2026年采购高管洞察报告

Developed in partnership with GEP About this report Background and methodology Interviewee profile The factors expected to drive the greatest transformational impact on the wayprocurement performs its job over the next five years are AI-enabledtechnology, digital and autonomous procurement, the changing profile ofprocurement skills, and procurement transformation. Thesetrends willrequire procurement teams to maximize the value realization from AI-enabledtechnology investments, develop greater skills and expertise within theprocurement team and redesign their operating model to develop super-powered teams capable of delivering a broader value proposition. 89%of respondent organizations are headquarteredin North America, Europe or the UK. 94%of respondent organizations have annual revenueover $1 billion (USD). This report provides insights obtained directly from interviews conducted byThe Hackett Group®with procurement leaders about the success factors,areas of concern, investments and approaches they are using to lead theirprocurement teams into the future. Specifically: 43%of respondent organizationsare industrial andmanufacturing companies. ▪How are procurement leaders modifying their operating models to bettermeet operational and business objectives?▪Which advanced technologies, including agentic AI, are being incorporatedinto the source-to-pay (S2P) landscape?▪How are procurement orchestration solutions being used to enhance S2Pprocesses and the stakeholder experience?▪What tactics are being employed to reduce operational and supply risks?▪How is category management strategy evolving in the era of AI? 67%of respondent organizations manage over$1 billion in annual spend. Source:2026 Procurement Executive Insight Report,The Hackett Group® Scope of the procurement insight report Procurement leaders view their keys to success through a multidimensional lens Keys to procurement success | Leadership perspectives Fix data foundations and improve data qualityLeaders consistently said analytics and AI cannot deliver value without clean, trusted data. Simplify and redesign processes to reduce cycle timeStreamlining intake,approvals and procure-to-pay (P2P) processes is essential to support faster innovation, reduce rework and optimize digital tools. Accelerate adoption of digital and autonomous solutionsSuccess depends not only on investing in technology but also on ensuring it removes manual tasks, improves speed and is usedinpractice by teams. Build talent and skills for strategic and digital procurementProcurement teams need stronger capabilities in category strategy, analytics, supplier collaboration, negotiation and digitaltool usage. Improve user and supplier experience by reducing system fragmentationSimplifying the digital ecosystem and making processes intuitive is key to driving adoption, compliance and satisfaction. Strengthen category strategies and strategic procurement capabilitiesLeaders highlighted a need for more robust, forward-looking strategies that go beyond transactional buying. Shift to proactive, real-time risk managementBetter visibility into supply, demand, geopolitical trends and supplier performance allows earlier intervention and enables moreresilient sourcing strategies. Increase centralization to leverage scale and improve controlCentralizing procurement activities helps standardize processes, reduce maverick spend, consolidate volumes and negotiate stronger contracts. Enhance cross-functional alignment and governanceProcurement success relies on aligned incentives and decision rights across procurement, finance, operations and business units. Source:2026 Procurement Executive Insight Report,The Hackett Group® Leaders expect the greatest near-term changes in analytics, information andtechnology–with lesser impacts to the organization and outsourcing models Leadership concerns highlight the need to focus on speed and predictive insights Procurement’s primaryinternal concerns ▪Poor data quality and lack of data readiness▪Complex, fragmented processes and systems▪Skills gaps in strategic and digital procurement▪Low user adoption and change resistance▪Insufficient process governance and cross-functional alignment▪Resource constraints for scaling procurement capabilities▪Tool implementation risks and transformation fatigue Procurement’s primary external concerns ▪Supply chain disruptions and longer lead times▪Commodity price volatility and inflation▪Geopolitical instability and trade restrictions▪Increasing supplier negotiation power▪Rapid pace of technology change▪Labor shortages and skilled workforce constraints▪Quality and compliance risks in global supply chains Intervieweesnotedthattoday’sprocessesaremanualandslow;real-timealerts,automatedmonitoringandpredictiveinsightsareseenascriticalimprovements. Source:2026 Procurement Executive Insight Report,The Hackett Group® Agentic AI is in a broad evaluation and piloting phase–with high expectations Procur