弥合采购和供应链差距

Key Takeaways Executive Summary • Procurement and supply chain leadersare increasingly aligned on strategicpriorities but operational gaps persist. Procurement and supply chain leaders are increasingly alignedon strategic goals like resilience, quality compliance andsustainability. But operational divides remain a significant barrierto turning strategy into action. • Resilience, quality compliance andsustainability have surpassed traditionalcost and delivery metrics as top goals. New research from North Carolina State University (NCSU)and GEP shows that while priorities are converging, differencesin execution and technology adoption, particularly around AIintegration, are slowing progress. • Operational misalignment slowsdecision-making, increases risks andweakens supply chain performance. This paper explores the state of alignment between procurementand supply chain functions and the hidden costs of operationalmisalignment. It also reveals how orchestration, accelerated bygenerative AI, can close the gap. The paper offers a clear view ofhow leading organizations are building the resilience, agility andcollaboration needed to succeed in a volatile and rapidly evolvingenvironment. • Orchestration creates a unifiedframework for aligning procurement andsupply chain operations in real time. • Generative AI accelerates orchestrationby enabling faster, smarter collaborationand decision-making. • Organizations that invest in humanand operational readiness will bebetter equipped to integrate AI. They’llunlock synergy between procurementand supply chain, creating strategicadvantage. Procurement and supply chain leaders are navigating a new reality where material shortages, regulatory scrutiny andshifting market demands have become permanent pressures1. Traditional strategies built on cost savings and deliveryspeed are no longer enough to ensure resilience or long-term success. A shift is underway. Leaders are moving beyond transactional goals toward broader strategic priorities. Resilience,quality compliance and sustainability have become essential, and achieving them requires a new approach tocollaboration and execution across procurement and supply chain operations. Recent research conducted by NCSU and GEP shows growing strategic alignment between the two functions.However, the study also highlights challenges, especially in how they approach the integration of technologies likegenerative AI. This paper focuses on how to close those operational gaps. It also shows how forward-looking organizations arebuilding the resilience and agility needed to lead in a volatile, fast-moving environment. 1In this study, procurement refers to the function focusing on sourcing and acquiring goods and services, while supply chainfocuses on managing the flow of materials and products from origin to delivery. Shared Goals, Evolving Priorities Procurement and supply chain leaders have long operated with different mandates. Today, traditional goals likecost savings, compliance and logistics efficiency are no longer enough to meet the demands of a more volatile andcomplex environment. The study reveals a clear shift. Leaders across both functions are aligning around broader, more strategic outcomes.Resilience, quality compliance and sustainability have moved to the top of the agenda, reflecting a growing recognitionthat operational excellence is only part of the solution. Organizations must build adaptable, resilient systems that candeliver value under volatile conditions. The survey findings show that both CPOs and CSCOs rank resilience and quality compliance2as top strategicpriorities for the coming years. Sustainability, particularly in addressing Scope 3 emissions, has also gainedimportance as companies respond to regulatory pressures and stakeholder expectations. Cost management remainspart of the equation. However, it is no longer the primary driver of decision-making. 2Quality compliance ensures procurement gets the right materials or services from the right supplier, at the right time, location,volume and price, using defined processes. This evolution signals a move toward a more customer-centric and long-term view of supply chain performance.Leaders are no longer measured solely by savings or delivery speed, goals that often conflict. Increasingly, theirsuccess depends on building resilient, high-quality and sustainable supply chains that support enterprise goals. This move toward a broader perspective and a strategic focus on the customer enable procurement and supply chainto step out of their respective silos. However, differences in operational focus remain. These gaps, particularly thosearound how organizations integrate emerging technologies into daily processes, present new challenges. Understanding where alignment breaks down is the first step toward building a more resilient and unified operation.Beyond operational efficiencies, these gaps point to a deeper need for orchestration: a way to align