ProcureAbility, with ProcureCon, reports a shift from isolated AI pilots to strategic capabilities in procurement, with 92% satisfaction and 88% planning further deployments. The study highlights the need for governance, change management and an AI-first culture to realise enterprise value.
ProcureAbility, working with ProcureCon, has released its 2025 benchmarking report on AI Adoption and Its Impact on Procurement, a study based on input from senior procurement and supply chain leaders across multiple sectors. The findings reinforce a sector-wide shift: AI is migrating from isolated efficiency plays to strategic capabilities that can steer supplier relationships, influence spend and shape enterprise performance.
Key findings from the report point to a high level of satisfaction with AI in procurement, with 92 per cent of respondents expressing satisfaction with their current AI solutions. Use cases are diversified: supplier discovery and selection lead the pack with 77 per cent adoption, closely followed by spend analysis and categorisation at 76 per cent. Respondents report tangible benefits centred on efficiency, effectiveness and quality, with cost savings and spend reduction cited by 55 per cent and sustainability improvements by 54 per cent. Better supplier management and process efficiency/time savings also feature prominently, at 47 per cent and 44 per cent respectively. In a sign of intent, 88 per cent of organisations plan to increase their AI deployments in procurement over the next year, while 59 per cent currently apply AI to targeted initiatives rather than pursuing a full, strategic transformation.
The authors emphasise that the journey typically starts with targeted use cases rather than wholesale transformation. Yet the structural and cultural barriers remain substantial. A lack of proven examples is cited by 35 per cent of organisations, and 29 per cent point to resistance to change. A further 23 per cent struggle with unrealistic performance expectations. The report argues that robust change management, workforce training and standardised ROI frameworks will be essential to scaling AI impact in procurement. The company’s leadership characterised the findings as a sign that “AI is no longer optional in procurement, it’s a critical driver of competitiveness.” According to the announcement, this stance underpins a broader view that organisations must embed AI strategically, not merely deploy discrete tools.
Echoing these themes, the benchmarking release stresses that the strongest results come from pairing technology deployment with cultural change. Building an AI‑first mindset within procurement teams is described as equally important as selecting the right toolsets. The report’s authors suggest identifying a handful of use cases to test hypotheses, demonstrate value and drive adoption across the organisation, emphasising that it is ultimately about how AI integrates within the business—not solely whether to adopt it.
Industry observers have been quick to map these findings onto broader signals across procurement and supply chains. A separate benchmarking release, covered by industry outlets, recapitulated the headline figures: 92 per cent of procurement leaders are satisfied with AI solutions, and 77 per cent use AI for supplier discovery while 76 per cent apply it to spend analysis. The same round of data shows about half of organisations reporting cost savings (55 per cent) and sustainability gains (54 per cent), with 44 per cent noting faster processes. Notably, 88 per cent plan to increase AI deployments within the coming year, and 59 per cent are already applying AI to targeted initiatives. Barriers identified align with the lead study—lack of proven examples and resistance to change feature prominently, underscoring a shared call for clearer ROI frameworks and stronger change management.
Beyond procurement-specific studies, broader industry voices flag a continued confidence in AI’s potential, even as organisations work through practical hurdles. The Hackett Group’s 2025 Issues Study notes that 64 per cent of procurement leaders expect Gen AI to transform their roles within five years, with workloads rising while budgets grow only marginally, creating a sizeable efficiency gap. In 2024, roughly half of organisations piloted Gen AI use cases, with smaller proportions deployed at scale, and leaders foresee the strongest value in spend analytics and order processing. Data quality and integration challenges remain central barriers to realising AI’s full potential.
Other research adds important context on governance, risk and enterprise value. A separate study sponsored by Icertis and conducted with ProcureCon Insights found that 90 per cent of procurement leaders have considered or are already using AI agents in 2025, with 40 per cent aiming to drive enterprise value beyond simple cost savings. Nonetheless, governance and data quality were repeatedly highlighted as critical to success, and a majority noted that improvements in maverick spending and contracting processes would be key areas for impact. The alliance between procurement, IT and legal teams is increasingly seen as essential to realising AI-driven value while mitigating new risks.
Across the broader market, additional surveys and insights echo the same themes: Deloitte and McKinsey’s surveys highlighted that many CPOs are planning or evaluating Gen AI capabilities and that early pilots are poised to expand, while Gartner has consistently noted expectations that AI will boost productivity in procurement. In parallel, Ivalua’s survey data suggest that a large share of procurement teams is increasing Gen AI investment, with substantial gains in data analysis and a belief that AI will transform job roles across the function.
Taken together, the constellation of findings paints a coherent, if nuanced, picture: AI in procurement is moving from a novelty to a pervasive capability that can reshape efficiency, risk management and strategic value. Yet the path to scalable, enterprise-wide impact remains gated by evidence of ROI, governance, and the organisation’s willingness to couple technology with a deliberate culture of change.
The practical implications are clear. Organisations that want to realise AI’s full potential in procurement should focus on a small number of high‑value use cases to test value, align leadership and IT with procurement goals, and invest in change management and training to build an AI‑first mindset. As procurement leadership weighs options, the consensus across independent industry signals emphasises not just investments in tools, but investments in people, processes and governance that enable AI-driven transformation to endure.
Source Panel (titles and outlets only)
– Most supply chain and procurement leaders to increase AI investments in next year: report. SupplyPro.
– ProcureAbility releases new benchmarking report confirming widespread AI development and adoption in procurement with focus on targeted enterprise results. PR Newswire.
– ProcureAbility Releases New Benchmarking Report Confirming Widespread AI Development and Adoption in Procurement with Focus on Targeted Enterprise Results. StreetInsider.
– AI Adoption and Its Transformative Impact on Procurement. ProcureAbility.
– The Hackett Group. Procurement leaders say AI will transform their jobs. The Hackett Group.
– 90% of procurement leaders to adopt AI agents in 2025, according to Icertis-sponsored study. Icertis.
– What impact will AI have on procurement in 2025. Procurement Magazine.
Notes for editors
– The lead article and the associated benchmarking materials reflect a convergence around AI being a foundational capability for procurement, with emphasis on measured, strategic deployment and robust change management. The broader ecosystem narratives add parallel perspectives on ROI confidence, governance, and the need for cross-functional collaboration across IT, legal and procurement to translate AI investments into durable enterprise value.
Source: Noah Wire Services
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