Enterprise Transformation
ERP Implementation Proposal
Emirates Park Zoo & Resort, Abu Dhabi, UAE
Version 1.0 (Final)
February 2026
Confidential
1
Executive Summary
Transformation Vision
"One Platform. One Truth. One Enterprise."
We will implement ERP as the central digital backbone for Emirates Park Zoo & Resort, consolidating 80% of operations while integrating seamlessly with specialized systems.
Key Challenges Identified
Data Silos
No single source of truth across zoo, hotel, and ticketing systems
Manual Procurement
100% manual vendor onboarding, paper LPOs, unenforced policies
Financial Visibility
3-week month-end closing, no real-time budget visibility
Inventory Waste
Perishable feed expired, no batch tracking or cold chain monitoring
Strategic Goals
G1
Governance
Enforce procurement policies, vendor compliance, approval workflows
100% Policy Compliance
G2
Visibility
Real-time dashboards for all departments, single version of truth
Real-time P&L
G3
Cost Reduction
Reduce procurement costs, minimize inventory waste, optimize staffing
15% Savings
20% Waste Reduction
G4
Efficiency
Automate manual processes, reduce approval cycles, faster closing
5-Day Close
Success KPIs Summary
| KPI Category | Baseline (Current) | Target (Year 1) | Improvement |
|---|---|---|---|
| Month-End Close | 21 days | 5 days | -76% |
| Procurement Cycle Time | 15 days | 5 days | -67% |
| Inventory Accuracy | 70% | 98% | +28% |
| Vendor Compliance Tracking | 0% | 100% | +100% |
| Revenue Leakage | ~3% | <0.5% | -83% |
2
Current-State Assessment
| Process Area | Current State | Pain Points | Risk Level |
|---|---|---|---|
| Animal Records | Excel spreadsheets per section | No centralized history; duplicate records | High |
| Feeding Schedules | Paper logs, whiteboards | Missed feeds; no consumption tracking | High |
| Enclosure Maintenance | Reactive only | Safety incidents; animal escapes risk | High |
| Staff Rosters | Excel + WhatsApp | Overlapping shifts; no skill-based scheduling | Medium |
| Compliance Records | Paper filing | AZA/Captive breeding compliance at risk | High |
| Process Area | Current State | Pain Points | Risk Level |
|---|---|---|---|
| Front Office | WISH.NET PMS | Standalone; no integration with finance | Medium |
| Housekeeping | Paper logs | Linen consumption not tracked | Medium |
| Mini-bar/Restocks | Manual count | Theft; no reconciliation with F&B | Medium |
| Group Bookings | Excel + PMS | Overbooking; rate errors; no contract tracking | High |
| Process Area | Current State | Pain Points | Risk Level |
|---|---|---|---|
| Patient Records | EasyVet | Good system but isolated | Low |
| Medication Inventory | Excel | Expired meds; no reorder alerts | High |
| Procedure Costs | Not tracked | Cannot bill internal departments | High |
| Controlled Drugs | Paper log | Audit risk; no chain of custody | High |
| Process Area | Current State | Pain Points | Risk Level |
|---|---|---|---|
| Ticketing Sales | Galaxy System | Daily sales not posted to finance | High |
| Season Passes | Excel tracking | Revenue recognition errors | High |
| Group Sales | Paper contracts | Lost revenue; no payment tracking | High |
| Visitor Analytics | None | No demographic data; no targeted marketing | Medium |
| Process Area | Current State | Pain Points | Risk Level |
|---|---|---|---|
| General Ledger | Prologic (standalone) | Manual entries from all departments | High |
| Accounts Payable | Email invoices | Lost invoices; duplicate payment risk | High |
| Budgeting | Excel | No real-time control; overspending | High |
| VAT Reporting | Manual calculation | Error risk; penalty exposure | High |
Current System Silos
Prologic
Finance
Excel
HR / Zoo / F&B
WISH.NET
Hotel PMS
Galaxy
Ticketing
NO INTEGRATION
Manual data entry in all directions - ~30% error rate
Risk Assessment Matrix
| Risk Category | Specific Risk | Probability | Impact | Score |
|---|---|---|---|---|
| Financial | Revenue leakage from unreconciled tickets | High | High | 16 |
| Operational | Food poisoning from expired inventory | Medium | Critical | 16 |
| Strategic | Decision-making based on outdated data | High | High | 16 |
| Operational | Animal safety incident from missed feed | Low | Critical | 12 |
| Compliance | Breeding program records lost | Medium | High | 12 |
3
Target Architecture
Digital Backbone Architecture
Presentation Layer
Web UI
Mobile App
Dashboards
Reports
Vendor Portal
Employee Portal
Application Layer - ERP Core
Finance
Procurement
Inventory
HR
Maintenance
Projects
Custom Modules
Animal Mgmt
Vet Integration
Ticketing Recon
Hotel Integration
Integration Layer
REST APIs
Message Queue
ETL Tools
Webhooks
Galaxy Ticketing
WISH.NET PMS
EasyVet
Biometric
Data Layer
PostgreSQL Database
Data Warehouse
Document Store
Integration Strategy
| System | Pattern | Direction | Frequency | Technology |
|---|---|---|---|---|
| Galaxy Ticketing | API-based sync | Bidirectional | Real-time / Daily | REST API / Custom Connector |
| WISH.NET PMS | API / Database view | Mostly Inbound | Real-time | REST API / Middleware |
| EasyVet | API / Flat file | Bidirectional | Near real-time | REST API / Custom |
| Biometric System | Database view | Inbound to HR | Hourly | ODBC / Custom Script |
Infrastructure Requirements
Server Specifications
Application Servers
4 vCPU, 16 GB RAM
Database Servers
8 vCPU, 32 GB RAM, SSD
Web Servers
2 vCPU, 8 GB RAM
Backup Storage
5 TB, encrypted
Environments
DEV
Development, configuration
UAT
User acceptance testing
PROD
Live operations
DR
Disaster recovery site
4
ERP Modules Blueprint
Finance Module
GL, AP, AR, VAT, Budgeting
Key Features
- Chart of Accounts with hierarchical structure
- UAE VAT management (5%)
- Multi-currency support (AED base)
- Bank reconciliation
- Budget vs actual tracking
Key Reports
P&L by Cost Center
Balance Sheet
Cash Flow
VAT Return
Procurement Module
RFQ, PO, Vendor Management
Workflow Steps
1
Create Purchase Requisition
2
Budget Check
3
RFQ Process (min 3 vendors)
4
Technical Evaluation
5
PO Creation & Approval
Inventory Module
Multi-warehouse, Batch tracking
Warehouse Locations
Main Store
Zoo Feed Store
Meat Cold Room
Vet Pharmacy
F&B Kitchen
Hotel Linen
HR & Payroll Module
WPS-compliant, Leave management
Key Features
- Employee lifecycle management
- Biometric attendance integration
- WPS-compliant payroll
- Training & certification tracking
Maintenance Module
PM schedules, Work orders
Asset Types Managed
Enclosures
Rides
Vehicles
Hotel Rooms
HVAC
Projects Module
CapEx, WBS, Budgeting
Capabilities
- Capital project tracking
- Task management with Gantt charts
- Timesheet integration
- Project profitability analysis
5
Custom Modules
Animal & Habitat Management
Zoo-specific functionality
S
Simba
African Lion (Panthera leo) - Male, 6 years
Lion Habitat
Healthy
Microchip ID
985123456789012
Origin
Captive Born (Dubai Zoo)
Companions
Nala, Kiara
Today's Feeding Schedule
08:00 - Chicken
2.5 kg
16:00 - Beef
3.0 kg
Custom Doctypes
Animal Profile
Species Master
Enclosure
Feeding Plan
Feeding Log
Health Check
Enrichment Activity
Breeding Record
Mortality Record
Veterinary Integration
Bi-directional sync with EasyVet for medical records, medication tracking, and treatment costing.
Treatment Records
Medication Inventory
Controlled Drugs
Ticketing Reconciliation
Automated daily sales import from Galaxy, revenue splitting, and settlement reconciliation.
Daily Sales Import
Revenue Split
Agent Commission
Hotel Revenue Integration
WISH.NET PMS integration for room revenue, occupancy reporting, and linen consumption.
Room Revenue
Occupancy
Mini-bar
Events & Group Bookings
Corporate bookings, birthday packages, resource allocation, and integrated billing.
Event Packages
Resource Booking
Event P&L
6
Procurement Governance
Approval Threshold Matrix
| Amount (AED) | Quotations Required | Technical Eval | Approver Chain |
|---|---|---|---|
| < 1,000 | 1 verbal | Not required | Requisitioner |
| 1,000 - 5,000 | 1 written | Not required | Dept Head |
| 5,001 - 25,000 | 3 written | Not required | Dept Head + Procurement Mgr |
| 25,001 - 100,000 | 3 written | Required | Dept Head + Proc + Finance |
| 100,001 - 500,000 | Tender (min 5) | Committee | GM + Finance Dir + CEO |
| > 500,000 | Formal Tender | Full Committee | Board Approval |
Vendor Registration Requirements
Required Documents
- Trade License (verified)
- VAT Certificate
- Bank Details (IBAN verified)
- Insurance Certificate
- Company Profile
Compliance Checks
- Document expiry tracking
- TRN validation
- Activity match verification
- Automated expiry alerts
- Performance scoring
Technical Evaluation Scoring
| Criteria | Weight | Description |
|---|---|---|
| Technical Compliance | 30% | 0-100% compliance with specifications |
| Quality Certifications | 15% | ISO, HACCP, etc. |
| Experience & References | 20% | Years in business, reference quality |
| Delivery Capability | 15% | Lead time, location, capacity |
| After-Sales Support | 10% | Warranty, service response |
| Sustainability | 10% | Green practices, waste reduction |
Minimum qualifying score: 70%. Commercial evaluation only among qualified vendors.
7
Cost Control & Budgeting
Cost Center Hierarchy
EPZR (Corporate)
├── 1000 - Zoo Operations
│ ├── 1100 - Mammals
│ ├── 1200 - Birds
│ └── 1300 - Reptiles
├── 2000 - Veterinary Services
├── 3000 - Resort & Hotel
├── 4000 - F&B Operations
├── 5000 - Retail
├── 6000 - Ticketing & Admissions
├── 7000 - Maintenance & Engineering
├── 8000 - Administration
└── 9000 - Marketing & Sales
Budget Control Points
80%
Warning threshold
Alert sent to dept head
90%
Review threshold
Requires Finance review
100%
Block threshold
PR blocked until approval
Real-time
Visibility
Daily dashboard updates
Budget vs Actual (Sample - Zoo Department)
| Account | Budget (AED) | Actual (AED) | Variance | Status |
|---|---|---|---|---|
| Staff Salaries | 120,000 | 118,500 | +1,500 F | |
| Animal Feed | 45,000 | 48,200 | -3,200 U | |
| Medical Supplies | 12,000 | 11,200 | +800 F | |
| Enclosure Maintenance | 8,000 | 2,500 | +5,500 F | |
| TOTAL | 193,000 | 183,850 | +9,150 F | On Track |
F = Favorable, U = Unfavorable
8
Reporting & KPIs
Executive Dashboard Preview
February 26, 2026Total Revenue (MTD)
AED 0
+8% vs LY
Total Visitors (MTD)
0
+5% vs LY
Hotel Occupancy
78%
+3% vs LY
RevPAR
AED 425
+7% vs LY
Revenue by Segment
Zoo Tickets
52%
Hotel
28%
F&B
12%
Retail
5%
Events
3%
Alerts & Notifications
3 vendors with expiring trade licenses
Animal feed budget at 92% (mid-month)
All maintenance PMs completed this week
Department KPIs
Zoo Operations
- Feeding Compliance100%
- Health Incidents<5/month
- Mortality Rate<2% annual
Hotel
- Occupancy Rate75%
- ADRAED 450
- Guest Satisfaction4.5/5
F&B Operations
- Food Cost %32%
- Waste %<5%
- Average CheckAED 45
Maintenance
- PM Compliance95%
- MTBF>500h
- MTTR<4h
HR
- Turnover Rate<10%
- Absenteeism<3%
- Training Hours20/year
Procurement
- Cycle Time<5 days
- 3-Quote Compliance100%
- Savings Achieved5%
9
Data Migration Strategy
Clean Data Only
Validate Before Load
Audit Trail
Phased Approach
Business Ownership
Migration Phases
| Phase | Data Type | Timeline | Owner |
|---|---|---|---|
| Phase 1 | Master Data (CoA, Items, Vendors, Customers) | Week 1-2 | Finance / Procurement |
| Phase 2 | Static Data (Employees, Assets, Animals) | Week 3-4 | HR / Maintenance / Zoo |
| Phase 3 | Opening Balances (GL, Inventory, Open POs) | Week 5-6 | Finance |
| Phase 4 | Transactional Historical (1 year summary) | Week 7-8 | All Departments |
| Phase 5 | Live Cutover | Weekend | All |
Go-Live Weekend Schedule
Friday 18:00
Stop transactions in legacy systems
Friday 19:00
Extract final data from all sources
Friday 22:00
Begin data load into ERP
Saturday 08:00
Begin reconciliation checks
Saturday 18:00
User acceptance testing
Sunday 12:00
Final sign-off
Monday 08:00
GO-LIVE
10
Testing Strategy
1
Unit Testing
Test individual components/functions by developers in DEV environment
2
Integration Testing
Test interfaces between modules by tech team
3
System Testing
End-to-end process testing by implementation team
4
UAT
Business validation by power users in UAT environment
5
Performance Testing
Load and stress testing in Pre-PROD
6
Security Testing
Penetration testing and access control validation
Defect Management
| Severity | Definition | Response Time | Fix Timeframe |
|---|---|---|---|
| P1 - Critical | System down, core function broken | Immediate | < 4 hours |
| P2 - High | Major feature broken, workaround complex | 4 hours | < 24 hours |
| P3 - Medium | Feature works with issues, workaround exists | 24 hours | < 3 days |
| P4 - Low | Cosmetic, minor inconvenience | 3 days | Next release |
11
Training & Change Management
ADKAR Change Model
A
Awareness
"Why change?"
D
Desire
"Want to change"
K
Knowledge
"How to change"
A
Ability
"Can do it"
R
Reinforcement
"Keep doing it"
Training Timeline
Month 8
Train the Trainer
- Power User Bootcamp (5 days)
- Practice & Certification
Month 9
Department Training
- Week 1: Finance, Procurement
- Week 2: HR, Maintenance
- Week 3: Zoo, Veterinary
- Week 4: Hotel, F&B, Retail
Month 10
Go-Live Prep
- Drop-in sessions, Q&A
- Readiness Assessment
- FINAL GO-LIVE
Go-Live Support Structure
War Room
Days 1-7
On-site functional & technical support
Floor-Walking
Weeks 2-4
Support team visits departments
Business As Usual
Month 2+
Help desk & monthly reviews
12
Risk Management
Risk Register
| ID | Risk Description | Category | Prob. | Impact | Score | Mitigation |
|---|---|---|---|---|---|---|
| R01 | Integration with Galaxy fails or has data mismatch | Technical | Medium | High | 12 | Early POC, API testing, fallback manual process |
| R04 | Poor data quality in migration | Data | High | High | 16 | Data cleansing, trial migrations, validation rules |
| R06 | Users bypass procurement workflow | Process | High | High | 16 | Policy communication, system enforcement, audits |
| R08 | Resistance to change from staff | People | High | Medium | 12 | Early engagement, champions program, leadership |
| R13 | Data breach or unauthorized access | Security | Low | Critical | 12 | Security architecture, pen testing, RBAC |
| R16 | Scope creep delays timeline | Project | High | Medium | 12 | Change control process, steering committee |
Risk Scoring Matrix
Low
Medium
High
Critical
High
3
6
9
12
Medium
2
4
6
8
Low
1
2
3
4
Response Strategies
- Avoid Eliminate the risk by changing approach
- Mitigate Reduce probability or impact
- Transfer Shift risk to third party (insurance, vendor)
- Accept Acknowledge and monitor low-priority risks
13
Implementation Plan
12-Month Roadmap
1
Foundation
Months 1-4
- Project Setup & Governance
- Infrastructure Setup
- Finance & Procurement Config
- Vendor Onboarding Module
2
Core Operations
Months 5-8
- Inventory & Warehouse
- HR & Payroll
- Maintenance & Projects
- Integration Development
3
Specialized & Go-Live
Months 9-12
- Animal Management Module
- Veterinary Integration
- UAT & Training
- GO-LIVE
Key Milestones
Project Kickoff
Month 1, Week 1
Phase 1 UAT Complete
Month 2, Week 4
Integration Development Complete
Month 3, Week 2
Data Migration Complete
Month 3, Week 4
Training Complete
Month 4, Week 1
GO-LIVE
Month 5, Week 3
Resource Allocation
| Role | Phase 1 | Phase 2 | Phase 3 | Go-Live |
|---|---|---|---|---|
| Project Manager | 100% | 100% | 100% | 100% |
| Functional Leads | 100% | 75% | 50% | 75% |
| Technical Architect | 100% | 100% | 100% | 50% |
| Developers | - | 1 FTE | 3 FTE | 1 FTE |
| Integration Specialist | 25% | 50% | 100% | 50% |
| Change Manager | 50% | 75% | 100% | 100% |
14
Operating Model
Support Model
L1 Support
Service DeskFirst point of contact for all users
- Password resets
- Basic how-to questions
- Initial triage
L2 Support
Power UsersDepartment-specific assistance
- Workflow assistance
- User coaching
- Process guidance
L3 Support
TechnicalIT & ERP Partner specialists
- System administration
- Bug fixes
- Change requests
Service Level Agreements
| Priority | Definition | Response Time | Resolution Time |
|---|---|---|---|
| P1 - Critical | System down for all users | 15 minutes | 4 hours |
| P2 - High | Major function unavailable | 1 hour | 24 hours |
| P3 - Medium | Individual user issue | 4 hours | 3 days |
| P4 - Low | Cosmetic / Enhancement | 24 hours | Next release |
15
Budget & ROI
Implementation Summary
Year 1 Implementation
AED 0
Year 2 Operations
AED 0
3-Year Total
AED 0
| Category | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Software Licensing | 34,000 | 34,000 | 34,000 |
| Infrastructure | Included | Included | Included |
| Implementation Services | 200,000 | 0 | 0 |
| Custom Development | 70,000 | 0 | 0 |
| Integrations | 40,000 | 0 | 0 |
| Training | 16,000 | 0 | 0 |
| Change Management | Included | Included | Included |
| Data Migration | 10,000 | - | - |
| Contingency (15%) | 10,000 | 0 | 0 |
| TOTAL | 340,000 | 0 | 0 |
Annual Benefits
| Benefit Area | Calculation | Annual Savings |
|---|---|---|
| Procurement Savings | 15% reduction in maverick spend | AED 200,000 |
| Inventory Waste Reduction | 20% reduction in expired inventory | AED 400,000 |
| Labor Efficiency | 10% reduction in manual effort | AED 300,000 |
| Revenue Leakage Prevention | 1% of revenue recovered | AED 500,000 |
| Duplicate Payment Prevention | 0.5% of AP | AED 100,000 |
| Maintenance Savings | Preventive vs reactive | AED 200,000 |
| Other (Paper, VAT, etc.) | Various | AED 250,000 |
| TOTAL ANNUAL BENEFITS | AED 1,950,000 |
ROI Summary
1.7 yrs
Payback Period
69%
3-Year ROI
AED 2.45M
NPV (10%)
42%
IRR
16
Conclusion & Recommendation
Why ERP?
Lower TCO
Open source reduces licensing costs by 80% vs proprietary ERP
Flexibility
Custom modules for zoo-specific needs
Scalability
Grows from 200 to 2,000 users
Key Decisions Required
| Decision | Options | Recommendation | Deadline |
|---|---|---|---|
| Project Approval | Approve / Reject / Modify | Approve as proposed | Immediate |
| Budget Allocation | Full / Phased / Reduced | Full Year 1 budget | Immediate |
| Steering Committee | Who will serve? | GM, CFO, COO, Dept Heads | Week 1 |
| Internal Project Lead | Assign resource | Full-time PM from operations | Week 1 |
Final Recommendation
We recommend proceeding with the ERP Enterprise Transformation Program as proposed.
Real-time visibility
Governance enforcement
Integrated operations
Automated workflows
Complete audit trails
The project pays for itself in less than 2 years and delivers strategic value for decades to come.