Latest Success Metrics For Actual L5M15 Exam 2026 Realistic Dumps
Updated L5M15 Dumps Questions For CIPS Exam
CIPS L5M15 Exam Syllabus Topics:
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NEW QUESTION # 30
Research by Meredith Belbin into team roles and predicting success showed that the most successful teams had which of the following characteristics?
- A. A successful team requires different people to play different roles.
- B. A successful team should have nine people.
- C. A successful team needs highly intelligent people.
- D. A successful team must have a clear leader.
Answer: A
Explanation:
Meredith Belbin's research found that high-performing teams have a balanced mix of complementary roles rather than simply highly skilled individuals. The nine Belbin roles (e.g., Plant, Coordinator, Implementer, Completer Finisher) reflect diverse strengths that, when combined, improve overall team performance.
Reference:CIPS L5M15 -Team Roles and Effectiveness(Belbin's Team Role Theory).
NEW QUESTION # 31
Which of the following isnotan example of an environmental KPI?
- A. Energy reduction
- B. Waste reduction
- C. Biodiversity
- D. On-time delivery
Answer: D
Explanation:
"On-time delivery" measures operational performance, not environmental sustainability. Environmental KPIs focus on resource usage, emissions, waste, and biodiversity-measuring environmental impact rather than service metrics.
Reference:CIPS L5M15 -Key Performance Indicators (Environmental vs Operational).
NEW QUESTION # 32
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 negotiations are rushed
- C. When one of the parties is less experienced
- D. When using positional bargaining
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 # 33
Oscar is joining a negotiation team. His brother is the CEO of the supplier. What behaviour is this an example of?
- A. Conflict of interest
- B. False claim
- C. Hidden agenda
- D. Favouritism
Answer: A
Explanation:
Aconflict of interestarises when personal relationships or financial interests could influence-or appear to influence-professional judgement. It must be declared and managed to maintain ethical integrity.
Reference:CIPS L5M15 -Ethical Behaviour and Conflicts of Interest.
NEW QUESTION # 34
Where two parties share the cost of implementing new production capabilities or in sharing costly storage
/transport infrastructure, what type of strategic alliance is this?
- A. Operations and logistics
- B. Technology development
- C. Financial
- D. Marketing and sales
Answer: A
Explanation:
Sharing warehousing, distribution, or production capacity is characteristic ofoperations and logistics alliances-aimed at cost leverage, service improvements, and risk sharing in physical operations.
Reference:CIPS L5M15 - Types of alliances: operations/logistics collaboration.
NEW QUESTION # 35
Which of the following is a disadvantage of apositionalapproach to negotiation?Select TWO.
- A. It allows the other party to know what you wish to achieve.
- B. It always leads to a win-lose outcome.
- C. It allows for little flexibility.
- D. Individuals can become rigid and entrenched.
Answer: C,D
Explanation:
Positional bargaining starts with fixed opening stances and trades concessions from those stances. This often reduces flexibility and can make participants defensive or entrenched, inhibiting creativity and joint problem- solving.
Reference:CIPS L5M15 - Approaches to negotiation: Positional vs Principled.
NEW QUESTION # 36
Haggling and coercive behaviour can lead to a win-win outcome in a negotiation. Is this true?
- A. No - a win-win outcome requires both parties to achieve their objectives through a value-creating approach.
- B. No - haggling and coercive behaviour can only lead to a lose-lose outcome.
- C. Yes - both parties achieve their objectives.
- D. Yes - this is the most effective way to ensure a win-win outcome.
Answer: A
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 # 37
In preparing for a negotiation, an analysis of overall strategy can result in improved tactical planning and a better overall outcome. Is this statement TRUE?
- A. Yes - strategy flows from the tactics.
- B. Yes - to develop a negotiation strategy you should consult with key stakeholders before deciding on tactics.
- C. No - tactics are achieved following the strategy.
- D. No - tactics are a high-level plan designed to achieve a long-term goal.
Answer: B
Explanation:
Developing negotiation strategy requires stakeholder consultation to align the negotiation with organisational objectives. Strategy defines direction; tactics are the methods used to achieve it. Planning strategy first ensures tactics serve long-term goals effectively.
Reference:CIPS L5M15 -Negotiation Strategy and Tactics.
NEW QUESTION # 38
Under what circumstances would you useparallel workingwith two suppliers?
- A. When large orders exceed one supplier's capacity.
- B. When changing supplier, to ensure a smooth transition.
- C. When the item is a bottleneck item, to reduce risk.
- D. When maintaining good relations with an old supplier.
Answer: B
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 # 39
Khalid has finished a negotiation and needs to communicate the outcome to his stakeholders. One stakeholder hashigh importance but low interest. What approach should he take?
- A. As a key player, Khalid should seek their approval.
- B. Do not communicate the outcome with the stakeholder as they are not interested.
- C. Send key information but do not over-communicate.
- D. Keep the stakeholder regularly updated with detailed information.
Answer: C
Explanation:
According toMendelow's Stakeholder Matrix, stakeholders withhigh power (importance)butlow interest should be "kept satisfied." They need concise, high-level updates to stay informed without excessive detail.
Over-communication risks disengagement.
Reference:CIPS L5M15 -Stakeholder Analysis and Communication Strategy (Mendelow Matrix).
NEW QUESTION # 40
A belief that someone is both highly competent and that they care is an example of which characteristic?
- A. Affection
- B. Trust
- C. Distrust
- D. Respect
Answer: B
Explanation:
Trust in negotiation is built when a counterpart is perceived as both capable (competence) and benevolent (care). Without either dimension, relationships may erode into mere respect or distrust.
Reference:CIPS L5M15 -Building Trust in Supplier Relationships.
NEW QUESTION # 41
What is meant by "marginal gains"?
- A. All improvements are of equal value.
- B. A supplier should seek to meet their KPIs but not excel.
- C. There should be a low margin for error when trying to improve.
- 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 # 42
In which circumstances may a buyer suggest that a negotiation meeting be held at thesupplier's premises?
- A. To allow the buyer to find out more about the supplier
- B. To ensure the buyer has the advantage
- C. To ensure the supplier has the advantage
- D. To ensure negotiations run smoothly
Answer: A
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 # 43
Principled Negotiation is an approach that attempts to achieve what outcome?
- A. Win-win
- B. Win-lose
- C. The other party concedes on all items
- D. The quickest outcome
Answer: A
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 # 44
What is meant by thePower Approachto negotiation?
- A. Agreements are made on mutual interest
- B. Relationships based on power should be discouraged
- C. Inequality of power is a barrier to close relationships
- D. More relative power means the negotiator can be proactive rather than reactive
Answer: D
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 # 45
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