From uncertainty to partnership: what defines best-in-class suppliers in 2026?

Senior leaders from foodservice operators and wholesalers came together at Arena’s Savoy Lecture for an IGD round table to explore how this challenge is reshaping supplier relationships.

The round table explored how supplier partnerships need to evolve in response to unprecedented uncertainty, rising cost pressures and structural change across foodservice. Operators and wholesalers shared candid views on what differentiates true strategic partners from transactional suppliers, and where brands can add most value going forward.

A market defined by uncertainty

Uncertainty was consistently highlighted as the defining challenge - more so than in previous periods of disruption. Even compared to COVID or the Ukraine conflict, today’s pressures are highly unpredictable and volatile, making forecasting, pricing and volume planning increasingly difficult.

Operators and wholesalers are under pressure to provide stability to customers, while suppliers are expected to justify cost movements with evidence, not headlines. Transparency, shared assumptions and consistent use of data across the supply chain are now essential to maintaining trust.

Forecasting is evolving - but remains fragile

Traditional forecasting models based on previous performance aren’t a reliable indicator of what’s to come as consumer behaviour shifts rapidly. Volume data from last year is often no longer a useful benchmark, particularly in discretionary sectors such as restaurants, pubs, stadia, travel and other hospitality sectors.

As a result, businesses are adopting more frequent forecasting, contingency planning and alternative sourcing, especially for fresh products where risk is highest. However, buyers emphasised the need for suppliers to recognise the limits of forecasting and support open, realistic conversations rather than forcing false certainty.

What operators want from supplier partners

Across the discussion, several consistent expectations emerged:

• Evidence‑based pricing and transparency: Partners must clearly explain cost drivers, share risks early and avoid opportunistic behaviour.

• Deep foodservice understanding: Retail‑led approaches often fall short. Best‑in‑class suppliers understand lead times, formats, pack sizes and operational realities.

• Solution‑led thinking: Product engineering, range optimisation, own‑label alternatives and efficiency ideas are highly valued.

• Consistency of people and approach: High turnover undermines relationships. Successful partnerships are not reliant on a single individual.

Suppliers that combine insight with practical execution — rather than simply selling products — are seen as long‑term partners.

The evolving role of brands

Brands continue to matter, particularly front‑of‑house and in sectors where reassurance and recognition are important. However, back‑of‑house is seeing greater movement towards own label, provided quality is maintained.

Brands that add value do so through insight, development chefs, education and collaboration, not just logos. Examples of supplier‑led ideation sessions and menu development were cited as particularly effective in helping operators rethink cost, waste and nutrition simultaneously.

Health, nutrition and GLP‑1: a structural shift

The impact of GLP‑1 medications was widely viewed as a long‑term behavioural change rather than a short‑term trend. Smaller portions, shared plates and reduced waste are becoming more common - without diminishing the importance of experience and indulgence.

Suppliers that are winning are those adapting existing ranges to deliver higher nutrient density, protein fortification and flexible portion formats, often working alongside nutritionists and chefs. Education and healthcare sectors were seen as providing useful learnings for hospitality as these changes accelerate.

Collaboration is the differentiator

The strongest relationships are characterised by regular dialogue, multiple touchpoints and shared problem‑solving. Quarterly reviews, joint planning and supplier visits to sites were all cited as valuable - though acknowledged as harder to maintain during prolonged periods of firefighting.

There was strong consensus that “my problem is your problem” best captures the mindset needed to navigate the current environment successfully.

Key recommendations for suppliers in 2026:

1. Lead with transparency and evidence
   Share assumptions, data and risks early. Justify change clearly and consistently.

2. Demonstrate deep foodservice expertise
   Show you understand operational realities, sectors and routes to market - not just products.

3. Bring solutions, not just ranges
   Focus on efficiency, product engineering, nutrition, waste reduction and value creation.

4. Invest in relationships, not just accounts
   Build resilience through teams, processes and multiple touchpoints.

5. Adapt to changing consumer behaviour now
   Smaller portions, nutrition‑led innovation and flexible formats will define future demand.

For more insight on building supplier partnerships read our report ‘Best-in-class foodservice supplier’.