International Pizza Expo 2026: What the World's Largest Pizza Trade Show Reveals About a $46 Billion Industry

The Las Vegas Convention Center becomes the unofficial capital of the pizza world this week. From March 24 through 26, the International Pizza Expo draws more than 10,000 industry professionals to a show floor packed with 500-plus exhibitors, competitive kitchens staging 700-plus entries in the International Pizza Challenge, and, for the first time in its 16-year history, the Gelato Festival World Masters' Grand Finale on US soil.

The timing matters. The US pizza industry is worth roughly $46 billion, and it is undergoing one of its most consequential restructurings in decades. The companies and operators walking the convention floor this week are either positioned to capture market share from retreating chains or they are, themselves, candidates for a closure statistic in next year's data.

The Bifurcation Playing Out in Real Time

Anyone scanning the 2026 competitive landscape sees a split screen. Pizza Hut is closing 250 locations this year. Papa John's is shutting 300. Meanwhile, Domino's has now posted nine consecutive quarters of same-store sales growth, cementing its lead as the operational standard-bearer for the category.

Those numbers tell a story that applies equally to the independent and regional operators who make up the core of the Expo's audience. The chains contracting are not failing because pizza is a bad business. They are failing because their unit economics, brand positioning, or operational execution no longer hold up against what the market now demands. The operators who can thread the needle between premium product quality and delivery-optimized efficiency are winning.

This is exactly the tension the Expo is designed to address. Presented by Pizza Today magazine and produced by Emerald, the event is the industry's clearest annual temperature reading. The exhibitor mix, the seminar content, and the competitive categories together function as a real-time audit of where the money is moving and where operators believe they need to invest.

What 500 Exhibitors Signal About Capital Allocation

The show floor itself is an intelligence asset. Vendors do not pay for exhibit space at a show with no ROI. The categories commanding the most floor space tell operators where the industry consensus is forming around investment priorities.

Technology for delivery and online ordering infrastructure continues to absorb significant vendor attention. Third-party aggregator fees have been a persistent margin threat for pizza operators, and the search for proprietary ordering infrastructure, loyalty platforms, and delivery dispatch tools shows no sign of slowing. For independent operators and small regional chains, the calculus is simple: every order that runs through a third-party costs 15 to 30 percent of the ticket. Every order through a direct channel does not.

Labor optimization is the other major capital conversation. The same wage pressure squeezing QSR broadly is acute in pizza, where delivery driver availability and dough-production labor are both chronically constrained. Vendors offering dough automation, prep equipment, and scheduling tools are positioned well regardless of which chains are expanding.

Ingredient suppliers occupy a permanent and growing section of the floor. Premium positioning is no longer optional for operators who want to hold pricing power. Consumers who will pay $22 for a pizza expect to see the reason on the menu: single-origin flour, specified tomato varietals, named cheesemakers. The commodity positioning that worked for pizza in the 1990s and 2000s is now a vulnerability.

The International Pizza Challenge: 700-Plus Competitors and What They're Making

The competitive component of the Expo is not merely entertainment. Seven hundred-plus entries in the International Pizza Challenge represent the leading edge of menu innovation. Previous Challenge trends have had documented impacts on menu development across the industry, with toppings and crust treatments that debuted competitively showing up on commercial menus within 12 to 24 months.

This year's entries reflect the broader premium ingredient movement. Operators are building competition pies around provenance storytelling, regional Italian traditions, and ingredient combinations that photograph well for social platforms. The challenge categories have expanded over the years to include non-traditional styles, which gives the show floor a view into where consumer curiosity is being tested by operators before it reaches the mainstream menu development cycle.

For operators attending the Expo, the competition floor is a working focus group. Watching what wins, and more importantly what the judges are scoring highest, provides directional insight that would cost considerably more to generate through traditional research.

A Global First: Gelato Festival World Masters in Las Vegas

On March 26, the Gelato Festival World Masters' Grand Finale takes place at the Expo for the first time in the event's 16-year history. Thirty-four finalists representing 18 countries will compete on US soil, a milestone that reflects something operators should pay attention to: the intersection of premium frozen dessert and the pizza dining occasion.

Italian gelato as a menu extension for upscale pizza concepts is not a new idea, but the formalization of that connection at the industry's flagship trade event signals that serious operators are looking at dessert as a differentiation lever rather than an afterthought. For the right concept, adding gelato creates a premium halo, drives check average, and gives customers a reason to linger. For delivery-focused operators, it opens a dessert upsell that commands real margin.

The international character of the Grand Finale, 18 countries sending finalists to Las Vegas, is also a reminder that the pizza business is a global conversation. Flavor profiles, dough techniques, and ingredient combinations circulate internationally now in ways that were not possible before social media collapsed the gap between regional traditions and mass consumer awareness.

The Chain Contraction Creates Real Opportunity

The closure numbers at Pizza Hut and Papa John's deserve more than headline treatment. When a major chain closes 250 or 300 locations, the direct market effects are concrete: labor pools open up, real estate at former locations becomes available (often at reduced cost), and brand awareness that was suppressed by a struggling chain's underperformance can be recaptured by a better-executed competitor.

Independent operators and regional chains with strong unit economics are the primary beneficiaries. Former chain locations carry existing kitchen infrastructure, exhaust systems, and in many cases, hood and utility configurations that reduce a new operator's buildout cost significantly. The competitive set in a market that recently lost a chain location is immediately less crowded.

The Expo's timing this week is not coincidental in terms of industry mood. Operators attending are acutely aware that the segment is sorting itself. The conversations happening in seminar rooms and on the show floor are sharper and more operationally focused than they would be in a period of industry-wide expansion. That is useful pressure. It produces better decisions.

Technology: Where the Investment Is Actually Going

The seminar programming at the Expo provides a structured view of what operators are being told to prioritize. Technology sessions at the show have grown in scale over the past several years, consistent with the broader QSR industry's shift toward digital ordering, AI-assisted scheduling, and delivery logistics optimization.

For pizza specifically, the technology investment priority list looks like this, in rough order of operator urgency:

Direct ordering infrastructure. The combination of a branded app, a loyalty program, and direct online ordering is the table stakes now for any operator doing meaningful volume. The operators still relying primarily on third-party aggregators are at a structural cost disadvantage that compounds quarterly.

Kitchen display and production flow. As order volumes increase and delivery timing becomes a customer expectation rather than a bonus, kitchen production sequencing has real impact on review scores and repeat purchase rates. Display systems that route orders by delivery time rather than receipt time are a meaningful operational lever.

Labor scheduling and forecasting. Predictive scheduling tools reduce overtime exposure and improve shift fill rates. For delivery-dependent pizza operators, driver scheduling is the single tightest operational constraint during peak periods.

Data and reporting. Operators who can see their unit economics in real time, broken down by channel (dine-in, delivery, carryout), daypart, and menu item, make better decisions faster than those running on lagged weekly reports. The technology gap between sophisticated operators and unsophisticated ones is widest here.

What the $46 Billion Number Actually Means for Operators

The US pizza industry's roughly $46 billion scale is often cited as evidence of the category's health. It is, but the more useful observation is what happens inside that number during a bifurcation cycle.

When strong chains and independent operators gain share and weak operators contract, the total industry revenue figure can stay relatively flat even as the competitive landscape reshapes substantially. Operators attending the Expo this week are not competing for a share of a growing pie in the short term. They are competing for the customers and the transactions that are becoming available as underperforming operators exit.

That framing changes how operators should think about their investment priorities. This is not a period for conservatism. The window where displaced customers are actively reconsidering their pizza habits and trying alternatives is finite. Operators with the unit economics and brand positioning to capture those customers aggressively, now, are the ones who will look back at 2026 as a formative year.

The Expo as Strategic Intelligence

The International Pizza Expo is, at its core, a market intelligence event dressed as a trade show. The vendors, the competitors, the seminars, and the conversations in hallways between operators from different markets all feed into a picture of where the industry consensus is forming and where the gaps between that consensus and actual consumer behavior still exist.

For operators who attend with a specific agenda, whether validating a technology purchase, benchmarking their menu against competitive trends, or finding a supplier for a premium ingredient they have been sourcing with difficulty, the three days in Las Vegas generate a return that is hard to replicate through any other single investment of time.

The industry is worth $46 billion. The operators who will control the majority of that value in five years are the ones who are paying attention to the signals available right now, at this show, in this market.

The doors are open through March 26.