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Migrating off spreadsheets, counting stock into a new system, opening balances, designing roles before go-live, and the first ninety days after.
The UAE has more competent implementers per square kilometre than anywhere else in this corpus, so the interesting question is not who can do it. It is which of three quite different products you are actually shopping for — and where an international vendor should honestly lose.
Clearance ended the all-in-one purchase in this market and nobody updated the shortlists. Where the three seams fall, what to score vendors on, and the cases where we would tell you to buy from a Riyadh vendor instead.
Configuration takes a week. What takes ninety days is the organisation deciding which of its four stock figures is real, who is allowed to write off damage, and what replaces the WhatsApp group that currently approves purchases.
The instinct is to bring eight years across. That is how a clean system ends up full of dirty data. The three categories of record, only one of which travels, and the four hours of deduplication that decide whether your reports mean anything.
The figure you type on day one is what every future variance is measured against. Why the opening count has to be blind, what a proper count costs against copied figures, and how to value stock you are counting in.
Stock gets counted; the financial side has no equivalent. With no manual journal entry, an opening position arrives as real documents or not at all — plus why your chart of accounts has no numbers, and where the statutory book stays.
Six ways a rollout dies, ranked by how often we see them, and every one is organisational rather than technical. A missing feature has never been the cause — and the two that kill projects on their own are decided in a meeting, not bought.
Phasing is the safe answer and it is not free — you pay in a seam somebody carries by hand. Which modules genuinely cannot be separated, and the three situations where switching everything on at once is the better risk.
Two hours before go-live, permission design is politically free. Six months later it costs a week and makes enemies. How to build roles from the four separations that matter, against 255 permissions — and where the model stops.
A full day in a room three weeks early teaches almost nothing, and everyone involved knows it. Twenty minutes, one role, one task, at the moment of need — plus one uncomfortable rule about who should train the storekeeper.
Running both systems is correct for one module, for four weeks, with a stop date announced in advance. The weekly reconciliation that makes the double work worth it, and the one thing that destroys the test entirely.
Exit terms are the cleanest signal about how a vendor thinks, and you have most leverage over them before you join. The four questions, the answer almost no SME vendor gives well — attachments — and our own honest position.
Rollouts stall on small ambiguous decisions nobody has authority to settle. What the owner actually decides, the twelve to fifteen days it costs, why it should not be the IT person, and the six things to hand them in writing.
Go-live is the start of the work. The three numbers to record before you switch on, the four reports worth thirty minutes a week, why every threshold you configured is a guess until day 60, and the four signs it is genuinely being used.
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