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For Tanzania
Multi-branch stock, van routes that reconcile nightly, procurement with real approvals, and donor funds tracked to the shilingi — with offline mobile built for the distances.
The corridor, as a timeline
A worked example rather than a measurement: one load leaving Dar for a depot upcountry, on a timeline that happens to run six days. Read the last two columns against each other. They match on day one, they match on day seven, and in between one of them is describing stock that does not exist where it says it does. Nothing in that week looks like an error, which is precisely why it survives.
The load is released from the Dar warehouse and the paperwork is raised.
The system believesDar down by the full load. Depot up by the full load.
What is trueDar down by the full load. Depot has nothing.
The truck is on the road. Nobody in either location touches the system.
The system believesDepot holds the stock and can sell it.
What is trueThe stock is on a road and can be sold by nobody.
A customer near the depot asks whether the goods are available.
The system believesYes — the position says they are on the shelf.
What is trueNo. The promise made on day four is a promise about a truck.
Head office runs the replenishment report for the region.
The system believesThe depot is well stocked; no order needed.
What is trueThe depot has been empty all week and the report cannot see it.
The truck arrives and the goods are counted in — two cartons short.
The system believesNothing changes. The stock was already there.
What is trueThe shortfall becomes visible for the first time, six days after it could have been raised with the driver.
The fix is one word in the process rather than a module: a transfer is confirmed on ARRIVAL, not on despatch. In between it is in transit — a real position with an owner, visible to head office, not sellable by the depot and countable against the driver when it lands. That is the whole difference between the two columns, and it is why the in-transit state is the first thing to look at in any demo you take on this market.
Operations in Tanzania
The EFD answer is above and it is short. The thing that actually costs a Tanzanian distributor money is the corridor: goods leave Dar, arrive in Mwanza six days later, and for those six days they exist in a state most systems have no word for. Add a van that sells off its own load all day and a depot manager whose stock card and shelf disagree by Friday, and you have described the job.
Inventory
Goods in transit as a state, not a gap
A transfer is confirmed on receipt rather than on despatch, so the six days between Dar and the depot are visible instead of being a discrepancy somebody reconciles at month end. Each depot holds its own position and head office sees all of them.
Stock transfers
Van load-outs that reconcile the same night
The load leaves as a movement with an owner, sales come off it during the round, and the variance is per route and per driver at close. A shortfall becomes a conversation on Tuesday rather than a suspicion in the quarter.
Landed cost
The inland leg costed onto the goods it moved
Duty, clearing, port charges and the road freight upcountry attach to the consignment as their invoices arrive — weeks after the stock does — and the unit cost moves each time. A margin set from the supplier invoice alone is wrong by the whole cost of the corridor.
Procurement
Four documents that stop living in four places
The tender minute, the quotes, the delivery note and the invoice against one transaction, with the approval threshold refusing rather than warning. The audit file exists because the work created it.
Assets
Fleet and equipment with a custodian per item
Named custodian, movement between zones, condition at every hand-off. No fuel log, no distance held anywhere and no service interval — so fuel-per-kilometre is not something this register can answer and we will not imply otherwise.
Offline operations
Capture that does not need the corridor to have coverage
Receipts, counts, custody and job time recorded with no signal and synced on return — the design centre rather than an adaptation, because it was built for exactly these distances.
The honest limit on the fleet card is worth repeating because it is the one people assume past: no distance is held anywhere in the system, so fuel-to-distance cannot be computed and a service calendar does not exist. Custody, movement and condition are real. Maintenance planning is a different product and you should keep the one you have.
Recognisable, we hope
Vans and depots from Dar to Mwanza, visible only when the paperwork arrives — days later.
Transfers depart full and arrive approximate; stock cards and shelves tell different stories.
Tanzania's NGO and program sector runs multi-region operations on spreadsheets built for one office.
The tender minute, the quotes, the delivery note, and the invoice live in four different places.
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. Kenya is the evidence that this is a real offer: its eTIMS transmission and its statutory payroll engine were both built exactly this way, by clients who needed them. No date on this page; a date in a quote.
If TRA integration is the requirement that decides your purchase rather than one of several, weigh the middle column heavily — a vendor already shipping it starts where we would be finishing. If the decision is really about the corridor, the depots and the vans, that is the left-hand column and it is where this product is strongest.
How this starts
Depots, branches, routes, or programs — we scope the first module around the biggest leak.
One depot or one program runs a full month governed — training on your data.
Sites onboard one at a time; head office sees everything, live.
Read before you shortlist
Zonal offices as real nodes, offline field capture, dual-jurisdiction records, and the fleet as a program cost — operations for programs from Dar to Kigoma.
The long chain — landed costs at the port, regional depots, in-transit as a location, van routes, and agent consignment — with the leak at every link named.
Four registrations, four currencies, one donor report — country dimensions, cross-border cost allocation, inter-office balances, and consolidation without the quarterly ritual.
A grant carries two clocks. The money clock runs on somebody else's fiscal year and the delivery clock runs on the rain, and in East Africa they are not in phase — which is why the same programme reads as failing in one quarter and exemplary in the next while doing exactly what it planned.
One question separates vendors here faster than any feature list: which instrument does this country levy? We had it wrong in our own reference data until August 2026, which is exactly why the question works.
A sales tax with no input credit is not a smaller VAT. It is a different animal, and treating it as recoverable builds an asset account nobody can ever collect while understating the cost of everything it should have been part of.
Questions we are asked in Dar es Salaam
Not as a built-in integration today — and we would rather tell you that than discover it together later. AWRA governs operations (stock, procurement, assets, donor funds) alongside your existing fiscalization process. If TRA integration is central to your needs, describe your requirements to us and we will scope it honestly.
Yes — Tanzanian Shilling and the standard 18% VAT rate are supported for transactions and reporting, plus multi-currency grant tracking for program operations.
That is the home use case: depots as locations, vans as traveling stock with nightly reconciliation, transfers with in-transit visibility, and offline mobile capture built for exactly the connectivity reality between regions.
Statutory payroll engines are currently Kenya-only. For Tanzania, keep your payroll process and use AWRA for operations — and tell us your payroll requirements so localization gets scoped on real demand rather than promised on hope.
One depot, one route, one program — governed end to end, with straight answers on localization.