EcoVadis & 埃森哲：2026可持续采购晴雨表

How Leading Businesses Are Turning Sustainable ProcurementInto Measurable Value and Resilience Foreword The defining challenge for today’s chief procurement officer is buildingresilience and competitive advantage in the face of unprecedenteduncertainty. With supply chain disruptions costing the globaleconomy $86 billion last year alone, businesses cannot afford to wait Sustainability has entered its most consequential phase. For manyorganizations, ambition is no longer the main barrier to progress;execution is. Leaders now face the challenge of turning commitmentsinto measurable outcomes while navigating volatility, regulatory sustainability intelligence directly into sourcing, contracting, suppliermanagement, and product development, procurement teams canmake faster, more informed decisions. With these insights integrated organizations no longer treat sustainable procurement as a parallelprogram. They’re integrating it into the core of how they operate, movingfrom reactive to proactive and from compliance-led to strategic. examines the practical capabilities procurement leaders are buildingto perform under pressure: greater supply chain visibility, deeperintegration of supplier data into day-to-day workflows, and partnershipsthat drive innovation. the growing complexity of global supply chains is stretching traditionalgovernance models beyond their limits. AI is becoming a core lever of thisshift, enabling procurement teams to move from reactive oversighttoward proactive, intelligence-led decision-making. 2,000 suppliers, the report shows where programs are maturing,where data gaps continue to slow progress, and how leadingteams are building a new procurement “operating system”that balances compliance readiness with resilience and global supply chains. and Sustainable Value Chain Lead no longer just about compliance—it is now a key performance lever driving resilience, protectingmargins, and building competitive advantage. This shift is unfolding amid rising geopolitical volatility,climate disruption, and regulatory pressure. within procurement. Data gaps, competing priorities,and challenges in defining the value case often keep it siloedinstead of embedded into strategy. are embedding sustainability directly into procurement strategyand operating models. By integrating ESG data and insights intosourcing decisions, category strategies, and supplier relationships,leaders are simultaneously balancing goals related to cost, exposure to future regulations, climate disruptions, and supplycontinuity risks, while leaving significant sources of strategicvalue untapped across the supply base. This includes costavoidance from regulatory exposure, protection of revenue fromsupply disruptions, access to new markets, product innovation, procurement teams to operationalize supplier intelligence moreconsistently across complex, multi-tier supply networks. Based on an in-depth survey of executives and senior leaders across 1,000multinationals and nearly 2,000 suppliers, this report analyzes how sustainableprocurement programs are evolving and where leading organizations are pullingahead. It highlights the capabilities required to turn sustainability from a reporting 1.Measure sustainability by business value, not just compliance readiness 2.Build end-to-end supply network visibility 3.Embed sustainability into every buying decision4.Activate suppliers as strategic partners in transformation5.Turn sustainability into a platform for innovation and growth Key findings: Sustainable procurement trends in 2026 Ambition is rising and supplier data is improving. Yet many organizations still struggle to translate ambition into action because sustainability is not yet fullyintegrated into procurement strategy, incentives, processes, and decision-making. Compliance readiness remains the most widely cited benefit of sustainable procurement, with nearly 70% of respondents naming it as a key outcome. But the value story is expanding. More than half report significant gains in risk reduction and innovation.Leaders identify innovation as the primary benefit of their programs, followed by risk reduction, compliance, and revenue growth. Organizations are making measurable progress where they have the most direct influence: roughly half report visibility into 75% or more of their Tier 1 suppliers. Transparency drops sharply beyond this. Only 12% have visibility into more than half of their Tier2 suppliers. Understanding these deeper tiers is critical: hidden risks and disruptions often originate beyond Tier 1, while greatertransparency can unlock opportunities for resilience, decarbonization, and supplier innovation. of leaders have startedcollecting product- Buyers are collecting more comprehensive and granular carbon data and moving toward decision-grade Scope 3 insights —data that is robust enough to inform sourcing decisions and supplier engagement strategies, including product-level carbon footprints. Howeve