I85PREP
⌘ K
CIPS Level 5 Advanced Diploma study materials
CIPS Level 5 Advanced Diploma study resources

CIPS Level 5 Advanced Diploma practice questions

One question at a time. Build your CIPS Level 5 Advanced Diploma understanding.

First 50 of 200 questions. Each one lists the choices, the correct answer, and an explanation. The checker at the top of this page saves progress in this browser when it is available.

Continue in the practice tool above to load more questions, 50 at a time.

Question 1Procurement and Supply Management

In procurement and supply management, which document typically defines the specification, quantity, delivery terms and price basis for a recurring purchase from an approved supplier?

  1. A request for information issued to the market
  2. A business case submitted for capital approval
  3. A pre-qualification questionnaire completed by bidders
  4. A purchase order raised against an existing framework or contract Correct answer.

Explanation

A purchase order is the operational instrument that converts an agreed contract or framework into a specific commitment, restating specification, quantity, delivery and price basis for that call-off. It gives the supplier authority to supply and the buyer an auditable record of the transaction.

Question 2Procurement and Supply Management

A buyer needs a complex, high-value service where the requirement cannot be fully specified in advance and outcomes depend on supplier innovation. Which approach best fits this situation?

  1. Purchase by catalogue price comparison only
  2. Competitive tender on a fully prescriptive specification
  3. Negotiated procedure with output-based specification and evaluation of proposals Correct answer.
  4. Single quote from the incumbent supplier without competition

Explanation

Where the requirement is uncertain and innovation matters, a negotiated or competitive dialogue style approach lets the buyer test solutions and specify outputs rather than inputs. Evaluation then compares proposals against outcome and capability criteria.

Question 3Procurement and Supply Management

Which term describes the total cost of acquiring and using an item over its life, including acquisition, operation, maintenance and disposal?

  1. Budgetary variance
  2. Absorption cost
  3. Standard purchase price
  4. Whole-life cost Correct answer.

Explanation

Whole-life costing, also called life-cycle costing, aggregates acquisition, operating, maintenance and end-of-life costs so that competing offers are compared on economic substance rather than headline price. It is central to value-for-money evaluation in procurement.

Question 4Procurement and Supply Management

In supplier relationship management, which segmentation approach is most appropriate for a supplier of a low-value, easily substitutable commodity?

  1. Strategic partnership with joint development teams
  2. Executive sponsorship and joint risk registers
  3. Long-term single-source alliance with shared investment
  4. Transactional management with periodic price and performance review Correct answer.

Explanation

Low-value, substitutable items carry little supply risk or profit impact, so a transactional, arms-length relationship with routine price and performance review is proportionate. Heavy relationship investment would consume resources without matching return.

Question 5Procurement and Supply Management

Which of the following best describes the purpose of a service level agreement in a procurement contract?

  1. To define measurable performance standards and the consequences of missing them Correct answer.
  2. To replace the need for a written specification
  3. To set the supplier's internal staff pay rates
  4. To transfer all legal liability for defects to the supplier

Explanation

A service level agreement translates service expectations into measurable indicators, targets and remedies, providing the basis for ongoing performance management. It supplements rather than replaces the specification and does not operate as a blanket liability transfer.

Question 6Procurement and Supply Management

A procurement team is assessing a potential supplier's financial stability. Which analysis gives the clearest early warning of liquidity difficulty?

  1. Reading the supplier's customer testimonials
  2. Reviewing the supplier's marketing literature
  3. Checking the number of years the supplier has traded
  4. Calculating current and quick ratios from recent financial statements Correct answer.

Explanation

Current and quick ratios compare short-term assets with short-term liabilities, so a declining trend signals liquidity strain before failure. This is a standard element of supplier financial appraisal in procurement.

Question 7Procurement and Supply Management

Which Incoterm places the greatest transport and risk obligation on the seller for a containerised shipment?

  1. CIF
  2. DDP Correct answer.
  3. EXW
  4. FCA

Explanation

DDP, Delivered Duty Paid, requires the seller to deliver to the named destination, clear import formalities and pay duties, so the seller bears the widest cost and risk burden. EXW sits at the opposite extreme.

Question 8Procurement and Supply Management

In a competitive tender, what is the main purpose of a standstill period before contract award?

  1. To give the winning bidder time to recruit staff
  2. To allow unsuccessful bidders to challenge the award decision before the contract is signed Correct answer.
  3. To permit the buyer to reopen negotiations on price
  4. To allow the specification to be rewritten

Explanation

The standstill period creates a defined interval between notifying bidders of the award decision and signing the contract, giving unsuccessful bidders an opportunity to seek review. It protects the integrity and challengeability of the process.

Question 9Procurement and Supply Management

A contract includes a liquidated damages clause. What is its function?

  1. To pre-agree a sum payable for a specified delay or performance failure Correct answer.
  2. To punish the supplier for any breach regardless of loss
  3. To cap the total value of the contract
  4. To allow either party to terminate at will

Explanation

Liquidated damages set a genuine pre-estimate of loss payable on a defined failure, such as late delivery, avoiding the need to prove loss case by case. They are compensatory in nature rather than punitive.

Question 10Procurement and Supply Management

Which practice most directly supports sustainable procurement in a supply chain?

  1. Extending payment terms to improve buyer cash flow
  2. Reducing the number of evaluation criteria to speed up award
  3. Including environmental and labour standards in specifications and evaluation criteria Correct answer.
  4. Selecting suppliers solely on lowest quoted price

Explanation

Embedding environmental and social standards in specifications, selection and award criteria makes sustainability a scored requirement rather than an aspiration. It also allows performance to be monitored through the contract.

Question 11Procurement and Supply Management

A buyer is evaluating bids and wants to apply a weighted scoring model. Which step is essential before scores are opened?

  1. Allowing evaluators to adjust weights after seeing prices
  2. Inviting the preferred bidder to help design the criteria
  3. Removing all qualitative criteria to simplify scoring
  4. Agreeing the evaluation criteria and their weights in advance and disclosing them to bidders Correct answer.

Explanation

Criteria and weights must be fixed and communicated before bids are evaluated so that the process is transparent, non-discriminatory and auditable. Post-hoc adjustment undermines fairness and invites challenge.

Question 12Procurement and Supply Management

Which of the following is a characteristic of a framework agreement in public procurement?

  1. It can only be used for a single one-off purchase
  2. It removes the need for any further competition between suppliers
  3. It sets terms for multiple call-off contracts over a defined period without committing to volume Correct answer.
  4. It guarantees a fixed quantity of purchases to each supplier

Explanation

A framework agreement establishes terms, prices and conditions for future call-offs over a set term, usually without guaranteeing volumes. Buyers then place orders or run mini-competitions within it.

Question 13Procurement and Supply Management

What does a supplier's key performance indicator of 'on-time in-full' measure?

  1. The ratio of purchase orders raised to requisitions approved
  2. The proportion of orders delivered on the agreed date and in the agreed quantity Correct answer.
  3. The supplier's profit margin on the contract
  4. The number of invoices disputed in a period

Explanation

On-time in-full, often abbreviated OTIF, measures delivery reliability by combining punctuality with completeness of the ordered quantity. It is a core operational metric in supplier performance management.

Question 14Procurement and Supply Management

A procurement manager discovers that a supplier's offer is unusually low compared with other bids. What is the most appropriate response?

  1. Increase the bidder's price to the average of the other bids
  2. Reject the bid without explanation
  3. Award immediately because lowest price always represents best value
  4. Seek clarification and examine the cost breakdown for viability and compliance risks Correct answer.

Explanation

Abnormally low tenders may indicate misunderstanding of the requirement, unsustainable pricing or non-compliance, so clarification and scrutiny of the cost build-up protect the buyer from later failure. Award should follow assurance, not the headline figure.

Question 15Procurement and Supply Management

Which action best mitigates the risk of over-dependence on a single source for a critical component?

  1. Removing exit provisions from the contract
  2. Developing a qualified second source and holding buffer stock Correct answer.
  3. Extending the contract term indefinitely with the incumbent
  4. Reducing inspection of incoming goods to save cost

Explanation

Qualifying an alternative supplier and holding strategic buffer stock reduce the impact of disruption to a sole source. Both are standard supply continuity measures for critical items.

Question 16Procurement and Supply Management

In contract law, what is the effect of an entire agreement clause?

  1. It requires the supplier to deliver the whole order at once
  2. It makes the contract automatically renewable
  3. It states that the written contract supersedes prior negotiations and representations Correct answer.
  4. It removes the need for signatures

Explanation

An entire agreement clause confirms that the signed document contains the complete terms and supersedes earlier statements, reducing disputes about pre-contract representations. It does not affect delivery scheduling or renewal.

Question 17Procurement and Supply Management

Which is the primary purpose of a requisition in the purchase-to-pay cycle?

  1. To record the supplier's invoice for payment
  2. To authorise the supplier to deliver goods
  3. To formally request that procurement acquires a defined need Correct answer.
  4. To notify the bank to release funds

Explanation

A requisition is an internal request that identifies a need and seeks authorisation for procurement to act. It precedes sourcing, ordering and payment in the purchase-to-pay cycle.

Question 18Procurement and Supply Management

A buyer is negotiating with a supplier that holds a patented process essential to the product. Which source of bargaining power does the supplier primarily hold?

  1. Supplier excess capacity
  2. Supplier scarcity and switching cost Correct answer.
  3. Buyer volume leverage
  4. Buyer brand reputation

Explanation

A patented essential process makes the supplier difficult to replace, raising switching costs and limiting competitive alternatives. That scarcity shifts bargaining power towards the supplier.

Question 19Procurement and Supply Management

Which document would a buyer use to invite suppliers to propose solutions to a complex requirement before a formal tender?

  1. Goods received note
  2. Credit note
  3. Request for proposal Correct answer.
  4. Remittance advice

Explanation

A request for proposal invites suppliers to put forward solutions and approaches for a complex need, allowing the buyer to shape the requirement before formal commitment. The other documents are transactional records arising after supply.

Question 20Procurement and Supply Management

A procurement team wants to reduce maverick buying across business units. Which measure addresses the root cause most directly?

  1. Requiring every purchase to be approved by the board
  2. Providing an easy-to-use catalogue with pre-approved suppliers and delegated authority Correct answer.
  3. Increasing the number of separate supplier accounts
  4. Removing all spending controls to speed up purchasing

Explanation

Maverick buying often stems from cumbersome processes, so an accessible catalogue of pre-approved suppliers with clear delegated authority makes compliant purchasing the easiest route. Controls remain but become proportionate.

Question 21Procurement and Supply Management

What is the principal benefit of e-procurement in the requisition-to-pay process?

  1. It automates transactions and improves spend visibility and compliance Correct answer.
  2. It eliminates the need for any supplier competition
  3. It removes the need for contract management
  4. It guarantees the lowest market price for every item

Explanation

E-procurement systems automate ordering and invoicing and generate data that improves spend visibility, control and compliance with agreed contracts. They support rather than replace competitive sourcing and contract management.

Question 22Procurement and Supply Management

A contract contains a force majeure clause. Which situation is it designed to address?

  1. A routine price increase by the supplier
  2. A delay caused by the buyer's own late payment
  3. An unforeseeable event beyond the parties' control that prevents performance Correct answer.
  4. A disagreement about the specification

Explanation

Force majeure excuses or suspends performance when an extraordinary event outside the parties' control makes performance impossible. It does not cover ordinary commercial risk or a party's own default.

Question 23Procurement and Supply Management

Which ratio would a procurement analyst use to assess how efficiently inventory is being used?

  1. Gearing ratio
  2. Inventory turnover Correct answer.
  3. Dividend cover
  4. Return on equity

Explanation

Inventory turnover compares cost of sales with average inventory, showing how many times stock is cycled in a period. Higher turnover generally indicates leaner stockholding and better working capital use.

Question 24Procurement and Supply Management

In a procurement context, what does the term 'specification' most precisely mean?

  1. The timetable for contract award
  2. A statement of the requirements that a product or service must satisfy Correct answer.
  3. The price the buyer is prepared to pay
  4. The list of suppliers invited to bid

Explanation

A specification defines the required attributes, performance and standards that the delivered product or service must meet. It is the technical foundation against which bids and deliveries are assessed.

Question 25Procurement and Supply Management

A buyer is assessing the risk of a supplier that is financially sound but located in a region experiencing political instability. Which risk category does this primarily represent?

  1. Quality risk
  2. Country and geopolitical risk Correct answer.
  3. Obsolescence risk
  4. Demand risk

Explanation

Political instability in the supplier's location is a country or geopolitical risk affecting continuity of supply, distinct from the supplier's own financial condition. It is managed through contingency planning and diversification.

Question 26Category Management

In CIPS category management, which statement best describes the purpose of a category management programme?

  1. To reduce the number of suppliers used across every department simultaneously
  2. To consolidate spend and manage groups of related goods or services as strategic business units Correct answer.
  3. To administer individual purchase orders more quickly than before
  4. To replace the procurement function with a shared service centre

Explanation

Category management treats a group of related spend as a strategic business unit, analysing requirements, supply markets and value levers to deliver improved outcomes. It is a strategic discipline, not a transactional ordering or supplier-reduction exercise, and it does not remove procurement's role.

Question 27Category Management

A procurement team is defining the boundaries of a new category. Which approach is most consistent with CIPS guidance?

  1. Group items by the supply market and by how customers use the output Correct answer.
  2. Group items by the size of each individual invoice
  3. Group items by the alphabetical order of supplier names
  4. Group items by the internal department that currently buys them

Explanation

Categories should reflect how supply markets are structured and how the organisation consumes the output, so that strategy can be tailored to market dynamics and business need. Internal department structures and administrative attributes such as invoice size do not define a meaningful supply market.

Question 28Category Management

Which tool is most commonly used at the start of category management to quantify and visualise total spend across the organisation?

  1. A supplier scorecard
  2. A contract register
  3. A purchase requisition log
  4. A spend cube Correct answer.

Explanation

A spend cube aggregates spend data by category, supplier and business unit, giving the visibility needed to prioritise categories. Scorecards measure performance, contract registers track agreements and requisition logs capture individual requests, none of which provides multi-dimensional spend analysis.

Question 29Category Management

In the CIPS category management cycle, what is the primary output of the 'market analysis' stage?

  1. An understanding of supply market dynamics, competitive forces and supplier capability Correct answer.
  2. A schedule of employee training sessions
  3. A revised organisational chart for the procurement function
  4. A signed framework agreement with the incumbent supplier

Explanation

Market analysis examines supply market structure, competition, cost drivers and supplier capability so that the category strategy is grounded in external reality. It does not produce contracts, organisational structures or training plans, which belong to later or unrelated stages.

Question 30Category Management

A category team is applying the Kraljic portfolio matrix. Which two dimensions define the matrix axes?

  1. Lead time and quality performance
  2. Profit impact and supply risk Correct answer.
  3. Spend value and number of suppliers
  4. Contract length and payment terms

Explanation

The Kraljic matrix positions categories by profit impact (value and importance to the business) against supply risk (availability, substitution and market complexity). Supplier counts, lead times and contract terms are attributes that may inform those axes but are not the axes themselves.

Question 31Category Management

A category is classified as 'leverage' on the Kraljic matrix. Which sourcing approach is most appropriate?

  1. Secure supply through long-term partnership and close collaboration
  2. Accept the market price and focus on process efficiency
  3. Reduce transaction effort through simplified ordering and e-catalogues
  4. Exploit competition through tendering and volume consolidation Correct answer.

Explanation

Leverage categories have high profit impact and low supply risk, so buyers can use competitive tension, volume consolidation and tendering to extract value. Partnership and supply security are priorities for strategic items, while simplification suits non-critical items.

Question 32Category Management

A bottleneck category has low spend but high supply risk. Which strategy should the category manager prioritise?

  1. Automating ordering to cut administrative cost
  2. Aggressive price negotiation using competitive tendering
  3. Reducing the number of suppliers to a single strategic partner
  4. Securing supply continuity and developing alternative sources Correct answer.

Explanation

Bottleneck items are dominated by supply risk rather than value, so the priority is assurance of supply, contingency planning and developing alternatives. Aggressive tendering may damage scarce relationships, and cost reduction is secondary to continuity.

Question 33Category Management

What is the main purpose of a category strategy document?

  1. To provide a template for employee performance reviews
  2. To set out the analysis, objectives and action plan for managing a category over a defined period Correct answer.
  3. To record the minutes of supplier meetings
  4. To list every purchase order raised in the previous year

Explanation

A category strategy translates analysis into objectives, sourcing plans, value levers and an implementation roadmap for a defined horizon. It is a forward-looking management document, not a record of meetings, transactions or HR processes.

Question 34Category Management

When building a category strategy, why should the category manager engage internal stakeholders early?

  1. To ensure requirements, constraints and demand levers are understood and the strategy is owned across the business Correct answer.
  2. To avoid the need for any spend analysis
  3. To guarantee that the incumbent supplier is retained
  4. To transfer legal liability for the contract to the business unit

Explanation

Early stakeholder involvement surfaces business requirements, technical constraints and demand management opportunities, and builds ownership needed for implementation. It does not shift legal liability, replace analysis, or predetermine the sourcing outcome.

Question 35Category Management

Which analysis technique helps a category team understand the cost structure of a supplier's product and identify cost reduction opportunities?

  1. Should-cost modelling Correct answer.
  2. Demand forecasting
  3. Supplier credit scoring
  4. Pareto analysis of invoice volumes

Explanation

Should-cost modelling builds an independent estimate of what a product or service should cost from its components, labour and overheads, exposing opportunities for negotiation and design change. Pareto analysis, credit scoring and demand forecasting address different questions.

Question 36Category Management

A category manager wants to reduce demand for a service rather than negotiate a lower price. Which lever is being applied?

  1. Supply market development
  2. Demand management Correct answer.
  3. Contract consolidation
  4. Payment term extension

Explanation

Demand management seeks to influence what, how much and how often the business consumes, for example through specification change, policy or internal charging. Market development, consolidation and payment terms act on the supply side or on cash flow rather than on underlying demand.

Question 37Category Management

In supplier relationship management, which categories typically justify the highest level of relationship investment?

  1. Strategic items with high value and high supply risk Correct answer.
  2. Leverage items with many competing suppliers
  3. Non-critical items bought routinely at low value
  4. Bottleneck items with low value but high risk

Explanation

Strategic items combine high business impact with high supply risk, so collaborative relationships, joint planning and performance management deliver the greatest return. Non-critical and leverage items are better managed through efficient transactional or competitive processes.

Question 38Category Management

What distinguishes a category team from a traditional purchasing department?

  1. A category team reports exclusively to finance
  2. A category team avoids contact with suppliers
  3. A category team only handles low-value routine purchases
  4. A category team focuses on cross-functional management of a defined spend area rather than processing transactions Correct answer.

Explanation

Category teams are organised around spend areas and bring together procurement, technical and business expertise to manage strategy end to end. They are not restricted to low-value buying, do not report solely to finance, and engage closely with suppliers.

Question 39Category Management

A global organisation finds the same category bought differently in each region. Which action best supports a coordinated category approach?

  1. Outsource the category to a single regional supplier
  2. Allow each region to continue independently to preserve local autonomy
  3. Establish a category council with regional representation and a common strategy framework Correct answer.
  4. Centralise all buying decisions at head office without regional input

Explanation

A category council balances global coordination with local knowledge, allowing a common framework while accommodating regional requirements. Full independence forgoes leverage, while unconsulted centralisation risks poor fit and resistance.

Question 40Category Management

Which statement best explains the concept of 'total cost of ownership' in category management?

  1. It is limited to the supplier's invoice value plus tax
  2. It measures only the administrative cost of raising orders
  3. It includes acquisition, usage, maintenance and disposal costs over the life of the requirement Correct answer.
  4. It considers acquisition price only

Explanation

Total cost of ownership captures all costs incurred across the life cycle, including acquisition, operation, maintenance and end-of-life costs, enabling comparison of options on a like-for-like basis. Price-only or invoice-based measures ignore significant downstream costs.

Question 41Category Management

A category manager is assessing supply risk. Which factor most directly indicates high supply market risk?

  1. Few capable suppliers and high switching costs Correct answer.
  2. A large number of qualified alternative suppliers
  3. Stable long-term demand from the business
  4. Short lead times and readily available substitutes

Explanation

Supply risk rises where few capable suppliers exist and switching is costly or slow, because disruption or price pressure is harder to counter. Abundant alternatives, short lead times and stable demand generally reduce exposure.

Question 42Category Management

What role does a Pareto (80/20) analysis typically play in category management?

  1. It replaces the need for stakeholder consultation
  2. It identifies the small number of items or suppliers that account for most of the spend Correct answer.
  3. It determines the legal terms of a contract
  4. It forecasts future inflation rates for a category

Explanation

Pareto analysis highlights concentration, showing that a minority of items or suppliers usually accounts for the majority of spend or risk, which helps prioritise effort. It does not forecast inflation, substitute for consultation or set contract terms.

Question 43Category Management

A category strategy proposes moving a requirement from a bespoke specification to a standard industry specification. Which benefit does this primarily deliver?

  1. Guaranteed elimination of all supply risk
  2. Increased supplier choice and competition, lowering cost and risk Correct answer.
  3. Higher administrative effort per order
  4. Longer contract terms with the incumbent

Explanation

Standardising specifications widens the pool of suppliers able to compete, which typically improves price, availability and resilience. It cannot eliminate all risk, does not necessarily lengthen contracts and usually reduces administrative effort.

Question 44Category Management

Which measure best indicates whether a category strategy is delivering against its objectives?

  1. The number of suppliers removed from the database
  2. The length of the strategy document
  3. A balanced set of KPIs covering savings, risk, quality and stakeholder satisfaction Correct answer.
  4. The number of meetings held by the category team

Explanation

Effective measurement uses a balanced set of key performance indicators aligned to the strategy's objectives, covering financial and non-financial outcomes. Activity counts and document length are not measures of value delivered.

Question 45Category Management

In the CIPS category management process, why is 'implementation planning' treated as a distinct step?

  1. Because strategy without resourced actions, milestones and ownership will not be delivered Correct answer.
  2. Because it guarantees savings will be realised automatically
  3. Because it removes the need to monitor supplier performance
  4. Because it replaces the need for a sourcing strategy

Explanation

Implementation planning converts strategy into actions with owners, timelines, resources and risks, which is essential for delivery. It does not remove performance monitoring, replace the strategy or automatically realise savings.

Question 46Category Management

A category manager uses a supplier preferencing matrix. What does this tool assess?

  1. How profitable the supplier is to the buyer
  2. How attractive the customer is to the supplier relative to the supplier's other customers Correct answer.
  3. How many contracts the supplier holds
  4. How quickly the supplier pays its own suppliers

Explanation

The supplier preferencing matrix considers the value the supplier places on the buyer's business against the supplier's attractiveness, helping the buyer understand its leverage and how to improve its position. It is not a measure of the supplier's profitability, contract count or payment behaviour.

Question 47Category Management

Which situation most strongly justifies a collaborative, long-term relationship with a strategic supplier?

  1. The market has many suppliers competing on identical specifications
  2. The item is a commodity with many interchangeable suppliers
  3. The spend is low and purchases are infrequent
  4. The supplier provides critical technology requiring joint development and investment Correct answer.

Explanation

Joint development and specific investment create mutual dependency and require trust, shared planning and long-term commitment, which characterise a strategic collaborative relationship. Commodity, low-spend and highly competitive situations favour transactional or competitive approaches.

Question 48Category Management

A category manager is considering the 'make versus buy' decision for a component. Which consideration is most relevant to the category strategy?

  1. Whether the buying team has spare office space
  2. Whether the incumbent supplier's sales representative is friendly
  3. Whether the component has a short part number
  4. Whether the organisation has the capability and capacity to deliver the component at competitive total cost Correct answer.

Explanation

The make-or-buy decision turns on capability, capacity, strategic control and comparative total cost between internal and external delivery. Interpersonal factors, part numbering and office space are irrelevant to the strategic choice.

Question 49Category Management

What is the primary purpose of segmenting a supply market during category analysis?

  1. To set a single price for all suppliers
  2. To reduce the number of stakeholders consulted
  3. To identify distinct groups of suppliers with different capabilities and competitive dynamics Correct answer.
  4. To ensure every supplier receives an identical contract

Explanation

Market segmentation reveals groups of suppliers with differing capabilities, cost structures and competitive behaviour, allowing the buyer to target the most appropriate supply base. It does not aim to standardise contracts, reduce consultation or impose uniform pricing.

Question 50Category Management

A category team is reviewing a strategy that has been in place for two years. Which action best reflects good category management practice?

  1. Replace the strategy immediately with a new supplier tender
  2. Continue with the existing strategy unchanged to maintain stability
  3. Archive the strategy and start again from spend analysis only
  4. Review performance against objectives and refresh the strategy to reflect market and business changes Correct answer.

Explanation

Category strategies are living documents that should be reviewed periodically against objectives and updated for changes in business needs, supply markets and performance. Unchanged continuation, reflexive tendering or discarding prior analysis all waste insight.