5 things EMEA procurement leaders need to know about AI adoption

I spend my days talking to procurement and finance leaders across Europe, the Middle East, and Africa. And lately, every conversation eventually turns to AI: where to start, what to prioritise, and how to avoid becoming another cautionary tale of technology adoption gone wrong.

When we analysed the 400 EMEA responses and compared the wider State of Spend report, drawing on insights from over 1,000 procurement and finance professionals globally, we found a very clear story. 

EMEA isn't actually behind on AI but instead taking a different path, a path which might actually be smarter in the long run.

Here's what the data tells us about where EMEA really stands, and what it means for leaders planning for this moment.

1. EMEA is active, but deliberately earlier-stage

The State of Spend data shows that while AI activity is high across EMEA respondents and the global average, EMEA respondents are more concentrated in the earlier phases. 49% are in exploration or early pilot phases with AI, compared to 43% globally. And only 41% have moved AI into production scenarios, vs. 49% globally. 

On the surface, this looks like EMEA is lagging, but I see it differently.

What I hear from leaders in the region is a more cautious and considered approach to AI adoption, one that accounts for operating model implications, enablement requirements, and governance from the start. 

This tells us that EMEA is cautiously thinking through the full picture before scaling. We’re fully planning on adopting AI, but are paying special care into how we'll do it in a way that actually sticks. 

2. The ‘readiness gap’ is real, but it's not about ambition

This one got my attention. Only 18% of EMEA respondents say they're "very prepared" to manage the change impact of AI adoption, compared to 26% globally. That's an 8-point gap.

Meanwhile, 63% describe themselves as "somewhat prepared," which suggests pockets of enablement, yet limited in scale.

I read this as EMEA being more realistic, not less confident. Leaders here understand that AI adoption is not actually a technology problem but a change management challenge. They're honest about the gaps across operating model, governance, data readiness and enablement that need to be filled before scaling.

For organisations looking to move faster it is pivotal to start to think about these necessary components and share with peers to move forward

3. Defensive value comes first

When we asked where AI would deliver the most benefit in the next 1-2 years, EMEA's priorities closely mirrored global trends, but with a distinctive emphasis. 

The top four areas were spend analytics and forecasting (48%), risk monitoring and mitigation (28%), supplier performance evaluation (25%), and contract drafting and redlining (21%).

Notice a pattern? These are all about visibility, risk reduction, and efficiency in high-touch processes. In EMEA, there's a signal that AI will lead with defensive value, like risk, visibility, and compliance, before offensive value.

What's encouraging is that very few EMEA respondents said they were unsure about where AI would deliver benefits, just 1.5%. That tells me the market is starting to see proof of real value. The conversation has moved past "if" to "where first."

4. EMEA wants evolution, not revolution

This might be the most distinctive EMEA finding in the entire State of Spend report.

When asked how AI will change their tech stack over the next 3-5 years, 42% of EMEA respondents expect AI to be embedded in existing platforms and ERPs, compared to just 37% globally. Meanwhile, only 37% expect a major architectural shift, versus 43% globally.

EMEA is more platform-centric and less disruptive than the global average. Fewer leaders here expect, or frankly have the appetite for, a fundamental rip-and-replace of their tech stack.

This doesn't suggest that EMEA is resistant to change. It means leaders want solutions that complement and augment the existing landscape to drive incremental value. They want AI that works within their systems, not AI that requires them to rebuild from scratch.

For vendors and internal teams alike, the takeaway here: lead with integration, not disruption.

5. The influence problem is structural

We asked respondents what single factor most limits procurement's influence in their organisation today. EMEA's answers were striking.

34% cited inflexible or slow processes, compared to 30% globally. 25% pointed to underinvestment in talent or technology, versus 21% globally. And only 15% said there were no major limitations, compared to 17% globally.

EMEA's influence problem is structural. Process friction is the main blocker, even more than other regions, and underinvestment in talent and technology is more acute in ours.

This tells me that the real value levers for EMEA aren't visionary AI narratives but speed, simplicity, and cross-functional user experience. Leaders need solutions that accelerate processes, reduce cycle time, and deliver practical capability uplift for both people and tools.

The Bottom Line: Orchestration over disruption

If there's one theme running through all of this data, it's that EMEA will transform through orchestration, not wholesale disruption.

We're AI-curious, value-driven, and pragmatic, but constrained by regulations, legacy processes, and change capacity. We're not looking for revolutionary pitches but practical paths from ‘proof of concept’ to production, embedded capabilities that work within existing systems, and enablement support that builds organisational confidence.

The organisations that get this right won't be the ones that move fastest but the ones that move smartest: building sustainable AI capabilities that deliver defensive value first, then scale.

That's the EMEA way. And I'd argue it's a path worth watching.

Want to see the full picture? Download the State of Spend report to explore the complete findings, including deeper cuts by region, company size, and industry.