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CIPS L4M2 (Defining Business Needs) exam is a highly regarded qualification for professionals working in the procurement and supply chain industry. This module is designed to equip learners with the knowledge and skills necessary to effectively identify and define business needs, and to develop appropriate procurement strategies to meet those needs. L4M2 exam covers a broad range of topics, including understanding business needs, stakeholder management, risk assessment, and contract management.

CIPS L4M2: Defining Business Needs exam is an essential course for any procurement professional who wants to develop their knowledge and skills in defining business needs. L4M2 course provides a comprehensive understanding of the importance of defining business needs in procurement and how it can contribute to the success of an organization. L4M2 Exam is internationally recognized and is designed to test the candidate's knowledge and understanding of the course content.

CIPS L4M2 (Defining Business Needs) Certification Exam is recognized globally and is highly regarded by organizations across the world. Successful completion of the exam demonstrates the candidate's proficiency in business analysis and is a testament to their commitment to professional development. Defining Business Needs certification is also a valuable asset for organizations, as it helps them to identify professionals who possess the necessary skills and competencies to effectively define business needs and manage complex projects.

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CIPS Defining Business Needs Sample Questions (Q173-Q178):

NEW QUESTION # 173
Halfords is a major bicycle and car parts retailer with long history in the market. Its suppliers are plentiful and there is no threat of forward integration. Some other smaller retailers are applying 3D-printing technology to make personalized bicycle parts but their market share is relatively low. 3D-printing technology is an example of which competitive force?

A. Bargaining power of buyer
B. Rivalry within the industry
C. New entrants may enter the market
D. Threat of substitute

Answer: D

Explanation:
3D-printed parts can replace traditional metal parts. They are also more easily customised to fit customer's needs. This technology is an example of threat of substitute in Porter's Five Forces model.
Substitute goods or services that can be used in place of a company's products or services pose a threat. Companies that produce goods or services for which there are no close substitutes will have more power to increase prices and lock in favorable terms. When close substitutes are available, customers will have the option to forgo buying a company's product, and a company's power can be weakened.
Reference:
- CIPS study guide page 85-96
- Porter's 5 Forces Definition: Analyzing Businesses (investopedia.com) LO 2, AC 2.2

NEW QUESTION # 174
Which of the following is the core of value analysis process?

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

Answer: A

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.
Reference:
LO 3, AC 3.4

NEW QUESTION # 175
Which of the following are typical examples of secondary sources of market data? Select TWO that apply.

A. Communication with suppliers
B. Price comparison websites
C. Published market analysis
D. Supplier marketing publications
E. Trade fairs and exhibitions

Answer: B,C

NEW QUESTION # 176
Synergy Ltd is a fast-growing tool and hardware retailer. The company's customer services team has been using Excel worksheets to manage customer relationships. When the company is expend-ing its market presence, this way of working leads to poorer customer services as the database is scattered around in spreadsheet, leading to patchy and inconsistent conversations with customers. The company decides to purchase a CRM system. What requirement should Synergy's procurement team take into account in the specification for CRM system?

A. The ability to import bulk data from Excel spreadsheets
B. Total number of the supplier's employees
C. The relative size of the potential suppliers to Synergy
D. The form and reference number of the purchase order

Answer: A

Explanation:
The purpose of this question is to test the student's ability to identify the problems and translate those problems to actionable requirements before communicating with the suppliers. The scenario suggests that Synergy Ltd's customer services team is using Excel spreadsheets, they lack a centralised customer database.
This leads to problems in communications with customers.
A CRM system can solve the communication problem. But a question arises: If a CRM system is employed, how will the previous data be imported? If the CRM system can support bulk import from Excel tables, it will save a lot of time.
Reference: CIPS study guide page 10-18
LO 1, AC 1.1

NEW QUESTION # 177
A company has installed a new piece of capital equipment but needs to arrange a maintenance contract for three years. The company wants to know as accurately as possible what this price will be for the full contract.
What would be an appropriate type of pricing mechanism to use when asking suppliers to quote prices?

A. Cost plus fixed fee
B. Fixed price with adjustment for inflation
C. Fixed price
D. Cost plus percentage fee

Answer: B

Explanation:
Detailed Explanation:
A fixed price with adjustment for inflation provides cost predictability while accounting for potential increases due to inflation. This strikes a balance between fixed costs and market realities. Reference: CIPS Level 4, Pricing Strategies.

NEW QUESTION # 178
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CIPS Defining Business Needs Sample Questions (Q173-Q178):

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