Pass the CIPS Level 5 Advanced Diploma in Procurement and Supply L5M15 Questions and answers with Dumpstech

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.

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.

“Nuisance” customers in theSupplier Preferencing Matrixare low-value and low-attractiveness accounts. The recommended strategy is to minimise investment of time and resources—maintaining transactional efficiency but avoiding over-engagement.

“Principled negotiation” (sometimes called the Harvard method) is built on four pillars: (1) separate people from the problem; (2) focus on interests, not positions; (3) generate options for mutual gain; and (4) use objective criteria. Bob’s focus on creating options for mutual gain signals the principled approach.

Sharing warehousing, distribution, or production capacity is characteristic ofoperations and logisticsalliances—aimed at cost leverage, service improvements, and risk sharing in physical operations.

“Skunkworks” refers to a small, independent unit within an organisation that focuses on innovation and experimental projects. It operates with autonomy and minimal bureaucracy, often outside the main corporate structure, to accelerate development.

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.

High-risk or high-value negotiations require thorough preparation—understanding goals, alternatives, and stakeholder expectations—and often benefit from a cross-functional team bringing varied expertise. This improves quality of analysis and decision-making.

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.

Integrityrefers to ethical consistency—acting honestly, fairly, and in accordance with moral principles, even under pressure. It underpins trust and credibility in procurement and negotiation.