CIPS全球采购与供应状况报告

Foreword In my first few months as CIPS chief executive, I travelled around the world engaging with procurement and supplyprofessionals. I witnessed award-winning work at the Port of Singapore and the awesome giga-projects of the Middle East.I talked AI and automation with healthtech companies and multinational conglomerates. It’s clear that procurement and supply chain professionals are underpinning growth in developing nations. And against abackdrop of geopolitical volatility and supply chain risk, they are helping to build the new global trade order. The current CIPS Global State of Procurement & Supply survey, supported by GEP, was conducted before the electionof President Trump and the introduction of widespread tariffs on goods. But the survey findings seem to show thatprocurement and supply chain professionals already understood that new challenges were coming. So, this year’s survey finds a community that is gaining in influence and confidence. In many organisations, theprocurement and supply function is growing. Professionals know they must develop their leadership and strategicskills in order to bring their insights to the top table. They are leaders of the drive to automation – and helping therest of their organisations to step up. One of the most striking findings this year is that a quarter of respondents said the chief procurement officer or seniorprocurement leader has a permanent seat on the main board, a rise from one-fifth last year. And boards are increasinglyaligned with the procurement and supply function. This is consistent with what I see around the world. With all themassive complexities the world is facing, successful organisations need people with a supply chain mindset. That’s whyI believe we’ll see more procurement leaders taking up positions in the boardroom and as CEOs in the future. I hope you find this year’s report as interesting as I did. I’d like to thank GEP for their fantastic ongoing support to CIPS andour global membership. And congratulations on everything that you, the global procurement and supply chain community,is doing in a highly challenging environment. CIPS will be there to support you throughout your career. Ben Farrell MBE,CIPS chief executive Foreword PUTTING AI TO WORK IN TAMING TARIFF TURBULENCE Tariffs have become a wildcard in today’s globalised marketplace – unpredictable and increasingly consequential.So it’s not surprising that respondents to the 2025 CIPS Global State of Procurement & Supply survey haveexpressed record anxiety about the outlook for the next 12 months. When it comes to tariffs, companies that hesitate risk being outpaced by those that act decisively. The winnersin this new era will be those who harness real-time, data-driven, AI-powered systems to cut through the fog andmake confident decisions faster. AI has moved beyond the realm of experimentation, and that includes tariff strategy. Today, it’s a practical andpowerful tool for managing risk and building resilience. Whether forecasting tariff exposure, optimising inboundand outbound flows or renegotiating supplier terms, AI enables a new level of agility. GEP has created a five-point action plan for using AI to turn tariff chaos into a competitive advantage. It starts withvisibility – building interactive heat maps to understand where your risks lie. It then moves into action, from tariffarbitrage and supplier diversification to AI-driven contract management and dynamic inventory modelling. While having the right tools in place is essential to taming tariff chaos, relationships are also critical. Strategicpartnerships with third-party logistics providers, trade financiers and technology experts can unlock new forms offlexibility. Organizations can better absorb shocks, protect margins and adapt quickly with the right ecosystem anddigital backbone. Ryan Gianni,Senior director,Consulting GEP Tariff policies will continue to shift with geopolitical winds. That’s a given. But businesses that embrace AI andprioritise resilience will not only withstand the pressure, they’ll come out ahead. Executive summary To deliver on raised expectations and increased pressure,procurement and supply leaders are gaining new skills.Leadership and strategic thinking top the list here. More than double the number of procurement leaders tookpart in this year’s CIPS Global State of Procurement & Supplysurvey, supported by GEP. Respondent organisations have a combined turnoverapproaching $1trn. Individual procurement leaders haveenormous and growing influence on organisational spend.Extreme economic and political volatility has putprocurement and supply chain decision-making at thecentre of corporate and organisational life. Procurement leaders are also driving new prioritiesthrough their functions, especially automation.A majority of procurement functions are at least partlyautomated, and 83% of respondents believe thatautomation will lead to greater operational efficiency. While envir