Delivering exceptional events has always depended on collaboration. As expectations around experience, accessibility, sustainability, and value continue to rise, the relationships between planners, venues, hotels, and suppliers have become more critical than ever.
In this interview, Shonali Devereaux, CEO of the Meetings Industry Association (mia), explains why the supplier ecosystem remains a fundamental pillar of event strategy, the pressures venues and suppliers face, and how stronger, more transparent relationships can unlock better outcomes for everyone involved.
Key takeaways
- The supplier ecosystem is fundamental to event success: No single organization can deliver a complex, high-quality event alone, making strong planner-supplier relationships more critical than ever.
- Trust is built through open, human conversation: Most supplier relationship breakdowns stem from miscommunication and rigid processes, not incompatibility; honest dialogue creates space for creativity and flexibility.
- Strong partnerships require investment: The most effective supplier relationships are built through ongoing conversation, networking, and mutual understanding, not just during delivery but throughout the entire event lifecycle.
The supplier ecosystem is one of the constants identified in Cvents 2026 Trends Report’ that continues to define exceptional events. This expert interview series explores why these fundamentals still matter, how they’re showing up in 2026, and what successful teams are doing to apply them more intentionally.
Why is the supplier ecosystem so integral to event planning in 2026?
“There is absolutely no way to deliver a brilliant event without your suppliers singing from the same song sheet.”
Events do not happen in isolation. Every successful event relies on a long, often white‑labelled supply chain comprising specialist partners, from venues and hotels to catering, AV, registration, and on‑site services. No single organization can deliver a complex, high‑quality experience alone.
As attendee expectations grow and understanding of sustainability and accessibility deepens, the supplier ecosystem continues to expand. Each supplier brings expertise that is essential to creating seamless, meaningful experiences. Managing those relationships, balancing needs, expectations, and delivery, has become a central part of an event professional’s role.
When suppliers are aligned around a shared objective and a clear understanding of the event's objectives, the experience improves for everyone, particularly attendees.
What has shifted for venues and suppliers going into 2026?
“Rising costs and changing ways of working have reshaped how value is created across the supply chain.”
The past year has brought sustained pressure from rising costs, including labor, national insurance contributions, and operational expenses. Some suppliers have passed these costs on, while others have absorbed them, placing strain on margins across the ecosystem.
At the same time, the way people work has changed. Hybrid and remote working patterns have reduced demand for large, mid‑week meetings while increasing the number of smaller, more frequent gatherings. This has introduced new players into the market and accelerated automation, particularly for smaller meetings where manual sales processes are no longer viable.
As a result, venues and suppliers are being challenged to rethink pricing, availability, and value, with greater focus on meaningful differentiation, creativity, and partnerships.
Where do people most often misunderstand or overlook supplier relationships?
“Most misunderstandings come down to a lack of honest, human conversation.”
With long supply chains and multiple intermediaries, miscommunication is almost inevitable without strong relationships. Too often, requirements are translated rather than discussed, leading to missed opportunities in which venues or suppliers could have delivered more effective solutions if they fully understood the client’s objectives.
Another tension point lies in procurement. Lengthy RFP processes, delayed decisions, and shifting timelines create frustration on all sides, particularly when pricing and availability are affected by long lead times. These dynamics can erode trust if not handled transparently.
Many of these issues are solvable through open dialogue. Casual, human conversations (increasingly rare due to time pressures) often enable flexibility, creativity, and mutual understanding to emerge.
What does “good” look like for the supplier ecosystem in 2026?
“When times are hard, creativity and transparency become your greatest assets.”
Good practice in 2026 is rooted in values‑led relationships. That means working with trusted, reliable suppliers aligned with shared goals, and being willing to broaden creative thinking rather than defaulting to familiar choices.
It also means recognizing the professionalism of the events industry. Event organizers, venues, and suppliers are experts, and strong partnerships require managing expectations across the supply chain. Clear communication about what is needed, when decisions must be made, and how success will be measured enables everyone to deliver at their best.
Transparency and honesty are no longer optional; they are what allow partnerships to function effectively under pressure.
What are the first steps planners should take to build stronger supplier partnerships?
“Relationships built outside of an RFP are the ones that deliver when it matters.”
The first step is to invest time in relationship‑building beyond immediate project needs. Industry events, networking forums, and association‑led meet‑ups create space for genuine, human connections that form the foundation of trust.
Second, planners need to protect time for relationship management within their working week. Strong partnerships do not happen by accident; they require ongoing conversation, listening, and mutual understanding.
Finally, planners should use technology and automation to reduce transactional workload. Freeing up time allows teams to focus on higher‑value interactions that ultimately lead to better outcomes for attendees.
What should planners start or stop doing when working with the supplier ecosystem?
“Stop treating suppliers transactionally and start working with them creatively.”
In challenging conditions, the instinct can be to retreat into rigid processes. Instead, planners should embrace collaboration, creativity, and openness. Suppliers are not interchangeable parts; they are partners with insight, experience, and ideas that can elevate an event.
The most successful relationships are built on trust, transparency, and a shared commitment to putting the attendee first. When planners and suppliers communicate openly and work together as professionals, the entire ecosystem becomes stronger.
As CEO of the Meetings Industry Association, Shonali Devereaux works to professionalize the events sector, champion best practice, and strengthen relationships across the supplier ecosystem.
Explore more insights in Cvent’s 2026 Event Trends Report.
