Ramco Systems

  Managing and maintaining complex aircraft engines is no small feat. These engines are not only among the most sophisticated and expensive assets on an aircraft, but their maintenance carries its own significant cost and complexity. Within the scope of aircraft engine MRO, the pre-induction stage is a critical first step that sets the tone for everything that follows. The pressure is on for MRO service providers, who must balance the high costs of technical expertise and precision tooling against razor-thin operating margins. Cost-effectiveness and efficiency are not just desirable; they are survival skills in this industry. The Traditional MRO Process: Paperwork and Pitfalls Despite the centrality of technology to aviation, many MRO providers still rely on manual tools—think paper trails and Excel spreadsheets—to manage engine maintenance visits. A standard engine MRO process typically unfolds over several key stages: Pre-induction  – Planners prepare an engine for maintenan...

  The Sultanate of Oman is charting a new fiscal path in the Gulf Cooperation Council (GCC) region with the introduction of a   Personal Income Tax (PIT) , effective from   January 1, 2028 . As per   Royal Decree No. 56/2025 , issued by   His Majesty Sultan Haitham bin Tariq   and published in the   Official Gazette No. 1602   on   June 30, 2025 , this move marks the   first time a GCC country   has introduced a tax on personal income.   Key Highlights of the New Personal Income Tax Law Under the new PIT law,  individuals earning over OMR 42,000 annually  will be taxed at a  flat rate of 5% . Income below this threshold will remain exempt. The PIT applies to both  Omani nationals and expatriates , covering residents and non-residents alike, with differing rules based on residency status.   The  net income  is calculated by deducting  OMR 42,000 from the gross income , and the tax is appli...

  In today’s dynamic business environment, organizations are increasingly pursuing payroll transformation—not just to keep up with statutory changes or technology upgrades, but to streamline global operations and enhance employee experience. A successful global payroll rollout is at the heart of this transformation, requiring more than just system changes or vendor swaps; it’s a strategic change management initiative that demands precision, coordination, and trust. Having led multiple enterprise transformation projects over the past 20+ years, including complex global payroll rollouts, I’ve seen what works and what doesn’t. Here’s a practical blueprint drawn from real-world experience to help organizations succeed in their payroll journey. 1. Define the Scope Clearly: The “What” This is the foundation of a successful global payroll rollout. Organizations must define what they want out of the  payroll transformation  before diving in.. Key considerations include: Are we re...

  Managing payroll for a global workforce can be a real challenge — multiple countries, currencies, regulations, and deadlines. It’s no longer just about cutting checks or calculating tax. It’s about delivering accurate, on-time, and compliant employee payroll while also improving efficiency and reducing costs. That’s where GCC in payroll comes into play. Global Capability Centres (GCCs) are centralized teams or shared service hubs — often located in cost-effective locations like India, the Philippines, or Eastern Europe — that manage critical business functions like payroll, HR, finance, and IT for large global companies. Let’s explore how GCC in payroll is becoming the driving force behind payroll transformation, and why now is the perfect time to enhance your payroll operations with a Global Capability Centre (GCC). Source Url

  The logistics industry is evolving rapidly, driven by e-commerce growth, globalization, and increasing customer expectations. Amid this transformation, third-party logistics (3PL) providers face mounting pressure to streamline operations and enhance efficiency. Despite significant technological advances, manual billing remains a common yet costly practice, lead ing to revenue loss in 3PL operations. A study by the   Institute of Financial Operations and Leadership (IFOL)  found that half of all teams spend more than 10 hours each week processing invoices, with poor process design emerging as the leading cause of stress. For 3PLs, this translates into slower billing cycles, delayed revenue realization, and prolonged dispute resolution timelines. This outdated method silently erodes profitability by introducing errors, inefficiencies, and missed revenue opportunities. With rising complexities in logistics operations, particularly in specialized sectors like the transporta...