An AMC is not a block of hours.
Most maintenance contracts in this market are priced as a bucket of hours and consumed as a queue of tickets. That model has a structural flaw: it rewards closing tickets, not removing their cause. The same five issues recur every month, each closed within SLA, and the operation never improves.
What an ERP actually needs after go-live is three things at once: it must stay up, issues must be resolved by people who understand the business context, and it must keep changing as the organisation does. We contract for all three, and we report monthly on the third — because that is the one every other support model quietly drops.
What poor ERP support looks like.
A different consultant every time
Each ticket starts with explaining your business again, because nobody assigned owns your environment.
Tickets closed, causes untouched
The same reconciliation failure is fixed manually every month and counted as a resolved incident.
No distinction between P1 and P4
A stopped production line and a report formatting request enter the same undifferentiated queue.
Improvement requests refused
Anything that is not a fault is out of scope, so the ERP freezes in its go-live shape.
No monitoring until users report
Failed integrations and overrunning jobs are discovered by the business, not by the support team.
Hours expire unused, or run out in week three
Neither outcome reflects what the ERP needed — only what the contract shape allowed.
What the engagement actually includes.
Run
Keep the environment stable: monitoring, integration health, scheduled job supervision, backup verification, security patching and performance watch — so problems are found by us rather than reported by your users.
Support
Resolve functional and technical issues under agreed priorities, with a named team that knows your configuration and does not need the business explained again on every ticket.
Evolve
A contracted allocation for change: minor enhancements, new reports, workflow improvements and configuration for new business needs — so the ERP keeps up with the organisation instead of freezing.
Review
A monthly service review that reports recurring causes, not just ticket volumes, plus a quarterly roadmap session on upgrades, technical debt and what the business is about to need.
How an incident actually runs.
Four priorities, defined by business impact.
Contractual response and resolution times are agreed per client in the service schedule. What does not change is how a priority is assigned: by what has stopped in the operation, not by who raised the ticket.
Business operations stopped. Production, dispatch, invoicing or the close cannot proceed. Immediate response, continuous work until a workaround or fix is in place.
A major process is affected but the business can continue with difficulty. Prioritised ahead of all planned work.
Limited operational impact, a workaround exists. Scheduled into the normal support cycle.
Enhancement, configuration, new report or information request. Drawn from the contracted change allocation.
If your support report shows ticket volumes but not recurring causes, you are being told how busy the vendor was — not how stable your ERP is.
ERP continuity, with accountability attached.
You are buying a stable, improving ERP environment and a team that owns it — not a pool of hours to draw down.
What we monitor and maintain as part of a support engagement.
Ranges observed on Al Jawad engagements. Your targets are agreed in assessment, before the work starts.
Do unused hours roll over?
We would rather not sell you hours at all. The contract covers a service — availability, response, resolution and a defined change allocation. If the environment is stable one month, the allocation goes into improvement rather than expiring.
Can you support a system another partner built?
Yes, and it starts with a takeover audit rather than a start date. We need to understand the customisations and integrations before we can be accountable for them, and that audit usually pays for itself in the first quarter.
What about upgrades — are they included?
Upgrade planning is included and reviewed quarterly. Executing a major version upgrade is a separate project, but if we support you the assessment is already done and the customisation register is already current.
ERP governance after go-live.
The decision log is the asset. Most programmes throw it away at handover.
ERP StrategyWhy ERP projects fail at the operational layer.
Implementations rarely fail technically. They fail at the point where the software meets a process nobody agreed to change.
Start a conversation.
Choose the one that fits where you are. None of them is a sales call. Each is an advisory conversation calibrated to a specific question.