Responses to disruption are led by diversification of supplier base( 63 %)
Nearshoring and reshoring is relieving pressure for many( 57 %) procurement leaders
Confidence in supply chain resilience remains fragile
GEOPOLITICAL AND MACROECONOMIC ISSUES n Digital Magazine
The sector clearly stands caught between the old ways of working and the demands of a faster, and much messier world – leaving confidence in supply chain resilience at just a 3.1 out of 5. Organisations have stayed upright through a wave of disruption, but the toolkit that got them this far won’ t be enough for what’ s next.
Procurement now needs to be intelligent, adaptive and connected to broader business priorities, including ESG goals. Supplier audits, compliance checks and sustainability tracking are becoming essential to how procurement defines resilience – to meet regulatory standards, stakeholder expectations and build trust.
The data is clear: procurement can no longer be purely reactive, it must invest in technology, supplier networks and put risk planning at the heart of every decision.
3 KEY TAKEAWAYS
GEOPOLITICS: IMPACT AND ACTION
Responses to disruption are led by diversification of supplier base( 63 %)
Nearshoring and reshoring is relieving pressure for many( 57 %) procurement leaders
Confidence in supply chain resilience remains fragile
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