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engine rooms of the transformation .”
On top of this , the organisation also introduced No Purchase Order ( PO ), No Pay , to allow for easy order tracking , timely supplier payments and increased visibility of spending . In fact , whilst the organisation used to have around 60 % compliance with No PO No Pay , it now has around 97 % compliance .
Yet , of course , perhaps most importantly it is the people who contribute to operational excellence . As such , the City of London Corporation has made significant efforts to upskill and train its team . The body also underwent a complete restructuring which ensured its team had a greater balance of skills and qualifications .
“ We significantly invested in training . So , when I first joined the organisation there were around three or four CIPS qualified employees – today there ' s around 17 with another five or six training ,” said Bell .
“ On top of this , we also deveoped a soft skills programme called Impact and Influence , because not only do we need the core procurement skills , we also need people with right soft skills . “ Procurement is about getting stakeholder buy-in , having people take risks , considering new ways of doing things , being able to negotiate and being able to deal with pushback .
“ So , we developed a course and that ' s really helped people become confident in how they deliver orally and in a written way , and we also went out to the market and tried to hire the best people which is not easy in a competitive marketplace .”
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