Procurement leaders are entering a period defined by uncertainty, and their strategic priorities reflect a sharp focus on resilience and risk mitigation. Supplier diversification stands as the foremost priority for the next 12 to 18 months (51%), closely followed by ESG and sustainability integration (50%) and strengthening supply chain resilience (49%). This alignment underscores a pragmatic response to rising global instability and regulatory complexity.

Conversely, less emphasis is being placed on long-term enablers such as innovation through supplier collaboration (14%), talent acquisition and upskilling (17%), and digital transformation, automation and AI (26%). This may prove shortsighted as these elements are crucial for delivering agile, future-facing procurement functions.

Internal capability gaps further reflect this theme. Strategic supplier relationship management (32%) and category management and sourcing (30%) are the most significant areas requiring attention, pointing to a need for deeper supplier engagement and commercial acumen. Regulatory and ESG compliance expertise (25%) is another critical shortfall as sustainability pressures mount. By contrast, talent retention, leadership development and negotiation skills were viewed as lesser concerns, a potential blind spot given the evolving demands on procurement leadership.

Confidence in current procurement strategies is measured rather than assured. While 69% of leaders feel “somewhat confident” in their ability to handle supply chain disruption and market uncertainty, only 4% are “very confident”. Not a single respondent reported being entirely without confidence, but this guarded optimism indicates a pressing need for capability-building and strategic recalibration. To remain resilient and relevant, procurement must address its internal gaps with the same urgency it applies to external challenges.