What are the key priorities for procurement departments in 2026? Which trends and figures are shaping their strategies? Consulting firm AgileBuyer has published its latest study, conducted among nearly 900 procurement leaders in French companies. The findings point to several major shifts: a renewed interest in China as a sourcing hub, a slowdown in Made in Europe initiatives, and a relative decline in sustainability objectives—while cost reduction and risk management remain firmly at the top of the agenda.
In a hurry ? Here are the key notes to know:
- China regains ground: Cost, flexibility, and strategic dependencies are pushing companies back toward China, slowing reshoring and Made in Europe ambitions.
- CSR takes a step back: Under economic pressure, sustainability—especially CO₂ criteria—is losing priority to cost reduction.
- Risk drives procurement choices: Supplier failures, cyber threats, and geopolitics are making dual sourcing the top lever to secure supply chains.
The AgileBuyer – Conseil National des Achats (CNA) study, “Procurement Department Priorities in 2026”, was conducted between November 3 and December 1, 2025, via an online survey targeting procurement professionals across all sectors in French companies.
The sample is dominated by large enterprises, with 41% of respondents from organizations with more than 5,000 employees, and 39% from companies with 250–4,999 employees. Small companies (fewer than 250 employees) represent 19% of respondents.
The most represented sectors are food/hospitality/leisure (11%), followed by energy/environment and heavy industry (10% each), then banking/finance/insurance, real estate/construction, and pharma/health/cosmetics (8% each).
Here are the key trends to know.
1. Decline in Sustainability Priorities
A very interesting conclusion of the study is the fact that sustainability-related objectives concerning procurement have dropped nearly 10% compared to 2025. After rising between 2022 and 2023 (from 58% to 70%) and remaining stable around 78% in 2024–2025, the 2026 survey shows a decline to 69%.
For example, when asked, “Does the CO₂ criterion factor into your choice of suppliers?” 51% answered yes in 2025, compared with only 42% in 2026.
According to Alain Frehring, Director of Indirect Procurement at aerospace company Safran:
“The current period is not particularly favorable for advancing CSR initiatives. The indecisiveness of the European Union, combined with the United States’ 180-degree turnaround on its commitments and vision, makes it difficult both for buyers and for companies to engage in long-term initiatives that could affect their international competitiveness.”
According to the study, this does not reflect disengagement but rather prioritization under economic constraints, with cost reduction objectives taking precedence, believes Stéphane Faustin-Leybach, Chief Procurement Officer at Naos (Bioderma, Institut Esthederm):
“Sustainability takes a backseat to cost-saving obligations. In times of crisis, maintaining cash flow is the absolute priority, while sustainability, with long-term investments and less immediate results, is deprioritized.”
Generally speaking, reducing costs remains a top priority for 77% of respondents. Economic and geopolitical uncertainty reinforces the centrality of cost reduction in procurement strategies for 2026 and beyond.
That said, the authors recognize that the foundational commitment of CSR is in place in major French companies and change is still underway.
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2. China and the End of the Reshoring Ambition?
We remember how, in the wake of the pandemic and the resulting supply chain crises, it was widely claimed that this was the end: American and European companies would disengage from Asia, and especially from China, to bring purchasing and production closer to places of consumption. It was supposed to be the era of reindustrialization, which had become a major economic argument in France and elsewhere in Europe. Made in France and Made in Europe were meant to prevail. The words reshoring and nearshoring were all over the news. Our media has often reported on this.
Except that it didn’t happen. And the study shows that interest in reducing dependence on China has significantly dropped from 43% in 2025 to 17% in 2026 in Europe. China remains France’s second-largest supplier after Germany. Only 13% of companies ask their suppliers to relocate to France or Europe.
Why?
The reasons behind this renewed interest in the Middle Kingdom are hardly surprising.
First, China has become an increasingly attractive supplier—cheaper, more flexible—compared to the United States, explains Olivier Wajnsztok, Managing Partner at AgileBuyer in an interview with DirectIndustry:
“The U.S. is seen as more unstable and complicated. Companies are making trade-offs, and the U.S. is losing clients. China is making a strong push to win back European clients in a world that has changed so much. Moreover, European companies have realized that they are dependent on certain products (rare earths, etc.), and for these products, they simply have no choice—there is nothing they can do.”
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Relocation is part of a long-term strategy that requires a stable economic and fiscal environment. In the current context, marked by numerous uncertainties in France (political and economic instability), companies may hesitate to undertake relocation projects that are both structurally significant and financially substantial. Yet, companies purchase more than they produce. If they do not encourage their suppliers to relocate to France or Europe, reindustrialization cannot take place.
But also, if interest in buying French/European products continues, it is constrained. Over half of respondents cite limitations, and cost concerns remain for one in five. Sectors most impacted are automotive (46%) and fashion/luxury (44%). For Mr. Wajnsztok,
“Made in France/Europe remains attractive to manufacturers, but they are not ready to develop the capabilities to act, and that is new. This can be explained by France’s unstable situation and generally speaking of the European situation, which makes companies hesitant to invest there.”
At the same time, procurement professionals must consider the EU’s newly implemented Carbon Border Adjustment Mechanism (CBAM), which imposes tariffs on industrial imports (cement, steel, and aluminium) from China, Turkey, and India. This new regulation could influence relocation decisions and may explain why heavy industry remains the sector most inclined to reduce its dependence on foreign suppliers.
3. Geopolitical Tensions and Trade Tariffs
And speaking of instability, 2025 was far from smooth, with the arrival of Trump 2 and the implementation of tariffs, followed by major geopolitical tensions and wars. And this unfavorable context shows no sign of improving anytime soon.
Geopolitical risks
Concerning geopolitics, 71% of respondents anticipate that geopolitical crises will impact procurement strategies, especially in aerospace/defense (91%), fashion/luxury, and automotive (89%). The focus is primarily on raw materials and basic products (31%), including rare earths amid tensions between Beijing and Washington.
For Stéphane De Saint Jean, CPO of bioMérieux:
“Anticipating risks in raw materials and logistics is essential to secure supply chains. Procurement must adapt to maintain business continuity.”
Delivery difficulties are also largely concentrated in the aerospace/defense sector (80%). We can name the Airbus case in the face of the global engine shortage. By mid-2025, dozens of aircraft were awaiting delivery due to a shortage of engines.
Trump tariffs
However, regarding tariffs, surprisingly, 65% of procurement teams believe Trump-era tariffs will have no impact. 6%, particularly in fashion and luxury, even see positive effects, or at least opportunities. 28% expect negative effects, mostly in mechanical/equipment (59%) and aerospace (47%).
4. Supplier Failures
But with all these tensions, a significant risk is emerging: supplier failures. This is the view of 61% of procurement teams, who consider supplier failure a major risk in 2026. What follows is the fear of domino effects, a concern shared by procurement directors in mechanical/equipment (64%), aerospace/defense (55%), heavy industry (52%), and automotive (51%).
Recent examples already illustrate these alarming predictions. Brandt, a major French appliance manufacturer, went into liquidation on December 11, 2025. Arc France, a glassmaker, entered judicial recovery on January 7, 2026.
In fact, Allianz Trade reported a record 68,500 company failures in France in 2025—a 23% increase compared to pre-COVID—affecting €33 billion in revenue. Supplier failure has now become a systemic risk for supply chains.
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5. Cyber Risk and Dual Sourcing
While several organizations have very recently been hit by major cyberattacks (in December and January: La Poste, Leroy Merlin, the Ministry of the Interior; in November: the French Football Federation), the phenomenon is being fueled in particular by the rise of artificial intelligence and geopolitical tensions.
As a result, cyberattack risk is recognized almost equally in private (37%) and public (40%) sectors
The sectors anticipating the highest risk of cyberattacks are tourism/transport (60%), IT/telecoms (58%), and banking/finance/insurance (55%).
In 2026, 60% of organizations plan to mitigate risk through dual sourcing—having two suppliers for the same product or service, explains Stéphane Cambier, Global Procurement Director at TotalEnergies:
“In the face of supplier failure risks and geopolitical tensions, dual sourcing and a dynamic risk mapping system are our operational safety nets.”
It concerns strategic purchases, that is, those that are essential to the company’s operations. Indeed, the industry needs these safety nets to avoid repeating the Honda case. At the end of last year, Honda temporarily suspended production in Japan and China due to delays from its single semiconductor supplier. This underscores the critical need for dual sourcing in 2026.
6. Artificial Intelligence
Price reductions through AI
Finally, what are the effects of AI on procurement strategies in 2026? While AI has invaded every aspect of all industrial sectors, the study examined its impact on procurement. And, unsurprisingly, its effects are already being felt.
According to the study, 52% of procurement professionals now request lower prices from suppliers because suppliers themselves have reduced costs through AI.
Why?
AI significantly reduces “white-collar” costs by automating repetitive tasks (customer service, accounting, recruitment) and optimizing complex processes (logistics, maintenance, marketing). Programming is also faster and cheaper thanks to AI, we have already written a lot about this. For example, software configuration tasks often take one-tenth of the previous time.
AI adoption
Concerning the adoption of AI in procurement, it continues to grow, with 63% of respondents using AI in their daily work in 2026, up from 40% in 2025. Adoption is particularly high in the automotive (86%) and real estate/construction (76%) sectors. AI is mainly used for drafting emails (53%), sourcing (49%), and market research (41%).
The 2026 AgileBuyer study highlights a procurement landscape increasingly shaped by AI adoption, cost pressures, supplier risks, and geopolitical uncertainties. Sustainability takes a back seat, while dual sourcing and flexibility emerge as essential strategies. Meanwhile, the end of aggressive relocation and renewed interest in China reflect the complex balance between cost, risk, and long-term strategic planning.
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