At a time when procurement is facing unprecedented expectations—from cost control to innovation, risk mitigation, and AI adoption—the CPO ThinkTank 2026, organized in collaboration with The Hackett Group, brought together senior leaders to reflect on the future of the function.
More than just another industry discussion, the ThinkTank revealed a clear shift: procurement is no longer evolving incrementally—it is redefining its role within the enterprise.
As Roger David Blumberg, General Manager Americas at Synertrade, summarized:
“Procurement is being asked to do more than ever before—yet expectations are growing faster than resources. The question is no longer ‘how do we save more?’ but ‘how do we create more value?’”
One of the most striking takeaways from the discussions was that transforming the operating model does not necessarily mean starting from scratch. Instead, organizations are focusing on adapting existing structures to new realities.
Two priorities emerged clearly: talent transformation and strategic alignment.
On the talent side, procurement teams are navigating a profound shift driven by AI and digitalization. While new generations enter the workforce with native familiarity for these tools, many organizations are investing heavily in upskilling their existing teams.
"It’s less about replacing people and more about enabling them"
General Manager Americas at Synertrade
“The real challenge is helping experienced professionals adopt new ways of working in an AI-driven environment.”
At the same time, operating model transformation is increasingly about alignment with the business—and more specifically, with CEO-level priorities.
Too often, procurement remains primarily connected to finance, with a strong focus on cost reduction. But this creates a narrow lens that limits its broader impact.
“It’s not about making procurement bigger—it’s about making it more relevant. That means understanding what the business is trying to achieve and aligning accordingly.”
Head of Sales Americas at Synertrade
This requires better communication, clearer storytelling, and a stronger ability to demonstrate value beyond savings.
“For years, procurement was about negotiating harder and pushing prices down. Today, it’s about building relationships. If your suppliers trust you, they will share more, innovate more, and support you when it matters most.”
General Manager Americas at Synertrade
A major theme of the ThinkTank was the emergence of procurement as a true competitive differentiator.
This evolution is particularly visible in how organizations manage their supplier ecosystems.
Becoming a “customer of choice” is now a strategic objective—especially in constrained or volatile supply environments.
Speed also emerged as a critical factor. Procurement is expected to enable faster innovation cycles, quicker sourcing, and shorter time-to-market.
As Claire Sexton noted:
“How can procurement help the business be first? That’s the real question. Whether it’s launching a product or entering a market, procurement has a direct role to play.”
Risk management, meanwhile, is no longer a standalone topic—it is embedded across all procurement activities. From financial health to ESG exposure and geopolitical disruptions, organizations are seeking real-time visibility across their supplier networks.
And beyond efficiency and resilience, procurement is increasingly seen as a driver of innovation.
“The best procurement teams don’t just select suppliers—they bring ideas to the business. They turn the supply base into a source of innovation.”
Head of Sales Americas at Synertrade
"Sustainability isn't a report — it's a sourcing decision. Procurement embeds environmental and social accountability into every contract, every supplier relationship, and every dollar spent. The next breakthrough in your product, your process, or your customer experience is already being developed — by one of your suppliers. Procurement is how you find it first."
PT Lecturer
Supply Chain and Information Management Group
“Procurement wears many hats beyond traditional cost savings. It is essential that we claim credit for the full value we deliver by reducing risk, advancing sustainability, and strengthening the organization’s free cash flow. The most effective way to amplify that impact is through tighter alignment with the CEO and their strategic priorities. That’s why I make it a point to hold an annual ‘State of the Union’ with my CEO at the start of every year to lock in alignment before the business plan is even finalized.”
C.P.M., CPSD
Perhaps the most symbolic theme discussed was procurement’s ambition to “earn a seat at the table.”
For many organizations, this is still a work in progress. Roger Blumberg illustrated this with a vivid analogy:
“Procurement is often at the table—but not quite. It’s like sitting at the kids’ table. You’re there, but you’re not really part of the main conversation.”
Bridging that gap requires a fundamental shift—from execution to insight. Procurement must show up with:
“If you want to be seen as strategic, you need to bring something more than cost savings,” he explained. “You need to come with insights that help the business make better decisions.”
This includes supporting every function across the organization—from marketing to HR to operations—not just as a sourcing function, but as a problem-solving partner.
The rise of AI and advanced analytics is accelerating this transformation, enabling procurement to move from descriptive to predictive—and ultimately prescriptive—decision-making.
“Strategic procurement delivers a triple return: lower costs today, resilience against tomorrow's disruptions, and a pipeline of supplier-driven innovation that your competitors can't replicate.”
PT Lecturer
Supply Chain and Information Management Group
In a world defined by disruption, agility is no longer optional—it is essential.
The ThinkTank discussions highlighted a clear shift from reactive approaches to proactive and scenario-based planning.
Organizations are investing in:
Supplier collaboration plays a central role in this agility. By sharing forecasts, aligning on capacity, and maintaining open communication, organizations can respond more effectively to changing conditions.
At the same time, technology—especially AI—is enabling faster and more informed decision-making.
However, agility is not just about speed. It also requires the right balance between standardization and flexibility.
As highlighted in the discussions, procurement must move away from rigid processes toward guided frameworks that enable faster execution without losing control.
“The goal is not just to react faster,”[...] “but to be ready before disruption even happens.”
General Manager Americas at Synertrade
The CPO ThinkTank 2026 made one thing clear: procurement is at a turning point.
No longer confined to cost reduction, the function is becoming:
But this transformation is not automatic.
It requires new skills, new operating models, and a new mindset—one that positions procurement not as a gatekeeper, but as a value creator at the heart of the enterprise.
As Roger Blumberg concluded:
“Procurement has a huge opportunity right now. The organizations that embrace this shift will not just support the business—they will help lead it.”
General Manager Americas at Synertrade
“Participating in this CPO roundtable reinforced how procurement’s future is being shaped by smarter operating models, stronger talent strategies, and deeper supplier partnerships. The conversation made it clear: speed, insight, and agility now define procurement leadership.”
Principal and Global Procurement Applied Intelligence Practice Leader, The Hackett Group
Interested to join our CPO ThinkTank initiative, contact us.