Incertidumbre

Cómo los líderes de adquisiciones pueden prepararse para lo imprevisto

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Overview

Overview

Intro paragraph

Procurement leaders face a more volatile environment, shaped by economic pressure, geopolitical risk, fragile supply chains and rapid technological change. At the same time, digital tools—especially artificial intelligence—offer new ways to streamline work, sharpen insight and speed decisions. To stay competitive, companies must do more than digitise. They must build procurement functions that are resilient, agile and ready for change.

Main topics in the report

Data gaps and weak visibility

Risk is shifting from physical disruption to cyber threats.

Procurement capacity

Technology to strengthen

Procurementʼs risk profile is shifting from physical disruption to digital vulnerability. Cyber-security stands at 22%. Within two years it is projected to lead all risks at 26%.
Contracts no longer sit still

Volatility is constant. Prices, terms and volumes now change frequently, replacing fixed agreements.

Moving with the times

Resilience is being engineered

Contracts are increasingly treated as dynamic instruments rather than fixed agreements. Interpret real-time signals, renegotiate terms without destabilising supplier relationships and rapidly rebalance cost, resilience and availability.
AI is everywhere, impact isn't

Adoption is high, but workflows remain unchanged. Value is therefore limited.

AI growing pains

Barriers to effective AI

Organisations are trying to deploy AI without changing how decisions are made. The result is shallow integration.
Intelligence without insight

Data exists, but visibility beyond tier one is weak, limiting risk management and AI effectiveness.

Visibility ends at tier one

Almost 60% say supplier data beyond tier one is either difficult to access or insufficiently reliable. And 43% say
systems cannot integrate supplier data. While, 35% identify data gaps as a primary constraint on continuity during disruption.
Lack of process

Authority sits at the centre, but slow workflows and unclear roles drive work-arounds.

The drag on procurement speed

Limits of procurement agility

Most organisations now operate hybrid models (53%), with a further 23% centrally led with local execution.

Goals of the study

● Show how procurement teams are adapting to uncertainty and shifting risks.
● Assess how operating models and systems are changing to improve agility.
● Examine how AI is reshaping workflows, team structure and skills.
● Evaluate whether teams use data well for timely, strategic decisions.
● Understand how leaders support staff and secure buy-in during change.

Start listing relevant data

Procurementʼs risk profile is shifting from physical disruption to digital vulnerability. Two years ago cyber-security ranked low (14%), well behind supply shortages (33%) and logistics disruption (32%). Today it stands at 22%. Within
two years it is projected to lead all risks at 26%, ahead of climate (25%) and geopolitics (24%).

Yesterday’s bottlenecks, tomorrow’s breaches

How procurement risk priorities are shifting over time (past vs future)

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Broad selection

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