Capgemini Helps Metropolitan Police Transform Budget Control

| Client story

Purchase to Pay project transforms visibility and
control over third party expenditure in move to world class corporate governance

“I would like to take this opportunity to thank Capgemini. The P2P Programme
is the benchmark for future Programme work within the Resources Directorate.”
Anne McMeel, Director of Resources, Metropolitan Police Service

The Situation

The Metropolitan Police Service (MPS) works for a safer London, policing 620
square miles across all 32 London boroughs and serving a resident population of
over 7.3 million as well as the 5.5 million visitors and workers who arrive every
day. Its £3 billion budget for external expenditure covers a complex range of
goods and services―everything from boats and batons to helicopters and horses.

The MPS was determined to match its world-class policing with world-class procurement
and corporate governance to improve cost effectiveness, achieve excellence in
matching supply and demand, and ensure contract compliance.

The Solution

Capgemini was called in to help transform Procurement and Finance aspects of
external spending. One key phase was a large scale Purchase to Pay (P2P) Programme
to build on highly effective earlier work by Capgemini at MPS, including procurement
opportunity analysis and finance functional review to lay a foundation of strength
in rigour, regulation and governance.

Building on this groundwork, the aim of P2P was to ensure a standardised, controlled
and transparent approach to managing all third party expenditure, associated processes
and increased corporate control. Critical key performance indicators spanning
the P2P process were agreed and rigorous monitoring processes put in place.

The Result

The MPS reports that as a result of the new processes and systems stemming from
the P2P programme, it is well placed to increase both visibility and control of
all third party expenditure. The specific targets that were set as part of the
programme are being met, including such key indicators as the percentage of expenditure
that is fully visible, percentage of expenditure managed through standard catalogues,
invoice-to-order matching, payment within statutory deadlines and contract compliance.

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