Abu Dhabi, x,
United Arab Emirates
Al Fara Group Technographics
Discover the latest software purchases and digital transformation initiatives being undertaken by Al Fara Group and its business and technology executives. Each quarter our research team identifies on-prem and cloud applications that are being used by the 18000 Al Fara Group employees from the public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources.
During our research, we have identified that Al Fara Group has purchased the following applications: ADP Time and Attendance for Time and Attendance in 2015, Oracle Primavera P6 Enterprise Project Portfolio Management for Project Portfolio Management in 2013, SAP Ariba Supplier Management for Supplier Relationship Management in 2015 and the related IT decision-makers and key stakeholders.
Our database provides customer insight and contextual information on which enterprise applications and software systems Al Fara Group is running and its propensity to invest more and deepen its relationship with ADP , Oracle , SAP or identify new suppliers as part of their overall Digital and IT transformation projects to stay competitive, fend off threats from disruptive forces, or comply with internal mandates to improve overall enterprise efficiency.
We have been analyzing Al Fara Group revenues, which have grown to $1.00 billion in 2024, plus its IT budget and roadmap, cloud software purchases, aggregating massive amounts of data points that form the basis of our forecast assumptions for Al Fara Group intention to invest in emerging technologies such as AI, Machine Learning, IoT, Blockchain, Autonomous Database or in cloud-based ERP, HCM, CRM, EPM, Procurement or Treasury applications.
HCM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
|---|---|---|---|---|---|---|---|---|
| ADP | Legacy | ADP Time and Attendance | Time and Attendance | HCM | n/a | 2015 | 2016 |
In 2015, Al Fara Group implemented ADP Time and Attendance to centralize workforce time capture for its staff and workers in the United Arab Emirates. The deployment targeted Time and Attendance needs across the organization and was sized to support the companys 18,000 employees in construction and real estate operations.
The implementation emphasized biometric time attendance hardware coupled with a centralized ADP Time and Attendance instance, configured to collect clock in and clock out events, enforce shift and roster rules, and generate attendance and exception reports. Functional configuration included biometric enrollment, user administration, scheduled shift templates, exception handling and attendance ledger reporting consistent with Time and Attendance best practices.
Architecturally the solution placed biometric terminals at worker access points with networked data aggregation to the central ADP Time and Attendance environment for consolidated recordkeeping and scheduling visibility. The design incorporated real-time capture and centralized processing to support supervisor review and downstream operational use of attendance data.
Project activities included planning, requirements analysis, phased implementation, user training and ongoing technical support delivered to operations and site supervisors. Governance reforms introduced role based access controls, supervisor approval workflows for exceptions and documented operating procedures for time capture and system administration.
|
PPM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
|---|---|---|---|---|---|---|---|---|
| Oracle | Legacy | Oracle Primavera P6 Enterprise Project Portfolio Management | Project Portfolio Management | PPM | n/a | 2013 | 2014 |
In 2013, Al Fara Group implemented Oracle Primavera P6 Enterprise Project Portfolio Management to support construction planning and project controls for an ongoing project. The Oracle Primavera P6 Enterprise Project Portfolio Management deployment used Primavera 6 R7.0 as the scheduling engine and was targeted at creating detailed execution-level schedule visibility.
The implementation focused on a Level 4 detailed resource loaded program schedule, with explicit resource definitions for manpower, material and cost lines. Configuration activities included work breakdown structure coding, activity sequencing, resource assignment and cost breakdown setup, and baseline control to maintain schedule integrity within Primavera 6 R7.0.
Operational scope centered on planning, project controls and site coordination functions within Al Fara Group’s construction and real estate operations, emphasizing schedule control and resource management for the ongoing project. The deployment was oriented around program schedule maintenance rather than stated portfolio finance modules.
Governance and workflow changes established routine schedule management practices, version control and periodic baseline updates to keep the Level 4 resource loaded program schedule aligned with site execution. These controls supported coordination between planning teams and on site execution through structured schedule update and approval processes.
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Procurement
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
|---|---|---|---|---|---|---|---|---|
| SAP | Legacy | SAP Ariba Supplier Management | Supplier Relationship Management | Procurement | n/a | 2015 | 2015 |
In 2015, Al Fara Group deployed SAP Ariba Supplier Management as its Supplier Relationship Management solution. The rollout targeted supplier data consolidation and standardized onboarding across the company's construction and real estate business units in the United Arab Emirates, supporting procurement and vendor administration for project and corporate sourcing. With approximately 18,000 employees, Al Fara Group configured SAP Ariba Supplier Management to act as a centralized supplier profile and qualification hub for project procurement teams and corporate sourcing functions.
The implementation emphasized supplier registration and qualification workflows, compliance document management, supplier risk attributes, and structured supplier performance attributes, reflecting core Supplier Relationship Management capabilities. Deployment used the SAP Ariba cloud service model with a centralized supplier master and a supplier facing portal, and role based access controls for procurement, project managers, and compliance teams. Governance changes focused on formalizing supplier lifecycle controls, standardizing approval gates for onboarding and requalification, and implementing a consistent supplier attribute taxonomy to support vendor governance across projects and business functions.
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