[2025年更新]L4M2はCIPS Level 4 Diploma in Procurement and Supplyリアルな無料試験練習テスト
無料CIPS Level 4 Diploma in Procurement and Supply L4M2試験問題を提供します
CIPS L4M2試験は、調達戦略の開発、市場分析、ステークホルダー管理、リスク管理、契約管理など、幅広いトピックを扱います。これは、候補者が調達プロセスに深い理解を持ち、この知識を実世界のシナリオに適用できる能力を持っていることを要求する包括的な試験です。この試験に合格することは、候補者が組織のビジネスニーズに合わせた効果的な調達戦略を開発するために必要な知識とスキルを持っていることを示します。
質問 # 114
After a project, the procurement team at CLK Ltd meets up and summarises on the performance. They see that they actually spent $5,000 less than planned budget. The team tries to identifies why there is such difference. This activity is known as...?
- A. Cash flow analysis
- B. Rolling budget
- C. Variance analysis
- D. Cost modelling
正解：C
解説：
The procurement team in the scenario is analysing the difference between the plan and actual spend. This activity is known as variance analysis. The sum of all variances gives a picture of the overall over-performance or under-performance for a particular reporting period. For each item, companies assess their favorability by comparing actual costs to standard costs in the industry.
For example, if the actual cost is lower than the standard cost for raw materials, assuming the same volume of materials, it would lead to a favorable price variance (i.e., cost savings). However, if the standard quantity was 10,000 pieces of material and 15,000 pieces were required in production, this would be an unfavorable quantity variance because more materials were used than anticipated.
Reference:
- CIPS study guide page 57-58
- Variance Analysis - Learn How to Calculate and Analyze Variances (corporatefinanceinsti-tute.com) LO 1, AC 1.4
質問 # 115
Which of the following is the structured approach for defining customer requirements and translating them into technical specification?
- A. Quality function deployment
- B. Thomas-Kilmann model
- C. Mendelow's matrix
- D. Kano model
正解：A
解説：
Quality function deployment (QFD) is a method to transform qualitative user demands into quantitative parameters, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, and ultimately to specific elements of the manufacturing process.
Kano model of excitement and basic quality (Kano et al, 1984; Berger et al, 1993; Matzler et al, 1996) brings a different perspective for the analysis of improvement opportunities in products and services because it takes in consideration the asymmetrical and non-linear relationship between performance and satisfaction. The Kano model classifies customers requirements in five categories: basic requirements, performance requirements, attractive requirements, indifferent requirements and reverse requirements.
Mendelow's Matrix is a tool that may be used by an organisation to consider the attitude of their stakeholders at the start of a project or when they are setting out strategic objectives.
The Thomas Kilmann model identifies two dimensions when choosing a course of action in a con-flict situation, these are assertiveness and cooperativeness. Assertiveness is the degree to which you try to satisfy your own needs. Cooperativeness is the degree to which you try to satisfy the other person's concerns.
質問 # 116
Which of the following is a risk to buying organization when using conformance specification?
- A. Buyer cannot control the inputs
- B. Buyer is responsible for product failure
- C. Buyer may face liquidity risks
- D. Time to produce specification is shortened
正解：B
解説：
When using conformance specification, the buying organisation is responsible for the performance of the purchase. If the product fails due to poorly designed specification, the buyer is wholly responsible for it. It cannot blame the supplier for the failure because they still provided 'fit for purpose' product.
'Time to produce specification is shortened': Conformance specification requires details on dimen-sion, materials, design, etc. With such requirements, time to produce a complete conformance specification is often longer than producing performance specification.
'Buyer cannot control the inputs': Conformance specification is a list of inputs from buyer, so buyer has control over the inputs that will make the product. It also means that buyer is responsible for any product failure.
'Buyer may face liquidity risks': Liquidity means that how quick a business turns its assets into cash. This is a financial term, it does not link directly with specification failure.
Reference:
LO 3, AC 3.1
質問 # 117
Which of the following problems may be identified as open-ended problems? Select TWO that apply:
- A. The suppliers don't comply with the company's policy on underage labour.
- B. Engine failures cause flight cancellations.
- C. Shortage of key medicines in healthcare industry
- D. Logistics costs incur a large portion in wholesale prices
- E. A cyber attack takes down whole company's IT system
正解：A、D
解説：
Open-ended problem is something stopping the achievement of an objective or blocking progress. To solve this type of problems, procurement professional should find a way to unblock the block-age. In the above question, high logistics cost is an obstacle to cost cutting objective while suppli-er's incompliance prevents the company to achieve its sustainable objective.
質問 # 118
In 2016, ANA Airlines had to cancel some of its flight. The airline said it had discovered the cracks to the jet engine turbine blades. What should ANA procurement team do next to solve this problem?
- A. Assess the risks
- B. Define the ideal solution
- C. Analyse the situation and draw conclusion
- D. Collect data to identify the root cause
- E. Generate options addressing the issue
正解：D
解説：
Cracks on the jet engine is a closed-end problem. A typical problem solving process has 8 steps:
Step 1: Define the Problem
- What is the problem?
- How did you discover the problem?
- When did the problem start and how long has this problem been going on?
- Is there enough data available to contain the problem and prevent it from getting passed to the next process step? If yes, contain the problem.
Step 2: Clarify the Problem
- What data is available or needed to help clarify, or fully understand the problem?
- Is it a top priority to resolve the problem at this point in time?
- Are additional resources required to clarify the problem? If yes, elevate the problem to your leader to help locate the right resources and form a team.
- Consider a Lean Event (Do-it, Burst, RPI, Project).
- Ensure the problem is contained and does not get passed to the next process step.
Step 3: Define the Goals
- What is your end goal or desired future state?
- What will you accomplish if you fix this problem?
- What is the desired timeline for solving this problem?
Step 4: Identify Root Cause of the Problem
- Identify possible causes of the problem.
- Prioritize possible root causes of the problem.
- What information or data is there to validate the root cause?
Step 5: Develop Action Plan
- Generate a list of actions required to address the root cause and prevent problem from getting to others.
- Assign an owner and timeline to each action.
- Status actions to ensure completion.
Step 6: Execute Action Plan
- Implement action plan to address the root cause.
- Verify actions are completed.
Step 7: Evaluate the Results
- Monitor and Collect Data.
- Did you meet your goals defined in step 3? If not, repeate th 8-Step Process.
- Were there any unforeseen consequences?
- If problem is resolved, remove activities that were added previously to contain the problem.
Step 8: Continuously Improve
- Look for additional opportunities to implement solution.
- Ensure problem will not come back and communicate lessons learned.
- If needed, repeat the 8-Step Problem Solving Process to drive further improvements.
ANA has already known what is going on, the next step they should adopt is collecting more infor-mation on the problem. If the airline is hurry to the solution, it may choose 'Generate options ad-dressing the issue'. The crack on turbine blade can be welded, or the airline replaces a new blade. However, jumping to solution without knowing the root cause does not completely solve the prob-lem. The root cause is unaddressed, then it may occur in the future. Therefore, the airline should still collect information to find the root cause, then remove it.
Reference:
LO 1, AC 1.1
質問 # 119
Which of the following factors are likely to be direct barriers to a new entrant in a supply market?
- A. Brand identity
- B. Availability of substitutes
- C. Value to price
- D. Threat of forward integration
- E. Cost advantages
正解：A、E
解説：
There are many types of barriers to entry into a market. Some of these include:
- Economies of Scale: When manufacturing or selling at a large scale, companies are able to avail cost advantages because per unit costs of the product fall. So the more the company produces in quantity the more the benefit. When existing companies have this advantage, it can act as a barrier to entry because a new entrant will have to try to match the scale to achieve the same cost ad-vantage as the existing company. This may not be possible at the initial stage.
- A Differentiated Product: If the product being sold by the existing company or companies is highly differentiated or enjoys strong brand loyalty, then this can act as a strong barrier to entry. The new entrant will have to invest in creating a product with newer and unique features and bene-fits that surpass those offered by the old company. In addition, there will need to be strong efforts to break existing brand loyalties and shift them to a new untested company.
- High Capital Costs: If an industry requires huge capital investments at the onset, then this will act as a barrier to entry for many of the potential entrants. Only those will attempt to enter the competitive fray who have the resources to make this high initial investment.
- Other Cost Advantages: Apart from those cost benefits that come from economies of scale, there are other advantages that an existing firm may enjoy. These include access to the best suppliers, an understanding of existing materials and knowledge of their quality, possession of any necessary and important patents, and proprietary information and technological knowledge. There are also learning advantages, achieved over years of business and experience.
- Cost of Switching: The cost associated with a consumer's move from one company or product or another is called the switching cost. If there are significant switching costs, then a new entrant may not be able to create means of removing these. Or, they may have to offer significant advantage to counter these switching costs at their own expense.
- Distribution Network: Often, distribution relationships are well established and may prove to be a strong barrier to entry for a new company. A new entrant will obviously need access to these dis-tribution channels but will need to invest extra in order to engage distributors who have established relations with existing competitors.
- Suppliers: As with distributors, suppliers may be vital to the operations of a new business. Exist-ing suppliers may have contracts or loyalties with existing companies and may prove to be difficult to form relationships with.
- Legal and Government Created Barriers: Government and regulatory requirements such as permits and licenses may be a strong barrier to entry. There may also be laws governing ways to conduct business that may conflict with a company's practices in other countries.
- Barriers to Exit: Interestingly, barriers to exit may act as a deterrent to entry by new companies. If a company is unable to easily leave a competitive environment in case business does not work out, then it will have to stay and compete even if that is a detrimental business practice. In this case, the company may choose to not enter the market in the first place.
Reference:
LO 2, AC 2.2
質問 # 120
ABC Ltd has recently set up a stationery contract with a large stationery provider, obtaining fixed prices on core stationery items. The brochures have been distributed within ABC Ltd and one of the key users wants to order a corner desk and office chair from the brochure. Is this within scope?
- A. Yes, because the contract is with the company and not just stationery
- B. No, because the contract is for stationery only and not furniture
- C. No, because the corner desk wouldn't match existing furniture
- D. Yes, because the office equipment is in the brochure and must be covered
正解：B
質問 # 121
Which of the following events would increase the number of suppliers in a particular market?
- A. De-regulation of a previously government-run industry
- B. Introduction of minimum wage regulations
- C. Requirement for all companies to have 10,000 or more employees
- D. High and increasing levels of investment required to enter the market
正解：A
解説：
Detailed Explanation:De-regulation removes barriers to entry, encouraging new suppliers to enter the market. Other factors, like high investment or stringent requirements, limit supplier participation. Reference:
CIPS Level 4, Market Entry and Supply Chain Factors.
質問 # 122
A company is analysing its existing product's components and aims at reducing costs without damaging customer value proposition. They want to check which components are critical and which are unnecessary.
Which of the following should be adopted by the company?
- A. Value engineering
- B. Variety reduction
- C. Value analysis
- D. Under specification
正解：C
解説：
In marketing, a customer value proposition (CVP) consists of the sum total of benefits which a vendor promises a customer will receive in return for the customer's associated payment (or other value-transfer).
Value analysis is concerned with existing products. It involves a current product being analysed 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 manufacture and assembly.
Value engineering is concerned with new products. It is applied during product development. The focus is on reducing costs, improving function or both, by way of teamwork-based product evalua-tion and analysis. This takes place before any capital is invested in tooling, plant or equipment.
In this scenario, the company's objective is cost reduction, then value analysis or value engineering is more likely to be applied. The products are existing, so value analysis is the best option.
LO 3, AC 3.4
質問 # 123
An example of a performance specification is a ...
- A. Technical drawing
- B. List of outputs
- C. Brand name
- D. List of inputs
正解：B
質問 # 124
Which of the following activities are considered as primary activities of an organization according to Porter's value chain? Select TWO that apply:
- A. Sourcing transportation services
- B. Picking and delivery components
- C. Maintenance
- D. Assembly design
- E. Trainees recruitment
正解：B、C
解説：
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
質問 # 125
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 new supplier
- B. Standardise the specification
- C. Create new specification to current supplier
- D. Make a call-off order to current supplier
正解：D
解説：
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.
質問 # 126
Which of the following is the technology that disrupts traditional retail?
- A. Self-Driving Cars
- B. E-commerce
- C. Robotics
- D. Blockchain
正解：B
解説：
One of the biggest disruptors in retail has been e-commerce. According to a report by IDC, in the month of December 2018, which is also the holiday season in the west, the e-commerce sector globally, has grown by 20 percent.
LO 2, AC 2.2
質問 # 127
Procurement provides the following information to a business case ...
- A. Internal recruitment requirements
- B. Engineering specifications
- C. Service level requirements
- D. Estimated costs of bought-in goods
正解：D
質問 # 128
A procurement manager consolidates the company expense on printing and office supplies into broader range of spend category. Other senior managers are concerned that it may increase company's spend. Is that concern justified?
- A. No, because the consolidation will help the supplier to shorten deliver time.
- B. No, because the broader range of spend category can increase the value of the contract and the buyer may get volume discount
- C. Yes, because the consolidation may create a large contract that costs more than placing each purchase order
- D. Yes, because the suppliers can't provide a broader range of products and they will fail to deliver
正解：B
解説：
Printing and office supplies are often considered as low risk, low value items. Consolidation low value, low risk items into a broader range will dramatically increases the value of the contract and leverage of buying organisation in the negotiation.
Reference:
LO 1, AC 1.1
質問 # 129
Which of the following is a challenge of making a business case for straight re-buys?
- A. Identifying suitable suppliers
- B. Research of procurement process
- C. Effective inventory control
- D. Terms and conditions
正解：C
解説：
For straight re-buy, the specifications for the products are known. Generally, there will be an existing contract with supplier in place. The business need is challenged annually, only on the annual demand. So effective inventory control will help procurement successfully manage straight re-buy.
Reference:
LO 1, AC 1.1
質問 # 130
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CIPS L4M2コースは、自組織内でビジネスニーズを定義する責任を持つ調達専門家に適しています。また、調達やサプライチェーン管理の知識やスキルを開発したい人にも適しています。このコースは、候補者が自分のペースで自分の時間で勉強できるように柔軟に設計されています。
CIPS L4M2（ビジネスニーズの定義）認定試験は、ビジネス分析の分野でキャリアを進めたいと考えている個人向けに設計されたプロフェッショナル認定試験です。この認定試験は、調達およびサプライチェーン管理で働く個人に認定、トレーニング、ネットワーキングの機会を提供する世界的に有名なプロフェッショナル団体であるChartered Institute of Procurement and Supply（CIPS）によって提供されています。
CIPS L4M2リアルな問題と知能問題集：https://www.goshiken.com/CIPS/L4M2-mondaishu.html
L4M2問題集でCIPS Level 4 Diploma in Procurement and Supply高確率練習問題集：https://drive.google.com/open?id=1pf_gLKKCHNKOXVF8lhpQ9wzNQjvU7lAx