As organisations plan for 2026, risk, ESG and supplier performance are no longer separate considerations. They are increasingly interconnected and sit at the centre of how organisations protect value, enable resilience and meet stakeholder expectations.
Leading organisations are moving away from viewing procurement as a functional activity and instead positioning it as a strategic capability that supports growth, resilience and long-term value creation.
In many large organisations, spend is everywhere and nowhere at once. A university has multiple ERPs and grant systems; a hospital has local ordering habits; a government agency has panels plus ad-hoc buys. People do the right thing in their silo, but the enterprise view is foggy. The results are familiar: duplicate suppliers, different prices for the same item, contract leakage, and risk hiding in the tail. When leaders ask “What are we really spending, with whom, and why?”
