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For Senegal
Statutory accounts belong with your expert-comptable. Payroll belongs with a Senegalese specialist. What is left is the operations layer — what you hold, what you committed to, what it cost and who approved it — and that is the whole of what we sell.
The order a Dakar buyer actually buys in
A Dakar finance director buys in a settled order, and the order is right. The problem is that the third purchase is defined by subtraction — it is whatever is left once the first two have done their jobs properly — and a thing defined by subtraction is very easy not to notice you need until an operation has grown past the point where one person can hold it.
The expert-comptable
Statutory accounts in the OHADA chart, the presentation, the filings, and professional responsibility for all of it.
What it leaves for somebody else They can only work from what you hand them. Nothing in that engagement produces the underlying record; it consumes one.
The payroll specialist
Senegalese payroll properly — IPRES, CSS, IR — calculated, declared and filed by somebody who does it every month.
What it leaves for somebody else Payroll knows what people cost. It does not know which programme, site or contract that cost belongs to, and that allocation is not a payroll question.
The operations layer
What you hold, where it is, what you committed to, what it actually cost and who approved it — captured as the work happens rather than reconstructed afterwards.
What it leaves for somebody else Nothing, and that is the point. This is the remainder, and it is the whole of what we sell.
Two honest consequences of that ordering, and both cost us business. If you have not made the first two purchases, make them before you talk to us — an operations layer feeding a bookkeeping arrangement nobody owns produces tidy records and an unfiled year. And if one person can still hold the whole operation in their head, the third purchase is premature; come back when the second site opens. We would rather write both sentences here than sell a licence somebody abandons in month four.
Operations in Senegal
The hero gives away the whole commercial position: the first two purchases are the expert-comptable and the payroll specialist, and we are the third. The reason the third one gets underestimated is that its questions sound like accounting questions and are not. What do you hold, where is it, what did you commit to, what did it really cost and who approved it — an accounting package answers the last of those after the fact and none of the first four at all.
Inventory
Corridor stock that is somewhere for a week
Goods moving from Dakar to Bamako or into the interior are in a state most systems have no word for. A transfer is confirmed on arrival rather than on despatch, so the week in between is visible rather than being a discrepancy reconciled later.
Stock transfers
Transfers with custody and variance on both ends
Who released it, who received it, what arrived and what the difference was worth. A transfer that departs full and arrives approximate is the most common untracked loss in the region, and it is only untracked because nobody made receipt an event.
Procurement
A commitment recorded when it is made
Requisition, refusing threshold, RFQ comparison with the losing quotes kept, purchase order and three-way match. The gap between committing money and the invoice arriving is where a programme budget quietly goes.
Project cost
Programme cost recorded as it happens
Site, programme, funder and cost centre captured at entry rather than allocated at reporting time, so a burn rate is a filter and a donor report is an export rather than a reconstruction.
Assets
Custody on everything that leaves Dakar
Named custodian, location, condition at each hand-off, movement history and documents attached. For a Dakar head office running operations in three countries, this is the register that answers the question an ownership list cannot.
Offline operations
Capture at sites the network does not reach
Stock transfers, inventory check-out and check-in, and asset movements recorded offline on mobile and synced on return — the same design that runs upcountry East Africa, applied to the same problem.
On running Mali and Guinea from Dakar, which is the most common shape here: each country is its own set of locations, its own currency behaviour and its own approval chain, under one head office view. Amounts in different currencies are never converted and added together in a report — you scope the report to a currency or you see the largest slice with the rest disclosed, because a single blended figure would be a number that is true of nothing.
Recognisable, we hope
A statutory ledger, a payroll engine and an operations system are entirely different products, and "un ERP" is used for all three. Buying the wrong one is the most common expensive mistake in this market.
Cargo landing in Dakar for Bamako is neither in your warehouse nor at your customer for several days. Ask on a Tuesday how much you own in transit and you get a pause, a phone call and an estimate.
Most of what an expert-comptable bills a smaller business for is establishing what happened — which receipt, whose approval, why the stock moved. That is not accounting, and you are paying professional rates for it.
The shared CFA franc removes the exchange rate between member states and nothing else. A combined figure across two tax jurisdictions adds up perfectly and means nothing administratively.
Running in the product today
Absences — on the roadmap, and commissionable now
What we would decline, and would rather say now
The middle column is absences rather than positions, and each is commissionable now on a written specification, a timeline and a price agreed before any money moves — and for French we would show you a customer-facing document before you signed anything. Kenya is the evidence that this is a real offer rather than a sales line: its eTIMS transmission and its statutory payroll engine were both built exactly that way, by clients who needed them and paid for them.
Take the language row first and the rest afterwards. If your storekeepers and site supervisors work in French, a Senegalese vendor already shipping it starts where we would be finishing, and that is the rational purchase — the rest of this page only matters once that question has an answer you can live with.
How this starts
Statutory ledger, payroll, operations. Decide which you actually need before any demo. Most organizations need two of the three and almost nobody needs all three from one vendor.
Our interface is English and prints in English. Test it at your least-trained site, not at head office, and ask two real customers how an English invoice would land. If it fails, buy locally and we will say so.
What they receive, in what form, on what date — one page, agreed before go-live. It is the single highest-return hour of the whole implementation.
Read before you shortlist
Dakar buyers are usually shopping for three different things at once and calling all of them "ERP". Separate the operations system from the statutory ledger from the payroll bureau, and the shortlist writes itself.
A numbered, nine-class chart of accounts is not a preference in OHADA countries — it is the law. Our ledger has no account numbers at all. Here is why that is the right design, and exactly how the handoff should work.
The CFA franc removes the exchange-rate problem between Dakar, Abidjan and Bamako — and removes nothing else. Why the shared currency makes regional groups underestimate what a border still costs them.
Operations registers the truck once. Your expert-comptable registers it as four things with four different lives, because under the harmonised plan you do not choose your asset classes and a significant machine is not one depreciable object. The two documents agree on the total and disagree on how many things exist — and nothing tells you, ever.
Six markets, one currency, and three purchases that get bundled into one conversation. Two of the three are better bought locally, and one of them should be bought before us.
Goods in transit are on your balance sheet and in nobody's stock count. Most systems model a location you operate, so a consignment sitting in a foreign port for eleven days becomes a purchase order — which is a document, not an asset.
Questions we are asked in Dakar
No. Our chart of accounts has no account-number field at all — accounts carry a name, a description and a debit or credit nature, and there are fourteen seeded by default. A numbered SYSCOHADA plan cannot be entered even manually, so a statutory presentation is impossible by construction. That is a deliberate design decision rather than an unbuilt feature. Your statutory books belong with a Senegalese accounting package or your expert-comptable; we hold the governed operational records they work from. This one is a boundary rather than a backlog — it does not change with a commissioned build, and it is a deliberate design decision rather than a gap. The SYSCOHADA plan is prescribed by law, and your expert-comptable owns the presentation and signs it. What we hold is the costed operational detail those accounts are assembled from, which is the half that is genuinely hard to reconstruct after the fact.
No. The interface is English only, there are no translation files in the product, and there is no setting waiting to be enabled — so this is not a roadmap answer dressed up as a limitation. Printed documents including invoices, purchase orders and delivery notes are produced in English. For many Senegalese businesses this is decisive, and we raise it in the first call rather than the third month. The honest test is to take a demo to your least-trained site and watch someone complete a real task unaided. That is on the roadmap rather than a boundary, and it is commissionable now. Interface text and document templates in French is scoped, priceable work rather than a permanent limit. 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 honest caveat: a vendor already shipping the language starts where we would be finishing, so if it is your first requirement rather than your third, buying locally is the rational move and we would rather write that sentence than lose your third month to it.
Yes, both as built-in presets. The CFA franc is resolved automatically as the base currency from the organization's country, and everything is stored, invoiced, printed and reported in it — with no exchange rate anywhere inside the monetary union. A Senegalese value added tax rate ships as a maintained preset with net, tax and gross separated line by line on purchases as well as sales. Additional tax lines are configurable with their own rates and effective dates, but configured lines are yours to keep current. Confirm current rates with the DGID or your adviser.
Nothing. We have no integration with the DGID and submit nothing on your behalf. Our only fiscal electronic invoicing integration anywhere is Kenya's eTIMS and it is Kenya-specific and not portable. Requirements in this region have been evolving, so confirm the current position, scope and timing with the DGID or your adviser rather than relying on any vendor's summary — and where an obligation applies to you, you will need a compliant solution from someone else alongside us. That is on the roadmap rather than a boundary, and it is commissionable now. A pipeline to a published DGID interface, with retries and a reconciliation report, is ordinary integration work. 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.
Not as turnkey statutory payroll. IPRES, CSS, the income tax scale and sector collective agreements are not maintained calculations in our product — Kenya is our only market where statutory payroll works that way, because it is where we maintain the rules and carry the consequences. What does work is employee records, contracts, leave with balances, attendance, and posting payroll cost into projects and cost centres. The computation and declarations belong with a Senegalese payroll provider or your expert-comptable.
The operational layer travels well, and the shared currency removes exchange rates between monetary union members entirely — no revaluation of intercompany balances and no translation adjustment on consolidation. What must be right is structure: country as a first-class attribute on every transaction, tax configured per country rather than copied because the currency matches, in-transit locations for stock on the corridor, and statutory books kept per entity locally. Confirm your entity structure with your adviser before configuring anything.
Often not, and we will tell you so. If your main need is statutory accounts and payroll and your operations are simple — one location, modest stock, a handful of suppliers — a local accounting package plus a payroll provider is the better purchase and an operations layer would be premature. We earn our place when the operational side carries the complexity: stock across locations or borders, procurement needing approval chains, assets to track, projects to cost, or funders who audit you.
Tell us your working language, who keeps your books and whether you operate outside Senegal. That is usually enough for us to say yes or to point you at a local vendor.