Updated Jun-2026 L5M15 Exam Practice Test Questions [Q19-Q37]

Updated Jun-2026 L5M15 Exam Practice Test Questions

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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 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.
Topic 3	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.

 

NEW QUESTION # 19
What is the mainadvantagefor a supplier using a pain-share contract?

• A. The supplier will be penalised for not achieving a target cost.
• B. There is a shared approach to risk.
• C. It ensures a better relationship with the buyer.
• D. It ensures cost certainty on the contract.

Answer: B

Explanation:
Pain/gain share arrangements distribute both upside (gain) and downside (pain) between buyer and supplier, promoting fairness and shared accountability. This shared-risk structure encourages collaboration and continuous improvement.
Reference:CIPS L5M15 -Risk and Reward Sharing in Contracts.

NEW QUESTION # 20
What is meant by thePower Approachto negotiation?

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

Answer: C

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 # 21
Which sentence about theHuman Relations approachto company structure isnot true?

• A. It uses flatter organisational structures with decentralised authority.
• B. Tasks are grouped together by their common nature or task focus.
• C. Teams work to create synergies and fulfil social needs.
• D. It allows for cross-functional teams and empowerment.

Answer: B

Explanation:
Statement D describes aFunctional Structure, not Human Relations. TheHuman Relations approach emphasises team collaboration, empowerment, and flexible cross-functional working to meet both organisational and social needs.
Reference:CIPS L5M15 -Organisational Structures and Human Relations Theory (Domain 3.2).

NEW QUESTION # 22
A combination of which two behaviours fails to establish effective buyer-supplier relationships and can lead to aggressive negotiation tactics?

• A. Tough
• B. Warm
• C. Soft
• D. Cold

Answer: A,D

Explanation:
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.
Reference:CIPS L5M15 -Influencing Behaviour Grid (Warm/Cold vs Tough/Soft, Domain 1.2).

NEW QUESTION # 23
In preparing for a negotiation, an in-house procurement analyst has completed research and will present this to the team before negotiations begin. Which of the following tools could they use to organise the data?Select TWO.

• A. Data Cube
• B. STEEPLE Analysis
• C. Relationship Spectrum
• D. SWAP Analysis

Answer: A,B

Explanation:
TheData Cubeis a multi-dimensional framework for presenting data clearly, whileSTEEPLE analysis (Social, Technological, Economic, Environmental, Political, Legal, Ethical) helps analyse the external environment. These tools aid structured preparation for negotiation.
Reference:CIPS L5M15 -Analytical Tools for Negotiation Preparation.

NEW QUESTION # 24
Procurement or contract risk can come in many forms. A STEEPLE analysis can provide awareness of potential risk factors. Which of the following factors are included within a STEEPLE analysis?

• A. Social, time, environment
• B. Legal, ethical, political
• C. Legitimate, ethical, economic
• D. Ergonomic, technological, political

Answer: B

Explanation:
STEEPLE analysis(Social, Technological, Economic, Environmental, Political, Legal, Ethical) helps identify external factors that could create risks or opportunities in procurement. It broadens situational awareness beyond immediate operational issues.
Reference:CIPS L5M15 -Environmental Scanning and Risk Awareness: STEEPLE Model (Domain 2.1).

NEW QUESTION # 25
What was the principal conclusion of the Hawthorne experiments?

• A. People work harder when they're being observed.
• B. People are motivated by money.
• C. People are inherently lazy.
• D. People work better when the lighting is better.

Answer: A

Explanation:
The "Hawthorne effect" suggests performance can improve simply because people know they are being studied/observed-attention and interest from management can boost engagement.
Reference:CIPS L5M15 - Motivation and behaviour: Hawthorne/Elton Mayo.

NEW QUESTION # 26
Holding a meeting is the best way to communicate outcomes of negotiation withKey Playerstakeholders. Is this correct?

• A. No - you should not over-communicate with key players.
• B. Yes - key players need to receive regular communication.
• C. No - key players have a lot of power and won't have time for meetings.
• D. Yes - this is a good way to engage their active support.

Answer: D

Explanation:
Key playersin Mendelow's Stakeholder Matrix (high power, high interest) must beactively engagedand involved in important decisions. Meetings are an effective way to build commitment, gain input, and secure their ongoing support.
Reference:CIPS L5M15 -Stakeholder Mapping and Communication Methods (Domain 1.3).

NEW QUESTION # 27
Under what circumstances would you useparallel workingwith two suppliers?

• A. When large orders exceed one supplier's capacity.
• B. When the item is a bottleneck item, to reduce risk.
• C. When changing supplier, to ensure a smooth transition.
• D. When maintaining good relations with an old supplier.

Answer: C

Explanation:
Parallel working (or parallel running)is used when switching suppliers to ensure continuity of supply. Both suppliers operate simultaneously for a transition period until the new supplier demonstrates stability and quality.
Reference:CIPS L5M15 -Supplier Transition and Continuity Planning (Domain 1.3).

NEW QUESTION # 28
Which of the following incentives encouragesinnovation?

• A. Service credits
• B. Gainshare
• C. Bonus payments
• D. Pain share

Answer: B

Explanation:
Gainsharemechanisms reward suppliers for achieving cost savings, process improvements, or innovation that benefits both parties. By sharing the gains, suppliers are motivated to propose creative solutions.
Reference:CIPS L5M15 -Supplier Incentives and Relationship Development (Gain/Pain Share Models).

NEW QUESTION # 29
When may the outcome of a negotiation be described aswin: perceived win?

• A. When there is a power imbalance between the two parties
• B. When using positional bargaining
• C. When negotiations are rushed
• D. When one of the parties is less experienced

Answer: A

Explanation:
Awin : perceived winoccurs where apowerful party winssubstantive outcomes while the weaker party believesit has also "won," often due topower asymmetryand framing.
Reference:CIPS L5M15 - Power, Perception and Outcome Typologies (Domain 2.2).

NEW QUESTION # 30
Haggling and coercive behaviour can lead to a win-win outcome in a negotiation. Is this true?

• A. No - haggling and coercive behaviour can only lead to a lose-lose outcome.
• B. Yes - both parties achieve their objectives.
• C. Yes - this is the most effective way to ensure a win-win outcome.
• D. No - a win-win outcome requires both parties to achieve their objectives through a value-creating approach.

Answer: D

Explanation:
A true win-win outcome arises when negotiators expand value and align interests so both sides achieve key objectives. Coercion/hard haggling is typically distributive and value-claiming, whichrisks damaging trust and typically does not create the integrative trades needed for win-win agreements.
Reference:CIPS Level 5, L5M15 - Topic: Win-Win vs Win-Lose; Value Creation vs Value Claiming.

NEW QUESTION # 31
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. BATNA
• C. Framing the agenda
• D. Take it or leave it

Answer: C

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 # 32
Rationalising is the use of logic, facts, and reason in a negotiation. This is a pull style of influencing. Is this correct?

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

Answer: A

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 # 33
Which of the following isnota base of power?

• A. Legitimate
• B. Financial
• C. Informational
• D. Referent

Answer: B

Explanation:
The six recognisedbases of powerare informational, legitimate, referent, coercive, reward, and expert.
Financial power is not classified separately-it can fall under reward or resource power, but not as a formal category.
Reference:CIPS L5M15 -Power in Negotiation (French & Raven's Six Bases) (Domain 3.1).

NEW QUESTION # 34
Which of the following areadvantagesof videoconferencing?Select THREE

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

Answer: A,C,D

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 # 35
Why is it important to build rapport during a negotiation?

• A. It allows you to deviate from the agenda.
• B. It is a hard influencing technique that will help secure the desired outcome.
• C. It is the process of building a relationship of mutual trust and understanding.
• D. It demonstrates power and influence in the negotiation.

Answer: C

Explanation:
In negotiation, rapport is about creating a foundation of mutual trust, respect, and understanding so that information flows more freely, misinterpretations are reduced, and collaborative problem-solving becomes easier. Strong rapport supports effective communication and smoother movement toward agreement.
Reference:CIPS Level 5, Advanced Negotiation (L5M15) - Topic: Building Rapport (Communication and Interpersonal Skills).

NEW QUESTION # 36
According to Maslow's hierarchy of needs, which is the most basic human need?

• A. Emotional
• B. Physiological
• C. Belonging
• D. Safety

Answer: B

Explanation:
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.
Reference:CIPS L5M15 - Motivation theories applied to negotiation.

NEW QUESTION # 37
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