช
๏ผ
Internal stakeholder support will be important not just at the initial negotiation of the contract, but potentially throughout the life of the contract right through to exit.
As a general rule, connected stakeholders (with the exception of suppliers) have a low level of influence on procurement negotiations.
Suppliers are connected stakeholders who have contractual relationships with the organisation.
Commercial negotiation objective should be driven by the business needs of the organisation, and not just the instinct of procurement.
ย
์ง๋ฌธ # 88
A negotiation meeting commences with the supplier asking the buyer 'How do you feel about the service you receive from us currently?', followed by 'What do you think about our latest products?' and 'How do we compare with other suppliers you use?' The supplier is using which type of questions?
- A. Probing questions
- B. Closed questions
- C. Hypothetical questions
- D. Open questions
์ ๋ต๏ผD
์ค๋ช
๏ผ
Open questions begin with "how," "what," "why," etc., and are designed to encourage detailed responses. The supplier's questions are open-ended and aim to gather comprehensive feedback, which can inform better mutual understanding and potential deal improvements.
Reference: L4M5 Commercial Negotiation 2nd edition (CORE), Section 3.3 - Questioning Styles in Negotiation
ย
์ง๋ฌธ # 89
Which of the following are typical characteristics of activity-based costing (ABC) method? Select TWO that apply.
- A. Variable and all related overhead expenses are specifically assigned to a business activity
- B. Limited understanding of true costs incurred
- C. Costs are allocated based on volume
- D. ABC provides the information required to take action and realise improvements
- E. ABC has tended to over cost products on long runs and under cost those on short runs
์ ๋ต๏ผA,D
์ค๋ช
๏ผ
:
Activity-based costing is an alternative approach to traditional absorption costing. The characteristics of these two methods are illustrated in the graph below:
Graphical user interface, text, chat or text message, website Description automatically generated
ย
์ง๋ฌธ # 90
Sumitomo Rubber Industries (SRI) is a Japan-based tyre manufacturer. In order to increase production, SRI is sourcing rubber from Southeast Asian firms. Which of the following micro factors are most likely to shift the balance of power to supplier? Select TWO that apply
- A. There are no close substitutes for rubber
- B. Costs of changing suppliers are high
- C. Rubber from different suppliers is virtually similar
- D. SRI's purchase amount makes significant proportion of supplier revenue
- E. SRI sets up its own rubber plantation
์ ๋ต๏ผA,B
์ค๋ช
๏ผ
There are many factors that can influence the balance of power in a negotiation. These factors are classified into 3 levels:
Macro level: STEEPLE framework: social, technological, economic, environment, political, legal and ethical Micro level: Porter's five forces:
Diagram Description automatically generated
One-to-one buyer-supplier dynamics.
The question asks about the micro factors that increases supplier's bargaining power. Among 5 answers, only 2 are likely to increase buyer's power:
There are no close substitutes for rubber: the buyer has to buy rubber, not any other material.
Costs of changing suppliers are high: buyer entails a large barrier if they want to switch supplier.
Other answers cannot be correct because:
SRI sets up its own rubber plantation: Buyer secures its own supply
SRI's purchase amount makes significant proportion of supplier revenue: Suppliers are reliant on buyer. If the buyer stops buying from them, they can face serious cash flow problems Rubber from different suppliers is virtually similar: undifferentiated product would shift the power balance towards buyer.
ย
์ง๋ฌธ # 91
......
L4M5์ธ์ฆ๋คํ๊ณต๋ถ๋ฌธ์ : https://www.koreadumps.com/L4M5_exam-braindumps.html