AI IN PROCUREMENT

AI enables the development of advanced tools for real-time behavioural and activity monitoring and analysis.

Because these systems adjust to evolving risk landscapes, they continuously improve organisational monitoring functions in domains including regulatory compliance and corporate governance.

They can also progress beyond early warning mechanisms to become early learning frameworks that proactively prevent threats from becoming real.

GEP published a report looking at how the technology is working and how it helps identify risks ahead of time. The company points towards how AI can look at how suppliers perform in a range of different categories and give them a score. As teams review these metrics, they can recognise high-risk suppliers at an early stage, secure more favourable terms and execute vendor selection decisions grounded in data analysis.

GEP argues that this is significant because selecting dependable vendors constitutes a substantial portion of effective supplier risk management – calling it“ half the job”.

It adds:“ It’ s not just about risk scores and performance data analysis. It’ s also the speed at which AI provides the analysis that makes all the difference. Equipped with large language models and machine learning algorithms, AI provides recommendations for supplier selection and associated risks much faster than traditional methods. This speed to value improves decision-making.”

Companies that experienced some form of supply chain disruption in the last year

Jeff adds on AI:“ Picture an expert companion on the train who can instantly read the puzzle and shine a light on bumps ahead that humans might miss. Because when you’ re trying to solve a puzzle before your stop, every second matters.“ That’ s what several AI-powered tools offer supply chain teams: rapid data analysis, pattern recognition and smart recommendations.

“ It’ s easy to chase the hype with AI. But at GM, we view it as a practical, transformative force. It is a competitive advantage to unlock enterprise-wide innovation and efficiencies up and down the value chain, from manufacturing and supply chain to the customer experience.”

Disruption management is not optional Sphera commissioned a survey of 200 Chief Procurement Officers( CPOs) and Chief Supply Chain Officers( CSCOs) across the United States and the United Kingdom. Conducted in September 2025, the research examined how often disruptions occur, what business impacts they create and how leaders are preparing to adapt their supply chains in an era of accelerating volatility.

98 February 2026