EUROPE holders and having a mandate from the top of the business to support the transformation .
“ That meant a lot of stakeholder engagement , presenting at different committees and getting people to support the aims and understand the journey that we were going on .
“ We also established a procurement steering group , which meant that senior parts of the leadership were part of shaping that journey , supporting the messages and driving the change .
“ Additionally , we established seven category boards across the organisation to look at areas of the business that had the most spend and to bring together stakeholders from the business who had a commonality of spend ,” he continues .
“ This allowed them to own and be a part of shaping the strategies . It allowed us to see how we could do things differently and really challenge the status quo . Those category boards were pretty much the
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