Whether it is nearshoring, onshoring, or dual sourcing, the complexity of these decisions requires a level of data intelligence that a spreadsheet simply cannot provide.
“ It’ s not enough anymore to just put quotes out to bid and choose the lowestprice supplier,” says Spencer.“ Today’ s advanced procurement teams need to consider complex trade-offs in a dynamic environment that’ s always changing.”
The 5 % lever: margin vs. growth For C-level executives, the argument for modernising procurement often boils down to a simple mathematical reality regarding margins. Spencer points out that for many businesses, improving procurement is a more efficient path to profitability than aggressive sales growth.
“ There are two big levers for improving your margin: you could double sales and double your profit, or you could reduce your costs through better sourcing and better negotiation by like 5 % and then you’ ve achieved the same outcome. I think that’ s a much easier path in my view.”
Despite this, the transition to digital tools often faces internal resistance. Spencer identifies executive buy-in as both the greatest driver and the most significant obstacle to progress.
30 March 2026