AIMING FOR AGILITY | SUPPLY CHAIN
a single point of contact, which complicates communication and slows down decision-making. As a result, procurement teams can struggle to pivot quickly when conditions change. These factors place increasing pressure on construction
procurement management to deliver agility in an environment that resists it.
A window of opportunity for CPOs Given the scale of the challenge and the need for businesses to respond to geopolitical shifts, CPOs have a clear opportunity to step up and transform their procurement operations. The concern is that procurement teams are already stretched. Many leaders feel they do not have the time or resources to take on additional transformation initiatives. Yet stepping into a stronger enabler role would materially improve organisational resilience. By strengthening their procurement strategy, CPOs can facilitate more seamless supply chains that unlock greater agility. This allows organisations to respond more effectively to disruption, protect profitability, and maintain delivery performance. Profitability matters in this context because the dependencies and challenges procurement teams face place constant pressure on margins. Tiered supplier networks, material shortages, and labour volatility all contribute to rising costs and delivery delays. These issues also create missed staffing opportunities and lost productivity. Late deliveries caused by material dependencies or
quality concerns can harm project impact, trigger fines, and damage reputations across the construction industry. Against an evolving geopolitical backdrop, these risks are only intensifying. The time has therefore come for CPOs to create truly connected, end-to-end procurement across the construction supply chain.
Routes to more agile procurement When executed effectively, procurement leaders can orchestrate critical elements across the supply chain, from managing dependencies and coordinating suppliers to aligning operational variables. Done well, this creates the conditions to impress customers, optimise profits, and pivot quickly when circumstances demand it. There are three practical areas where CPOs can focus their efforts:
Integrate procurement into the business The first step is integration. Procurement must secure a genuine seat at the decision-making table. CPOs play a vital role in integrating material strategies into wider business planning. They can help design processes that enhance both profitability and reputation. When procurement is involved early, it can proactively solve problems rather than reacting to them. The broader aim is to integrate procurement so that it supports the business’s most efficient and commercially sound processes. By doing this, procurement moves from a support function to a strategic partner.
Digitise procurement and data The second priority is digitisation. Fully digitised procurement teams with access to quality data are better equipped to automate processes and communicate effectively with suppliers. Digital procurement tools support improved data tracking, reporting, and transparency, all of which contribute to continuous improvement. Digitisation also enables better forecasting and planning. With reliable data, procurement teams can anticipate demand, manage inventory more
www.neimagazine.com | October 2026 | 41
effectively, and respond faster to disruption. For procurement teams, this digital foundation is essential. Without it, teams remain constrained by fragmented systems, manual processes, and poor visibility across the supply chain.
Simplify supplier collaboration The third focus area is simplification. CPOs must work closely with suppliers to streamline communication and delivery processes. By leveraging spend data, procurement teams can negotiate terms that are mutually beneficial and aligned with operational realities. Simplifying things means being specific about business needs, maintaining transparency, and setting clear expectations. This fosters trust and enables better forecasting and planning. When suppliers and procurement teams operate as partners rather than adversaries, the supply chain becomes more robust. This supports on-time delivery, improves quality assurance, and strengthens the ability to pivot when conditions change.
Building agility through procurement leadership For nuclear construction CPOs, this moment presents both a challenge and an opportunity. When procurement operates as a coherent, end-to-end function, it enables faster decision-making, stronger supplier relationships, and greater resilience. By strengthening procurement capabilities through integration, digitisation, and supplier collaboration, leaders can unlock the agility their organisations now require— meaning businesses can navigate volatility with confidence and move toward long-term stability. ■
The introduction of tariffs on materials like steel and aluminium places more emphasis on agility for procurement functions. Source: US DOE.
The backbone of agility in construction is procurement. Source: EDF.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53
