Dubai, x,
United Arab Emirates
Al Ghurair Group Technographics
Discover the latest software purchases and digital transformation initiatives being undertaken by Al Ghurair Group and its business and technology executives. Each quarter our research team identifies on-prem and cloud applications that are being used by the 2800 Al Ghurair 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 Ghurair Group has purchased the following applications: SAP ERP ECC 6.0 for ERP Financial in 2015, SAP SuccessFactors Compensation for Compensation Management in 2016, SAP ERP ECC 6.0 - Plant Maintenance (PM) for Plant Maintenance 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 Ghurair Group is running and its propensity to invest more and deepen its relationship with SAP , Microsoft , Internap Holding 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 Ghurair Group revenues, which have grown to $1.13 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 Ghurair 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.
ERP Financial Management
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
|---|---|---|---|---|---|---|---|---|
| SAP | Legacy | SAP ERP ECC 6.0 | ERP Financial | ERP Financial Management | n/a | 2015 | 2016 |
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ERP Financial | ERP Financial Management |
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2015 | 2016 |
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HCM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
|---|---|---|---|---|---|---|---|---|
| SAP | Legacy | SAP SuccessFactors Compensation | Compensation Management | HCM | n/a | 2016 | 2017 |
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Core HR | HCM |
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2016 | 2017 |
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Payroll | HCM |
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2016 | 2017 |
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Performance and Goal Management | HCM |
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2016 | 2017 |
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ERP Services and Operations
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
|---|---|---|---|---|---|---|---|---|
| SAP | Legacy | SAP ERP ECC 6.0 - Plant Maintenance (PM) | Plant Maintenance | ERP Services and Operations | n/a | 2015 | 2016 |
In 2015, Al Ghurair Group implemented SAP ERP ECC 6.0 - Plant Maintenance (PM) to institutionalize maintenance workflows across its diversified UAE business portfolio, aligning Plant Maintenance with enterprise financial and materials processes. The SAP ERP ECC 6.0 - Plant Maintenance (PM) deployment is described as a component of a wider SAP landscape for the group, with the Plant Maintenance application positioned to manage preventive and corrective maintenance lifecycles and asset master data.
The implementation included configuration and integration of multiple SAP application modules, explicitly FICO, REFX, PS, MM, PM, SOLMAN, and the C4C Cloud application, with workstreams addressing application-level orchestration and HANA-centric reporting. Work on SAP BO and HANA Live is documented as part of the program, with solution architecture responsibilities assigned for the SAP HANA layer and business intelligence integration to feed operational and financial views.
Operational coverage focused on corporate maintenance and asset management functions, with the in-house IT team managed to provide BAU support and external vendors engaged as required for specialist tasks. The project narrative indicates cross-functional impact across maintenance, materials management, project system and finance workflows, and situates execution in the United Arab Emirates within the corporate group context.
Program governance emphasized consulting and leadership oversight, with project management responsibilities applying PMP and ITIL best practices to implementation and day to day operations. The engagement included liaison between business stakeholders and delivery resources, preparation of processes for implementation and BAU support, regular executive reviews for solution sign off, and structured use of tools, procedures and reporting to ensure effective service delivery.
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Real Estate Property Management | ERP Services and Operations |
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2015 | 2016 |
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Collaboration
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Collaboration | Collaboration |
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2020 | 2020 |
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SCM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Inventory Management | SCM |
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2015 | 2016 |
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CRM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Sales Automation | CRM |
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2015 | 2016 |
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Procurement
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Procurement | Procurement |
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2016 | 2017 |
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Supplier Relationship Management | Procurement |
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2016 | 2016 |
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IaaS
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Application Hosting and Computing Services | IaaS |
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2016 | 2016 |
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