What the Top 20% of CPOs Do Differently: Data-Backed Benchmarks for Resilient Procurement

Procurement leaders are no strangers to disruption. Tariff changes, supply chain instability, inflation, and geopolitical tensions have all become part of the daily landscape. According to recent research from Ardent Partners [report link], nearly six in ten CPOs describe their operating environment as one of “great uncertainty.” And they aren’t expecting relief any time soon: nine out of ten predict that the challenges ahead will be even greater than those faced last year.

This paints a sobering picture, but it also highlights an opportunity. Some procurement organizations are not just weathering volatility; they’re thriving. We’ve taken a look at the benchmarks of Best‑in‑Class performers to call out key takeaways for the procurement world to learn from, and have built a roadmap for building resilience that lasts.

The ‘Great Uncertainty’ Era and why it’s here to stay

Volatility used to arrive in waves: a financial crisis here, a natural disaster there. Today, it’s more like the background noise of procurement. From climate‑driven supply chain disruptions to shifting trade alliances, uncertainty is a permanent fixture.

The question for procurement teams isn’t “How do we get past this?” but rather “How do we succeed despite this?” That requires a shift in mindset, from reactive firefighting to proactive capability building. Leading CPOs are positioning procurement not as a cost‑center that trims budgets when times are tight, but as a strategic partner that protects value and strengthens agility.

What CPOs Prioritize When Pressure Mounts

Uncertainty forces tough choices. Recent benchmarks reveal what matters most to CPOs when the pressure is on:

• 71% place cost savings at the top of their agenda
• 42% highlight supply risk management
• 34% prioritize digital transformation

On the surface, these may seem like familiar priorities, but together they form the foundation for how procurement teams are preparing for a volatile world. Savings provides the financial discipline to keep organizations competitive. Supply risk management ensures continuity in the face of disruption. And digital transformation unlocks the visibility and agility needed to move faster when conditions change.

This mix of priorities reflects the recognition that resilience depends on more than savings alone. Procurement leaders understand that value is multi‑dimensional. Yes, reducing costs matters, but so does reducing the likelihood of catastrophic supply disruption, and so does investing in technology that gives teams scalability and influence across the business. By weaving these threads together, forward‑thinking CPOs are setting the stage for what successful teams are doing next: building the capabilities that make resilience repeatable and measurable.

Benchmarking the Best‑in‑Class Advantage

Not all procurement teams face uncertainty equally. Ardent’s research highlights striking gaps between the top 20% of performers—the “Best‑in‑Class”—and everyone else:

• Spend under management: 91.7% (Best‑in‑Class) vs. 61.1% (all others)
  When procurement manages more spend, they gain greater visibility and authority over enterprise expenditures. This means fewer surprises, stronger planning, and better leverage to mitigate risk.
• Contract compliance: 79.5% vs. 56.2%
  High compliance rates ensure negotiated savings are actually realized. Best‑in‑Class teams prevent leakage that erodes value, while others lose ground to maverick or non‑compliant spend.
• Supplier enablement: 61.7% vs. 44.2%
  More digitally‑enabled suppliers translates to faster transactions, stronger collaboration, and supply networks that are more agile and transparent. This reduces friction and creates capacity to respond quickly to disruptions.

These gaps illustrate more than just performance bragging rights. They show how leading organizations structure procurement to drive impact. In short, Best‑in‑Class teams are not just more efficient, they are fundamentally better equipped to navigate disruption. For organizations that want to weather the storm, these benchmarks set a clear target. The closer you move toward Best‑in‑Class, the stronger and more future‑ready your foundation becomes.

The Capability Playbook for Future‑Ready Procurement

So what capabilities are leaders building to earn these advantages? The research points to a few key focus areas:

• Supplier management technology: 58% of CPOs plan to increase investment here, recognizing that digital tools provide both visibility and efficiency.
• Supplier relationship management: 57% are strengthening collaboration and performance management to reduce risk.
• Supplier and market intelligence: 48% are improving how they monitor supply bases, uncover new options, and diversify sources.
• ESG and sustainability: 49% are expanding programs that not only meet compliance requirements but also improve long‑term resilience and reputation.

The takeaway? Resilient procurement is not built on a single initiative, it’s built on a portfolio of capabilities that reinforce each other. By investing in supplier intelligence, technology, and sustainability, leaders create ecosystems that can withstand volatility. More importantly, these capabilities compound: supplier intelligence informs smarter sourcing, technology scales processes with speed and accuracy, and sustainability strengthens trust with stakeholders. When combined, they form the backbone of procurement organizations that can anticipate change, adapt quickly, and consistently deliver value no matter the market conditions.

Action Steps to Benchmark and Improve

Every procurement team has the opportunity to move closer to Best‑in‑Class, but doing so takes more than checking boxes. It requires clarity, urgency, and a willingness to rethink the role of procurement in the enterprise. Here are some starting points:

1. Start with measurement. Use benchmarks as a mirror, not a vanity metric. Compare your performance against industry leaders in spend under management, compliance, and supplier enablement, and be honest about where the gaps lie.
2. Close the quick gaps. Focus energy on the blind spots that create the most drag, whether it’s visibility into spend, inconsistent compliance, or manual supplier onboarding. These fixes deliver fast wins and build momentum internally.
3. Commit to the long game. True resilience comes from transformation, not one‑off improvements. That means investing in AI‑enabled ProcureTech, embedding ESG into your strategy, and ensuring procurement has influence in enterprise‑wide decision making.

Progress won’t happen overnight. But teams that pair short‑term execution with long‑term vision will be the ones defining what Best‑in‑Class really means in the years ahead. Ultimately, success belongs to the organizations that treat benchmarks not just as performance metrics, but as strategic guideposts for how procurement can elevate its role, influence enterprise outcomes, and lead with resilience in the face of whatever comes next.

Becoming Best-in-Class: The Path Forward

Volatility is the new normal, but it doesn’t have to mean instability. The procurement teams that will lead the next decade are those that embrace data, build stronger supplier ecosystems, and invest in the capabilities that turn uncertainty into resilience. This is the inflection point where procurement shifts from being a back-office function to being a driver of enterprise stability and growth. By acting on benchmarks, embedding agility into everyday operations, and building trust with stakeholders, procurement leaders can position themselves not just to withstand disruption, but to turn it into a competitive advantage.

‍Want to see how your team compares? Download the Ardent Partners Procurement Metrics That Matter in 2025 report for deeper insights and benchmarks.