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CIPS L4M6 Exam Questions
- Topic 1: Understand the dynamics of relationships in supply chains: This section of the exam measures the skills of Supply Chain Managers and Procurement Specialists. It covers the different types of commercial relationships in supply chains, including internal and external relationships, the relationship spectrum, and the lifecycle. A key skill measured is the ability to differentiate between various commercial relationships. The section also explores portfolio analysis techniques to assess relationships, using matrices to identify supply, supplier, and purchaser positioning. Candidates are expected to understand competitive forces impacting supply chain relationships, including sources of competitive rivalry and STEEPLED factors.
- Topic 2: Understand processes and procedures for working successfully with stakeholders: This section targets Stakeholder Relationship Managers and focuses on organizational procedures for sourcing goods and services. It covers supplier identification, assessment, and selection processes to secure successful relationships. A critical skill measured is analyzing the purpose of organizational procedures in sourcing. The section also compares team management techniques for positive stakeholder relationships, including conflict resolution and working with cross-organizational teams.
- Topic 3: Understand the concept of partnering: This section evaluates the skills of Partnership Managers and covers the concept of partnering in supply chains. It analyzes when to use partnering, comparing it with traditional contracting agreements. A key skill assessed is appraising the process of partnership implementation. The section explores types of partnering, drivers, advantages, and suitable circumstances for this approach.
Free CIPS L4M6 Exam Actual Questions
Note: Premium Questions for L4M6 were last updated On Sep. 29, 2026 (see below)
Joseph works as a category manager for a large electricity supply company. His company is one of six electricity companies in the country. All have a high annual spend on the same specifications of cable. There are only five cable manufacturers capable of supplying the cables. Joseph has established all the suppliers use the same raw materials using the same types of manufacturing lines. Prices tendered by all suppliers are very similar. After paying for the cable, Joseph's company spends an additional 25% on moving and installing the cable. In order to enable Joseph to gain advantage over the other electricity companies, which type of supplier relationship should he adopt?
A partnership relationship allows Joseph to collaborate with suppliers on cost savings in manufacturing, logistics, and installation, providing a competitive edge over rival companies.
A local council requires facilities management services for ten schools based in their region. This service is a high spend, high risk, critical contract. Which sourcing approach would be the most appropriate?
Comprehensive and Detailed
For high-value and high-risk contracts, such as facilities management services for multiple schools,competitive tenderingis the most appropriate sourcing approach. This process involves inviting multiple suppliers to submit bids, ensuring transparency, fairness, and the opportunity to assess various proposals to select the most suitable supplier. It helps in mitigating risks and achieving value for money.
CIPS L4M6 Study Guide
Which stage of team development is usual at the outset of working with stakeholders?
In Tuckman's model of team development, the Forming stage occurs at the outset. Team members meet, roles are unclear, and there is little conflict. Stakeholder teams will be in this stage initially before moving into storming (conflict), norming (agreement), and performing (high productivity).
Which of the following factors would you use to analyse the macro-environment? Select THREE.
STEEPLE is what is used to analyse the macro-environment; the factors are; social, technological, economic, environmental, political, legislative and ethical. Details of this can be found on p.43-44
What is a valid reason for terminating a commercial relationship?
Contracts are normally terminated when their obligations have been fulfilled. Termination due to one late delivery or management changes would be unreasonable unless specified in the contract. Trading with other parties is common unless exclusivity clauses exist.
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