As GenAI becomes mainstream across the organization, procurement teams can begin to harness new tools to increase efficiency and strategic value. Leadership is increasingly expecting AI projects to deliver both tangible value and cost savings. This dual mandate has become the baseline threshold for AI initiatives, particularly those that go through procurement channels where measurable ROI is critical for approval and ongoing investment.

According to a 2025 report by Boston Consulting Group, procurement functions can reduce their overall costs by 15%-45% by using AI. They can also eliminate up to 30% of existing work for stakeholders with AI, freeing up capacity for more strategic work. Those who have only used Generative AI for personal use, such as creating videos or asking basic questions might be surprised to find that Generative AI can enable procurement teams to draft RFx documents with a simple prompt, summarize all supplier responses in seconds, automatically route stakeholders to the correct workflows, and greatly accelerate approvals and risk detection. These metrics demonstrate exactly the kind of measurable value and savings that executive leadership expects from AI investments moving through procurement approval processes.

This is not to say that GenAI is magic, although it can seem that way at times. The user still needs to have a vision and understanding for what they want to buy, figure out what makes one supplier response more valuable than another, and define the governance and guardrails associated with responsible procurement. However, the value of Generative AI in procurement is foundationally based on the ability to define procurement policies in plain language and then allow a GenAI-empowered system to assign the most optimal workflows, purchasing channels, and parameters to bring suppliers onboard and rapidly procure business-enhancing goods and services.

Generative AI in procurement is not just about doing more, faster. It is about unlocking capacity for higher-value work, such as supplier innovation, stakeholder alignment, and risk strategy. With personalized outputs based on roles, generative tools can feel more like team members than tools.

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