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CIPS L5M6認定試験で困っているのか

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L5M6試験の準備中に常に楽観的な心を持ち続けている場合、L5M6試験に合格し、関連するL5M6認定を取得することは非常に簡単だと深く信じています。近い将来。もちろん、楽観的な心を保つ方法は多くの人が答えるのが非常に難しい質問であることも知っています。私たちに知られているように、意志があるところには方法があります。この分野の専門家であるため、L5M6試験問題の助けを借りて素晴らしい結果が得られると信じています。

CIPS L5M6 認定試験の出題範囲：

トピック
出題範囲

トピック 1

カテゴリーマネジメントプロセスの戦略的影響を理解する：このセクションでは、カテゴリーマネジメントが組織のパフォーマンスに及ぼす影響について、調達マネージャーの戦略的洞察を評価します。データに基づく意思決定と市場インテリジェンスを活用して調達戦略を策定し、持続可能な調達成果を促進する方法について考察します。

トピック 2

カテゴリーマネジメント戦略策定に活用できるアプローチの理解：このセクションでは、調達マネージャーのスキルを評価し、調達機能におけるカテゴリーマネジメント戦略の策定方法の理解に焦点を当てます。受験者は、戦略的調達と従来型調達を区別し、これらのアプローチが長期的なサプライヤー関係をどのようにサポートするかを評価し、組織目標と整合させることが求められます。また、このセクションでは、調達効率の向上とコスト最適化の達成におけるカテゴリーマネジメントの役割にも重点を置いています。

トピック 3

支出管理に関連する概念、ツール、および手法を理解する：このセクションでは、カテゴリーアナリストの分析能力を測定し、カテゴリーマネジメントにおける支出管理手法に焦点を当てます。組織が調達の効率性と価値創造を高めるために、さまざまな種類の支出をどのように特定、分類、分析するかを探ります。

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CIPS Category Management 認定 L5M6 試験問題 (Q55-Q60):

質問 # 55
What is contract leakage?

A. The gap between proposed KPI levels and those actually achieved by the supplier
B. The gap between benefits identified in the pre-award stage of the contract and those actually achieved
C. When spend with a supplier is more than was stated in the contract
D. When spend with a supplier is less than was forecast

正解：B

解説：
Contract leakage refers to the difference between the benefits forecasted before awarding a contract and the actual benefits realised during its execution. For example, savings predicted during tendering may not materialise due to supplier underperformance, scope creep, or poor contract management. This phenomenon highlights the importance of post-contract management and continuous monitoring of supplier performance.
Category managers must ensure that expectations set during procurement are followed through by tracking delivery, compliance with terms, and value creation. Tools such as KPIs, SLAs, and audits help minimise leakage by ensuring accountability. Ultimately, failure to address leakage can lead to financial loss, reduced trust, and missed opportunities for improvement. By focusing on contract outcomes as well as initial savings, procurement ensures that strategic objectives are consistently met.
Reference: CIPS L5M6 Study Guide, p.145

質問 # 56
XYZ Ltd is a manufacturing organisation based in the UK. They work with many suppliers of both direct and indirect goods. Below is a selection of four suppliers XYZ procures items from:
* Supplier 1: The sole supplier of a critical item for production. Market research shows no substitute exists. XYZ is a price taker, not a price setter.
* Supplier 2: Long-term relationship. Working together to reduce costs. Item has a high impact on profit but low supply risk.
* Supplier 3: Indirect items like stationery with little profit impact. Meetings focus on bulk discounts.
* Supplier 4: One-off capital expenditure item. Months of negotiations with supplier to reduce costs before manufacture begins.
Task:
Complete the table below. You are required, for each supplier, to determine the Cost Approach taken by XYZ Ltd and to identify the Item Type based on the Kraljic Matrix. Each response should only be used once.

正解：

解説：

Explanation:

Supplier 1 # Price Acceptance + Bottleneck
Supplier 1 is the sole supplier of a critical item, and XYZ has confirmed through market research that there are no substitutes available. This places Supplier 1 in the Bottleneck quadrant of the Kraljic Matrix, which is defined by high supply risk but low profit impact (or limited ability to influence price). In bottleneck situations, buyers have limited leverage, making them price takers rather than price setters.
That's why the appropriate cost approach here is Price Acceptance-XYZ must accept the price dictated by the supplier because of the absence of alternatives. Procurement's role becomes risk mitigation, ensuring continuity of supply rather than focusing on negotiation power. The recommended strategies include maintaining strong supplier relationships, holding safety stock, and monitoring supply risks. Price cannot be influenced significantly, so procurement must accept the terms, reflecting a bottleneck scenario.
(Ref: CIPS L5M6 Study Guide, pp.80-83, 97-100 - Cost ApproachesKraljic Matrix) Supplier 2 # Cost Down + Leverage Supplier 2 provides items that, while not purchased in large volumes, have a high impact on profit and carry a low supply risk. These characteristics fit into the Leverage quadrant of the Kraljic Matrix: high profit impact, low risk. In such cases, buyers hold strong bargaining power and can use competition or collaborative cost reduction measures to secure better value. The chosen cost approach here is Cost Down, which involves working with suppliers to systematically reduce costs without reducing value. XYZ's long-term relationship with Supplier 2, combined with a focus on identifying where costs could be lowered, matches the cost-down philosophy. Examples might include value engineering, supplier process improvements, or volume consolidation. Leverage items are ideal for competitive sourcing, e-auctions, and bulk negotiation. By applying a cost-down approach, XYZ can ensure sustained profitability while keeping supply risk under control.
(Ref: CIPS L5M6 Study Guide, pp.80-81, 97-100 - Cost ManagementLeverage items) Supplier 3 # Price Management + Non-Critical Supplier 3 provides indirect goods such as stationery, which have little impact on company profits and are purchased regularly in small quantities. These fit into the Non-Critical quadrant of the Kraljic Matrix, which is characterised by low profit impact and low supply risk. In these cases, procurement's focus should be on administrative efficiency and price management, rather than extensive strategic negotiations. The chosen cost approach here is Price Management, since XYZ meets with the supplier regularly to discuss pricing and bulk discounts. This approach ensures that, although the spend is low-value, the company avoids unnecessary waste or inflated costs. Tools such as catalogues, e-procurement systems, or framework agreements are commonly used in this quadrant to manage spend efficiently. Price management helps free up procurement resources for more strategic categories while still ensuring best value in non-critical areas.
(Ref: CIPS L5M6 Study Guide, pp.80-82, 97 - Non-critical items and price management) Supplier 4 # Cost Out + Strategic Supplier 4 is supplying a one-off capital expenditure item. XYZ has engaged in months of negotiations regarding specifications, and both parties are collaborating to reduce costs before manufacturing begins.
This aligns perfectly with the Strategic quadrant of the Kraljic Matrix, where items have high profit impact and high supply risk. Strategic items require strong, long-term partnerships and close supplier collaboration. The appropriate cost approach here is Cost Out, which focuses on eliminating unnecessary costs during the design and specification stages, before production. This proactive approach ensures that efficiency and value are embedded in the product from the outset. Cost-out strategies often involve redesign, engineering collaboration, and innovation to reduce total cost of ownership. In such relationships, trust and partnership are critical, since both buyer and supplier must work together to achieve shared value and risk reduction.
(Ref: CIPS L5M6 Study Guide, pp.80, 97-99 - Strategic items and Cost-Out approach)

質問 # 57
Tulipa Ltd is a manufacturer of vegan frozen food. It saw significant market growth for three years, but in the last two years market share has remained stable despite no new entrants. Which stage in the lifecycle is the vegan frozen food market?

A. Decline
B. Maturity
C. Birth
D. Growth

正解：B

解説：
The correct answer is Maturity. In the industry lifecycle model, markets evolve through stages: birth, growth, maturity, and decline. Tulipa Ltd initially saw high growth, reflecting the growth stage, where demand is rising, and market share is expanding. However, for the past two years, share has plateaued, suggesting the market has stabilised, which is a key characteristic of the maturity stage.
At maturity, the market is often saturated, with limited opportunities for expansion. Competition becomes more intense, innovation slows, and firms compete largely on efficiency, branding, or incremental improvements. Unlike decline, the market is still viable and profitable, but growth rates are flat.
The study guide also introduces an intermediate stage called shakeout, occurring between growth and maturity, where weaker competitors exit. Tulipa's situation has passed growth but has not yet entered decline, making maturity the correct classification.
[Ref: CIPS L5M6 Study Guide, p.175 - Industry Lifecycle and Procurement Strategy]

質問 # 58
Peak Pricing is also known as which other type of pricing model?

A. Penetration pricing
B. Limit pricing
C. Dynamic pricing
D. Price skimming

正解：C

解説：
Peak pricing is another term for dynamic pricing, where the cost of a product or service changes in response to fluctuations in demand and market conditions. A common example is airline ticket pricing, where fares increase during peak travel periods and drop during off-peak times.
Dynamic pricing relies on market data, technology, and sometimes artificial intelligence to adjust prices in real-time. It maximises revenue by capturing higher margins during periods of strong demand while stimulating sales when demand weakens.
Other options are different strategies:
* Penetration pricing involves initially low prices to gain market entry.
* Limit pricing aims to deter new entrants by setting prices low enough to discourage competition.
* Price skimming involves launching at a high price, then gradually lowering it as demand declines.
In category management, understanding pricing models like dynamic pricing helps procurement anticipate supplier pricing strategies and develop negotiation tactics.
[Ref: CIPS L5M6 Study Guide, pp.180-182 - Pricing models and procurement]

質問 # 59
What form of procurement is Category Management?

A. Strategic
B. Tactical
C. Reactional
D. Planned

正解：A

解説：
Category Management is a strategic approach to procurement. According to CIPS, it is defined as "a rigorous fact-based, end-to-end process for proactively collaborating with stakeholders to develop and implement sourcing strategies that deliver significant value from an organisation's external spend." Unlike tactical or reactive procurement, which focuses on immediate needs or firefighting, category management emphasises long-term planning, data analysis, supplier relationships, and alignment with business objectives. It goes beyond simply planning purchases in advance [which could apply to "planned procurement"] by integrating market intelligence, risk assessment, and value optimisation.
Being strategic means that category management seeks not only cost savings but also innovation, sustainability, and resilience. It requires cross-functional collaboration and the use of analytical tools like Kraljic matrices, total cost of ownership, and supplier segmentation.
Therefore, the most accurate categorisation is strategic procurement, not merely tactical or planned.
[Ref: CIPS L5M6 Study Guide, p.2 - Category Management as a strategic approach]

質問 # 60
......

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