For Saudi Arabia
Phase 2 quietly ended the all-in-one ERP pitch in this market. A standard B2B tax invoice is now validated and stamped by the authority before you are allowed to issue it, which means your system is not the system of record for your own document — and with the twenty-fourth wave bringing the threshold down to the VAT registration threshold itself, that is not a large-enterprise problem any more. Every VAT-registered business in the Kingdom now runs more than one system. We are not here to argue you out of that. We are here about the part nobody else wants: the operation upstream of the invoice.
The fact that reshapes every shortlist
Phase 1 asked you to generate a structured invoice. Phase 2 asked you to hand it over. For a standard tax invoice — the B2B one — the document goes to ZATCA's Fatoora platform as signed UBL 2.1 XML, is validated in real time, comes back carrying the authority's own cryptographic stamp, and only then may be issued to your customer. A simplified B2C invoice is stamped on your side and reported within twenty-four hours instead. Either way, something that used to happen entirely inside your system now happens outside it, and the identifiers that come back are the authoritative ones.
Before
Customer, lines, quantities, net, tax and gross — plus the requisition, the purchase order, the delivery note and the stock movement that stand behind them. This part was always yours and it still is. It is also where the errors that get an invoice rejected are made.
The call
Signed XML goes to the platform from an onboarded generation unit holding its own certificate. ZATCA validates, stamps and returns the cleared document. Until it comes back you do not have an invoice to send — which makes this a live dependency in your sales process, not a background filing job.
After
A cleared XML, a UUID, a hash and a QR code. These now identify that sale to the authority, and every one of them was generated outside the system your operations team actually works in.
Our position on this is narrow and firm: we are not your ZATCA layer and we are not going to become one. What we will not do is pretend the seam is not there. The discipline that matters is that whatever comes back gets written onto our transaction record and the cleared document gets attached to it — because the moment that identifier lives on the sale, "show me every sale this month with no clearance record" is a report you can run on a Tuesday rather than a reconstruction you attempt during an audit.
What we keep being called about
None of these are compliance problems, which is exactly why they go unattended — the compliance work is loud and has a deadline, and this work is quiet and does not.
Your operations system thinks it raised an invoice. ZATCA holds the one that legally exists. Between them sits a reconciliation nobody owns, and it stays invisible for exactly as long as nothing goes wrong.
Riyadh to Jeddah is further than most European countries are wide, and Dammam is a day the other way. Stock in three regions with no in-transit visibility is not a reporting gap, it is three businesses being run as one on trust.
Delivered to site, signed for on a phone or not at all, consumed against a job that gets costed at month end from someone's recollection. The variance is real and it is discovered far too late to act on.
Materials in one system, subcontractors in another, plant hire on an email, labour cost in payroll. The loss-making job is identifiable — just not until the retention conversation, by which point the argument is about blame rather than money.
Where the edges actually fall
ZATCA is the seam everyone can see. There are two more, and a Saudi operation of any size is already living with all three. It is worth drawing them explicitly, because the vendor conversation gets much shorter once everyone agrees where the edges are.
Across the seam
Cleared XML, cryptographic stamping, certificate onboarding for each generation unit, the Fatoora API and its failure modes, VAT returns, Zakat and corporate income tax.
Who supplies it
A ZATCA-accredited e-invoicing provider or a certified local package, plus your tax adviser. Not us — no part of this is built, and we say so on the record below.
Across the seam
Interim payment applications, bill-of-quantities remeasurement, retention held and released, variations, and subcontractor back-charges. The contractor's valuation cycle.
Who supplies it
Your quantity surveyor's measurement package, or the main contractor's own portal, which on a large project you will be made to use regardless of what you bought.
Across the seam
Mudad wage files, GOSI contributions, Qiwa contract registration, Nitaqat banding and iqama renewals. Worth understanding as an operations dependency, not a payroll chore: miss a deadline here and establishment services can be frozen — which means no work permits and no renewals until it is cleared.
Who supplies it
A Saudi payroll bureau or an HR platform that lives inside those government portals. Our maintained statutory payroll engine covers Kenya only.
Strip out all three and what remains is the operation itself — the part that actually consumes your working capital and the part that, in our experience of this market, is running on a spreadsheet and a foreman's memory while everyone's attention is on compliance.
The seams are the product as much as the middle is. A system that cannot accept an identifier from the fiscal layer, or cannot export cost in the shape your QS needs, has not avoided the seam — it has just moved the work onto a person, and that person is usually one finance manager with a spreadsheet and no cover.
Operations in Saudi Arabia
The clearance argument is above and it is the right one for this market. The operational consequence of the map is what this section is about. Riyadh to Jeddah is further than most European countries are wide and Dammam is a day the other way — so stock, tools, materials and job cost are all distributed across distances that make "go and look" impossible, and every one of them has to be answerable from a record instead.
Inventory
Three regions, site stores and vans as real positions
Each one a distinct location with governed transfers between them, in-transit held as a state, blind counts and valued variance. A branch a thousand kilometres away becomes a row you can query rather than a colleague you have to telephone.
Assets
Tools with a named holder, not a last known region
Check-out and check-in, condition recorded at each hand-off, and movement history — so the second time you buy something you already own becomes a preventable event rather than a discovered one.
Projects
A job's cost while it is still running
Materials, subcontractors, plant, expenses and labour cost attributed to the job as they happen rather than assembled at month end. The loss-making job you can still do something about is the one being costed today.
Procurement
Approvals that refuse across a distance
Requisition, a threshold that blocks rather than warns, quotation comparison with the award reason recorded, and three-way matching before money moves. Where the person committing spend is a day's travel from the person accountable for it, a warning is not a control.
Offline operations
Materials issued on site without a signal
Issuing and returning stock, transfers between stores and asset movements keep working in a yard or on a site with no coverage and sync once on return. Materials that leave the store and become a memory is the failure this closes.
Landed cost
Import cost that reaches the goods, not the overhead
Freight, insurance, customs, clearing and handling attached to the receipt they belong to and carried into the unit cost you price against, at the rate actually paid.
What none of this does is shorten the distance or speak to ZATCA. The seams and what sits on each side of them are set out in full below — this section is only the claim that an operation spread over a thousand kilometres should not need somebody to remember where things are.
Scope, stated plainly
This is the longest right-hand column of any market page we publish, and we are not going to bury it below a demo request. Read it before you spend an hour with us.
Running in the product today
On the roadmap — and commissionable now
Where we point you to a specialist — both belong to a professional who signs the filing
Every item in the middle column is buildable. ZATCA integration against a published specification, an Arabic interface, Mudad and GOSI output and a contractor's valuation cycle are all ordinary, priceable builds — and Kenya's eTIMS transmission exists because a client needed it and commissioned it. Ask and we will come back with a written specification, a timeline and a price. The sequencing advice stands regardless: buy clearance from a provider who already holds it, and buy it before you buy us.
Six items, and three of them are things a Riyadh vendor would ship as standard. Read that as a purchase decision rather than a disclaimer. If ZATCA clearance or a Mudad file has to come from the same box as your stock system, buy locally — we will say so on the first call and we will not try to talk you round. If your compliance layer is already settled and what is actually costing you money is materials, plant, cost and evidence, then the left-hand column is the whole conversation.
How this starts
Settle who provides ZATCA clearance and check your obligation directly with ZATCA rather than with any vendor — waves are notified to taxpayers individually. Nothing below should be decided until that is answered, and no software company should be the one answering it.
For each seam: name the system, name the human owner, and name the field that carries an identifier across. Most of the pain we are called in for is a seam that was never drawn, so nobody noticed it had no owner. This costs an afternoon and it is the highest-return hour of the whole project.
One live job or one real month, with materials received on site, plant issued against it, purchases matched and cost attributed. If the true position at the end does not tell you something you did not already know, stop — you do not have a system problem.
Read before you shortlist
Phase 1 asked you to generate a structured invoice. Phase 2 asked you to hand it over before you may issue it. That is not a bigger compliance task — it is a different architecture, and it means your system is no longer the record of its own invoice.
Contractors buy the half that argues for money and improvise the half that spends it. A worked look at where a thin margin actually goes — a variation claim lost to a notice period, and plant hired in that the business already owned.
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.
This till takes cash, one mobile-money rail and a card. It briefly took a fourth on refunds — store credit — which reversed the sale, returned the stock, and recorded the debt to the customer nowhere at all.
A report schedule in this product carries its own timezone and computes its next run in it. The deadline engine three modules away has no timezone at all. The capability exists, once, in the place where getting it wrong matters least.
Copying a project rebuilds the whole structure — tasks, subtasks, dependencies, milestones, checklists — and deliberately resets every date, assignment and trace of progress. The list of what it resets is the most opinionated thing in the module, and we can tune it to your templates.
Questions we are asked here
No, and there is no partial answer hiding behind that. We do not onboard a generation unit, we hold no cryptographic certificate, we do not produce UBL 2.1 XML, we do not apply a stamp, and we make no clearance or reporting call to Fatoora. Our only fiscal e-invoicing integration anywhere in the product is Kenya's eTIMS, and it is not portable to another regime. Because the integration phase now reaches essentially every VAT-registered business in the Kingdom, this means AWRA cannot be the system that issues your tax invoices in Saudi Arabia — full stop. Confirm the scope and timing of your own obligation with ZATCA or your tax adviser; waves are notified to taxpayers directly and a vendor is the wrong source for it. That is on the roadmap rather than a boundary, and it is commissionable now. The specification is published and the obligation is defined, which makes this an engineering project with a scope rather than an open question. Kenya's eTIMS transmission and its maintained statutory payroll engine both exist because Kenyan clients needed them and commissioned them — neither arrived on a roadmap by itself. If this is the thing standing between you and a decision, say so and we will come back with a written specification, a timeline and a price before you commit to anything. What we will not do is print a date nobody has paid for. The sequencing advice on this page stands regardless: buy the clearance capability from a provider who already holds it, and buy it before you buy us.
A ZATCA-accredited provider or a certified local package owns document issuance and clearance. AWRA runs the operation upstream and around it — procurement, stock, site materials, plant, cost and evidence. The seam is the part worth negotiating: we would insist that the UUID, hash and clearance status come back and get written onto our sales record, and that the cleared document is attached to the transaction. That single discipline is what turns "are all our sales cleared?" from an audit-week reconstruction into a report. It is also the question to put to whichever provider you pick, because not all of them will hand the identifier back cleanly, and finding that out afterwards is expensive.
The riyal ships as a base currency preset and 15% ships as a built-in VAT rate, with net, tax and gross separated on every sales and purchase line at the point of capture. Two honest caveats. First, we ship one maintained preset rather than a maintained rate history, and we do not interpret zero-rating, exemption or reverse-charge positions — a preset is a default you own, and the treatment is a question for ZATCA or your adviser. Second, the peg to the dollar means the riyal is rarely where your currency risk lives; it sits on what you import in, which is why foreign-currency purchases here stay in their own currency at the rate actually applied rather than a standing monthly one.
No — English only, no right-to-left layout, and documents produced in English. We want to be blunt rather than reassuring, because this is the single most common reason we are the wrong fit in this market. In the UAE the commercial floor overwhelmingly already runs in English and it is usually a non-issue. In Saudi Arabia that is much less reliably true: Arabic is the working language for a large proportion of site supervisors, storekeepers and finance staff, and you may be expected to issue Arabic-language documents. Test it with the people who would key transactions, not with your finance director, and treat a "they will manage" as a no. That is on the roadmap rather than a boundary, and it is commissionable now. Mirrored layout, numeral formatting and column order — engineering, priced as engineering, with a customer-facing document shown to you before you commit. Ask and we will scope it.
No to all of it. Our maintained statutory payroll engine covers Kenya only, so no wage file is produced for Mudad or the Wage Protection System, no GOSI contribution is calculated or remitted, no contract is registered on Qiwa, and no Nitaqat banding is tracked. This one deserves emphasis over the usual payroll disclaimer, because in Saudi Arabia these are not merely financial obligations — a missed GOSI or wage deadline can freeze services tied to your establishment, including work permits and iqama renewals, which stops hiring rather than just costing a penalty. Keep that with a Saudi payroll bureau or an HR platform wired into those portals. What travels is the employee side: records, contracts, leave with balances, and payroll cost allocated to projects and cost centres. That is on the roadmap rather than a boundary, and it is commissionable now. A Saudi engine with GOSI on live records, wage files in the expected layout and a visible Nitaqat position is the same kind of build the Kenyan engine was. Kenya's eTIMS transmission and its maintained statutory payroll engine both exist because Kenyan clients needed them and commissioned them — neither arrived on a roadmap by itself. The advice we would give before you ask: a local bureau already filing every month is cheaper than commissioning us and correct by default. We will take the build if you want it; we would rather you did not need it.
No, and we would rather you knew it now than in month four. There is no interim payment application, no bill-of-quantities remeasurement, no retention held and released against a certificate, no variation register and no subcontractor back-charge workflow. Our project module is budget, hours, milestones, cost rates and cost attribution — the cost side, not the valuation side. What we do cover properly is the half that usually leaks: materials procured and received against a job, site stores as real stock locations, plant and tools under named custody, consumption attributed to the project, and offline capture that works where there is no signal. Most contractors we work with keep a measurement package for valuation and use us underneath it, which is a stable split as long as the export between them is agreed at the start. That is on the roadmap rather than a boundary, and it is commissionable now. An interim valuation cycle — applications, certified amounts, retention held and released, remeasurement against a bill of quantities — is a real module and a real quote rather than a configuration flag. It is also the most requested item on this roadmap. If this is the thing standing between you and a decision, say so and we will come back with a written specification, a timeline and a price before you commit to anything. What we will not do is print a date nobody has paid for.
Nairobi, with remote onboarding and live training in English — and unusually, no time difference at all: Riyadh and Nairobi are both UTC+3, so your working hours and ours are the same hours. The working week does differ, and it is configured rather than assumed: set Friday and Saturday as your non-working days once and the organization's leave arithmetic, workflow due dates and escalation timers, and helpdesk response clocks all read that setting, along with the public holidays you enter. An approval deadline will not fall due on your weekend because the system assumed a Saturday–Sunday one.
Come with a real project or a real month of purchasing. We will map the three seams against whatever you already run, show you the middle working on your own numbers, and tell you plainly if a Riyadh vendor is the better buy. That last part happens more often than you would expect from a sales page.
