Did you miss Ardent Partners’ recent webinar, State of Procurement 2025: Reinventing Procurement for the Autonomous Age? The event featured a dynamic conversation between Andrew Bartolini, founder and chief research officer of Ardent Partners, and Erin McFarlane, vice president, operations for Fairmarkit, on the current state of procurement, key performance benchmarks from the just-released CPO Rising 2025 report, and the forward-looking strategies that Best-in-Class teams are using to unlock agility, resilience, and value.
In this four-part series, we feature articles based on the webcast discussion as well as this link to the full event.
Defining Best-in-Class Procurement in 2025: Metrics, Methods, and Meaningful Impact
Procurement organizations are under increasing pressure to deliver measurable results, and the concept of “Best-in-Class” performance has taken on new urgency. While every enterprise faces its own set of constraints (whether budgetary, technological, or structural) the top-performing procurement teams are consistently achieving stronger results. The latest research from Ardent Partners reveals how these leading organizations distinguish themselves through a blend of strategic focus, operational discipline, and technology enablement. But what exactly defines a Best-in-Class procurement team, and how do they differ from the rest?
Shining a Light on Best-in-Class Metrics
Ardent Partners’ annual procurement benchmark studies consistently segment the market into two key groups: Best-in-Class and All Others. This distinction is based primarily on spend under management — a critical measure that represents the percentage of total enterprise spend actively managed or influenced by procurement. This metric is more than just a number; it’s a reflection of procurement’s reach, visibility, and strategic integration within the business. Organizations in the top 20% of performers (the Best-in-Class) consistently manage a higher portion of enterprise spend, often exceeding 90%, while others lag behind, sometimes managing less than 60%.
The difference in outcomes between these two groups is stark. Best-in-Class organizations consistently outperform their peers across a range of key performance indicators (KPIs), from supplier enablement and contract compliance to digital maturity and process efficiency. These leading teams also tend to have more advanced procurement technologies in place, more clearly defined processes, and closer alignment with executive leadership. Critically, they also achieve higher savings rates, which is especially significant given that cost savings has returned as the top CPO priority in the face of ongoing market instability.
Recent data illustrates the point clearly: Best-in-Class procurement teams achieved an average savings rate of 8% in the past year, compared to 6.4% among all other organizations. While the percentage difference may appear modest, the implications are massive when applied to enterprise-scale budgets. These additional savings translate into millions of dollars — and in many cases, directly contribute to an organization’s bottom line. What’s more, research shows that for every dollar of spend brought under procurement’s control, there’s an average first-year savings opportunity of 6–12%, further reinforcing the value of expanding spend under management.
But it’s not just about savings. The Best-in-Class advantage extends into less tangible but equally critical areas, such as risk reduction, increased visibility, improved supplier relationships, and greater agility in responding to disruptions. These organizations are also more likely to have developed robust strategies for knowledge management, continuous improvement, and workforce development — all essential traits in a world where technology and expectations evolve rapidly.
What sets these leaders apart is not a single tool or process, but rather a collection of core capabilities working in concert. This includes the right mix of talent, systems, and operational discipline. Best-in-Class organizations invest in modern procurement technologies, but more importantly, they align those tools with well-structured processes and clearly defined roles. They also prioritize business integration, making sure procurement is connected to stakeholders across finance, operations, and supply chain. This cross-functional alignment ensures that procurement goals are business goals and that value delivery extends beyond cost reduction alone.
For those procurement teams who fall into the “All Others” category — the remaining 80% — the good news is that the path to improvement is clear and proven. By examining the practices and strategies of top performers, any organization can begin to build a roadmap toward Best-in-Class status. This involves investing not only in technology, but also in talent, change management, and organizational alignment. Even incremental progress in these areas can yield significant ROI over time.
Thus, the Best-in-Class distinction is not merely a label — it’s a measurable, achievable, and highly valuable outcome. As procurement continues to grow in strategic importance, the gap between top performers and everyone else will only widen. For enterprises seeking to elevate their procurement function in 2025 and beyond, emulating the practices of Best-in-Class organizations is no longer optional … it’s essential.
