Middle East case library: 8 projects across 8 industries

Challenge

Orders came from several countries with different prices and terms. Letters of credit and payment conditions were complex, and document discrepancies frequently delayed negotiation. Multi-currency settlement was consolidated in spreadsheets, so exchange-rate losses stayed invisible.

What we delivered

• Order and terms management generating contract points by customer, destination and Incoterm
• LC and document control covering document checklists, presentation milestones and discrepancy records
• Multi-currency settlement separating receivables and payables by currency, with exchange differences accounted separately
• Profit analysis by order covering purchase cost, freight, duty and net margin

Outcome

Document discrepancies are identified before presentation, so negotiation runs more smoothly. Exchange gains and losses are separately visible, quotations have a basis, and true profit per order can be calculated.

Challenge

Several sites ran in parallel with progress reported by weekly email and phone. Payment applications were repeatedly returned for missing documents, lengthening collection. Subcontract settlement was disconnected from client acceptance, and cost overruns surfaced too late.

What we delivered

• Progress reporting by work item and milestone, with site photographs and acceptance records attached
• Payment applications generated from contract milestones, with document checklists and approval flow
• Subcontract settlement covering subcontract terms, completed quantities and deduction rules
• Cost dashboard comparing budget, committed cost and forecast cost to complete

Outcome

Payment applications are more complete, reducing back-and-forth. Subcontract settlement now aligns with client acceptance, and cost overruns are flagged mid-project rather than at completion.

Challenge

Project demand clustered around construction milestones, and unclear stock and in-transit positions forced emergency purchasing. Inventory was not shared between warehouses, and delivery notes frequently failed to reconcile against project accounts.

What we delivered

• Multi-warehouse stock and in-transit visibility, with stock reserved against projects
• Project requirement planning and delivery scheduling in batches aligned to construction milestones
• Delivery receipt and project reconciliation with discrepancies traceable to documents
• Supplier and purchase price history supporting comparison

Outcome

Reserving stock for projects reduced emergency purchasing. Delivery notes and reconciliation share one basis, cutting settlement disputes, and procurement has historical price comparison to work from.

Challenge

Menus existed only in English and Chinese, making ordering difficult for local guests. Delivery platforms charged high commissions while in-house ordering was weak. Opening hours and set menus change during Ramadan and the system could not keep up.

What we delivered

• Menus in Arabic, English and Chinese, with QR ordering
• In-house ordering and delivery covering dine-in, pickup and delivery fulfilment
• Time windows and set menus configured separately for Ramadan and the rest of the year
• Membership and stored value usable across locations

Outcome

Local guests order without staff explanation. The share of in-house orders rose, reducing platform dependence, and the Ramadan switch no longer requires editing every channel by hand.

Challenge

Goods movement between the free zone and the mainland follows complex rules, and documents were error-prone. The warehouse ran on spreadsheets and could not locate goods in peak season. Customers called operators to ask about shipments.

What we delivered

• WMS covering receiving, put-away, picking, dispatch and stock counts
• Clearance and transit documentation with missing-item alerts
• Customer portal for self-service inventory and order status
• Temperature zone and key-area monitoring with threshold alerts

Outcome

Document errors fell and transit procedures run more smoothly. Goods are located by bin location rather than by asking colleagues, and self-service enquiry reduced pressure on operators.

Challenge

Each store operated its own point of sale and member data was never consolidated. The reach of promotional activity was not recorded. Inventory and sales were disconnected, so fast movers were out of stock in some stores and overstocked in others.

What we delivered

• Unified point of sale and product master data, with per-store pricing
• Membership and points usable across stores, with Arabic and English interfaces
• Promotion rules with redemption analysis
• Shared inventory with inter-store transfer suggestions

Outcome

Consolidated member data supports segmented marketing, promotion results are measurable, and inter-store transfers improve turnover of fast movers.

Challenge

Plants were spread across remote areas and inspection meant travelling to each site. Generation anomalies were noticed late, with losses unquantified, and maintenance work orders were disconnected from spare parts management.

What we delivered

• Inverter and meter data acquisition with live generation and efficiency monitoring
• Anomaly diagnosis for string mismatch, communication loss and cleaning reminders
• Work orders and spare parts: fault dispatch, handling records and parts consumption
• Generation revenue reporting compared by plant and by month

Outcome

Generation anomalies are identified the same day, reducing hidden losses. Inspection moved from scheduled site visits to dispatch by exception, and spare parts consumption is recorded, giving procurement a basis.

Challenge

In peak season several groups ran simultaneously, with vehicles, guides and hotels scheduled in spreadsheets. Last-minute changes were handled by phone and frequently conflicted. Settlement was calculated manually per group and costs often overran.

What we delivered

• Group management and resource scheduling for vehicles, guides, hotels and attraction time slots
• Itineraries generated automatically and synchronised to the guide app in real time
• Cost and settlement consolidating resource cost and revenue by group
• Client portal for self-service itinerary and voucher access

Outcome

Resource conflicts are caught at scheduling stage, last-minute changes reach all parties simultaneously, and per-group cost is clear enough to keep quotations reliable.