For years, sales, procurement, and finance teams have talked about alignment, better data, smarter decision-making, and the promise of technology. But talk alone hasn’t delivered results. Margins are still under pressure. Teams still argue over “whose numbers are right.” And commercial intelligence is too often something reviewed after the fact—when it’s already too late to change the outcome. 

In Enable’s recent webinar, covering the 2026 Commercial Intelligence Landscape, industry experts Leanne Bonner Cook and Mark Gilham shared a clear message: 2026 must be a year of action. Not perfection. Not waiting. Action. 

That action starts with how organizations execute their pricing and rebate strategies—because these are no longer just commercial mechanics. They are among the most powerful levers for protecting margin, driving growth, and strengthening the trading ecosystem. 

Here are the five predictions every sales, finance, and procurement leader needs to understand—and, more importantly, what to do about them. 

Prediction 1: 2026 Will Be the Year of No Excuses 

The era of waiting for certainty is over. 

External volatility isn’t going away. Markets will remain unpredictable. Technology will continue to evolve. But in 2026, those realities can no longer be used as reasons to delay progress—especially when margin pressure and working capital constraints are intensifying. 

The most successful organizations will stop asking “Why can’t we?” and start asking “What can we do next?”—even if that step is small. 

For many, the fastest path to action will be fixing long-neglected foundations like pricing execution, rebate governance, and margin visibility—areas that directly impact cash, compliance, and profitability. 

Practical actions to take in 2026: 

• Audit your long-standing to-do list—pricing reviews, rebate governance, contract standardization—and commit to progressing the top three items this year. 

• Replace broad transformation programs with focused, executable initiatives tied to measurable margin or cash outcomes. 

• Stop waiting for perfect data—decide what’s “good enough” to move forward, especially where rebate leakage or pricing errors are already visible. 

Momentum, not perfection, will separate leaders from laggards. 

Prediction 2: Internal Misalignment Is the Real Risk 

When margins erode or deals underperform, organizations often blame market conditions or customer behavior. But the real risk is usually much closer to home. 

Misalignment between sales, procurement, and finance—different KPIs, incentives, and versions of the truth—creates friction that no amount of external intelligence can fix. This misalignment is most visible where pricing and rebates intersect, because those decisions span every function. 

When teams don’t share objectives, commercial intelligence becomes fragmented, reactive, and disputed. Rebates become a cost of doing business instead of a strategic growth lever. Pricing becomes tactical instead of margin-led. 

Practical actions to take in 2026: 

• Establish shared KPIs across commercial and finance teams, such as pocket margin, rebate capture, forecast accuracy, and revenue quality—not just top-line volume. 

• Create regular cross-functional forums focused on decisions, not reporting—especially around pricing changes, incentive structures, and deal exceptions. 

• Treat transparency as a cultural norm, not a compliance exercise—starting with a shared view of the price waterfall and rebate impact on margin. 

Alignment doesn’t require everyone to agree on everything—but it does require everyone to be heading in the same direction. 

Prediction 3: Commercial Intelligence Must Become Proactive 

Too many organizations still rely on backward-looking reports that explain what already happened. By the time issues surface—margin leakage, missed rebate earnings, unprofitable deals, or customer churn—the damage is already done. 

In 2026, commercial intelligence must move from hindsight to foresight. 

• Proactive commercial intelligence focuses on early signals: 

• Deal patterns that predict margin erosion 

• Pricing exceptions that undermine strategy 

• Rebate structures that incentivize the wrong behaviors 

• Growing gaps between forecasted and realized margin 

This is where pricing and rebates shift from operational tools to strategic ones. 

Practical actions to take in 2026: 

• Shift dashboards from monthly summaries to trend-based indicators that surface risk early. 

• Identify leading signals such as deal mix changes, rebate dependency, pricing overrides, or contract exceptions. 

• Use data to prompt conversations earlier—before problems scale into disputes, write-offs, or missed earnings. 

The goal isn’t more reports. It’s earlier, better decisions that protect margin and accelerate growth. 

 Prediction 4: AI Will Expose Trust and Transparency Gaps 

AI is often positioned as a silver bullet—but it’s more accurately a mirror. 

As AI analyzes data across systems and teams, it will expose inconsistencies, hidden assumptions, and areas where trust is lacking—especially in pricing logic, rebate calculations, and accruals. 

Organizations with weak alignment will find this uncomfortable. Organizations with strong alignment—and governed commercial data—will move faster and with greater confidence. 

AI won’t fix broken processes—but it will make them impossible to ignore. 

Practical actions to take in 2026: 

• Start with contained, high-value AI use cases such as anomaly detection in rebate accruals or pricing variance analysis. 

• Ensure data foundations are clean, governed, and auditable before layering AI on top. 

• Pair AI insights with human context—relationships, strategy, and judgment still matter, especially when incentives drive behavior. 

AI amplifies what already exists. Make sure it’s amplifying the right pricing and buying behaviors, not reinforcing old problems. 

Prediction 5: Execution and Human Judgment Will Differentiate Leaders 

Technology will continue to advance—but it won’t replace leadership. 

The organizations that outperform in 2026 will be those that combine strong execution with human judgment. Leaders who design organizations for better decision-making—not just better data will win. 

Commercial intelligence isn’t just about systems. It’s about people, processes, and trust—especially where pricing and rebates touch every customer and supplier relationship. 

Practical actions to take in 2026: 

• Empower teams to act on insights, not just observe them—whether that’s adjusting pricing, refining incentives, or walking away from unprofitable deals. 

• Encourage experimentation and learning over blame, particularly when refining rebate strategies or testing new pricing models. 

• Invest in commercial capability—not just tools—so teams understand why decisions are made, not just what the data says. 

Execution happens when people feel confident, aligned, and accountable. 

2026: The Year That Matters 

2026 won’t be remembered as the year organizations gathered more data or deployed more tools. 

It will be remembered as the year leaders decided to act—to fix the commercial fundamentals that directly determine margin, cash, and growth. To stop treating pricing and rebates as administrative afterthoughts, and start using them as strategic levers for performance, alignment, and trust. 

The organizations that win won’t be the ones chasing certainty. They’ll be the ones that: 

1. Break down silos between sales, finance, and procurement 

2. Bring transparency to pricing and incentive decisions 

3. Use commercial intelligence proactively—not retrospectively 

4. Apply AI with discipline, governance, and human judgment 

5. Execute consistently, even in imperfect conditions 

For leaders across the supply chain, the opportunity is clear: design your organization to make better commercial decisions—faster and together. 

2026 isn’t waiting. And neither should you. 

To hear straight from the experts on their predictions, click here. 

The post The 2026 Commercial Intelligence Landscape: Five Predictions Every Sales, Finance and Procurement Leader Needs to Know  appeared first on Enable.

As a procurement professional, you make dozens of decisions every day concerning vendor selection, contractual terms, supply chain risk, technology implementation, and stakeholder management. You’re often forced to manage conflicting objectives and make important choices under pressure, while always being cautious to balance risk. With this in mind, here are 5 priorities procurement can’t ignore as they navigate the ‘new normal’. 

1. Delivering value 

The primary goal for a procurement professional is to deliver value. They effectively lower operational costs by purchasing supplies and services at the best available price.  To drive continued value in the digital age and build resilience against market disruptions, procurement needs to reimagine itself. This requires moving away from being a largely rigid, cost focussed and often siloed function toward a more flexible, collaborative, and lean capability.   

Procurement professionals must focus on shaping the image of their function to maintain influence as priorities change during economic recovery. They should teach their team how to organize their proposals and sell them to business partners effectively, so they can show their value and not get brushed aside. 

2. Operational efficiency 

According to 2021 Global Chief Procurement Officer Survey from Deloitte, 78% of people rate operational efficiency as a top priority due to the fact they are always busy, juggling multiple projects and communicating across different departments.  

The first step in accessing how efficient your procurement department is starts with looking at the bottlenecks in their processes and how can they be improved. When an organization has an effective procurement process, procurement can eliminate redundancies in the operation, promote collaboration and distinguish between good and underperforming suppliers. 

3. Finding reliable and stable suppliers 

Today’s bottlenecked supply chains are causing delays and shortages like we’ve never seen before and it’s harder than ever to find reliable suppliers. With complexity at an all-time high, procurement professionals must have the ability to make quick sourcing decisions to ensure continuity and resiliency. 

There are several key factors that determine the selection of suppliers. Some of them are price or affordability, location, reliability and most importantly stability. The right suppliers provide the most appropriate products or/and services in order to meet business needs. 

You have no doubt found that there are some suppliers you can always count on to get every order and shipment right, while others aren’t quite so dependable. Even if your group of most reliable suppliers have long served you well, it’s never a bad idea to find new options. Even if reliable suppliers are more expensive, it may make sense to split a company’s order between two suppliers. When the cheap supplier fails to deliver, the reliable supplier keeps the company in business. 

Through sourcing the right suppliers, procurement professionals actively help reduce their company’s outgoing costs and operational risks.   

4. Contingency planning 

With the aftershocks of COVID-19 still being felt throughout supply chains around the world, risk mitigation and contingency planning will remain a top focus for procurement professionals throughout 2022. For example, if you’re dependent on a few key suppliers, have you thought about what happens if they become compromised? Bottlenecks in the supply chain are ticking time bombs and procurement teams need to have a plan in place to act fast and mitigate any risks to their deals. 

5. Investing in automation 

Deloitte found in their 2021 CPO Survey that 76% of respondents said digital transformation was a priority over the next 12 months, 20% more than the previous year.  Now is the right time to reassess outdated technology.

By tightening up your procurement department with automation you can gain a competitive edge in today’s market and support ongoing objectives. Not only will you operate more effectively as a department, but you’ll also manage contract renewals proactively, generate transparent and trustworthy data, and get full visibility of your deals. Procurement will also be able to keep a closer eye on the risks and responsibilities associated with the entire rebate management process.

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