Procurement’s Next Challenge: 5 Strategic Priorities to turn Rising Expectations into Execution

Procurement’s mandate has changed. The function is being asked to deliver more savings, contribute to broader business outcomes, scale AI, strengthen supply resilience, and provide better data for decision-making. At the same time, procurement teams are navigating capacity constraints, technology gaps, and an increasingly volatile supply environment.

So, the question facing procurement leaders is becoming less about what procurement should deliver and more about whether the function has the capabilities to deliver it.

The 2026 ProcureAbility CPO Benchmark Study, based on insights from 160 procurement leaders across 21 industries, explores this shift and identifies five priorities that can help procurement move from rising expectations to stronger execution.

61% of procurement leaders expect to deliver more savings than last year, while 71% describe their team capacity as moderately or highly constrained.

Expectations are rising faster than capacity. Procurement teams are being asked to deliver more savings and greater business value while managing increasingly complex priorities. The challenge is building the capabilities to keep pace.

The benchmark suggests that addressing this challenge will require more than adding headcount. Organizations are investing in upskilling existing talent, using automation to reduce workload, and selectively hiring for new capabilities. The future procurement performance will depend on building capability alongside capacity.

AI adoption is progressing, but scale remains limited. 40% of organizations are still running AI pilots, while only 11% have scaled AI across multiple procurement processes. At the same time, the benchmark shows that reported value increases as organizations move toward broader adoption.

The path to scale involves more than selecting the right technology. Data, technology infrastructure, skills, governance, and clearly defined use cases all play a role. For procurement leaders, the focus is shifting from where can we experiment with AI? to where can AI become part of repeatable, high-value procurement work?

Supply risk is also changing. 62% of respondents identify geopolitical exposure as a high-impact supply risk, yet only 6% have predictive or real-time supplier risk monitoring. The benchmark points to a broader shift from traditional supplier risk management toward supply assurance. That requires greater visibility into demand, capacity, suppliers, and external risks, along with stronger relationships with critical suppliers.

The challenge is particularly visible in the tension between cost optimization and resilience. Supplier consolidation remains a commonly used savings lever, even as supplier concentration itself is identified as a significant risk.

One of the most important findings from the benchmark is that these priorities cannot be addressed independently. Earlier business engagement creates more opportunities for procurement to influence value. Trusted data supports better analytics and AI adoption. Future-ready talent helps teams use those capabilities effectively. And stronger supplier visibility and relationships help procurement respond to a more volatile external environment.

The benchmark's conclusion is therefore broader than any single technology, capability, or operating model change.

The organizations that make progress across these interconnected areas will be better positioned to respond to the expanding expectations placed on procurement and translate that mandate into business value. The report describes this as readiness across all five priorities, rather than strength in one area alone. Procurement has an opportunity to play a larger role in the business. But realizing that opportunity will require organizations to look beyond individual initiatives and build the capabilities that allow procurement to execute consistently at scale.

The 2026 ProcureAbility CPO Benchmark Study explores what procurement leaders are experiencing today, where execution gaps remain, and the five priorities that can help shape a more future-ready function. Explore the full report to see how procurement leaders are responding to rising expectations by addressing these five key priorities noted by their industry peers.