English: I think that the main reason for the lack of success in this area is, firstly, when they chose which software to encourage the public sector to use, we as people in procurement didn't get much choice as to which software was available. They have included the framework that comes out of central Government in London, as part of the Office of Government Commerce at the time. So, to start, we had software, but clearly we didn't have much input as to which software we were going to use. To that end, Denbighshire County Council went with different software called PROACTIS, and we did so - and the main reason was that we wanted one software that cut across the procurement round from start to finish, so including tendering, managing contracts, orders, invoices, and so forth. But what we had was a number of different solutions that cut across that procurement round. So, clearly our strategy was to have one e-procurement provider across the whole procurement round, and not to try to have four or five different types of software and try to get them to talk to each other. So, that was one main reason. The second, I think, is: from having the software from the start of the journey, it was clear then that we needed to implement that software across 10 departments and so on. That has taken us three, four, five years of having someone appointed for implementing software, training staff within the departments, supporting calls from staff about the use of the system, and also moving that software onwards with enhancements to make the software work better. So, if you haven't had someone who will be dedicated to the implementation of that software, then clearly you are going to struggle to get the benefit from the investment. Then, clearly, that it is one of the main reasons why people haven't been able to justify employing a dedicated person to implement the software across the whole council. And in general, the software has been limited just to the corporate procurement department where, for example, we have 10 members of staff. But that, again, doesn't bring the benefit where we have 200 staff in the departments who need similar devices to do their daily procurement work.
Welsh: Rydw i'n meddwl mai'r prif reswm am y diffyg llwyddiant yn y maes yma ydy, yn gyntaf, pan wnaethon nhw ddethol pa feddalwedd i annog y sector cyhoeddus ei defnyddio, nid oeddem ni fel pobl yn y maes caffael yn cael llawer o ddewis pa feddalwedd a oedd ar gael. Roedden nhw wedi cynnwys y fframwaith sydd yn dod allan o'r Llywodraeth ganolog yn Llundain, fel rhan o'r Office of Government Commerce ar y pryd. Felly, yn sicr, i ddechrau, roeddem ni'n cael meddalwedd, ond yn amlwg nid oedd gennym lawer o input o ran pa feddalwedd yr oeddem yn mynd i'w defnyddio. I'r perwyl hwnnw, mi wnaeth Cyngor Sir Ddinbych fynd efo meddalwedd gwahanol o'r enw PROACTIS, ac mi wnaethom ni hynny, a'r prif reswm - roeddem ni eisiau un feddalwedd a oedd yn mynd ar draws y cylch caffael o'r cychwyn i'r diwedd, so gan gynnwys tendro, rheoli contractau, archebion, anfonebau, ac yn y blaen. Ond beth gadwyd oedd nifer o solutions gwahanol a oedd yn mynd ar draws y cylch caffael yna, felly. So, yn amlwg, ein strategaeth ni oedd cael un darparwr caffael electronig ar draws yr holl gylch caffael, ac nid i drio cael pedwar neu bum gwahanol feddalwedd, a thrio eu gwneud nhw i siarad efo'i gilydd. So, dyna'r prif reswm. Yr ail reswm, rydw i'n meddwl, ydy: o gael y feddalwedd, roeddem ond yn cychwyn ar y siwrnai, ac roedd o'n amlwg wedyn fod angen 'implement-io' y feddalwedd yna ar draws 10 o adrannau ac yn y blaen. Mae hynny wedi cymryd tair, pedair, pum mlynedd o gael rhywun yn benodedig ar gyfer 'implement-io' y feddalwedd yma, hyfforddi staff o fewn yr adrannau, cefnogi galwadau gan staff ynglŷn â defnydd o'r system, a hefyd symud y feddalwedd ymlaen gyda enhancements i wneud i'r feddalwedd weithio'n well. So, os nad ydych chi wedi cael rhywun sydd yn mynd i fod yn dedicated i 'implement-io' y feddalwedd yma, yna yn amlwg rydych yn mynd i 'struggle-io' i gael y budd allan o'r buddsoddiad. Wedyn, yn amlwg, mae hynny yn un o'r prif resymau nad ydy pobl wedi medru cyfiawnhau cyflogi rhywun penodol i 'implement-io' y feddalwedd ar draws y cyngor i gyd. Ac yn gyffredinol, mae'r feddalwedd wedi cael ei chyfyngu jest i'r adran caffael corfforaethol, lle mae yna, dywedwn ni, 10 o aelodau staff. Ond nid yw hynny, eto, yn dod â budd lle mae 200 o staff yn yr adrannau angen teclynnau tebyg er mwyn gwneud eu gwaith caffael bob dydd.