CIPS: Exploring the Global State of Procurement 2026

Procurement and supply chain professionals are navigating a landscape like never before.

Geopolitical volatility, increasing risk and AI accountability are redefining the global market, with leaders having to adapt to constant pressure.

CIPS, in association with GEP, has released its 2026 edition of the Global State of Procurement and Supply, exploring how the profession is changing and how it is redefining strategy.

Developing resilience strategies

This era is one marked by constant shifts, redefined goals and a state of constant reaction. Geopolitical volatility, closure of key trade routes, the Covid-19 pandemic and tariff pressures have all contributed to growing disruption and a shift in strategy. The rise of AI and the further push for environmental, social and governance (ESG) considerations have both unlocked value for procurement and supply chain leaders who are finding themselves at the centre of resilience strategies.

Decisions are now taking on an increasingly collaborative nature, with fragmentation and siloed data points being seen as a risk to operational excellence. The leading organisations have procurement and supply chain leaders offering insights into developing resilience and cost-savings, particularly as rising prices and growing demand means leaders need to do more with less. 

The value of these once back-office functions has been realised, with new potential being unlocked every day. As a result, the industry is changing, with new developments in risk management tools and technology showing how sustainability, resilience and cost savings can be aligned in order to develop business excellence. 

"In a world wrestling with multiple shocks and crises, the perspectives of the CEO and the procurement and supply chain leader are increasingly aligned," explains Ben Farrell, Global Chief Executive of CIPS.

"Fundamentally, both have a responsibility for resilience and competitiveness. 

"This is a unique moment for the procurement and supply chain profession. The stars are aligned for the profession to realise its full potential. Now it’s time to lead."

Increasing influence

The past few years have demonstrated the importance of supply chain resilience and the ability to anticipate large events, rather than merely react to them.

Businesses have unlocked value through predictive analytics and digital twins, with more teams implementing digitalisation and AI in order to drive efficiency and resilience. Through this, procurement and supply chain professionals have found themselves central to much of the new strategic planning. 

The CIPS report has found that more procurement and supply chain leaders now have a direct communication line with business leaders, rising from 15% in 2025 to 33% today. This demonstrates that their voices are becoming increasingly louder and more valued when it comes to ensuring operational excellence.

"Procurement has moved closer to the centre of the organisation, and this year’s findings reflect that continued shift, adds Jonathan Kinghan, Senior Director of Consulting at GEP.

"This broader divergence is reflected in how procurement operates day-to-day. While procurement is more involved in decision-making than ever, the ability to consistently translate those decisions into outcomes remains uneven. The constraint is no longer visibility or insights; organisations can see risks, understand trade-offs and identify opportunities in real time. The challenge lies in turning that insight into action."

Procurement is becoming increasingly centre-led, with gains in strategic influence and investments in technology and people becoming a core driver. The increasing number of centre-led procurement functions is helping organisations reduce cost and increase transparency, meaning that they can develop stronger supplier relations. 

Emerging trends

New strategies which are leading the development of procurement and supply chain include AI adoption and the implementation of ESG. 

AI, automation and data analytics are transforming how companies operate, but some leaders remain cautious. Highest levels of automation occur in Australia and New Zealand, according to CIPS, while the UK and Ireland have adopted it the least. Larger organisations are adopting this technology more, with IT and telecoms companies revealing the most automation, with 71% being at least partially automated. 

Direct spend is increasingly managed by procurement and supply chain leaders, with two-thirds of leaders saying they are responsible for 60% or more of spending. According to the survey, approximately 29% state they are responsible for more than 90% of their company's spend on direct goods. This demonstrates the growing level of responsibility these teams are having within their organisations. 

Sustainability is also becoming a core driver of opportunity and procurement leaders are finding themselves increasingly responsible for this. ESG is being seen as a valuable asset to have, not just as an ambition to reach more. As a result, it is growing in priority, ranking in the top five metrics when it comes to suppliers. 

Procurement is increasingly picking up the mantle for the implementation of net-zero or science-based climate targets, with a shift towards it becoming a core deliver of sustainable business transformation. Now, procurement is balancing cost, resilience, risk and sustainability into a metric of value. 

The CIPS report highlights how roles can change through ongoing conflict – particularly how risk mitigation and resilience has moved to the forefront of business strategy. As such, procurement and supply chain professionals are finding themselves with increasing levels of power and more opportunities to unlock value through AI and sustainability.