CIPS L5M15 Exam Dumps

Get All Advanced Negotiation Exam Questions with Validated Answers

L5M15 Pack
Vendor: CIPS
Exam Code: L5M15
Exam Name: Advanced Negotiation
Exam Questions: 88
Last Updated: October 5, 2026
Related Certifications: Level 5 Advanced Diploma in Procurement and Supply
Exam Tags: Advanced Procurement Managers and Supply Chain Professionals
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Free CIPS L5M15 Exam Actual Questions

Question No. 1

Which of the following could be considered a Pull-style influencing/negotiation tactic? Select TWO.

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Correct Answer: C, D

Pull tactics engage, involve, and motivate others (e.g., inspiring with vision, inviting joint problem-solving, exploring interests). Push tactics rely on directing, arguing, or asserting with facts and logic. Thus ''inspiring'' and ''negotiating'' are pull; ''rationalising'' and ''asserting'' are push.


Question No. 2

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

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Correct Answer: C

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, which risks damaging trust and typically does not create the integrative trades needed for win--win agreements.


Question No. 3

Which of the following incentives encourages innovation?

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Correct Answer: A

Gainshare mechanisms 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.


Question No. 4

The negotiation tactic in which a person enters with preconceived ideas and attacks the opposition rather than working toward a wise agreement is known as:

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Correct Answer: C

Positional bargaining starts from fixed stances and tends toward adversarial exchanges and concession trading, often impeding creative, interest-based outcomes.


Question No. 5

Which sentence about the Human Relations approach to company structure is not true?

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Correct Answer: D

Statement D describes a Functional Structure, not Human Relations. The Human Relations approach emphasises team collaboration, empowerment, and flexible cross-functional working to meet both organisational and social needs.


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