A Saudi enterprise running an older SAP environment may still be closing books, processing purchase orders, managing inventory, and serving customers every day. The question is whether the system is still supporting the business at the speed leadership now expects.
A group with entities across Riyadh, Jeddah, and Dammam may be dealing with manual reporting, fragile integrations, ZATCA e-invoicing pressure, complex approval workflows, and growing demand for real-time visibility.
SAP describes SAP S/4HANA Cloud as a modern ERP platform that supports finance, supply chain, HR, sales, and other core business processes. For Saudi enterprises, that makes SAP S/4HANA a strategic readiness question, not only a technical upgrade.
For CIOs, CFOs, and IT Directors, the decision is not simply, “Should we upgrade?” The better question is: “Can our current SAP environment still carry compliance, reporting, integration, and enterprise growth in 2026 and beyond?”
Aramis Solutions works with Saudi and GCC enterprises that need ERP decisions to match operational reality, not only technology roadmaps. A move to SAP S/4HANA should happen when the business case is strong, the operating pain is measurable, and the organization is ready to change how work flows across departments.
When Should a Saudi Enterprise Move to SAP S/4HANA?
A Saudi enterprise should consider moving to SAP S/4HANA when its current SAP environment limits reporting speed, compliance readiness, integration flexibility, process control, scalability, or digital transformation. The decision should be based on measurable business pressure such as manual consolidation, fragile interfaces, ZATCA readiness gaps, slow closing cycles, or weak real-time visibility.
Key Takeaways
- SAP S/4HANA migration should begin with business pressure, not software age alone.
- Saudi enterprises should review reporting delays, integration pain, compliance gaps, custom code, data quality, and user adoption before deciding on migration.
- ZATCA e-invoicing, VAT reporting, audit trails, and access control make ERP modernization more important for finance and IT leaders.
- SAP S/4HANA may fit large Saudi enterprises with multi-entity structures, complex supply chains, manufacturing depth, logistics networks, and advanced governance needs.
- SAP Business One or PACT ERP may be more practical for smaller or growing companies that do not yet need full enterprise-level complexity.
- Aramis Solutions helps Saudi enterprises assess SAP readiness, plan migration, design processes, support implementation, and optimize after go-live.
The SAP S/4HANA Decision Starts With Business Pressure, Not Software Age
Older SAP environments can still run, but still hold the business back
An older SAP environment may appear stable because users know it, reports still run, and the core business continues to operate. That does not always mean the system is still fit for the future.
Legacy landscapes often carry layers of custom code, old interfaces, manual reporting habits, and workarounds that were created to solve yesterday’s business problems. Over time, those patches can make the environment harder to change, harder to integrate, and harder to use for faster executive reporting.
This is where many Saudi enterprises reach the real decision point. The issue is not that the old system suddenly stops working. The issue is that every new requirement becomes slower to deliver.
Finance wants faster consolidation. Operations wants better supply chain visibility. IT wants fewer fragile integrations. Leadership wants cleaner data for planning. SAP S/4HANA migration conversations usually begin when the cost of staying still becomes easier to see.
For companies already reviewing legacy environments, the wider issue may connect with legacy system modernization in the GCC, especially when the business must decide whether to upgrade, integrate, rebuild, or replace critical systems.
Saudi compliance and reporting expectations are changing the ERP role
Saudi enterprises cannot separate ERP modernization from compliance readiness.
ZATCA e-invoicing, financial controls, VAT treatment, audit trails, approval workflows, and structured reporting all depend on accurate data and stable workflows. The ZATCA e-invoicing portal shows how digital tax processes are now part of the operating environment, not a side activity for finance teams.
For CFOs, this means the ERP must support trusted records and faster review. For IT Directors, it means integrations, security, uptime, and system change controls matter more than ever.
A modern SAP environment can help when compliance workflows depend on clean invoice data, system traceability, and reliable integration paths. The key is to treat compliance as part of ERP architecture, not as a last-minute add-on.
Saudi companies preparing finance systems for e-invoicing can also review how ZATCA Phase 2 ERP compliance in Saudi Arabia connects invoice data, VAT fields, audit trails, and integration readiness.
Vision 2030 raises the bar for enterprise systems
Saudi Arabia’s digital transformation agenda is also changing expectations for large private-sector and government-adjacent organizations.
The Saudi Digital Government Authority’s digital transformation standards reflect the Kingdom’s focus on digital maturity, governance, service quality, and better digital performance. Enterprises that support manufacturing, logistics, oil and gas, public-sector ecosystems, healthcare, finance, or large service networks increasingly need systems that can handle scale, data transparency, and process discipline.
SAP S/4HANA decisions in Saudi Arabia should therefore be connected to broader transformation goals. A company may not migrate only because of a technology deadline. It may migrate because leadership wants a better platform for integration, automation, analytics, compliance, and future operating models.
Aramis Solutions usually recommends framing SAP movement around measurable enterprise outcomes rather than treating it as an IT replacement project.
What SAP S/4HANA Changes for Large Saudi Enterprises
Real-time data improves financial and operational visibility
One of the strongest reasons to move to SAP S/4HANA is faster access to business data.
Older environments often require batch processes, manual extraction, or spreadsheet-based consolidation before leadership gets a useful view. That delays decisions and creates debate about whose numbers are correct.
Large Saudi enterprises with multiple entities, warehouses, plants, or business units cannot afford slow visibility for long.
SAP S/4HANA supports a more modern data model and reporting approach, which can help finance and operations teams work from more current information. This matters for financial closing, inventory control, procurement planning, production performance, and management reporting.
The value is not just faster dashboards. It is fewer manual layers between the business event and the leadership decision.
For CFOs evaluating ERP reporting maturity, Aramis Solutions has also explained why ERP financial controls for audit-ready reporting matter when leadership needs trusted numbers, clean workflows, and evidence-backed reporting.
Modern architecture supports integration and automation
Saudi enterprises rarely run ERP alone.
SAP may need to connect with tax platforms, procurement portals, HR systems, banking tools, analytics environments, warehouse systems, plant systems, customer-facing platforms, and Microsoft productivity environments.
In older landscapes, those integrations can become expensive or fragile because they were built over time around changing business needs.
SAP S/4HANA gives enterprises a stronger foundation for modern integration and automation. That does not mean every integration becomes simple automatically. It means the organization can design cleaner process flows when the ERP core is modern, documented, and aligned with the future architecture.
For enterprises reviewing SAP solutions from Aramis Solutions, this integration discussion should happen early because it affects migration scope, testing, timeline, and business value.
Enterprise complexity needs process depth
SAP for large enterprises in Saudi Arabia becomes relevant when the business has multiple legal entities, group reporting, intercompany processes, complex procurement, manufacturing, logistics, service operations, asset-heavy workflows, or public-sector-style governance.
These environments need ERP depth that goes beyond basic finance. They require stronger process control across departments and entities.
The right SAP consultant in Saudi Arabia should help leadership examine where complexity truly sits. Sometimes the complexity is in financial consolidation. Sometimes it is in supply chain planning, production costing, procurement approvals, asset management, or logistics execution.
The migration plan should reflect those realities instead of copying a generic template.
For group structures and multi-entity organizations, the article on why multi-entity GCC businesses need SAP ERP can support the decision process around consolidation, control, and reporting complexity.
SAP S/4HANA Readiness Checklist for Saudi Enterprises
| Readiness Area | What to Assess | Why It Matters |
|---|---|---|
| Business case | Reporting delays, integration pain, compliance pressure, growth needs | Confirms whether migration has measurable business value |
| Current SAP landscape | Version, modules, custom code, interfaces, usage, performance | Shows what must be retained, redesigned, retired, or replaced |
| Data readiness | Master data, finance records, suppliers, customers, materials, historical data | Prevents old data problems from moving into the new environment |
| Compliance | ZATCA, VAT, audit trails, approvals, access control, reporting | Protects finance and compliance workflows |
| Integrations | Tax platforms, banking, HRMS, CRM, warehouse, procurement, analytics | Reduces migration risk and interface disruption |
| Process design | Finance, procurement, supply chain, manufacturing, logistics, HR, reporting | Ensures the system supports real business workflows |
| Change management | Executive sponsorship, training, role clarity, user communication | Protects adoption and post-go-live value |
| Testing | Business scenarios, integrations, reports, exceptions, user acceptance | Confirms the system works under real operating conditions |
| Post-go-live support | Stabilization, issue tracking, reporting refinement, user support | Keeps SAP useful after launch |
Readiness Signals: When to Upgrade SAP in Saudi Arabia
Reporting depends too much on manual consolidation
One clear readiness signal is reporting fatigue.
If finance teams need repeated exports, spreadsheet adjustments, and manual reconciliation before every management pack, the current environment may be limiting business confidence. The issue is not only effort. The issue is that decision-making becomes slower and more dependent on a few people who understand the manual logic.
The right time to upgrade SAP often becomes clear during month-end or quarter-end. If executives wait too long for consolidated data, if branch or entity reports keep changing, or if audit preparation depends on manual evidence, the ERP is no longer supporting leadership properly.
That creates a stronger business case for moving to a cleaner SAP S/4HANA environment.
Integrations are becoming expensive to maintain
Another signal is integration cost.
Older SAP landscapes may rely on custom interfaces that only a few internal experts understand. Every new platform, compliance requirement, or reporting tool adds another layer of maintenance.
Over time, IT teams spend more energy protecting old connections than enabling new business capability.
A Saudi enterprise preparing for future growth should ask whether the current landscape can support new integrations without creating more fragility. If the answer is no, SAP S/4HANA migration planning becomes more urgent.
Aramis Solutions can help organizations assess which integrations should be rebuilt, retired, simplified, or phased into a broader roadmap.
Compliance deadlines create operational pressure
ZATCA e-invoicing readiness, tax reporting, audit trails, access controls, and approval workflows can expose ERP weakness quickly.
If finance and IT must constantly patch processes around compliance deadlines, the business may need a stronger system foundation. Compliance should not depend on heroic manual effort every month.
Before migration, finance and IT teams should test the processes that carry the most compliance risk:
- Standard tax invoices and credit notes
- Customer and vendor master data
- VAT and tax-code configuration
- Approval workflows and access controls
- Integration paths and error handling
- Audit trails for invoice and financial changes
- User roles and privileged access
- Month-end and year-end reporting evidence
These checklist items are practical because compliance readiness depends on both data and process discipline.
For companies where cybersecurity and access control are also part of the risk picture, NCA cybersecurity compliance in Saudi Arabia should be reviewed alongside ERP modernization.
Users depend on workarounds instead of the system
A major warning sign appears when users stop trusting the ERP and build side processes around it.
If teams depend on spreadsheets, offline approvals, manual reconciliations, and separate reporting files, the ERP is no longer the true operating system of the business.
This does not only reduce efficiency. It weakens control.
A successful SAP S/4HANA implementation should reduce the need for shadow systems by making the core process easier to use, more transparent, and more reliable.
SAP S/4HANA vs SAP Business One for Saudi Businesses
SAP Business One can fit smaller operations
SAP Business One can be a strong fit for smaller and mid-sized companies that need structured ERP without the complexity of a large enterprise environment.
It can support core finance, purchasing, inventory, sales, and reporting for businesses that do not yet need deep group reporting, complex intercompany processes, advanced governance, or large-scale process standardization.
This distinction matters because not every Saudi company needs SAP S/4HANA. A growing company may need the right-sized ERP before it needs a full enterprise platform.
If the organization is still relatively simple, choosing a smaller SAP path can reduce cost, simplify adoption, and still improve control.
SAP S/4HANA fits larger and more complex enterprises
SAP S/4HANA is more relevant when the company has scale, complexity, and transformation needs that go beyond mid-market ERP.
Large manufacturing groups, logistics networks, oil and gas suppliers, public-sector-related organizations, and multi-entity business groups often need stronger controls, reporting structures, and process depth.
The decision should not be based on product hierarchy alone. It should be based on how the business operates.
If the organization has complex finance, supply chain, procurement, asset management, manufacturing, or governance needs, SAP S/4HANA may provide the right long-term foundation. If the business is simpler, SAP Business One or another ERP path may be more appropriate.
PACT ERP can also belong in the ERP discussion
Not every Saudi business needs SAP complexity on day one.
Some organizations need a practical ERP route that supports finance, inventory, procurement, sales, approvals, branches, and reporting without overbuilding the implementation.
This is where PACT ERP for growing GCC businesses can also belong in the ERP discussion. Some organizations need SAP S/4HANA. Others need a more practical ERP route before enterprise-level complexity appears.
The right answer depends on scale, process maturity, compliance requirements, internal capability, and leadership goals.
Businesses comparing ERP options can also review PACT ERP for Saudi Arabia multi-industry businesses when they need connected finance, inventory, procurement, and operational visibility.
SAP S/4HANA vs SAP Business One vs PACT ERP
| ERP Route | Best Fit | Main Strength | When to Consider |
| SAP S/4HANA | Large and complex enterprises | Deep enterprise control, advanced reporting, integration, governance | Multi-entity, manufacturing, logistics, large finance, complex procurement, transformation |
| SAP Business One | Smaller and mid-sized businesses | Structured ERP with simpler adoption | Core finance, inventory, sales, purchasing, and reporting needs |
| PACT ERP | Growing GCC businesses needing practical operational control | Finance, inventory, procurement, branches, HR, sales, and reporting | Companies that need connected workflows without full enterprise SAP complexity |
Implementation Planning: What Must Happen Before Migration
Start with current-state assessment and business case
A Saudi enterprise should not start SAP S/4HANA migration by choosing dates first.
It should begin by assessing current SAP usage, reporting delays, custom code, integration pain, compliance risk, user adoption, and future business requirements.
SAP provides SAP Readiness Check as part of the planning landscape for SAP S/4HANA conversion and transition scenarios. This reinforces an important point: a migration should begin with readiness, not assumptions.
The business case should identify why the move matters. Faster reporting, lower integration risk, better compliance readiness, improved process control, and stronger scalability are different reasons, and each affects scope.
Aramis Solutions works with enterprises to turn those reasons into a practical roadmap before implementation begins.
Data migration and process redesign should be treated together
Data migration is not just a technical transfer. It is an opportunity to clean master data, reduce old fields, review reporting structures, and align process design with the future operating model.
If the company carries old data problems into SAP S/4HANA, the new platform will inherit old distrust.
Process redesign should happen at the same time. Finance, procurement, manufacturing, logistics, HR, and IT teams should review which workflows should stay, which should change, and which old customizations no longer make sense.
This is where SAP services in Riyadh, Jeddah, Dammam, and wider Saudi operations need strong business involvement, not only technical execution.
Change management protects migration value
SAP S/4HANA migration projects need executive sponsorship, role clarity, user training, and communication.
Users must understand what changes in their daily work, why the change matters, and how the new process supports the business. If users treat the system as an IT project, adoption risk rises.
Change management should not begin at go-live. It should begin during design.
Department leaders should help validate workflows, test scenarios, and prepare teams for new responsibilities. Without that, even a technically successful migration can feel disruptive.
Testing should reflect real Saudi enterprise scenarios
Testing should not be limited to ideal transactions.
A Saudi enterprise should test real operating scenarios across finance, procurement, supply chain, manufacturing, logistics, HR, reporting, approvals, security, and integrations.
Testing should include:
- Month-end and year-end close
- VAT reporting
- ZATCA-related invoice scenarios
- Credit notes and debit notes
- Procurement approvals
- Inventory movement
- Intercompany transactions
- Branch and entity reporting
- Bank and tax platform integrations
- User access and role restrictions
- Exception handling
- Management dashboards
The goal is to confirm that the system works under real business pressure, not only in a controlled demo.
How Aramis Solutions Delivers SAP Implementation in Saudi Arabia
SAP consulting aligned with Saudi enterprise requirements
Saudi enterprises need SAP consulting that understands compliance, enterprise scale, reporting expectations, and local operating realities.
Aramis Solutions supports SAP assessment, implementation planning, process design, and compliance alignment for companies that want a structured migration path. The goal is to help leadership decide what should change, what should remain, and what should be phased.
A strong SAP implementation should not simply copy the old environment into a new platform. It should improve the way finance, procurement, supply chain, manufacturing, operations, and leadership teams use ERP to control the business.
That is where consulting quality becomes visible.
SAP services for Riyadh, Jeddah, Dammam, and multi-location enterprises
Large enterprises operating across Riyadh, Jeddah, Dammam, and other Saudi cities need SAP services that account for multi-branch and multi-entity realities.
Reporting structures, approvals, inventory movement, plant operations, procurement flows, cost centers, and user roles may vary across locations. If the implementation ignores that complexity, the system may work technically but fail operationally.
Aramis Solutions supports multi-location planning by helping teams map entities, branches, departments, workflows, integrations, and reporting needs before rollout.
This is especially important for manufacturing, logistics, oil and gas, construction, trading, and public-sector-related organizations where operational detail matters.
Post-go-live optimization keeps SAP useful
SAP value continues after go-live.
Reports need refinement, integrations need monitoring, users need support, and workflows may need adjustment once real transactions start flowing.
A strong implementation partner should help the business stabilize, learn, and improve after launch.
This post-go-live stage is where enterprises often protect or lose value. If issues are handled through side spreadsheets and informal fixes, the organization recreates old problems in the new environment.
Aramis Solutions focuses on support, refinement, and adoption so SAP S/4HANA becomes a living enterprise platform rather than a one-time project.
For leadership teams planning beyond go-live, the guide on what to track after SAP go-live to protect year-one ROI can help define the right performance indicators after implementation.
How Saudi Enterprises Measure ROI From SAP S/4HANA
Faster reporting and better data visibility
CFOs can measure ROI through faster closing cycles, better management reporting, cleaner consolidation, and less reliance on manual data repair.
These gains matter because decision speed depends on trusted information. If leadership can see performance earlier, it can act earlier.
The benefit is especially strong in multi-entity enterprises. When finance, procurement, inventory, and operations data become easier to connect, reporting becomes more than compliance output. It becomes a management tool.
Stronger process control across departments
ROI also appears through better process control.
Procurement approvals, inventory movement, manufacturing planning, logistics coordination, HR cost visibility, and intercompany activity become easier to monitor when ERP workflows are clear.
This reduces operational friction and improves accountability.
Enterprises should track where manual work decreases after migration. Fewer reconciliations, fewer duplicate entries, fewer fragile interfaces, and fewer reporting delays are all practical ROI signals.
Better readiness for Vision 2030 transformation
SAP S/4HANA can also support long-term transformation readiness.
A modern ERP foundation helps enterprises prepare for digital reporting, automation, analytics, compliance changes, and future operating models. This matters for Saudi organizations aligned with Vision 2030 priorities and larger modernization agendas.
Aramis Solutions helps enterprises connect SAP investment to these broader outcomes. The ERP move should support resilience, scalability, compliance confidence, and operational maturity, not only a technology refresh.
Cleaner integration with AI, analytics, and automation
Saudi enterprises are increasingly exploring AI, predictive analytics, automation, and digital workflows.
These initiatives depend heavily on data quality and process discipline. If the ERP foundation is weak, AI and analytics projects often struggle before reaching production.
A more modern ERP environment can give the business a stronger foundation for data-driven decision-making, automated workflows, and reliable reporting.
For companies connecting ERP modernization with intelligent workflows, Aramis Solutions has also explained how AI automation for ERP, CRM, and HRMS in GCC enterprises can support more connected business execution.
SAP S/4HANA Migration Roadmap for Saudi Enterprises
| Phase | Main Activity | Business Outcome |
| 1. Readiness assessment | Review current SAP landscape, data, integrations, reporting, compliance, users | Clear view of migration drivers and risks |
| 2. Business case | Define measurable value, cost, scope, timeline, and leadership priorities | Better executive alignment |
| 3. Process design | Review finance, procurement, supply chain, manufacturing, logistics, HR, reporting | Stronger fit between ERP and operations |
| 4. Data preparation | Clean master data, remove duplicates, validate historical records | Better reporting trust after migration |
| 5. Integration planning | Review tax, banking, HRMS, CRM, warehouse, analytics, and external systems | Lower technical disruption |
| 6. Testing | Test business scenarios, reports, approvals, integrations, exceptions | Lower go-live risk |
| 7. Training and change | Prepare users, owners, support paths, and communication | Higher adoption |
| 8. Go-live and stabilization | Launch, monitor issues, support users, refine reports | Better year-one value |
| 9. Continuous optimization | Improve dashboards, automation, integrations, and process maturity | Long-term ROI protection |
Common SAP S/4HANA Migration Mistakes to Avoid
Treating migration as only an IT project
SAP S/4HANA migration affects finance, procurement, supply chain, manufacturing, operations, HR, reporting, and leadership decision-making. If it is managed only as an IT upgrade, the business may miss the chance to redesign weak processes.
Moving poor data into the new system
If master data, supplier records, material codes, customer records, finance structures, or reporting logic are already weak, migration will not fix them automatically. Data cleanup should be part of the migration plan.
Rebuilding every old customization
Some old customizations were created for outdated processes. Rebuilding all of them can increase cost and complexity without improving business value. Each customization should be reviewed against the future operating model.
Starting change management too late
Users need to understand new workflows before go-live. If training starts too late, adoption risk increases and teams may return to spreadsheets and informal workarounds.
Ignoring post-go-live support
The first months after go-live are critical. Reports, workflows, integrations, and user habits need close monitoring. Post-go-live optimization protects the investment.
Final Thoughts
Saudi enterprises should move to SAP S/4HANA when legacy systems start limiting compliance, reporting, integration, scalability, and enterprise control.
The decision should be based on business readiness, not only software age. If the current landscape slows finance, weakens integration, creates compliance pressure, or blocks transformation, the business case becomes stronger.
SAP S/4HANA in Saudi Arabia is most relevant for large enterprises that need modern ERP depth across finance, supply chain, manufacturing, logistics, procurement, reporting, and governance.
Aramis Solutions supports assessment, migration planning, implementation, and post-go-live optimization for Saudi enterprises preparing for 2026 and beyond.
To explore the right enterprise path, review SAP implementation support from Aramis Solutions. If your leadership team is ready to assess SAP readiness, Book an SAP consultation with Aramis Solutions.
FAQs
A Saudi enterprise should move to SAP S/4HANA when its current SAP environment starts limiting reporting speed, compliance readiness, integration flexibility, or enterprise process control. The decision should not be based only on system age. It should be based on measurable problems such as manual consolidation, fragile interfaces, slow financial close, audit pressure, or difficulty supporting new business models.
SAP S/4HANA uses a modern ERP architecture designed for faster data processing, improved analytics, cleaner user experience, and stronger integration potential. Older SAP versions may still run core processes, but they often depend on heavier customization, older reporting models, and more fragile integrations. For large Saudi enterprises, the difference becomes visible when leadership needs real-time visibility, stronger compliance workflows, and better support for digital transformation.
SAP S/4HANA can support ZATCA e-invoicing compliance by helping finance and IT teams align invoice data, tax logic, approval workflows, audit trails, and integration paths. Compliance depends on accurate customer and vendor data, correct VAT configuration, secure access, and reliable submission workflows. The system still needs proper configuration, testing, and monitoring.
SAP Business One may be suitable for smaller and mid-sized companies with simpler finance, inventory, sales, and purchasing needs. It is usually not the right fit for large Saudi enterprises with complex group reporting, multiple legal entities, advanced supply chain needs, manufacturing depth, or public-sector-style governance. Large organizations should evaluate SAP S/4HANA when process complexity, scale, compliance, and integration needs exceed what a lighter ERP environment can support.
SAP S/4HANA migration timelines depend on current system complexity, custom code, data quality, number of entities, integration needs, testing depth, and change management requirements. A focused migration may move faster, while a large multi-entity transformation can take much longer. The timeline becomes more predictable when the company starts with readiness assessment, business case clarity, data cleanup, integration planning, and executive sponsorship.
Companies should prepare current process documentation, reporting pain points, integration maps, master data quality issues, custom code inventory, compliance requirements, and future business goals. They should also identify internal owners from finance, IT, procurement, operations, and leadership. A strong SAP implementation partner can guide the roadmap, but the enterprise must bring business context.
Aramis Solutions supports SAP services in Riyadh, Jeddah, Dammam, and wider Saudi Arabia by helping enterprises assess readiness, plan migration, design processes, support implementation, and optimize after go-live. The focus is on enterprise fit, compliance alignment, multi-branch realities, and user adoption.
Saudi businesses should choose based on scale, complexity, compliance needs, reporting depth, internal capability, and growth plans. SAP S/4HANA is usually better for large and complex enterprises. SAP Business One may fit smaller and mid-sized businesses with simpler needs. PACT ERP may fit growing GCC companies that need practical finance, inventory, procurement, branches, HR, and reporting control without full enterprise SAP complexity.
Saudi enterprises should track reporting speed, closing-cycle improvement, user adoption, integration stability, issue-resolution time, process compliance, data quality, manual-work reduction, and management dashboard accuracy after go-live. These indicators help leadership protect year-one ROI and avoid recreating old workarounds in the new system.
