Inventory Management Vs Warehouse Management

In today’s fast-paced globally connected markets material and cargo move across locations and boundaries all the time. Global markets also mean that companies have to a tight ship in terms of operations to be competitive and profitable. Supply chain management deals in the processes, systems, and protocols that enable companies with automation with logistics.

In this landscape of enterprise software resources, two terms are thrown around a lot ie, inventory management (IM) and warehouse management (WM).

IM and WM are similar concepts in the space of materials management but have vastly different applications. This post discusses the different aspects of IM and WM that set them apart. This post will help you ascertain which of these systems are more suited for your organization.

Inventory Management

Inventory management encompasses elements of demand forecasting, inventory control, and elements of reverse logistics (reuse of products and materials).IMs traditionally don’t concern themselves with the functional hardware,machinery as they deal more with data such as information about SKU availability at a particular location, the financial value of the inventory along with details metrics that give critical information to management about profitability, like batch wise margins, projected demands, supplier details, auto-reordering, etc. IM is more to do with the high-level, operational/financial overview. Think of an IM as a top-level view of materials that you hold. Also, it’s important to note that IMs almost always deal with finished goods. Finished goods are sale ready goods that have crossed the process of manufacturing.

IMs job has more to do with the availability of the right amount of stock at the right place at the right time. IM software gives businesses the flexibility to use one of many delivery strategies like Lean manufacturing, ABC stocking Dropshipping and cross-docking. As much as I’d like to deliberate on these, these require their own posts and that is what we will do.

Warehouse Management

Warehouse Management (WM) as a system is all about the storage of stock. WM cover the storage of materials from all phases of the production cycle, this probably is one of the most glaring differences between an IM system and a WM system. WM deals with items such as:

  • Ready Components: Items used for the manufacture of the final finished product.
  • Raw materials: Unfinished components what will be processed to become the final product.
  • Under process material: Stuff that is under various phases of production towards becoming the final finished products.
  • Products: (Common with IMs) these are items that have gone through all phases of production and are now sales-ready.

From the above, it is clear that warehouses play an integral role in all aspects of the manufacturing cycle. Keeping the operational criticality in mind, WMs have to have complete and precise control on what is in the warehouse, what happens to it and the time frame within which it happens.

Where an IMs keep track of what item is in which location, the WMs goes into the details of not only what item is in which location but also where it is physically inside the warehouse precisely. Having all this information means that item retrievals are optimally timed. You can well imagine from here on how critical this is for lean processes. Owing to special temporal and spatial attribute to their performance, WMs keep track of the layout (mostly tightly packed aisles) and the equipment (like forklifts/crane) that operate inside a warehouse to facilitate accessibility to stored items.

So which of these two systems is the right fit for your organization?

Simply put, Inventory systems on their own are enough for small/medium enterprises, ie for businesses that do not have a huge SKU list and are limited to local delivery operations. Warehouse management system, on the other hand, are more complex in nature due to the features and capabilities that come with it and hence fit organizations with large SKUs and multi-located operations.

Selecting a software suite for your organization is a process that requires due diligence and proper planning. It is like a coordinated dance that has to be choreographed keeping in mind the various other departments involved, other systems deployed in the organization and the end goals that are being targeted.

Evomatiq Business Solutions LLC is a boutique software solutions advisory based out of Dubai, UAE. Evomatiq excels in helping businesses understand the emergent requirements and match them with long term and scalable solutions.

Improve your CRM adoption rate

This is a question which occupies a lot of bandwidth for the management after a CRM app has been deployed company-wide, and the worry is not completely unfounded too, CRMs carry a whopping, 63% failure in adoption rate!

So you ask, first the fight to get the CRM deployed after the entire procedure of selection of the right CRM product and then getting the right implementation partner on board and even after all this the success rate is less than 50%, why even have a CRM in the first place?

The answer is simple, its a fact that organizations with proper adoption of CRM outperform those without a CRM by a ginormous margin.

Surprising as it is, that a platform as productive as a CRM can have such a high rate of failure, this situation of despair can be avoided altogether.

The following are some of the most virulent reasons that are most often at the core of abysmally low CRM adoption:

  • Super low adoption rate by users
  • Absence of internal power user committee to lay down, oversee and steer the adoption process
  • Underwhelming CRM adoption mandate by the upper echelon of the management.

So you ask, how to go about boosting the CRM adoption at your organization?

“Unless commitment is made, there are only promises and hopes; but no plans.”

― Peter F. Drucker

Just like everything else, there must be a conscious mandate and a plan in place to achieving the levels of adoption that are being targeted. Organizations must expand the focus of their looking glass and see more than just the temporal and budgetary aspect of the CRM implementation project.

It is absolutely important to understand right from the beginning that CRM adoption is a stand-alone project. The skill sets required to drive this project to success are different than the ones necessary for successful CRM implementation and deployment. Simply put, unless your system integration partners have dedicated team for managing CRM adoption, they may not be a fit for leading this project.

That being said, here are steps to ensure that the CRM at your organisation functions to its fullest extent.

Early Engagement

Know your users. The process of CRM implementation must account for the users who are to work on it. CRMs tend to change the way businesses processes are followed and change is something that humans don’t take to easily. This situation is best-taken care off by involving the users right from the beginning of the project. As a part of the CRM mandate, the users must be given clear and precise information on the value that the CRM is going to bring to them, the ways in which the pre CRM processes will be changed to take the CRM in the fold. The shock of embracing a new system can only be dampened by clear and concise information. Close cooperation with users creates a valuable feedback channel which results in the creation and implementation of processes that work for the users and not vice versa.

Power Users   

From within the ranks of user representing different departments, select a group of users based on roles and propensity towards technology. These users are to be drilled/trained more extensively compared to the general population. These power users are the hub around which you will build the wheel of solid CRM users. The power users work with the general users and help prepare processes and protocols which will be followed after the CRM implementation. These powers users are always available and are much more approachable internally to handle queries and questions.


The cornerstone of CRM adoption is the CRM Adoption Manual. In simpler terms, this document contains all the processes handled and the steps to achieve each process along with do’s and don’ts associated with the process. This manual is a fall backreference which is readily available for all users. Proper documentation ensures continuity of information in the organization and as such must be kept updated with the CRM updates.

Proper Implementation

While all the above is being done to ensure proper CRM adoption, it is important to make sure that the implementation part is being done properly. Processes must be created to suit the CRM users and not the other way round. The system needs to work for the people and not the other way around. This point is directly connected with the point of “Early Engagement”. The CRM system must have clear navigation through the processes and should be forgiving for easy recovery from errors.

User Specific Training Sessions

Training and knowledge sharing sessions must be segregated as per departments addressing processes and modules specific to the department. The power users (selected earlier) will be of great use to ensure compliance and query resolution. Sessions should be concentrated at the beginning of the adoption and should gradually taper down was the adoption progresses. Once the adoption process has achieved its goal these training sessions can be arranged on request, or on induction and/or one a quarter.


CRM implementations don’t have to be tough and fraught with risks. If you follow these guidelines, you are well on your way for successful implementation and adoption of a CRM system at your organization.

If you want to know more of CRM systems or other enterprise software solutions get in touch with us.

Evomatiq Business solutions is a lithe and boutique enterprise software solutions based in Dubai. We are extreme proponents of service with accountability.  

Project recovery & how to go about it

As a project manager, project recovery is one of the last things that you want to do. Unfortunately, it is sometimes pertinent and necessary to do. The “Project recovery” is associated with the process of getting an off-track delivery back under control and set it underway to successful completion.


“If you know the enemy and know yourself, you need not to fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”

― Sun Tzu, The Art of War


Before we mull over the different approaches towards project recovery, it’s important to first understand the triggers which are the most usual suspects that throw the spanner into the gears.

Personal Personnel Issues

Conflict within the teams, lack of trust and clash of egos, these are the common factors that hinder effective communication. This is already tough if it happens within teams locally, imagine the havoc this phenomenon creates when it affects teams which are geographically distributed.

Inefficient communication

Lack of communication is perhaps the most rampant of triggers that successfully derail projects. Lack of communication can arise due to inefficient communication where the right information is not reaching the right person at the right time. Inefficient and ineffective communication creates a disconnect between the stakeholders and the team downstream resulting in delays and reworks.

Ineffective Planning

Simple. Clear. Concise. A project plant that does not live by these 3 words is doomed to fail from the beginning. The project plan must take into account the mission goals, objectives and major milestones in simple and clear form. All KRAs must have precise KPIs and the ad must be documented concisely for the team to understand and to refer to. If you consider the Agile ideology, the focus is on creating a minimum viable product with incremental improvements and value additions (in iterations) is a great way to eat the project in chunks and to improve the plan with each iteration.


A tight scope goes a long way towards ensuring that the teams know what needs to be done and what needs to be left out. The document sets out clear boundaries on cost, time and desired results for the team to refer to. The absence of a tight scope can result in work and energy on futile tasks.

Inconsistent Reporting

Proper reporting is at the core of an elite project manager. Reports need to be on time and must report the current status with clarity. Reports which are verbal, inaccessible and those which don’t have mission projections Vs Mission status can dangerously blow the mission off course.

Recovery Techniques

Now that we are a bit well versed with the triggers that can derail a project, here are some techniques that you can use to wrestle the project back on track.

Before we begin, it’s important to consider the possibility and the plausibility. What’s possible is not always plausible and what’s plausible is not always possible without extensive cost and time overruns. You must ask the benefits of trying to recovery over starting out afresh. If the answers you get are legit enough to warrant a recovery then read on.

Good old fashioned man power

Over time. Stout coffee and longer hours of keyboard mashing may be unavoidable to get the project timelines under control. As a project manager, if it does fall on you to steer your team through this, you must be prepared to do “controlled burns”, where your team does over time for a fixed period of time. Uncontrolled overtime saps energy and morale quickly and must be avoided at all costs.

Run parallel

Identify serial and parallel processes in your project. Try to tackle parts if not the whole of the serial processes parallel. Such partial overlapping will allow you to do more in lesser time.

Scope reductions & changes

Review the scope of the original project. It is not uncommon to discover over ambitions timelines at the core of derailed projects. If you do determine that the original scope was beefy, then you must rescope the project and reduce the scope wherever necessary to fit the goals. The new scope statement is holy and must not be altered or changed. As a project manager, it’s your duty to say no to changes in scope. A project that doesn’t have the scope in complete lockdown will inevitably fail. Iterative delivery is one of the techniques that you can utilise to manage a dynamic scope.


As someone responsible for project recovery, you must be intelligent enough to recognise when you need help and level headed enough to seek that help. Outsourcing can help immensely in project recovery scenarios as contractors bring with them independent objectivity and expertise which can be of immense help in getting the project back in order.

In our experience as a leading enterprise software service integrators in Dubai, we can tell you with complete surety that the only policy to avoid costly project derailments is proper planning and due diligence.

Projects are most vulnerable at the beginning when the scope is being set, reporting channels are being established and teams are being doped with information. With this understanding, we at Evomatiq Business Solutions use the best project management practices and project management platform in the industry to ensure smooth project deliveries.

Learn more about what we do, click here.  

Just in Time; manufacturing the lean way

With increasing worldwide competition and option to source from far corners of the world manufacturing units today are under constant pressure to outperform the competition and to provide customers with superior service and products. The Darwinian rule of survival of the fittest comes into play and only those companies who successfully reduce costs while maintaining a high level of customer satisfaction survive.

Lean manufacturing is also known by its aliases of Just In Time (JIT) manufacturing and more famously as Toyota Production System (TPS) is a production ideology pioneered by Toyota. It’s interesting to learn that TPS was rechristened as Lean manufacturing only in the 90s when Toyota become the largest automobile manufacturer of the world. Toyota started to work on the JIT, at-least the earliest versions of it, in the 1930s. This was around the same time when Toyota was transitioning from textiles to automobiles. Fast Forward to today, Lean manufacturing is the most widely embraced manufacturing ideology in the world today.

Core tenants of the Lean Manufacturing

“Muda”; Waste minimization

“Muri”; Overburden

“Mura”; Uneven workloads

Muda; Japanese term for “futility; uselessness; wastefulness”

Muda or Waste can be surmised as the following 7 types:

  1. Transport: Moving products that don’t need moving
  2. Inventory: Unoptimised inventory where components of the finished product are not processed in time.
  3. Motion: Resources, both human and equipment, moving more than necessary to achieve processing.
  4. Waiting: In the queue for the next production step to happen.
  5. Overproduction: Demand disconnect leading to production more than the current demand
  6. Overprocessing: Unnecessary process steps due to poor design or logic
  7. Defects: The efforts related to work/rework due to a direct result of QA/QC activities.

Muri; Japanese word meaning “unreasonableness; impossible; beyond one’s power”

This waste comes into effect because of ineffective processes that give rise to rise to non-standardized work. Ineffective processes give rise to confusion and production clashes which have severe effects on the efficiency of the production line and adverse effects on the morale of the workforce.

Mura; Japanese word meaning “unevenness; irregularity; lack of uniformity; nonuniformity; inequality”

Lean manufacturing works best when all processes work in sync with the right “pull” from the right subprocess. This means the production workload is spread out evenly across all processes, as intended, assuring a smooth production line

Incentives to go the lean way

Lean manufacturing is the chosen way to go for the majority of manufacturers today because it has real and clear advantages for the organization

  1. Enhanced and effective customer service: Customers get what they want when they want it. Garner higher customer satisfaction and customer retention rates across your sales channels
  2. Clear/purposeful management structure: With the maximum emphasis on working with optimized resources efficiency, lean manufacturing gives rise to small yet elite management teams and specialized workforce.
  3. Less/waste: This comes as a no brainer, as the entire focus is on eliminating waste as much as possible. This saves you vital financial resources boosting your profitability.
  4. Superior Quality Finished Product: Focused optimization of all processes results in products with higher quality

The enterprise software sector too has grown substantially to support Lean Manufacturing. A robust software is one of the cornerstones towards successful execution of the lean manufacturing ideology.

Sage Enterprise Management and Sage 300 ERP are world-class ERP software which helps operate some of the world’s most advanced production lines across the globe. Get in touch with us to know more about how together, we can take your manufacturing process lean.

Evomatiq Business Solutions LLC is one of GCC’s leading enterprise software integrators. Our core focus is to provide exceptional service, especially post-sales technical customer service. Our specialty lies in matching business specific business needs to the right software. To know more about us and the services that we can provide for you, please contact us today.

Sage HRMS Overview

A flexible Human resource management suite, Sage HRMS enables businesses to navigate the world of human resource management with ease and confidence. Sage HRMS comes loaded with payroll, benefits management, recruiting, self-service portal for employees, reporting, and insights.

An extended range of modules allows Sage HRMS to support organization-wide decision making in terms of recruiting and on-boarding.

Advanced privacy protection ensures that all data is safe and secure. Sage HRMS is designed to give the stakeholders a bird’s eye view of the KPI of human resources across multiple screens

Sage HRMS Features

  • General/Medical Leave tracking
  • Employee information profile
  • Benefit Management
  • Multilevel data access security
  • Customizable


  • Payroll processing
  • Overtime calculations
  • Cheque printing/direct deposits
  • Variable pay plan support

Additional Features

  • Time and attendance management
  • Employee self-service portal
  • Risk mitigation
  • Green processes (Paperless transaction)
  • Benefits management
  • Healthcare/Insurance service
  • Training
  • Cloud support

Sage HRMS is built with SMEs in focus, it is designed to be scalable and flexible to cover the needs of a growing business.

Integration & Support

Sage HRMS comes readily integrated with Sage 300 ERP and Sage Enterprise Management suite of business software to ensure a complete fit and centralized operation across departments of the organization. Sage HRMS can also be integrated with ERPs of other makes (grain of salt here, third-party integrations are a topic on its own and as such successful integration depends on variable factors)

Sage is one of the most prolific brands in the Middle East. With a wide range of Sage business partners, qualified support is never too far away.

Evomatiq Business Solutions LLC is one of the leading Sage partners in the UAE. You can get in touch with us to get support plans that work for you. With a firm belief in accountability and acute focus on quality, we get the job done with assurance. To know more about our services and products, contact us here.

The Cashflow beast; how to tame it

A critical aspect of a business, Cashflow management often is the defining factor which can be either the boon or the bane of a startup. That being said, cash flow doesn’t have to be the pit bull from hell, this checklist of things to keep in mind and some focus will help you too, first, get control and then thrive with it.

Ace tips

Accounts receivable (AR) =  Payments from customer = Inflow

Accounts payable (AP) = Payments to vendors (products & services) = Outflow

Understanding the cash situation in terms of what’s coming in and what’s going out is the hallmark of good cash management practice. Vigilance and lookouts must be present to identify payments (AR) delays and unplanned expenses (AR). The following are pointers that should act as a checklist for effective cash flow management:

  1. Weekly Cash flow overview: Have a weekly cash flow stand up and check your cash position how the expects inflow and outflow tally with the projections.
  2. Balance, AR Vs AP: Pay attention to the accounts, what you’d want to do here is to a) reduce the amount of time that it takes to collect the receivables, and b) Increase the time for accounts payable.
  3. Keep customer balances in check: Use software to track customer payment schedules and maintain appropriate follow-ups.
  4. Ease the outflow: Rule of the thumb is to keep the cash in your accounts as long as possible, this being said it’s important to not fall back on payments, rather if you can negotiate longer payment terms from your vendors, the better it is.
  5. Invoices in advance: Generate/deliver invoices in advance to ensure that the payments are on time as the turn-around time on the invoices must be taken into account.
  6. Control Inventory: Avoid over-stocking in the name of maintaining sufficient supplies, lean manufacturing is the most effective technique to ensure proper efficiency.

Trap to avoid

After learning the things that you can do to improve your cash flow situation, here are a few traps you must target to avoid.

  1. Surprise budget outages: Keep your AP in check. When quick payouts meet delay in AR collections, you have a surprise cash outage. You may be well within your budget but these surprise outages can be serious disruptions for operations.
  2. Bills are first: For startups, the money made is money pumped in. Optimum cash flow management means that though you are putting the money back in your startup, you still have cash at hands to pay for operational expenses. (Marketing expenses are necessary and important, make of note of this)
  3. Expenses of the Chutzpah: All expenses must be budgeted and unplanned expenses must be avoided at all costs.
  4. No fat, all lean: Payments for AR can fall behind without any heads up, this isn’t a possibility but an eventuality. Enough reserves in cash (fat) must be kept to make such eventualities inconsequential.
  5. Don’t overextend: Always remember that growth is super intensive on cash and overextending in terms of marketing, hiring, and facilities must be checked and rechecked with the cash flow in mind.
  6. Delegate when possible: As a startup founder/operator it is common to sit with excel sheets and do all of the work and tackle the cash flow on their own. Utilizing a potent cash flow management software can help manage and smoothen the entire process.

Evomatiq Business Solutions LLC is a professional, lithe and boutique enterprise software services providing company based in Dubai, UAE. EBS specializes in helping businesses identify and deploy effective and efficient solutions that give them a solid edge.

For any queries, reach us from here.


Warming up to cold calling: Ace tips

Okay so I see a lot of literature out there that says that cold calling is dead. Clearly, this is not the case. Cold calling will always remain a valid part of the game. Before moving ahead, lets clearly define cold calling.

*source – merriam webster (

In other words if you calling a prospect without previous contact, the first contact call is what is termed as a cold call. Cold calling is –

  1. As old school as Old Spice cologne.  
  2. High skill cap activity, like high tier light tank driving in World Of Tanks.

Allow me to explain.

The cold calling tool has been in play ever since the dawn of commerce, sales people have always reached out “cold, uninitiated” prospects for conducting business. With the advent of the telephone, humanity (well those in the sales profession) transitioned to reaching out to prospects on the telephone and so dawned the age of cold calling. Newer technologies like email and social media have tried their fair share to kill the Cold caller, but it has and will prevail. Anyone who says that cold calls don’t work doesn’t know how to make it work.

Now here are a few tips which will help you develop your cold calling skills and make an impressive and memorable first contact with your prospective customer.

Have a script

A massive, MASSIVE misconception that script means that you have to speak word for word, like a mechanical robot. The objective of the script is to give structure to the conversation. There is absolutely no need to rattle it like a parrot, all you have to do is preserve the structure of the conversation. A good call script will have the following hallmarks:  

  1. Clear in its objective: A cold call script must be clear of the sought desired outcome and must be designed for achieving that, for eg, ascertain need, seek a face to face meeting, seek an agreement for receiving of information package, gain internal management mapping information, etc.
  2. Conversation centric: Keep the focus on the needs of the prospect and not on what you are selling. Use open-ended questions (why, how, when) rather than questions that can be answered with a yes or a no.
  3. Handles Objections: Here is a caveat, your product or service will not be a fit for everyone, you must remember and realize this. In such a situation it’s advisable to listen with an intent to help and explore with open dialogue to ascertain if what you offer is of value to them.  Having said that, responses for the most common objections (reasons that prospects give for why they aren’t interested). A script without objection handling makes for short and ineffective calls. It wastes time, yours and the prospects.  

Research your prospect

This may have not been much of an option for a cold caller in the 80s, in 2019 it’s not only possible but also absolutely necessary. Before making the call, check the social profiles of the company, LinkedIn is a wonderful source for getting names and designations. Information is the key in helping you uncovering details in which you can engage better with the prospect. A simple thing as knowing the name of the person you are trying to reach can astronomically improve your probability of making contact with the right party.

Follow-ups, Follow-ups & Follow-ups

A cold call will not get the desired outcome 7-10 times and that’s okay. The emphasis is on having a natural conversation, objection handling can help identify clearly the reasons for a “No”. When this happens have, try to get the following done:

  1. Request to check back with them in a month, quarter, sometimes in the future to check if something has changed.
  2. Request for the contact email address and take permission to add them to your monthly mailing list.

After you have done the following, remember to mark your calendar and follow up. Caveat, close follow-ups are a sure shot way to make sure to lose the prospect and hence this must be avoided at all costs.

I hope these pointers help you up your game. If you need help with the scripts, leave us to comment below or contact us. And remember, persistence is the key. You’ll only get better if you keep at it. Remember, intelligence is first simulated and then emulated.

Evomatiq Business Solutions LLC is a professional, lithe and boutique enterprise software services providing company based in Dubai, UAE. EBS specializes in helping businesses identify and deploy effective and efficient solutions that give them a solid edge.

For any queries, reach us from here.


How does Customer Relationship Management affect you?

The Internet is the fuel of the “Anything, Anytime, Anywhere” economy. Social selling and big data are the most dominant feature of the cutthroat marketing battlespace, the ramifications of not having a solid “Customer Relationship Management” (CRM) are far-reaching and potentially unhealthy for a company’s financial bottom line.

Broadly, CRM encompasses the collective activities, strategies, and technology used by a company to cover their interaction with their customers and prospects over multiple channels such as social media, websites, calls, chats, email, etc. With a record of all historical communication with the customer, businesses gain deep insight into the customer and also on internal processes. Information thus generated is critical for adaptation and improvement of current and future processes for the continual growth of the organization.

CRM can be of the following types:

  1. Operational: CRMs that deal with most current customers. The data collated here is generated via activities such as sales, marketing and service rendering. Operational CRM has tight integration with all marketing activities, customer purchases and the level of service satisfaction achieved historically in each case. Automated CRM for these processes provides a 3600 view of the individual sales process working out beautifully both for the company and the customer.
  2. Analytical: Increasingly being taken over by the BI suite, this flavor of the CRM deployment is mainly for crunching and making sense of the data. Understanding patterns and trends in user behavior helps gain valuable insight into the buying behavior of customers. Armed with this potent information companies can pivot and plan sales activities around the peaks and prepare for slumps better
  3. Collaborative: This deployment version of CRM is mostly B2B, via which businesses shared each other’s data on customers. In the era of GDPR and entire fiasco of how social media companies deal with the data of their Users, this deployment may either completely fall out of favor or will have to abide by stringent privacy regulations.


Why Implement CRM in the first place?

There are several compelling reasons, they all can be surmised broadly in terms of Learning, Organisation, and Customer Satisfaction.

What’s learned?

With the data that your sales and marketing activities, there is a ginormous amount of insight that can be gained. Apparent information like details about who your customers are, their buying behavior leads to information on the buying patterns. Such information is critical sales readiness. With access to such data patterns, customers and promotions can be matched for an enhanced probability of purchases.

What is organized?

Proper CRM means that customer flows have been charted and actions based on them have been automated. CRM play a pivotal role in marketing activities, including online marketing activities. Automated processes are designed to target prospects based on their behavior on your company website. Multi-Channel communication with audiences can be logged and collated for personalized communication and enhanced conversion from prospect to customer.

Increased Customer Satisfaction

With optimized processes, companies are able to better able to take care of their customers. Data is centralized and phenomenally easy for references, resulting in swift and decisive resolutions. The ability to service customers efficiently and quickly boosts customers satisfaction and encourages loyalty.

A robust Customer Relationship Management strategy is a smart decision for an organization as it helps stakeholders to get the complete, 360-degree view of their customers and the environment that drives their purchase decisions.

Evomatiq Business Solutions LLC is a professional, lithe and boutique enterprise software services providing company based in Dubai, UAE. EBS specializes in helping businesses identify and deploy effective and efficient solutions that give them a solid edge.

For any queries, reach us from here.


What Components make up an ERP?

Searching, selecting deploying and ERP is a daunting task for an organization and its stakeholders. The entire project demands due diligence as it must account for all of the current requirements and those of the future. This coupled with the premium pricing, means that the entire exercise for complete ERP implementation can easily a year.

In such a scenario, having an overview of the functional components of ERPs, in general, can help you screen software as per your requirements more efficiently. As a part of our ongoing endeavor to help businesses implement ERPs/business software smartly, here are the 6 broad components that encompass an ERP system.

  1. Financial Management
  2. Inventory Management
  3. Customer Relationship Management
  4. Business Intelligence
  5. Supply Chain Management
  6. Human Resource Management

Financial Management

Business, by definition, means money will change hands. Financial transactions within your company as well as the transactions made to outside parties are all recorded in the ERP system.  

As a part of financial management, an ERP system will maintain records under Accounts receivables, Accounts payable, costing/budgeting along with costs associated with inventory. The allied reporting mechanism helps you forecast and gives you an overview of your company’s financials. This helps in proper identification of costs and revenue centers enabling you to affect actions to positively affect your bottom line.

Inventory Management

By now you are aware that inventory management is one of the more critical aspects of your business process. Inventory management, by its sheer nature, talks to multiple modules within the ERP.

An inventory management module, worth its salt, will handle multi-location, costing of the inventory in all of the multi-location, track inventory via serial/batch numbers and handle multiple SKUs. Lean manufacturing is something that deeply benefits from an inventory management system that is deeply integrated with Supply chain management

Customer Relationship Management

In this social media-driven age, prospects and customers want to connect with you on multiple channels over multiple time-zones. Having centralized data of your customers is absolutely paramount for the maintenance of the healthy lead funnel. A robust CRM integration will help you give the best services to your customers and prospective customers.

CRM’s historical information on your customers helps you to get a deeper understanding of the buying patterns, get personalized with a complete view of customer conversation history and use the insight to further improve your internal processes. Information provided by CRM is of strategic importance and can help you increase customer satisfaction and provide more opportunities for up/cross-selling.

Business Intelligence

BI modules are today one of the more critical components of an ERP. BI modules make sense of the data that is collected and generated by the ERP system to enable data-backed decisions in real time.

Reports are the most common medium of extracting reports, market-leading BI modules also pack potent feature of data visualization. This helps in getting maximum value in one eyeball. BI most effective in analyzing the big data for patterns that can help in achieving tighter efficiency with more optimized operations and protocols.

A proper BI tool is a must for getting the most juice from an ERP system.      

Supply Chain Management

Global suppliers and extensive distribution networks provide for a delicate situation for manufacturers and cargo operators. Here, delays in delivery and under optimized inventory translate to a domino effect of disruption. In such a scenario real-time data is worth its value in gold.

An SCM module optimizes the process of manufacturing and distribution. With real-time overwatch of your operation, you can anticipate issues/bottlenecks and remedy them with time at hand. SCM will also help you fully embrace lean manufacturing by enabling you to plan demands and optimized production plans to minimize waste and maximize time efficiency.

Human Resource Management

The stars of the show, without the employees there is no company. As a 21st-century employer having high employee retention is pretty high on your agenda. A transparent, and hassle-free HRMS will take care of, onboarding, payroll, and general administration will go a long way to make sure that employee satisfaction in this regard is high.   

Payroll is pretty much the king of the HRMS as it saves you loads of time and costs. A robust HRMS system will help you to automate payments, handle taxation seamlessly and with transparency.


Every business is unique and what it seeks from the ERP will be different too. We advise you to do your homework properly before you settle on a solution for your business. We have a video that talks specifically about the process of ERP implementation, you can access it from here.

Evomatiq Business Solutions LLC is a professional, lithe and boutique enterprise software services providing company based in Dubai, UAE. EBS specializes in helping businesses identify and deploy effective and efficient solutions that give them a solid edge.

For any queries, reach us from here.

How to go about a proper ERP implementation?

Enterprise Resource Planning software is a critical and essential tool for any organization today. A properly planned ERP implementation goes a long way in bringing out efficiency in operations of any organization.

Here are things that must be kept in mind in order to ensure a tight fitting software solution ensuring that you get the most bang out of your buck.

Step 1- Business Requirement Gathering

The most basic of the steps, this phase has the most profound and long-lasting impact on the entire project. Generally handled internally by the IT department of the organization, the idea is to collect requirements of management from every level of your organization.

Broadly any organization can be represented by this pyramid where the C and the D Level management occupying the top of the pyramid, mid-level occupied by senior department managers and the frontline occupied by managers of teams on the field. Having said that, Its okay if your organizational structure does not fit this pyramid. The point is to identify the different layer of management which is going to interact with the system. You’ll notice that the requirement and style of interaction with the system will vary from each level and department

One of the best ways to get the ball rolling is to identify one user of each management level from every department and try to understand from them:

  1. How do they currently interact with the system, for eg, the features that they use from the current system?
  2. What do they feel is missing from the current system
  3. And lastly, what would they need the new system to do for them.

The requirements collected in this exercise should then be grouped categorically as requirements that the new system:

  1. Must meet: Features that are critical for the day to day business operations of your organization. Highest priority.
  2. Should meet: These are features that are mostly missing from the current system. These features, when incorporated, could improve the operations and business processes. Important.
  3. Could meet: Mostly a wishlist, with minimal impact on the productivity of the system. These must be assigned the least priority

The requirements should be collated and signed off by every department in the organization.

Now is also a good time to identify the budget for the project and the timeframe to achieve deployment. An average ERP project takes up to 90 days (ballpark) to get fully deployed.  

Once this is done you have concrete requirements as per priority to work on.

Step 2 – Software Selection

Once the requirements are frozen, you can float the tender and start inviting RFP from vendors of various makes and brands of ERP developers. Note, that depending on the vertical of your organization, you may need specialized modules like inventory, manufacturing, logistics, machinery maintenance, construction, HRMS, ETC along with general modules like GL, AP, AR. In most cases, there is always a brand which caters to your segment its a good Idea to start looking from there.

Another aspect to keep in mind during the software selection process is the mode of deployment. Locally, as in on a Server on your office premises or off-premise hosted on the cloud. Both of them have their own pros and cons.

On-premise deployment adds the cost of a server and network infrastructure hardware and installation as one-time cost and their independent maintenance as recurring cost.

Cloud deployment means no hardware and networking costs, only a subscription fees to be paid monthly (could be quarterly too, varies from vendor to vendor).

So on-premise deployments attract one-time payment and then recurring costs as maintenance Upside being that you fully own the system (and hence are responsible for its maintenance too) and cloud deployment means no one time cost but a lifetime subscription payment commitment in return for not having to maintain any network or server infrastructure.

Having clarity on which mode of deployment can help you further qualify the competing software.

Last but not least. Check the skill availability for the software in the market too. By this I mean, any ERP that you select, must not be so obscure that it’s hard for you to find people to work on it or to provide you support.

Step 3 – Selecting System Integrator

Here is a golden rule with you, an ERP is only as good as the team that deploys it. Due diligence must be taken when you select a vendor. Check for the experience that the vendor has, where they are located as timely support is critical. Remember, the big company brings with it the power of infrastructure but You may never be a priority for them, too small a company, you have to priority but you may face difficulties because of the small team size. The trick here is to find the middle ground. Seek a vendor who is hungry for success but is also stable. Has experience and is also available for quick service.

Step 4 – Deployment

By this stage, you have already identified the ERP make and a reliable deployment partner to take the project ahead, it is now time to start the deployment of the new ERP.

Start with requirement mapping, where you will match the requirements generated internally (remember the must-have, should have and could have?) with the features of the selected software. Don’t worry if not of your requirements aren’t being covered “as is” by the new ERP. This brings us to the Gap Analysis. In this step, the deployment partner may propose “workarounds” and in some cases, “customizations” in order to completely cover the requirements of your organization. This stage is a good Idea to discuss any new requirements which may have come up since the initial requirement gathering exercise.

As long as the requirements are minor, the deployment partner generally rolls with the punches and incorporates them in the schedule, but in case the requirements require a major change, in that case, it’s back to the drawing board with costs and efforts. (that’s why I said in the beginning, requirement gathering really does have a profound impact on the entire deployment process)  

Once you agree on the gap analysis and the proposed solution to resolve them, you can finally get started with the configuration of your shiny, brand new system. This involves data migration from old to new systems and setting up workflows and rules. Different ERPs handle this differently and are undertaken primarily by the deployment partner with your inputs from time to time.

After all, this is done, we can start the User Acceptance Trials. This stage brings out a model user from each department on your organization and tests all the use case scenarios as detailed in the requirement document. Based on the results of the UAT, after some tweaking, you have a functional ERP at your organization.

All is not done though, we still have to account for end-user training. The best practice is to select power users from each department and give them extensive training on the new ERP. These power users can then conduct internal training within their organization, albeit, with occasional hand holding with by the deployment partners and voila, you are ready to go.

Transition Management

What happens to the old system? How to transition to the new system?

Best practice in the industry mandate that both systems be used parallelly for at least a month before phasing the old system out completely. We do this to iron out any unplanned teething issues with the new system while at the same time insulating the day to day business operations from disruption. This step is not compulsory but highly recommended.

So this is it. If you follow these steps, your ERP deployment is going to be a smooth and painless experience.

Evomatiq Business Solutions LLC is a trusted, lithe and boutique enterprise software service provider based in Dubai. We help businesses get the most out of their enterprise software like ERPs, CRM, Business Intelligence tools.