Four operating processes inside AIMI where manual work can be engineered out — and an intelligence layer, built above your existing ERP, that proves itself before it ever connects to it.
Most operations don't have an AI problem — they have a process problem. Automating a broken process just produces broken output, faster. So we work in a fixed order: understand first, redesign second, and only then apply technology to make the fixed process repeatable and efficient. Every intervention must do one of two things: cut cost or drive revenue.
We sit with your team and ride the real workflows — how a tender is estimated, how a prequal pack is assembled, how a PO gets raised. The output is an honest map of where hours and margin leak, quantified in dirhams, plus an audit of what your ERP already covers and where the genuine gaps are.
Standard paths, named owners, governed rules — pricing floors, approval thresholds, document checklists. This is classical process engineering: making the work consistent and measurable. Most of the early gains come from this step alone, before a line of code.
On top of each redesigned process we propose and build the specific technology — structured tools, document generation, AI-assisted parsing and matching — that eliminates the manual work: the re-keying, the from-scratch rebuilding, the hunting for current numbers. Your team keeps the judgment; the system does the labour.
You've invested in a custom ERP with CRM. We don't replace it, rebuild it, or write into it. We operate as an intelligence layer above it: a read-only mirror of the data we need, on our own parallel database, with a manual bridge back into the ERP. Recommendations flow to your people; your people act inside the ERP. Only after the intelligence has proven itself — and only with your sign-off — do we graduate toward assisted write-back and, eventually, governed integration. Worst case in phase one: our output is wrong. Your ERP cannot break.
And because the layer is read-only and abstracted from daily operations, it adds no friction to your team's work: no new tool to learn, no data-entry burden, no second ERP — and zero degradation or regression risk to the processes that run your business today.
The front door of AIMI's revenue. Every tender — insulation packages for industrial clients, fabricated ductwork for MEP contractors — starts with someone working out quantities and prices. Today that work is manual, slow, and inconsistent.
Takeoffs are built by hand in spreadsheets against material costs that may be weeks old. Two estimators can price the same job differently. Slow quotes lose bids to faster competitors; stale costs mean jobs are won at margins that were wrong before fabrication started.
The cost library and estimating tool live on our parallel database — a read-only mirror of product and price data from your ERP. Finished quotes are keyed into the ERP by your team as today. Nothing in your existing quoting or order flow changes until the tool has proven itself on live tenders.
The question the diagnostic answers: how much of AIMI's order book is catalogue-based (standard ALFA products a client can order by SKU) versus drawing-based takeoff? The split decides whether the first build is a simple catalogue-and-price tool or a full estimating workbench — and it materially changes the size of the build.
AIMI's approved-vendor status with the region's most demanding industrial and government clients is a hard-won asset. But every submission — prequalification packs, vendor-approval renewals, material certificates, GCC manufacturer documentation — is assembled by hand, from scratch, each time.
Hours of skilled time go into hunting down certificates, datasheets and approvals scattered across folders and inboxes. Worse: one expired certificate or missing document in a submission can disqualify a bid you were pre-approved to win. The leak isn't just labour — it's winnable revenue lost to paperwork.
The document library and generator sit entirely on our layer — they read customer and project references from the ERP mirror and produce finished packs for your team to review and submit. No ERP process is altered; this fills a gap the ERP was never designed to cover.
The question the diagnostic answers: which client approvals and certifications does AIMI hold today, where do they physically live, and how many near-misses or lost bids trace back to documentation? That inventory defines the library — and usually surprises leadership.
The estimate says what a project should cost. The question that decides profitability is what it actually costs — and in most fabrication businesses, nobody knows until the job is closed and it's too late to act.
Material overruns, rework, and scope variations accumulate silently during fabrication and site execution. Variations the client should pay for go unbilled because nobody logged them. Margin erodes job by job, invisible until year-end — and the estimating team never learns which assumptions were wrong.
Cost actuals are mirrored read-only from the ERP (purchases, stock issues) into our layer, where they're matched to jobs and compared against the estimate. Dashboards and alerts flow to your managers; corrective decisions are executed in the ERP as today. The feedback loop also sharpens the cost library from Candidate 1.
The question the diagnostic answers: what does the ERP already capture about per-job cost, and at what granularity? If actuals exist but aren't job-matched, this build is fast. If they're not captured at all, the redesign starts on the shop floor.
AIMI's raw materials — cellular glass, PIR/PUR, phenolic foam, sheet metal — are imported, expensive, and slow to replace. Today, purchasing is reactive and re-keyed by hand, and cash sits in stock nobody is watching.
When a job is won, its material requirements are re-typed into purchase orders line by line. Reordering happens when someone notices a shelf is empty — which means expedited freight on fast-movers and dead capital in slow-movers. Working capital is tied up precisely where it earns nothing.
Stock levels and purchase history are mirrored read-only from the ERP. Our layer generates draft POs and reorder recommendations; your procurement team reviews and raises them in the ERP exactly as today. The ERP remains the sole record of stock and purchasing throughout.
The question the diagnostic answers: how much cash is currently sitting in stock older than six months, and what did expedited orders cost in the last year? Two numbers the ERP likely holds — that nobody has put side by side.
We don't ask you to commit to a transformation on a document. The engagement is staged so that each step is earned by the one before it — and priced only when we both know exactly what's being built.
Two weeks embedded across AIMI. We map the four candidate processes against reality, audit the ERP's coverage and data, resolve the catalogue-vs-takeoff question, and put a dirham figure on each leak. You receive a prioritized roadmap and a precisely scoped, precisely priced build plan — which you can execute with us or without us.
The highest-value candidate from the diagnostic is redesigned and built first — on the parallel intelligence layer, ERP untouched. Delivery is milestone-based: you see working software at each stage and pay against accepted milestones, not promises. Each subsequent candidate follows only when the previous one is proving itself in daily use.
Once a build is handed over — documented, trained, owned by your team — it moves onto a monthly subscription covering hosting, upkeep, cost-library and compliance-library maintenance, and continuous improvement. No lock-in: the process designs and playbooks are yours regardless.