Oxagon - The Port of Neom

The Challenge

The Port of NEOM embarked on an ambitious transformation program to digitize terminal operations, improve financial visibility, and strengthen governance across its Container and General Cargo/Ro-Pax terminals.

Before the transformation, the port’s operational, financial, and reporting systems were fragmented and heavily reliant on manual processes. Distinct billing models and data silos between terminals, coupled with disconnected ERP platforms, notably Oracle Unifier for project management and SAP for finance and procurement, led to variances, duplication, and inconsistent reporting.

Leadership faced challenges in achieving a single source of truth for performance and financial data. Manual spreadsheets slowed decision-making, and mismatched records between Unifier and SAP made it difficult to reconcile budgets, Capex, and purchase orders.

To achieve NEOM’s broader vision for a smart, sustainable, and autonomous port, a unified digital framework was required — one that could seamlessly connect terminal systems, financial platforms, and performance reporting within a secure, governed, and transparent environment.

Our Approach

Tyde Digital was engaged through a competitive tender to deliver a multi-phase, 12-month transformation program covering system implementation, reporting, reconciliation, and process standardization.

Guided by our five-pillar framework - People, Process, Technology, Data, and Control - Tyde ensured every stage of delivery focused on complete, sustainable solutions, not isolated technical fixes.

Real-time project progress reporting was maintained throughout, providing visibility and accountability to all key stakeholders.

1. Digitizing Terminal Operations

The two port terminals, Container and General Cargo/Ro-Pax, required separate system implementations to reflect their distinct operational and billing structures.

Tyde Digital collaborated closely with the port’s IT, operations, finance, senior management, and third-party providers to configure and deploy two Terminal Operating Systems (TOS) tailored to each terminal’s requirements while maintaining unified financial oversight.

Each system was configured to:

• Manage Mawani tariff structures, commercial contracts, and nuanced tax calculations.

• Automate invoice generation and approval workflows, ensuring compliance and reducing manual handling.

• Integrate with SAP ERP (Sales & Distribution), the national tax portal, and payment gateways to enable seamless financial and transactional control.

The outcome was a fully automated billing process across both terminals, compliant with tariff and tax frameworks, and directly linked to central finance systems.

2. Integrated Reporting and Insights

Tyde Digital designed and implemented a unified management reporting environment that consolidated financial metrics, operational data, and performance commentary.
This replaced fragmented spreadsheets and manual consolidation processes with a cohesive and automated reporting structure.

Key components included:

• Customized Excel input templates and SharePoint repositories to streamline data collection within NEOM’s secure IT environment.

• Power BI dashboards and automated PDF outputs providing management with a consistent, real-time view of port performance.

• Automated generation of monthly management reports, both in PDF and PowerPoint format, delivering concise, high-level summaries for leadership.

This new reporting framework improved accuracy, reduced preparation time by approximately 50%, and enabled self-service analysis for finance, commercial, and operations teams, deepening insight and responsiveness across the organization.

3. Financial and Data Reconciliation

To restore trust in financial data, Tyde Digital executed a dedicated reconciliation project between Oracle Unifier and SAP.
Over time, variations in contract structures, budget reallocations, and project splits had caused significant data divergence.

Tyde worked alongside project and finance teams to:

• Reconcile Capex, purchase orders, and budgets across both systems.

• Develop variance analysis dashboards and matching logic to detect and correct discrepancies.

• Establish a governance routine to maintain ongoing alignment between Unifier and SAP.

This process eliminated historical mismatches, reinstated control over project spending, and laid the foundation for continuous financial integrity.

4. Operational Process Mapping

A comprehensive AS-IS and TO-BE process mapping exercise was conducted across all key service lines, Container, General Cargo, Ro-Pax, Marine, and Warehouse.
The goal was to capture current workflows, identify inefficiencies, and define standardized procedures that would guide future-state operations.

The resulting process blueprint:

• Supported accurate system configuration and ensured technology aligned with operational reality.

• Clarified ownership and accountability across departments.

• Embedded control points into redesigned workflows, reinforcing governance and process transparency.

This consistent operational foundation now underpins automation, integration, and future scalability across the port.