Only about half of supply chain leaders say they feel confident in their ability to respond to disruption heading into 2026, according to a new survey from Sage. The findings point to lingering gaps in visibility and supplier management that could create new sourcing risks if volatility continues.
The survey, which polled supply chain professionals at small and mid-sized businesses, found that while many companies have invested in technology over the past few years, critical blind spots remain. In particular, respondents cited limited real-time visibility into supplier performance and ongoing challenges in managing third-party relationships.
That matters in an environment where disruption is no longer occasional. Tariff swings, extreme weather, geopolitical tension and shifting trade rules have forced procurement and operations teams to move faster than ever. Without clear insight into supplier exposure or alternative sourcing options, those moves can create new vulnerabilities.
One of the more striking findings is that technology adoption still lags behind industry rhetoric. While executives frequently talk about automation and artificial intelligence, only a small portion of respondents said they have AI embedded in core supply chain workflows. Many are still relying on manual processes or disconnected systems to manage sourcing decisions.
The survey also suggests that nearshoring and diversification efforts are not always driven purely by cost. Respondents cited quality, compliance, and risk management as key reasons to rethink supplier networks. That shift signals a broader change in mindset, from lowest-cost sourcing to risk-adjusted sourcing.
Taken together, the findings suggest that while companies have made progress, visibility and supplier oversight are still areas where many organizations are playing catch-up.
In a year already marked by trade policy volatility and shifting cost structures, companies that lack clear insight into their supplier base may find themselves reacting instead of planning.
The next sourcing risk may not come from a single tariff or weather event. It may come from not knowing where the real weak links are.
