The daily problems

Where the work usually goes wrong.

01

Site purchases outrun the project budget

Orders are raised by phone and message. By the time finance sees the invoice the money is spent. The budget needs to be checked before approval, not after delivery.

02

Invoices do not match what was ordered or received

A supplier invoices a quantity nobody received. Matching the purchase order, the goods received note and the invoice by hand is slow and happens late.

03

A workforce that moves between projects

Salaries, GOSI contributions, WPS files, Iqama expiry dates and end-of-service accruals for people who are assigned to different projects and camps over the year.

04

Project cost is known too late

Costs sit in purchasing, finance and payroll. Nobody sees what a project has really spent until the month is closed.

05

Equipment loses its owner

Which laptop, tool or vehicle is at which site, and who is holding it, lives in a spreadsheet that is out of date by the next week.

Saudi requirements

What the software handles for you.

These are the Saudi regimes that touch this sector, and what the software does about each. Your proposal confirms which apply to your company. This is not legal advice; confirm obligations with your adviser.

RequirementWhat the software handles
VAT at 15%Calculated per invoice line on sales and purchases and posted to its own accounts, so your accountant prepares the return from posted data.
ZATCA e-invoicingInvoicing is built to work with ZATCA e-invoicing requirements. The scope for your company is confirmed in your proposal.
GOSIContributions calculated per employee, for Saudi and non-Saudi staff, from the salary components you define.
WPSA salary file prepared for each payroll run, in the format your bank or the wage-protection platform asks for.
Saudization (Nitaqat) and IqamaSaudi and non-Saudi headcount tracked by job category, and Iqama expiry dates held per employee so renewals are visible before they lapse.

Saudi compliance

How a project starts

From first call to a working system.

The order differs a little by sector. The principle does not: a written scope comes first, and you test with your own data before anything goes live.

  1. Choose the first pain

    We begin where money or time leaks most, usually purchasing approvals or payroll. That becomes the first milestone.

  2. Map projects and approval limits

    We list your project codes, budget structure, who can approve what up to which limit, and how sites order today.

  3. Test with a real month

    Your suppliers, employees and one month of real transactions are loaded into a test deployment, so your team tests with their own data.

  4. Go live in an agreed order

    Head office and sites move over in the order written in the proposal. Training is given in Arabic or English.

Questions

What buyers in this sector ask.

Can one system track cost per project?

Projects and cost codes are part of the structure, and employees and purchases are assigned to them so cost can be reported per project. The allocation rules are confirmed at scoping.

Do site teams need to work offline?

We do not assume it. Whether your sites have reliable connectivity is one of the first questions we ask. Where it matters, we scope a lighter way to capture data from site instead of promising full offline operation.

How are subcontractor payments and retention handled?

Subcontractor invoices go through the same purchasing and approval flow. Retention and progress-certificate terms differ by contract, so we write them into the scope instead of assuming a standard.

Where is our data hosted?

You choose: hosting in Saudi Arabia, your own servers, or a global cloud region. Each deployment is separate for your company.