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New CIPS L4M2 Cram Materials, Reliable L4M2 Exam Blueprint

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The Chartered Institute of Procurement and Supply (CIPS) Level 4 Diploma in Procurement and Supply is an internationally recognized qualification designed to enhance the skills and knowledge of professionals in procurement and supply chain management. One of the mandatory units within this diploma is L4M2 – Defining Business Needs. This unit is designed to provide procurement professionals with the skills and knowledge necessary to identify, analyze, and define business needs in a clear and concise manner.

CIPS L4M2 Exam Syllabus Topics:

Topic
Details

Topic 1

Monitor specification creation by colleagues and other internal stakeholders
Analyse how business needs influence procurement decisions

Topic 2

Output or outcome, statement of work based specifications
Types of market data that can provide information on costs and prices

Topic 3

Identify the risks that can result from inadequate specifications and mitigation approaches
Use information to prepare budgets or to negotiate prices

Topic 4

Provide guidance to internal stakeholders on implementation
Implications of the business needs on the types of purchase

Topic 5

Understand the use of specifications in procurement and supply
Analyse the different types of markets utilised by procurement and supply

Topic 6

Identify sections of specifications for through life contracts
Identify how costs and prices can be estimated for procurement activities

Topic 7

Understand market management in procurement and supply
Compare the competitive forces that influence markets

Topic 8

Understand how to devise a business case for requirements to be sourced from external suppliers
Producing estimated costs and budgets

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CIPS Defining Business Needs Sample Questions (Q238-Q243):

NEW QUESTION # 238
Which of the following is the core of value analysis process?

A. Evaluate
B. Gather information
C. Develop
D. Be creative
E. Carry out functional analysis

Answer: E

Explanation:
Value Analysis (VA) is concerned with existing products. It involves a current product being ana-lysed and evaluated by a team, to reduce costs, improve product function or both. Value Analysis exercises use a plan which step-by-step, methodically evaluates the product in a range of areas. These include costs, function, alternative components and design aspects such as ease of manufac-ture and assembly.
According to the Value Methodology standard, there are 6 phases to a Value Analysis:
- Information
- Function Analysis
- Creative
- Evaluation
- Development
- Presentation
1. Information
In this first phase, the team attempts to understand why the project exists and who or what it is to produce.
They obtain project data, present the original design or product concepts, and understand the project scope.
Schedule, costs, budget, risk, and other non-monetary issues are studied until the team is comfortable with the concept of the project, what it is to produce, and who its end users are.
This step also includes things like site visits and meetings with the project team, if required. Project documents like plans, drawings, specifications, and reports are obtained and the value engineering team becomes familiar with them.
2. Function Analysis
This step represents the meat and potatoes (core) of the value analysis. The team attempts to determine the functions the project serves. Functions come in two forms:
- Primary functions are those that represent the reason for the project's existence, for example, a building project might have adequate plumbing as a primary function.
- Secondary functions are those that the project serves without being core to the project. For example, a building project might have as a secondary function maintaining the view of the neighboring building.
The functions are described in verb/noun pairs, such as "supply water to all suites," or "Maintain view of adjacent park." For a project like this, the team should come up with 10 - 15 functions. You might be surprised how many secondary functions exist for most projects. Subject matter experts would be a great resource, but in their absence an appropriate level of brainstorming and analysis are necessary.
The team should also identify value-mismatched functions to focus the improvements on. For ex-ample, maybe a large obstruction is preventing the view of the adjacent park from too many suites resulting in a potential mismatch of the cost vs. functional benefit. This is investigated in the next step.
3. Creative
This phase represents the generation of improvement ideas. The team develops alternative ways that the project can perform the functions that have been identified. At this step, the functions are looked at individually and each one gets a list of alternative ways to perform the function. There is no judging between the importance of the various functions.
4. Evaluation
At this stage, a priority is given to each project improvement idea. The ideas are discussed and potential costs are determined. Once the risk-reward profile of each idea is itemized, the team has determined which ideas are worth implementing into the project or feature.
A few years ago, there was a pedestrian bridge built near my home which was originally designed for emergency vehicles. Although this type of design is standard practice for the bridges of this type, the value engineering team identified that emergency vehicle passage was not needed (verb/noun pair = 'maintain passage for emergency vehicles'). Also, a second major outcome of this value analysis was to change the design to an aesthetic, curved bridge because it was in a prominent location. The redesign of the bridge cost some money but this was more than made up by the cost of the bridge construction. Thus, the value analysis paid for itself about 10 times over in the reduced construction cost, and the bridge was significantly more aesthetic.
5. Development
Once the value improvement options have been whittled down to the ones that make sense, the value engineering team develop the options to the point of passing them back to the original project team. They must be clearly written and explained so that the project owner and stakeholders can understand how it benefits the project and act on it. Any potential negative factors are identified. Potential costs and cost savings are itemized.
6. Presentation
This last phase represents the presentation of the alternatives to the stakeholders. Often value engineering represents a change in the normal practices that people are used to, an "out of the box thinking." Thus the best salesperson on the team is often the best one to do the presentation.
Some typical products of a value engineering analysis are a briefing document, risk analy-sis, present worth analysis, advantages vs. disadvantages, etc.

NEW QUESTION # 239
Which of the following activities are considered as primary activities of an organization according to Porter's value chain? Select TWO that apply:

A. Maintenance
B. Assembly design
C. Trainees recruitment
D. Picking and delivery components
E. Sourcing transportation services

Answer: A,D

Explanation:
Primary activities consist of inbound logistics, operations, outbound logistics, sales & marketing, service.
Second activities consist of firm infrastructure, human resource management, technology development and procurement The following graph illustrate the value chain (Source: Smartsheet) Graphical user interface, diagram Description automatically generated

Picking and delivery components is inbound logistics.
Maintenance is an example of operations activity.
Sourcing transportation services is an activity of procurement
Assembly design is an activity in research and development (Technology) Recruiting is an activity of human resource management

NEW QUESTION # 240
Honda of America Manufacturing is a well established automobile manufacturer. It purchases tens of thousands of materials and parts from suppliers, however, only few of them are strategic. To these suppliers, Honda's procurement manager requires them to send details of labour, materials, overhead cost and profit. However, the suppliers are reluctant to submit such confidential infor-mation. Is the procurement manager's action appropriate?

A. Yes, because strategies can be introduced for reducing cost and improving the supplier relationships.
B. Yes, because the procurement manager can get a good insight from the market
C. No, because no suppliers are willing to show sensitive information on their costs and profit.
D. No, because procurement manager should conduct life-cycle analysis

Answer: A

Explanation:
With strategic suppliers, the aim should be to work co-operatively with them to find ways of reducing costs to achieve a target cost. It is necessary to work with the suppliers in carrying out open book costing by having first persuaded them of the need to do it. Open book can be used to establish a Target Cost, a Compensation Event value and can eventually be used to ensure the payment of actual costs to an organization. A number of forms of contract cater for this functionality of which only the NEC goes to into any great depth of methodology.
If the suppliers worry about leak of confidential information, procurement team can suggest them to sign a non-disclosure agreement. The buying organisation should also comply with data protection regulations. The Employer / individual responsible for a project's costs should ultimately take a pragmatic and sensible approach with regard to commercially or personally sensitive data provided by the contractor. The primary goal of all open book cost management is to provide Employer comfort and security in the accuracy of commercial data; this effectively means striking a balance between undertaking full audits and blind faith.
Reference:
LO 1, AC 1.2

NEW QUESTION # 241
When developing a business case for a new product, a procurement department must consider...

A. Terms and conditions of contract
B. The supply market
C. The supplier positioning model
D. Indirect costs

Answer: B

NEW QUESTION # 242
GSC Ltd is a manufacturer of car parts. To accommodate growing demands of electric cars, the company is developing a new component which requires different type of steel. The project team estimates that the component will be ready for production in 1.5 years. Until then, they need to keep the production busy.
After checking the inventory records, the production team sees that the company has 3 months of stock. The lead time for each batch is two months. Which of the following should be a priority ac-tion of the company?

A. Create new specification to current supplier
B. Standardise the specification
C. Create new specification to new supplier
D. Make a call-off order to current supplier

Answer: D

Explanation:
The scenario is very long with many distracting data. Students need to read carefully and use their experience to solve this problem.
The company is developing a new component which requires different type of material. But this component will not be available for mass production in 1.5 years. This means the company still needs to produce the current components with current materials until the development is finished. They must continue purchase the materials from current supplier through call-off orders. This situation is an example of straight re-buy.

NEW QUESTION # 243
......

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