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Next Level Procurement: Embracing GenAI and New Strategies for Whatever Comes Next

In today’s fast evolving procurement landscape, the only certainty is change. To stay ahead, we must embrace the power of generative AI, emerging technology and whatever comes next. With market disruptions, shifting business demands, and the rapid rise of AI-driven solutions, how are you adapting?

The purpose of this survey is to better understand how procurement professionals like you are navigating these uncharted waters and gearing up for the future. We want to know what business shifts you expect heading into 2025, how you’re embracing GenAI in your day-to-day operations and preparing your teams for upcoming changes, and what areas of procurement you think are ripe for AI. As technology continues to drive innovation, we want to know how you’re using these advancements to drive a competitive advantage.

Your insights are vital. Together, we can uncover how procurement can not only keep pace with change but thrive in the face of it.

The survey should only take 10 minutes to complete. For every response submitted, Procurious will donate $10 to Plan International to support their mission in providing communities – particularly young girls – with access to clean water and basic sanitation.

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* 1. What meaningful market shifts do you expect to occur in 2025? (Select all that apply)

There will be a recession 

Economic conditions will meaningfully improve

Global conflicts will expand and impact supply chains

Current global conflicts will be resolved, reducing uncertainty

A trade war will affect prices and supply

US tariffs will force a rethink of supplier strategies

Inflation will return to normal levels

New (or increased) human rights requirements (forced labour, fair pay, safety, etc.) will go into effect

New regulations concerning the use of GenAI will be introduced

GenAI deployments will lead to high levels of layoffs

The outcome of the U.S. election will shift the global regulatory landscape 

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* 2. In your opinion, what is the likelihood that we see another black swan supply chain event (such as COVID, major conflict, Panama Canal, etc.) in 2025?

Very likely

Likely

Somewhat likely

Not likely

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* 3. How do you expect your specific role to change in 2025? (Select all that apply)

Technology will guide more of my strategic decisions

Technology will automate more of my tactical work

I expect more work and less resources

I expect less work and more resources

I expect to spend more time collaborating with my suppliers

I expect to spend more time working with stakeholders outside of procurement

My role will be more specialised

My role will be made redundant

I don’t expect my role to change in 2025

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* 4. How do you expect the role of your procurement team to change in 2025? (Select all that apply)

Increased focus on strategic decision-making and value creation 

Greater emphasis on sustainability and ethical sourcing 

Expanded responsibility for sustainability

Expanded responsibility for risk management 

Expanded responsibility for compliance 

Heightened focus on cost control and financial outcomes at the expense of other objectives

Expanded accountability over internal stakeholder goals and needs 

Expanded accountability over external stakeholder goals and needs

I don’t expect the role of my procurement team to change

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* 5. What are your procurement team’s top two priorities for 2025? (Select two)

Cost reduction

Mitigating supply chain risk

Improving ESG outcomes

Generating stakeholder value across the enterprise

Compliance with new regulations

Digitization / Realising the value of technology

Improving supplier relationships 

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* 6. Right now, how much pressure are the following factors putting on your procurement team?

	No pressure at all	Minimal pressure	Moderate pressure	Heavy pressure
Changing consumer demands	Changing consumer demands No pressure at all	Changing consumer demands Minimal pressure	Changing consumer demands Moderate pressure	Changing consumer demands Heavy pressure
Disruptions and shortages	Disruptions and shortages No pressure at all	Disruptions and shortages Minimal pressure	Disruptions and shortages Moderate pressure	Disruptions and shortages Heavy pressure
Government sanctions or trade barriers (tariffs, bans, etc.)	Government sanctions or trade barriers (tariffs, bans, etc.) No pressure at all	Government sanctions or trade barriers (tariffs, bans, etc.) Minimal pressure	Government sanctions or trade barriers (tariffs, bans, etc.) Moderate pressure	Government sanctions or trade barriers (tariffs, bans, etc.) Heavy pressure
Talent shortages	Talent shortages No pressure at all	Talent shortages Minimal pressure	Talent shortages Moderate pressure	Talent shortages Heavy pressure
Inflation	Inflation No pressure at all	Inflation Minimal pressure	Inflation Moderate pressure	Inflation Heavy pressure
Modern slavery / living wage requirements	Modern slavery / living wage requirements No pressure at all	Modern slavery / living wage requirements Minimal pressure	Modern slavery / living wage requirements Moderate pressure	Modern slavery / living wage requirements Heavy pressure
New sustainability expectations and regulations	New sustainability expectations and regulations  No pressure at all	New sustainability expectations and regulations  Minimal pressure	New sustainability expectations and regulations  Moderate pressure	New sustainability expectations and regulations  Heavy pressure
Recession risk	Recession risk  No pressure at all	Recession risk  Minimal pressure	Recession risk  Moderate pressure	Recession risk  Heavy pressure
Social policies (diverse, women-owned, local suppliers)	Social policies (diverse, women-owned, local suppliers) No pressure at all	Social policies (diverse, women-owned, local suppliers) Minimal pressure	Social policies (diverse, women-owned, local suppliers) Moderate pressure	Social policies (diverse, women-owned, local suppliers) Heavy pressure

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* 7. How much is your organisation embracing the following changes?

	Embracing in our day-to-day operations	Somewhat embracing	Not embracing at all
Advances in Generative AI	Advances in Generative AI Embracing in our day-to-day operations	Advances in Generative AI Somewhat embracing	Advances in Generative AI Not embracing at all
Intake and orchestration solutions	Intake and orchestration solutions Embracing in our day-to-day operations	Intake and orchestration solutions Somewhat embracing	Intake and orchestration solutions Not embracing at all
Enterprise digitisation initiatives	Enterprise digitisation initiatives Embracing in our day-to-day operations	Enterprise digitisation initiatives Somewhat embracing	Enterprise digitisation initiatives Not embracing at all
Sustainability expectations and requirements	Sustainability expectations and requirements Embracing in our day-to-day operations	Sustainability expectations and requirements Somewhat embracing	Sustainability expectations and requirements Not embracing at all

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* 8. Have you had to significantly rework your approach to procurement given all the changes of the past few years?

Yes

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* 9. How well does your procurement team respond and adapt to sudden market changes?

Extremely well: Agile. We always have a plan and can quickly adapt 

Moderately well: Measured. We adapt, but it takes time and effort

Poorly: Anchored. We struggle to respond to sudden changes

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* 10. What aspects of procurement at your organisation do you EXPECT to look very different in the next 5 years?  (Select all that apply)

Technology (Gen AI, automation, capabilities, etc.)

Procurement team makeup (skills, KPIs, size, organization)

Suppliers (profile, engagement, location, etc.)

Objectives and goals (new KPIs and priorities)

ESG and supplier diversity programs

Product traceability requirements and demands

Other (please specify)

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* 11. What aspect of procurement at your organisation do you WANT to look most different in the next 5 years? (Select all that apply)

Technology (Gen AI, automation, capabilities, etc.)

Procurement team makeup (skills, KPIs, size, organization)

Suppliers (profile, engagement, location, etc.)

Objectives and goals (new KPIs and priorities)

ESG and supplier diversity programs

Product traceability requirements and demands

Other (please specify)

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* 12. Who are procurement's top three stakeholders right now? (Select three)

C-suite

End users / employees

Suppliers

Finance

Supply chain

Operations

Consumers / customers

Investors

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* 13. What steps are you taking to increase stakeholder engagement right now? (Select all that apply)

Regularly communicating and proactively updating stakeholders on procurement activities and market trends

Involving stakeholders early in the decision-making process

Aligning procurement strategies with stakeholder priorities 

Leveraging technology to streamline processes and improve communication and reporting

Embedding the procurement team within the stakeholders’ teams in the business

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* 14. Which of these technologies are you accelerating the use of to produce better outcomes? (Select all that apply)

Procurement / Source to Pay (S2P) suites

Generative AI

Supply chain intelligence solutions  (i.e. risk scores, ESG scores, etc.)

Intake management and orchestration solutions

Best-of-breed technologies

Other (please specify)

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* 15. Which best describes your organization’s current approach towards GenAI in procurement?

Not adopting due to company policies or lack of interest

Waiting to act until we see results at other organizations

Rolling out capabilities at a use-case level

Rolling out broad GenAI capabilities across the enterprise

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* 16. What activities are you planning to use GenAI for in procurement in the next 12 months? (Select all that apply)

Sourcing (autonomous sourcing, RFP creation, bid analysis, etc.)

Supplier selection and management (discovery, assessment, etc.)

Negotiation

Demand forecasting 

Contract management (drafting, summarizing, etc.)

Risk management (notifications, predictions, etc.)

Spend analysis 

Guided buying / e-procurement

Category management

Invoice automation

Training and development 

Compliance monitoring 

We are not planning on using Gen AI

Other (please specify)

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* 17. What do you see as the greatest area of potential for GenAI in procurement?

Improving efficiency / productivity

Lowering costs

Improving decision-making

Increasing spend under management

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* 18. What best describes your view of the impact of GenAI on procurement?

It’s overhyped and will fade out

It will fundamentally change everything

I’m somewhere in between the two

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* 19. Which actions are you taking to unlock maximum value from GenAI? (Select all that apply)

Training staff on how to use GenAI

Improving data quality / access for use by GenAI

Communicating expected benefits from GenAI

Capturing staff feedback on use cases to apply GenAI to

Prioritizing GenAI capabilities when selecting new procurement technology

Building a strategic roadmap for GenAI in our procurement

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* 20. What business function best describes your role?

Procurement 

Supply Chain 

Consulting, Strategy & Transformation 

Executive

Other (please specify)

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* 21. What best describes the level of your role today?

CEO or President

C-suite executive 

Vice president

Director / Manager

Specialist or coordinator 

Consultant

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* 22. What best describes the revenue of your organisation?

Less than $250M

Between $250M  and $500M

Between $500M and $1B

Between $1B and $5B

Between $5B and $10B

More than $10B

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* 23. Where is your organisation’s business primarily concentrated?

Africa

Asia Pacific

Central America

Europe

North America

South America

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* 24. Are you a Procurious member?

Yes

Next Level Procurement: Embracing GenAI and New Strategies for Whatever Comes Next

Question Title

* 1. What meaningful market shifts do you expect to occur in 2025? (Select all that apply)

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* 2. In your opinion, what is the likelihood that we see another black swan supply chain event (such as COVID, major conflict, Panama Canal, etc.) in 2025?

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* 3. How do you expect your specific role to change in 2025? (Select all that apply)

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* 4. How do you expect the role of your procurement team to change in 2025? (Select all that apply)

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* 5. What are your procurement team’s top two priorities for 2025? (Select two)

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* 6. Right now, how much pressure are the following factors putting on your procurement team?

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* 7. How much is your organisation embracing the following changes?

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* 8. Have you had to significantly rework your approach to procurement given all the changes of the past few years?

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* 9. How well does your procurement team respond and adapt to sudden market changes?

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* 10. What aspects of procurement at your organisation do you EXPECT to look very different in the next 5 years? (Select all that apply)

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* 11. What aspect of procurement at your organisation do you WANT to look most different in the next 5 years? (Select all that apply)

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* 12. Who are procurement's top three stakeholders right now? (Select three)

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* 13. What steps are you taking to increase stakeholder engagement right now? (Select all that apply)

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* 14. Which of these technologies are you accelerating the use of to produce better outcomes? (Select all that apply)

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* 15. Which best describes your organization’s current approach towards GenAI in procurement?

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* 16. What activities are you planning to use GenAI for in procurement in the next 12 months? (Select all that apply)

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* 17. What do you see as the greatest area of potential for GenAI in procurement?

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* 18. What best describes your view of the impact of GenAI on procurement?

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* 19. Which actions are you taking to unlock maximum value from GenAI? (Select all that apply)

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* 20. What business function best describes your role?

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* 21. What best describes the level of your role today?

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* 22. What best describes the revenue of your organisation?

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* 23. Where is your organisation’s business primarily concentrated?

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* 24. Are you a Procurious member?

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* 25. Please provide your email to receive a complimentary copy of the final report.

* 10. What aspects of procurement at your organisation do you EXPECT to look very different in the next 5 years?  (Select all that apply)