THE BRITISH COLUMBIA LOTTERY CORPORATION
specifically , back in 2005 . Bolen describes the procurement focus at that time as being “ purely transactional ”, essentially placing orders and taking orders . There was no vendor performance or contract management , the systems were antiquated , and there were only a handful or strategic sourcing events each year .
But that had to change for the business to move forward , as Bolen explains .
He says : “ There was a real need to centralise procurement and then , looking at how the company as a whole was really entrepreneurial and innovative , we needed to apply that approach to how we procure as well .
“ We really changed up our strategic sourcing methodologies and we adopted a new public procurement standard , allowing for better decision making through indepth engagements with vendors .
“ That obviously involved addressing some of the demands of our internals customers , which in turn , allowed us to make better business decisions with sourcing .”
Leading up to that initial transformation phase , starting in 2005 , BCLC had adopted a new Enterprise Resource Planning system , which allowed transactions to be processed more efficiently . The Corporation then employed purchasing cards for the first time as part of a move to modernise all operations . That resulted 102 July 2017