Supplier Management: The Integrated Advantage
A new Ardent Partners survey of CPOs and procurement executives from large global enterprises shows that the choices procurement organizations make in how they approach, prioritize, and automate their supplier management programs can directly impact bottom-line savings and overall performance. Scarica il documentoSUPPLIER
MANAGEMENT:
THE INTEGRATED ADVANTAGE
FEBRUARY, 2026
Ardent Partners research shows that integrated supplier management
suites consistently outperform across cost, risk, and value metrics.
RESEARCH WITH RESULTS
Underwritten by:
MANAGEMENT:
THE INTEGRATED ADVANTAGE
FEBRUARY, 2026
Ardent Partners research shows that integrated supplier management
suites consistently outperform across cost, risk, and value metrics.
RESEARCH WITH RESULTS
Underwritten by:
Executive
Summary
Ardent Partners research shows that integrated
supplier management suites consistently
outperform across cost, risk, and value metrics.
Procurement leaders in every industry and region are
operating in a period defined by deep and persistent
uncertainty. Global supply markets remain volatile,
with geopolitical conflict, unclear trade policies,
and rapidly changing tariffs adding new layers of
complexity to sourcing and supplier management.
Inflationary pressures continue to ripple through
categories once considered stable, while budgetary
constraints and the rapid rise of AI are transforming
how procurement operates.
At the same time, evolving ESG and compliance
mandates are reshaping how organizations assess
and engage with suppliers while mounting pressure
to deliver more savings has driven many procurement
teams to expand their focus beyond traditional
sourcing.
In 2025, supplier management has never been more
critical to procurement’s success.
Leading CPOs have identified this fact and sharpened
their focus accordingly; they are increasing their
technology investments as a way to build stronger
supply chains, streamline operations, and improve
results.
Meanwhile, a new Ardent Partners survey of CPOs
and procurement executives from large global
enterprises shows that the choices procurement
organizations make in how they approach, prioritize,
and automate their supplier management programs
can directly impact bottom-line savings and overall
performance.Supplier Management: The Integrated Advantage
2© Ardent Partners 2026
RESEARCH
Brief
Summary
Ardent Partners research shows that integrated
supplier management suites consistently
outperform across cost, risk, and value metrics.
Procurement leaders in every industry and region are
operating in a period defined by deep and persistent
uncertainty. Global supply markets remain volatile,
with geopolitical conflict, unclear trade policies,
and rapidly changing tariffs adding new layers of
complexity to sourcing and supplier management.
Inflationary pressures continue to ripple through
categories once considered stable, while budgetary
constraints and the rapid rise of AI are transforming
how procurement operates.
At the same time, evolving ESG and compliance
mandates are reshaping how organizations assess
and engage with suppliers while mounting pressure
to deliver more savings has driven many procurement
teams to expand their focus beyond traditional
sourcing.
In 2025, supplier management has never been more
critical to procurement’s success.
Leading CPOs have identified this fact and sharpened
their focus accordingly; they are increasing their
technology investments as a way to build stronger
supply chains, streamline operations, and improve
results.
Meanwhile, a new Ardent Partners survey of CPOs
and procurement executives from large global
enterprises shows that the choices procurement
organizations make in how they approach, prioritize,
and automate their supplier management programs
can directly impact bottom-line savings and overall
performance.Supplier Management: The Integrated Advantage
2© Ardent Partners 2026
RESEARCH
Brief
58%
57%
48%
41%
Uncertainty Is the New Normal
Since the pandemic, many CPOs have had “great”
uncertainty about the year ahead. In 2025, this mark
hit an all-time high.
The CPO’s Top Priorities
To address evolving business challenges and
capitalize on emerging opportunities, CPOs are
strategically aligning departmental priorities
with those of the enterprise. Notably, CPOs’ top
priorities this year are all directly linked to supplier
management.
Supplier Management: Increased Investment, Expanded Focus
A majority (58%) of CPOs plan to invest in supplier management technology over the next two years,
recognizing that automation is one of the most effective ways to scale a program. Nearly as many (57%) are
expanding their supplier management capabilities to foster greater collaboration, transparency, and alignment.
Meanwhile, roughly half (48%) are prioritizing the buildout of supplier and supply market intelligence programs,
aiming to gain earlier visibility into emerging risks, performance trends, and innovation opportunities.
Increase investments in supplier management technology
Build out supply relationship management capabilities
Build out supplier and supply market intelligence
Actively de-risk the current supply chain
© Ardent Partners 2026
Deliver
savings
of all CPOs view the upcoming
year with GREAT uncertainty.
Manage
supply risk
Execute digital
transformation
71%
57%
42% 34%
L
O
W
M
O
D
E
R
A
TE
G
R
E
A
T
The Two-Year Plan for Supplier ManagementSupplier Management: The Integrated Advantage
3© Ardent Partners 2026
57%
48%
41%
Uncertainty Is the New Normal
Since the pandemic, many CPOs have had “great”
uncertainty about the year ahead. In 2025, this mark
hit an all-time high.
The CPO’s Top Priorities
To address evolving business challenges and
capitalize on emerging opportunities, CPOs are
strategically aligning departmental priorities
with those of the enterprise. Notably, CPOs’ top
priorities this year are all directly linked to supplier
management.
Supplier Management: Increased Investment, Expanded Focus
A majority (58%) of CPOs plan to invest in supplier management technology over the next two years,
recognizing that automation is one of the most effective ways to scale a program. Nearly as many (57%) are
expanding their supplier management capabilities to foster greater collaboration, transparency, and alignment.
Meanwhile, roughly half (48%) are prioritizing the buildout of supplier and supply market intelligence programs,
aiming to gain earlier visibility into emerging risks, performance trends, and innovation opportunities.
Increase investments in supplier management technology
Build out supply relationship management capabilities
Build out supplier and supply market intelligence
Actively de-risk the current supply chain
© Ardent Partners 2026
Deliver
savings
of all CPOs view the upcoming
year with GREAT uncertainty.
Manage
supply risk
Execute digital
transformation
71%
57%
42% 34%
L
O
W
M
O
D
E
R
A
TE
G
R
E
A
T
The Two-Year Plan for Supplier ManagementSupplier Management: The Integrated Advantage
3© Ardent Partners 2026
Supplier Management Priorities Ranked
CPOs revealed a clear hierarchy of priorities for their supplier management programs this year.
Automation and Integration
There are several ways to automate supplier
management processes, ranging from basic workflow
tools and point solutions to fully integrated suites
embedded across the source-to-pay lifecycle. Some
organizations take a modular approach, automating
discrete activities like onboarding, performance,
or supplier risk through standalone tools. Others
pursue deeper automation by connecting supplier
management directly with sourcing, contracting,
and procure-to-pay systems. While automation
can streamline processes, the level of integration
determines how well supplier management is
connected to and aligned with broader procurement
operations.
AUTOMATION INTEGRATION
Fully-automated processes Fully-integrated with their sourcing,
contracting, and/or purchasing
12% 20%
Rank Supplier Management Program Goals This Year Priority
1 Improve supplier performance and service levels HIGH
2 Reduce supply risk HIGH
3 Increase savings HIGH
4 Ensure and improve compliance MEDIUM
5 Drive innovation and/or continuous improvement MEDIUM
6 Improve collaboration and strategic alignment MEDIUM
7 Rationalize and consolidate suppliers LOW
8 Support supplier diversity or ESG initiatives LOW
Supply Risk Data Remains a Major Challenge
How accurate, accessible, and effectively used is supply risk information
within your organization’s ProcureTech systems?
of teams lack accurate,
accessible supply risk info
of teams manage their
risk data manually74% 25%Supplier Management: The Integrated Advantage
4© Ardent Partners 2026
CPOs revealed a clear hierarchy of priorities for their supplier management programs this year.
Automation and Integration
There are several ways to automate supplier
management processes, ranging from basic workflow
tools and point solutions to fully integrated suites
embedded across the source-to-pay lifecycle. Some
organizations take a modular approach, automating
discrete activities like onboarding, performance,
or supplier risk through standalone tools. Others
pursue deeper automation by connecting supplier
management directly with sourcing, contracting,
and procure-to-pay systems. While automation
can streamline processes, the level of integration
determines how well supplier management is
connected to and aligned with broader procurement
operations.
AUTOMATION INTEGRATION
Fully-automated processes Fully-integrated with their sourcing,
contracting, and/or purchasing
12% 20%
Rank Supplier Management Program Goals This Year Priority
1 Improve supplier performance and service levels HIGH
2 Reduce supply risk HIGH
3 Increase savings HIGH
4 Ensure and improve compliance MEDIUM
5 Drive innovation and/or continuous improvement MEDIUM
6 Improve collaboration and strategic alignment MEDIUM
7 Rationalize and consolidate suppliers LOW
8 Support supplier diversity or ESG initiatives LOW
Supply Risk Data Remains a Major Challenge
How accurate, accessible, and effectively used is supply risk information
within your organization’s ProcureTech systems?
of teams lack accurate,
accessible supply risk info
of teams manage their
risk data manually74% 25%Supplier Management: The Integrated Advantage
4© Ardent Partners 2026
The Integration Advantage — Performance
Procurement teams that take a suite-based approach to supplier management and fully integrate supplier
information, performance, and risk management into their broader source-to-pay ecosystem consistently
achieve stronger results. By integrating these processes with sourcing, contracts, and purchasing, procurement
teams benefit from unified data, faster decision-making, and tighter alignment between supplier actions and
business outcomes. This, in turn, drives a significant performance advantage, including greater savings, higher
compliance, and more PO spend (as shown below).
Key Supplier Management Metrics Fully-Integrated SM Limited or No SM
Integration
Savings 2024 (Actual) 9.4% 6.3%
Savings 2025 (Target) 9.6% 5.5%
Enabled Suppliers 62.4% 38.7%
PO-Based Spend 78.3% 62.5%
Contract-Compliant Spend 64.9% 53.4%
higher savings
last year
more suppliers
enabled
higher savings
targeted this year
more compliant
spend
more PO-based
spend
50% 61%
73% 22%
25%Supplier Management: The Integrated Advantage
5© Ardent Partners 2026
Procurement teams that take a suite-based approach to supplier management and fully integrate supplier
information, performance, and risk management into their broader source-to-pay ecosystem consistently
achieve stronger results. By integrating these processes with sourcing, contracts, and purchasing, procurement
teams benefit from unified data, faster decision-making, and tighter alignment between supplier actions and
business outcomes. This, in turn, drives a significant performance advantage, including greater savings, higher
compliance, and more PO spend (as shown below).
Key Supplier Management Metrics Fully-Integrated SM Limited or No SM
Integration
Savings 2024 (Actual) 9.4% 6.3%
Savings 2025 (Target) 9.6% 5.5%
Enabled Suppliers 62.4% 38.7%
PO-Based Spend 78.3% 62.5%
Contract-Compliant Spend 64.9% 53.4%
higher savings
last year
more suppliers
enabled
higher savings
targeted this year
more compliant
spend
more PO-based
spend
50% 61%
73% 22%
25%Supplier Management: The Integrated Advantage
5© Ardent Partners 2026