CIPS Global Procurement and Supply Status 2026

TIME TO LEADTIME TO LEAD Foreword A DEFINING MOMENT FOR THE PROFESSIONHaving worked with procurement and supply chain leaders in several sectors, I know the value they bring. They understand real market dynamics. Tuned in to the supplier ecosystem, they pick up commercial and risk signals early. When crises hit,they bring calmness and rationality. chain leader are increasingly aligned. Fundamentally, both have a responsibility for resilience and competitiveness.This coming together is reflected in this year’s CIPS Global State of Procurement & Supply Survey findings. The C-suite understands the significance of procurement and supply chain insight, and is bringing this perspective closer todecision-making and strategy. This trend is particularly noticeable in smaller and growth-minded organisations. taking a leading role. There has been a lot of recent debate about the future of ESG, but our findings suggest that it is beingintegrated into mainstream business – and often run by procurement. are now focused on developing solid foundations. AI will certainly still have profound consequences for the profession. Itmay reduce the number of people required to perform tasks, but it will elevate those who derive insight from the data. boardrooms and procurement functions are misaligned. And while procurement and supply chain professionals aredeveloping their skills in critical areas such as new technology and risk management, it’s in smaller companies whereleadership and influencing are the key areas for development. Foreword CLOSING THE GAP BETWEEN INSIGHT AND EXECUTIONProcurement has moved closer to the centre of the organisation, and this year’s findings reflect that continued shift. The report also shows a more measured outlook on AI’s expected impact, alongside a continued focus onareas such as risk, resilience and ESG. expectations have moderated in some areas, the divide between organisations building foundations and thosebeginning to operationalise AI at scale continues to widen, particularly in more mature procurement organisations. 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 analysis and improved forecasting. Those capabilities still matter, but by themselves they do not change howwork gets done. That caution reflects where much of the market stands today, but it also highlights how unevenprogress remains across the market. Investment also continues as organisations work to build the capabilities The next phase is about ensuring that insight flows into action across sourcing, supplier management and thebroader supply chain, without friction or delay. As expectations for execution continue to rise, the ability to deliver consistently and at scale will define whether procurement fully steps into the leadership role now in front of it. Key findings professionals have become a voice that needs to be heard. Procurement leaders do not expect to see dramatic and immediate transformations but,instead, seem to be building solid foundations on the way to greater automation. leadership (the CEO, MD or owner) has doubled in the past year (from15%to33%).This is particularly evident in smaller organisations. hypervigilance, responding rapidly to ensure continuity of supply. This adaptability can bethe profession’s trump card. The more adaptive you are, the more valuable you become toboardrooms wrestling with volatile, complex and unpredictable conditions. respondents now report ultimately to finance. “Procurement andsupply chain is theconnective tissue of all growing or remaining stable, reinforcing that sustainability is not losing momentum, butbecoming increasingly embedded in business priorities. for delivering ESG/sustainability commitments (from10%to21%), signalling a shift inaccountability from central ESG functions to procurement and supply chain teams. characterised as just a money-saver. Contents Methodology06 ROI of procurement: you’re worth it Cybersecurity: a growing priority AI: more cautious expectations 21 The influence of procurement: growing (perhaps)26 Methodology The Global State of Procurement & Supply Survey 2026, supported by GEP,was conducted in November-December 2025. Leading and Influencing levels of the CIPS Global Standard.In terms of specific roles, 46% were either chief procurementofficers, procurement directors or heads of procurement. aged 45-54 years old. This year, 30% were female, 69% were male and 1%preferred to self-describe. the world. Respondents were located as follows: Europe (42%), Africaand the Middle East (31%), Asia (9%), Australia and New Zealand (7%),the Americas (7%), and other (4%). results by balancing cost, risk,innovation and sustainability” $929bn$32bn 54% Collectively, surveyrespondentsestimate theirorganisation’s totalspend on goods The estim