ent to PPI ’ s Board of Directors , and they will provide the vision of conducting business in a wider and more impartial way . The fourth and last pillar is the design and implementation of an Internal Control System for which the mapping of every process was carried out . This was done with the purpose of identifying every one of the risks and controlling them . In addition , KPIs ( Key Performance Indicators ) were documented and / or elaborated , and they measure the efficiency of every one of said controls . “ From the point of view of Compliance , we ’ ve implemented and set in motion a very robust and integral system trusting that it is the best system of its kind in all of PEMEX ’ s subsidiary companies ,” Escobedo says .
Moreover , we ’ ve been successful in strengthening the company through training its staff . To this day , 75 % of PPI ’ s staff in charge of procurement operations on account and behalf of PEMEX is certified in Purchasing and Supply Chain Management by the University of Houston . By the end of 2019 , it ’ s expected that every employee carrying out procurement functions at PPI will have this certification .
The three pillars that steered PPI ’ s sailboat had a positive impact not only in terms of the benefits generated for PEMEX but also on PPI ’ s finances , as Escobedo explains : “ When I arrived in 2017 , PPI ’ s financial statement for the year 2016 showed that PPI had operational losses of 35.4 %. At the close of 2017 , after carrying out very important work in budget cutbacks , optimizing the use of resources , and implementing austere measures , we got an operational utility of 10.1 %. In addition , the
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