Prioritizing ERP System Selection Challenges in UAE Ports: A Fuzzy Delphi and Relative Importance Index Approach

Abstract

Background: Selecting enterprise resource planning (ERP) systems for complex port environments is a significant challenge. This study addresses a key research gap by identifying and prioritizing the critical factors for ERP selection within the strategic context of United Arab Emirates (UAE) ports, which function as vital hubs in global trade. Methods: A hybrid methodology was employed, first using the Fuzzy Delphi Method (FDM) to validate thirteen challenges with five industry experts. Subsequently, the Relative Importance Index (RII) was used to rank these challenges based on survey data from 48 UAE port professionals. Results: The analysis revealed “Cybersecurity concerns” as the highest-ranked challenge (RII = 0.896), followed by “Engagement with external stakeholders” (RII = 0.842), and both “Process optimization” and “Technical capabilities” (RII = 0.808). Notably, factors traditionally seen as critical in other sectors, such as “Organizational readiness” (RII = 0.746), were ranked significantly lower. Conclusions: The findings indicate a strategic shift in ERP selection priorities toward digital resilience and external integration rather than internal organizational factors. This research provides a sector-specific decision-support framework and offers actionable insights for port authorities, vendors, and policymakers to enhance ERP implementation in the maritime industry.

1. Introduction

In today’s dynamic and highly competitive business environment, organizations are under constant pressure to optimize their operations and enhance decision-making capabilities. Enterprise resource planning (ERP) systems have emerged as transformative tools in this endeavor. By offering an integrated, real-time view of core business processes, ERP systems consolidate data through common databases, unified process design, and standardized user interfaces. This integration empowers decision makers with a comprehensive and synchronized overview of organizational performance, thereby driving operational efficiency and strategic alignment [1].

Within the domain of port operations, the role of ERP systems extends beyond routine administrative streamlining. Ports represent complex operational ecosystems that involve multifaceted logistics, stringent regulatory frameworks, and the necessity for real-time data exchange among diverse stakeholders. As such, implementing an ERP system in a port setting addresses not only internal process improvement but also critical industry-specific challenges, including coordination across supply chains, compliance with international trade regulations, and the need for agility in responding to dynamic cargo and vessel traffic.

ERP systems are considered critical in port operations because they enable real-time coordination across multiple operational domains including cargo handling, vessel scheduling, customs compliance, and financial management through a single integrated platform [2]. In complex environments like those in the UAE, where ports operate at high capacity and serve as global trade hubs, ERP systems ensure that interdependent processes are synchronized efficiently and transparently. The need for visibility, agility, and compliance in such high-stakes logistics ecosystems makes ERP functionality not only beneficial but indispensable to maintain competitiveness and operational resilience

Moreover, ERP systems in ports serve as central platforms that integrate numerous functions, ranging from cargo handling and customs clearance to financial management and customer service, into a unified architecture. This integration is especially critical as ports function as vital nodes in global trade and logistics networks [2]. In the context of the United Arab Emirates (UAE), where ports are strategic assets underpinning economic diversification and international commerce, the deployment of efficient and adaptive ERP systems is particularly vital. UAE ports are among the busiest and most technologically advanced in the world, handling vast volumes of imports, exports, and transshipment activities [3]. This operational complexity amplifies the need for ERP systems that can deliver end-to-end visibility, data-driven coordination, and responsive scalability.

However, selecting an ERP system for ports is inherently complex and multidimensional. Decision makers must carefully evaluate a wide range of factors, including the specific functional needs of the port, stakeholder requirements, technological infrastructure, and the capabilities of prospective ERP vendors. The market offers an increasingly diverse array of ERP solutions, each with varying degrees of customization, integration capability, and support, which complicates the selection process and raises the risk of misalignment with the unique demands of port environments.

In addition, the selection and implementation of ERP systems in ports are often hampered by a number of practical and strategic challenges. These include ensuring the alignment of ERP technology with existing operational processes, fostering user acceptance and engagement through adequate training, and securing a scalable solution that supports future growth and innovation [3]. As [4] notes, effectively managing these challenges can be the differentiating factor between a stagnant port operation and one that is adaptive, efficient, and competitive in the global arena. Yet, this process is not only resource-intensive, it also demands a structured and comprehensive approach that balances cost, time, and technological fit.

This study adopts a rigorous and comprehensive methodological framework by integrating the Fuzzy Delphi Method with the Relative Importance Index (RII) to analyze, validate, and prioritize the challenges associated with ERP system selection in UAE ports. The Fuzzy Delphi Method (FDM) is particularly well-suited for contexts characterized by ambiguity and expert subjectivity. It synthesizes the opinions of domain experts into a cohesive consensus model by iteratively refining their judgments, thereby minimizing individual bias and promoting collective agreement. This iterative process is crucial when dealing with complex and context-specific challenges, such as those encountered in port operations, where traditional decision-making tools may fall short [5].

To complement the qualitative insights derived from the FDM, the Relative Importance Index (RII) is employed to quantitatively assess and rank the challenges based on their perceived significance. This statistical technique assigns weight to each challenge by aggregating expert and stakeholder responses, thus providing a clear, data-driven prioritization. The combined use of FDM and RII allows the study to strike a critical balance between expert-driven insight and empirical rigor. This dual-method approach enhances the reliability and applicability of the findings, offering a robust decision-support tool for ERP stakeholders in the UAE port sector [6].

Building on this methodological foundation, the study engages with and expands upon existing literature that identifies the spectrum of challenges organizations typically encounter during ERP selection. These challenges span technical, organizational, and strategic domains. For instance, ref. [7] identifies top management approach and leadership commitment as recurring barriers to ERP success, underlining the importance of strategic alignment and executive support in driving effective implementation. Similarly, ref. [8] proposes a multi-attribute rating technique (SMART) to ensure that ERP systems are selected based on comprehensive process mapping and alignment with business requirements, reinforcing the necessity for a structured, criteria-based selection process.

In the context of port operations, ERP systems have proven to be transformative. As demonstrated in leading European ports, ERP systems have contributed significantly to performance improvements via the sustainable maritime balanced scorecard (SMBSC), which integrates operational, environmental, and financial metrics [9]. Meanwhile, in Egyptian ports, the success of ERP implementations has been found to hinge on factors such as top management support, the readiness of human resources, and the alignment of financial and technical infrastructure with ERP objectives [10]. Similarly, in the South Asia Pacific region, ERP systems have played a crucial role in enhancing the effectiveness and operational efficiency of maritime transport services, highlighting their potential in complex, multi-stakeholder environments [11].

While ERP system research has expanded significantly across sectors such as manufacturing, healthcare, and retail, the port industry remains comparatively underexplored in academic discourse. This oversight is notable given the pivotal role ports play in global trade and their growing reliance on advanced technologies to drive efficiency, compliance, and competitiveness. Unlike other sectors, ports operate in environments marked by intricate supply chains, complex regulatory obligations, and elevated security demands. These factors create a unique operational landscape that warrants tailored approaches to ERP system selection and implementation, yet existing studies often fail to fully capture these nuances.

To address this gap, the present research focuses on the ERP system selection process within the strategically vital and operationally dense context of UAE ports. These ports, as critical hubs in the global supply network, face unique challenges that extend beyond conventional business concerns. They must navigate strict regulatory requirements, high-volume logistics, and the demand for real-time operational visibility. As such, ERP solutions must not only support standard functionalities but also align with the specialized needs of maritime infrastructure.

This study systematically investigates a wide spectrum of ERP selection challenges, including foundational factors like user needs, vendor reliability, technical capability, and organizational preparedness. It further extends the analysis to encompass broader strategic dimensions, cybersecurity, environmental sustainability, real-time data integration, innovation, stakeholder engagement, and process optimization. These factors are instrumental in ensuring ports maintain regulatory alignment, operational agility, and sustained competitive advantage in an evolving global trade ecosystem. To prioritize these interrelated challenges, the study applies the RII, a quantitative method that transforms expert and practitioner evaluations into ranked, actionable insights. This approach empowers stakeholders, port authorities, ERP vendors, and consultants, to make data-driven decisions when selecting and implementing ERP systems tailored to the complex needs of UAE ports.

Although the broader ERP literature acknowledges a range of challenges applicable across industries, its relevance to port, particularly in the UAE context, remains limited. Ports operate under distinct pressures, including geopolitical sensitivity, multi-agency coordination, and high-stakes cargo handling, all of which introduce operational variables not typically found in other sectors. To address this gap, the primary objective of this study is to identify, validate, and prioritize the key challenges associated with ERP system selection in UAE ports using a hybrid methodology combining the Fuzzy Delphi Method and the Relative Importance Index. By identifying and validating the most critical ERP selection challenges through a sector-specific lens, this research contributes to filling that gap, offering both theoretical advancement and practical guidance for ERP adoption in the port industry.

The study’s objectives are threefold. First, it seeks to identify the key technical, organizational, and vendor-related barriers confronting UAE ports during ERP system selection. Second, it evaluates how these challenges affect critical performance areas, including data integration, compliance, efficiency, and external collaboration. Third, the research assesses organizational readiness in terms of change management, workforce training, and digital maturity, conditions necessary for ERP implementation success. These insights form the basis for a set of strategic recommendations aimed at optimizing ERP selection and deployment within the UAE port ecosystem.

In doing so, the study makes both theoretical and practical contributions. Theoretically, it bridges a knowledge gap by adapting established ERP selection frameworks to a port-specific context that has received limited academic attention. Practically, it equips decision makers with a diagnostic tool for assessing selection readiness and for prioritizing investment in ERP functionalities that yield the most significant operational returns.

To guide the research and ensure a comprehensive exploration of the topic, the following research questions have been formulated:

• RQ1. What are the key challenges in ERP system selection commonly identified in the existing literature, and to what extent are they applicable to the UAE port context?
• RQ2. How do the experiences of UAE port employees involved in ERP selection align with or diverge from the challenges identified in the literature?
• RQ3. Are there any unique challenges faced by UAE ports during ERP selection that are not adequately captured in the existing literature?
• RQ4. Considering the challenges specific to UAE ports, which factors most significantly impact the overall success of ERP system selection?

Together, these questions enable the study to bridge global ERP literature with local port sector realities, producing a contextually grounded yet broadly informative analysis. The dual focus on validating existing knowledge and uncovering domain-specific insights ensures the study contributes meaningfully to both scholarly discourse and real-world decision-making.

The significance of this study lies in its multifaceted contribution to both theory and practice, particularly in advancing the understanding of ERP system selection within the strategically vital domain of port management. By systematically identifying and analyzing the specific challenges faced by UAE ports, the research offers valuable insights that can inform more effective ERP selection and implementation strategies. These findings are especially relevant for stakeholders seeking to enhance operational efficiency, technological integration, and competitiveness in the UAE port industry, an economic sector that plays a central role in the country’s diversification and global trade positioning.

From a theoretical perspective, the study contributes to the broader ERP literature by addressing the nuanced complexities of ERP implementation in port operations, an area that has received relatively limited academic attention compared to other industries such as manufacturing or retail. It extends the discourse by contextualizing ERP selection challenges within the unique regulatory, operational, and technological constraints of the port environment.

From a practical standpoint, the research provides actionable guidance for port authorities, ERP vendors, and consultants. By offering a prioritized understanding of the most pressing challenges, the study supports more strategic alignment between ERP capabilities and business objectives. This, in turn, can lead to improved process efficiency, more informed decision-making, and enhanced responsiveness to market dynamics and logistical demands.

To ensure a coherent and structured presentation, the remainder of the paper is organized as follows: Section 2 provides a comprehensive literature review and theoretical foundation, examining the links between ERP system selection and the identified challenges. Section 3 then outlines the research methodology, including data collection and analysis techniques. Subsequently, Section 4 presents and discusses the empirical results, offering evidence-based recommendations. The paper concludes with Section 5, which summarizes the key findings, highlights practical and theoretical implications, and proposes directions for future research.

2. Literature Review

This section provides a comprehensive review of the scholarly literature addressing the challenges associated with selecting Enterprise Resource Planning (ERP) systems for port operations. It begins by examining previous studies that have explored ERP implementation in port environments, followed by an in-depth analysis of the key factors that complicate ERP system selection in these settings. The section concludes with reflections on the unique contextual and operational challenges faced by ports in the United Arab Emirates (UAE), setting the foundation for the current research inquiry [12].

The selection of an ERP system for port operations is particularly complex, given the convergence of rapidly evolving technological requirements and the multifaceted nature of port logistics. Ports operate within high-stakes environments where system downtime, inefficiencies, or misaligned technologies can have significant repercussions across global supply chains. The financial investment, time commitment, and operational disruption associated with ERP implementation elevate the importance of informed, evidence-based decision-making.

One of the core challenges lies in the ability to precisely identify and articulate the operational requirements of port systems, requirements that are often highly specialized and distinct from those encountered in other industrial contexts. Furthermore, the multi-stakeholder ecosystem that characterizes port operations, encompassing public authorities, logistics firms, customs bodies, and shipping lines, adds a layer of complexity to ERP system selection. The absence of clear alignment between organizational needs and ERP system capabilities often results in implementation failures or underperformance, undermining the expected value of such systems [4].

The importance of ERP systems has been widely documented across various sectors. For example, ref. [13] examined ERP failures in case studies from China and Jordan, highlighting the critical role of end-user involvement and organizational readiness in determining project success. Managerial factors, such as clear communication, accurate needs assessment, and adequate training, were identified as essential enablers. Similarly, ref. [7] underscored the strategic importance of executive leadership during ERP implementation, offering ranked challenges that could inform ERP adoption strategies. A broader synthesis by [14] revealed prevailing themes within ERP-related research in the Management Information Systems (MIS) field, noting a strong focus on the implementation and post-implementation phases, especially in terms of behavioral and organizational change management.

A number of empirical studies have further contributed to the literature by offering methodological and practical insights. For instance, ref. [15] conducted a comparative case study of Odoo and NetSuite ERP systems within a Finnish office furniture manufacturing firm, emphasizing the value of pilot testing and user feedback in aligning system features with operational needs. Meanwhile, ref. [16] addressed the complexities faced by multinational corporations in ERP selection, drawing attention to contextual factors that influence the choice process. While the generalizability of their findings may be limited, the study nonetheless offers a nuanced understanding of ERP system evaluation in transnational environments.

In a more localized context, ref. [17] focused on ERP adoption in small and medium-sized enterprises (SMEs) in India, demonstrating the utility of decision-support tools such as Factor Analysis and the Fuzzy Analytical Hierarchy Process (FAHP) in managing the complexity of ERP selection under resource constraints. These studies collectively underscore the diversity of ERP selection challenges across organizational types and contexts and point to the need for domain-specific frameworks, particularly for sectors like port management that have received limited scholarly attention to date.

While the broader ERP literature offers critical insights into system selection and implementation across various industries, research specifically addressing ERP selection within the port sector remains limited. Ports, particularly those in dynamic and strategically significant regions like the UAE, face a distinct set of operational, regulatory, and technological challenges that warrant dedicated investigation. To bridge this gap, the present literature review is structured into three main parts. The first subsection explores existing studies that have addressed ERP selection in port operations, highlighting the scarcity of sector-specific research. The second part synthesizes key challenges identified in the broader ERP literature and maps them to the port context, with a focus on 13 critical factors influencing ERP selection. The third part examines the theoretical and methodological approaches employed in ERP selection studies, particularly the use of decision-making tools such as FAHP and RII. The last subsection concludes with a reflection on the unique contextual challenges faced by UAE ports and outlines the rationale for this study.

2.1. Similar Studies on ERP Systems Selection in Port Operations

The body of academic work specifically addressing ERP system selection in port operations is still relatively sparse. Among the few studies available, one notable contribution focuses on ERP implementation in Indian ports, examining how digital transformation efforts, particularly those by Ramco Systems, seek to address operational bottlenecks and enhance efficiency [18].

Ramco’s ERP solution integrates Artificial Intelligence (AI) and Machine Learning (ML) to optimize logistics through real-time coordination, predictive maintenance, and automation. The system addresses several common pain points in Indian ports, such as limited space, unscheduled equipment breakdowns (e.g., cranes and Rubber-Tired Gantry cranes), and fragmented communication among stakeholders. In response, the ERP platform consolidates data into a unified dashboard and offers advanced features such as drone-assisted inspections, on-the-spot mobile data entry, and automated facial recognition for security and attendance tracking. It also facilitates automated vendor and customer transactions, supported by ML-driven payment scheduling.

Importantly, this solution enhances interoperability through integration with the Port Community System, promoting collaboration across diverse entities including logistics providers, customs authorities, and regulatory agencies. Additionally, the ERP’s real-time monitoring capabilities allow for rapid responses to operational changes, improved throughput, and optimized resource scheduling, all contributing to significant cost savings and performance gains.

While this study offers valuable insights into ERP-driven modernization in port contexts, its findings are limited to a single national setting and commercial vendor. The broader academic discourse lacks comparative and region-specific research, particularly in the context of high-throughput, strategically located ports such as those in the UAE. Given the region’s unique geopolitical, environmental, and regulatory landscape, there is a clear need for further empirical investigation. This study addresses that gap by systematically identifying and evaluating ERP system selection challenges specific to UAE ports, offering fresh contributions to both scholarship and practice.

2.2. Challenges of ERP System Selection

While the existing literature on ERP system selection in the port sector is notably limited, numerous studies from broader industry contexts provide valuable insights into the recurring challenges organizations face when choosing and implementing ERP systems. These challenges, though not port-specific in their original formulations, can be effectively mapped and contextualized to reflect the operational, regulatory, and technological nuances of port environments.

The selection of an ERP system in ports is particularly complex due to the sector’s unique operational demands, multifaceted stakeholder interactions, and growing reliance on real-time data and automation. Unlike typical industrial settings, ports must accommodate dynamic shipping schedules, stringent customs regulations, and diverse supply chain actors, which necessitate tailored ERP functionalities. Yet, the foundational challenges, ranging from user engagement and vendor evaluation to technical integration and change management, remain consistent with broader ERP literature.

To address this gap, this section synthesizes and contextualizes 13 critical challenges drawn from interdisciplinary studies on ERP implementation and aligns them with the operational realities of modern port infrastructure. These challenges are presented in Figure 1 and discussed in detail in the following subsections, each supported by relevant literature and mapped to the port context. This approach enables a comprehensive understanding of the multi-dimensional difficulties port authorities and stakeholders encounter when selecting an ERP system and lays the groundwork for identifying tailored strategies for successful adoption.

2.2.1. User Needs

The selection of an appropriate ERP system for port environments presents a considerable challenge, largely due to the inherent complexity of such systems and the substantial financial and operational investments required for implementation [19]. A core determinant of ERP success lies in accurately identifying and addressing user needs. These encompass both functional requirements, such as specific operational features tailored to cargo handling, vessel scheduling, and customs integration, and non-functional requirements, including system performance, usability under dynamic operational conditions, and data security [19].

In port settings, user needs are especially diverse, given the wide range of roles involved, from dock workers and logistics coordinators to administrative personnel and IT staff. Engaging these stakeholders throughout the selection process, via interviews, focus groups, or structured surveys, is essential to ensure that the system aligns with day-to-day operational realities and garners user acceptance. However, this process is inherently complex and often constrained by limited time and resources. A major concern is user dissatisfaction, which can stem from the steep learning curve associated with ERP systems, especially when users are tasked with evaluation, modification, and deployment roles without sufficient support [20,21].

Furthermore, port employees bring valuable domain-specific expertise that must be leveraged during ERP selection [19]. Their operational knowledge, ranging from berth allocation and cargo logistics to documentation handling, directly affects system configuration and usability. Ignoring these inputs can lead to a misalignment between system functionality and actual workflows, ultimately jeopardizing adoption. In addition, legacy systems are often deeply entrenched in port operations, and the shift to modern ERP platforms may encounter resistance from staff accustomed to existing routines [18].

Addressing these challenges requires a strategic focus on change management. This includes early stakeholder involvement, inclusive decision-making, and investing in comprehensive, role-specific training programs. Despite the recognized importance of training, resource constraints, such as the unavailability of dedicated instructional staff or limited training budgets, can further hinder efforts to meet user expectations [12]. In sum, understanding and incorporating user needs is not just a technical requirement but a strategic imperative for successful ERP deployment in port ecosystems.

2.2.2. Vendor Selection

Selecting the right ERP vendor is a critical decision point in the ERP system acquisition process, particularly within the complex operational landscape of ports. The highly diverse ERP market requires ports to undertake rigorous evaluations of vendors’ technical capabilities, domain expertise, and market credibility to ensure optimal alignment with their evolving needs [22]. Unlike generic business environments, ports demand ERP systems capable of supporting specialized functionalities such as cargo clearance automation, maritime logistics coordination, vessel traffic tracking, and compliance with port-specific regulatory standards.

A fundamental consideration in vendor selection is the assessment of the vendor’s research and development (R&D) capabilities. Ports operate in a dynamic ecosystem shaped by rapid technological changes, requiring ERP vendors that are not only reactive to client needs but also proactive in innovation. R&D investment, the presence of highly skilled technical personnel, and the vendor’s ability to provide future system upgrades that keep pace with industry advancements are thus paramount [23]. This is especially important as ports begin adopting smart technologies such as IoT-enabled container tracking, blockchain for customs transparency, and AI-based demand forecasting, features that require continual ERP platform evolution.

The vendor’s reputation further influences decision-making, particularly in mission-critical sectors like port operations. Key dimensions of reputation include brand recognition, financial stability, third-party certifications, and industry accolades, all of which signal reliability and long-term viability [22]. Ports must also consider the vendor’s previous experience in similar logistics or maritime contexts, which may offer insights into their ability to deliver scalable and adaptable solutions.

Post-implementation support constitutes another decisive factor, as ports depend on uninterrupted system performance to sustain day-to-day activities such as berth scheduling, customs documentation, and cargo throughput tracking. Inadequate vendor support can compromise operational continuity, leading to delays, security lapses, or cost overruns. Therefore, comprehensive service-level agreements (SLAs), responsive helpdesk services, and a clear roadmap for system updates and patches are essential evaluation criteria [24].

Finally, the long-term success of ERP implementation in ports is closely tied to the vendor’s ability to maintain continuous engagement and adapt solutions as operational complexities evolve. This underscores the necessity of conducting thorough reference checks, pilot testing, and vendor audits to validate claims of capability and commitment [25]. In summary, vendor selection in port ERP projects transcends generic product comparison, it involves strategic alignment with the port’s operational realities, technological trajectory, and long-term growth objectives.

2.2.3. Technical Capabilities

Implementing ERP systems in port environments requires a high degree of technical sophistication, as these systems must address the multifaceted and mission-critical nature of port operations. The selection of an ERP system with robust technical capabilities is essential to ensure seamless integration with existing infrastructure, facilitate operational efficiency, and support the long-term strategic goals of port authorities.

Key technical challenges arise in areas such as software functionality, system interoperability, data migration, and scalability. ERP functionality must extend beyond basic enterprise operations to include features that are customized for port-specific workflows, such as vessel scheduling, berth planning, customs clearance, and container tracking. These functional capabilities are instrumental in improving inventory visibility, optimizing procurement and logistics decisions, and delivering high service standards tailored to maritime supply chains [9].

A crucial technical requirement is the system’s ability to integrate seamlessly with other core port management platforms. This includes integration with Terminal Operating Systems (TOSs), Port Community Systems (PCSs), and external regulatory and customs databases. Without seamless integration, the benefits of real-time data sharing, coordination among stakeholders, and process automation are significantly diminished [7].

Another major technical consideration is data migration, the process of transferring historical data and operational records from legacy systems to the new ERP environment. This process can be time-consuming, error-prone, and costly, particularly if port operations rely on fragmented or paper-based systems. Ensuring data accuracy, consistency, and completeness throughout migration is critical, requiring rigorous validation, testing protocols, and technical oversight [26].

Moreover, ERP systems in ports must incorporate robust data security mechanisms to safeguard against cyber threats, data corruption, and unauthorized access, especially during data transfer phases. Ports, as critical infrastructure, are particularly vulnerable to breaches that can disrupt logistics, compromise sensitive trade data, and damage national economic interests [7].

In addition, scalability, flexibility, and adaptability are essential characteristics for any ERP system deployed in a port environment. Given the dynamic nature of global trade, evolving regulatory standards, and periodic infrastructure upgrades, ERP systems must be capable of growing with the organization, supporting new modules, users, or functionalities without compromising performance [27].

In conclusion, addressing these technical challenges during the ERP selection process ensures that ports are not only equipped with a solution that fits their current needs but are also positioned to adapt and thrive in an increasingly digitized and interconnected maritime ecosystem.

2.2.4. Organizational Readiness

Organizational readiness is a foundational determinant of successful ERP system selection and implementation, particularly in complex operational environments such as ports. Unlike conventional IT projects, ERP adoption represents a transformative change that affects business processes, management structures, and employee roles. As such, ports must be adequately prepared, both structurally and culturally, to absorb the impact of ERP-driven transformation.

A primary challenge lies in optimizing deployment timelines to ensure that the ERP system is implemented without causing significant operational disruptions, especially given the continuous, 24/7 nature of port logistics and cargo handling [28]. In this context, any delays or system downtime can lead to congestion, missed vessel schedules, and revenue losses.

Another important readiness factor is installation cost, which can represent a substantial financial burden relative to annual operating budgets. Ports, especially publicly owned or jointly managed terminals, must navigate stringent budgeting cycles and cost justifications to ensure sufficient financial resources are allocated for ERP deployment [28].

Top management’s commitment and strategic alignment are also crucial. Misalignment between leadership expectations and the ERP system’s operational capabilities can hinder the selection process and reduce stakeholder buy-in. Leaders must act as champions of change, guiding their teams through uncertainty and aligning ERP objectives with long-term port modernization goals [7].

Ongoing maintenance and upgrade costs further complicate the decision-making process. Ports operate in a rapidly evolving regulatory and technological environment; thus, ERP systems must be continually updated to maintain compliance and technological relevance [28]. Ensuring that the selected system allows for seamless updates without disrupting core port services is essential.

Additionally, employee readiness and resistance to change pose significant challenges. Ports often have a diverse, multilingual workforce with varied levels of digital literacy. Securing management support, delivering tailored training programs, and addressing cultural barriers are essential for facilitating user adoption and minimizing operational resistance [12]. Change management strategies, such as engaging stakeholders early, communicating benefits clearly, and offering hands-on training, are critical to fostering a culture of openness and collaboration.

Post-implementation, the use of performance metrics is essential to evaluate the system’s effectiveness. Key indicators such as process efficiency, cost control, and stakeholder satisfaction provide insight into the system’s success and help guide continuous improvement efforts [25].

Lastly, data migration costs, encompassing system audits, data cleansing, and consultation fees, must be carefully planned and budgeted, as these can quickly escalate and jeopardize project timelines [20].

In summary, ensuring organizational readiness in port contexts requires a holistic strategy that considers leadership involvement, financial planning, cultural change, and technical preparedness. A proactive approach to these dimensions significantly enhances the likelihood of successful ERP adoption and sustained value creation in port operations.

2.2.5. Environmental and Sustainability Goals

Ports, as critical nodes in global supply chains, exert considerable environmental pressure through air and water pollution, greenhouse gas emissions, and ecosystem degradation. The increasing emphasis on sustainable development necessitates that port authorities strike a balance between operational efficiency and environmental responsibility. ERP systems, if appropriately designed and implemented, can support this transition by enabling better environmental data management, regulatory compliance, and performance monitoring [9].

However, selecting an ERP system that accommodates environmental sustainability goals specific to port operations remains a significant challenge. Traditional ERP solutions often lack integrated environmental management functionalities tailored to the unique needs of port environments, such as emissions from ships and cargo-handling equipment, or the impact of dredging and waste disposal [29]. As such, ports must seek out or customize ERP systems that are capable of capturing and processing key environmental performance metrics, including carbon emissions, energy consumption, and waste generation [29].

A particular difficulty lies in the integration of diverse environmental data sources. Port operations interface with multiple stakeholders, such as environmental agencies, logistics firms, and shipping companies, each generating disparate data related to air quality, water usage, energy efficiency, and hazardous materials. Consolidating this data into a cohesive and accurate environmental reporting system within the ERP framework demands complex system customization, as well as alignment of data formats and standards [30,31].

Moreover, ports operate under increasingly stringent local and international environmental regulations, necessitating that the chosen ERP system support automated compliance mechanisms. This includes the ability to generate regulatory reports, monitor changes in legal requirements, and ensure adherence to environmental standards such as ISO 14001 [9]. The lack of such functionalities in off-the-shelf ERP solutions may hinder ports’ ability to meet environmental obligations and expose them to regulatory penalties.

In addition, data accuracy, consistency, and reliability are fundamental to environmental performance assessment. The integration of environmental data from multiple operational sources, ranging from cranes to fuel bunkering systems, requires robust data validation and governance protocols. Any inconsistencies in environmental data not only compromise internal decision-making but may also affect a port’s public transparency and stakeholder trust [30].

To overcome these limitations, ports must adopt a strategic approach during ERP selection, prioritizing solutions that can be tailored to environmental needs. This involves collaborating closely with ERP vendors to develop port-specific sustainability modules and implementing systems for continuous monitoring and improvement of environmental performance indicators. By embedding environmental intelligence into ERP systems, ports can better manage their ecological footprint, comply with evolving regulations, and contribute to global sustainability goals [9,30].

2.2.6. Real-Time Data Integration and Decision-Making

In the fast-paced and highly dynamic environment of port operations, real-time data integration and responsive decision-making are critical to ensuring operational efficiency and minimizing delays. ERP systems serve as centralized digital platforms that consolidate vital information, ranging from vessel schedules and cargo manifests to equipment status and workforce availability, thereby establishing a single source of truth for all stakeholders involved in port activities [32,33].

These systems streamline cargo handling through automated workflows, task assignments, and event-based notifications. One of the most valuable capabilities of ERP platforms in the port context is real-time monitoring, which facilitates continuous tracking of Key Performance Indicators (KPIs) such as container dwell times and crane productivity. By leveraging real-time alerts and status updates, port operators can engage in proactive decision-making, addressing congestion or equipment failures before they escalate into costly disruptions [34].

Furthermore, modern ERP systems increasingly incorporate advanced analytics and machine learning algorithms that enable ports to anticipate demand patterns, forecast peak traffic periods, and optimize the allocation of key resources such as labor and equipment. These predictive features enhance agility and responsiveness in environments characterized by uncertainty and high throughput. In addition, mobile and web-based interfaces extend system accessibility to remote decision makers, improving oversight and coordination across geographically dispersed teams.

A crucial application area of real-time ERP integration in ports is vessel traffic management. ERP systems interface with maritime navigation tools such as the Automatic Identification System (AIS) and radar to gather live data on vessel movements and port traffic conditions [35]. This integration enables real-time monitoring and scheduling of ship arrivals and departures, as well as precise resource allocation, including berth assignments and tugboat availability. Visual dashboards and analytical reports further support strategic planning and operational decision-making by offering insights into traffic trends and service efficiency.

In addition to routine operations, ERP systems are instrumental in emergency response coordination. By integrating with sensors, alarm systems, and surveillance networks, ERP platforms enable the automated detection of emergency scenarios, such as hazardous spills, equipment failures, or safety breaches [35]. Predefined rules can trigger alerts to relevant stakeholders, while the system logs detailed incident reports to support compliance documentation and continuous improvement processes.

Collectively, ERP-enabled real-time data integration significantly enhances port performance across critical functions, including cargo handling, vessel coordination, and emergency preparedness. The ability to synthesize data from disparate systems into actionable intelligence empowers port authorities to improve situational awareness, reduce turnaround times, and elevate service levels. As such, real-time decision-making capabilities are indispensable in selecting ERP systems tailored for resilient and agile port environments [33,34].

2.2.7. Cybersecurity Concerns

As port operations become increasingly digitized, cybersecurity has emerged as a critical consideration in the selection of Enterprise Resource Planning (ERP) systems. Ports, being integral to national infrastructure and international trade, are particularly vulnerable to cyber threats such as hacking, data breaches, smuggling operations, and even terrorism [36]. In this context, selecting an ERP system equipped with robust cybersecurity features, including end-to-end data encryption, multi-level access controls, and compliance with international cybersecurity regulations, is paramount for protecting sensitive operational and financial data.

The rapid evolution of port technologies, spanning automation, digitalization, and Internet of Things (IoT) integration, has significantly expanded the digital attack surface, presenting new risks alongside operational gains. While these innovations offer enhanced efficiency, they also expose ports to increasingly sophisticated cyberattacks that can compromise data confidentiality, system integrity, and service availability [36]. ERP systems, which serve as the nerve center of digital port operations, must therefore incorporate resilient cybersecurity architectures to mitigate these vulnerabilities.

Ports are subject to evolving international regulations that aim to strengthen cyber resilience. ERP systems must comply with standards such as ISO/IEC 27001 and ISO 28000 [37,38], which address information security and supply chain security management, respectively [39,40] A robust risk management framework is essential to identify, assess, and mitigate cyber risks, especially in the interconnected environment of maritime infrastructures [39]

Security risk assessments should be embedded into the ERP selection process to evaluate vendor capabilities in delivering secure APIs, encrypted data transmission, intrusion detection systems, and periodic security patches. Additionally, ERP solutions must offer features such as end-to-end data encryption, multi-level access control, and automated compliance monitoring to reduce the likelihood of non-conformance and cyber incidents.

The high-value data managed by ERP systems, such as cargo manifests, vessel schedules, billing information, and stakeholder communications, makes them a prime target for cybercriminals. Unauthorized access to this data could result in economic losses, service disruptions, reputational damage, and regulatory non-compliance. Moreover, ERP platforms are often integrated with multiple third-party applications, legacy systems, and external databases, increasing both system complexity and security risk [41].

Managing these cybersecurity challenges requires a multifaceted approach. First, ERP selection must involve a thorough security risk assessment to identify potential system vulnerabilities. This includes evaluating vendor capabilities in delivering secure APIs, encrypted data transmission, intrusion detection systems, and regular security updates. Additionally, user access control mechanisms must be implemented to ensure that only authorized personnel can access sensitive functions, particularly in highly regulated port environments.

Another significant threat stems from insider risks, which may involve intentional misconduct or unintentional negligence by employees or contractors. Ports must adopt preventive strategies such as user activity monitoring, behavior analytics, and targeted employee training programs to build a cybersecurity-aware organizational culture [41]. These strategies are essential not only to reduce internal threats but also to meet the compliance requirements of maritime and logistics-specific cybersecurity frameworks [42].

Ultimately, safeguarding ERP systems in ports requires not just strong technical controls but also continuous security governance and monitoring. This includes real-time threat detection, rapid incident response protocols, and collaboration with regulatory authorities to maintain high standards of cyber resilience. Given the strategic importance of port operations to national and global supply chains, cybersecurity must be a foundational criterion in ERP system selection to ensure both operational continuity and long-term trust.

2.2.8. Potential for Innovation

Innovation is a critical driver in the evolution of ERP systems, particularly in the dynamic and highly competitive context of port operations. Modern ERP platforms are increasingly integrating emerging technologies such as the Internet of Things (IoT), Artificial Intelligence (AI), and blockchain to enhance operational intelligence, efficiency, and resilience across the port ecosystem [18].

IoT integration plays a pivotal role in transforming traditional port activities into intelligent, data-driven processes. By embedding sensors, RFID tags, GPS trackers, and surveillance systems into port infrastructure, IoT-enabled ERP systems facilitate real-time data acquisition on cargo movements, asset utilization, equipment status, and environmental conditions. This capability not only enhances visibility and transparency across the supply chain but also empowers stakeholders to proactively manage operations, reduce theft and fraud, and ensure compliance with regulatory frameworks [18]. In practical terms, ports can leverage IoT data to monitor traffic congestion, forecast equipment usage, and streamline gate operations, thereby improving throughput and reducing operational bottlenecks.

Furthermore, IoT integration supports predictive maintenance by continuously monitoring the health and performance of critical port equipment such as cranes, gantry systems, and container handling units. Early detection of anomalies allows port authorities to schedule maintenance proactively, minimizing downtime and extending equipment lifespan. This is particularly valuable in busy ports where delays can result in substantial economic losses.

Complementing IoT, Artificial Intelligence (AI) is increasingly embedded within ERP systems to augment decision-making capabilities. AI-powered analytics can mine vast volumes of historical and real-time data to detect patterns, predict equipment failures, optimize cargo handling schedules, and allocate resources efficiently [18,43]. For instance, AI can forecast vessel arrival times and container dwell durations, allowing for better yard management and labor deployment. Moreover, AI enhances risk mitigation through real-time fraud detection and security analysis, enabling faster response to suspicious activities within the port’s digital infrastructure.

Blockchain technology further expands the innovative potential of ERP systems by introducing a decentralized and tamper-proof ledger for transaction management. Its integration with ERP enables secure, transparent, and immutable recordkeeping across stakeholders, fostering trust among port authorities, shipping companies, customs agencies, and logistics providers [2,43]. Smart contracts can automate documentation and payment processes, while ensuring compliance with predefined business rules. This not only reduces administrative burden but also accelerates cargo clearance and reduces the risk of human error or manipulation.

Overall, the convergence of IoT, AI, and blockchain within ERP systems is reshaping the operational and strategic landscape of modern ports. These innovations enhance real-time responsiveness, predictive intelligence, and cross-stakeholder trust, making ERP systems not merely transactional platforms but strategic enablers of port digitalization. By embracing these technologies, ports can position themselves as smart, secure, and sustainable hubs in the global supply chain.

2.2.9. Collaboration and Communication with External Stakeholder

The success of ERP implementation in port operations is significantly influenced by the effectiveness of collaboration and communication with a wide range of external stakeholders. These include shipping lines, cargo owners, terminal operators, customs authorities, port and government agencies, logistics service providers, labor unions, local communities, environmental organizations, and trade associations [44,45]. The intricate nature of port ecosystems demands seamless coordination among these actors to ensure operational efficiency, regulatory compliance, and sustainable growth.

However, integrating ERP systems within such a multi-stakeholder environment presents substantial challenges. Differences in data formats, communication protocols, and existing system architectures between stakeholders often lead to compatibility issues and hinder interoperability [46]. Ports must ensure that their ERP systems are not only internally robust but also capable of external system integration, enabling real-time information exchange with partner organizations. This is particularly crucial for operations such as customs clearance, cargo tracking, and intermodal logistics coordination, where information delays or inconsistencies can have cascading effects across the supply chain.

Another core challenge lies in user adoption and digital literacy among external stakeholders. Since many stakeholders rely on different technological platforms or possess varying degrees of digital maturity, ERP systems must feature intuitive interfaces, multilingual support, and easy-to-use functionalities to foster widespread usage. Additionally, user onboarding and training programs are essential to ensure that all parties can effectively engage with the system, reducing resistance and maximizing the collaborative potential of ERP implementation.

Data security and privacy concerns are magnified in such distributed environments, where sensitive data, such as cargo manifests, shipment routes, customs documentation, and financial records, is frequently exchanged between parties. The ERP system must incorporate robust data protection mechanisms, including role-based access controls, encryption protocols, and compliance with relevant privacy regulations such as GDPR and local cybersecurity laws [44,45]. This is not only vital for preventing data breaches but also for building trust among stakeholders who rely on the system for secure collaboration.

Furthermore, regulatory compliance forms a central pillar of collaboration in port settings. Ports operate under strict international and national trade regulations, customs procedures, and environmental standards. The ERP system should provide automated workflows, audit trails, and real-time reporting functionalities that facilitate compliance with these complex requirements [44]. For instance, customs authorities benefit from ERP-generated alerts, KPI dashboards, and detailed clearance documentation that streamline inspection and approval processes.

In addition to ensuring compliance, ERP systems support performance monitoring and service-level tracking of external partners such as freight forwarders and trucking companies. Metrics like on-time delivery, turnaround time, and container dwell time can be tracked using built-in analytics tools, helping port operators make data-informed decisions and improve overall service quality.

Ultimately, overcoming these collaboration challenges requires a strategic alignment between technical ERP capabilities and the operational realities of external partners. By enabling centralized data sharing, streamlined communication, and integrated workflows, ERP systems become powerful enablers of cooperative port operations. When effectively implemented, they enhance inter-organizational synergy, reduce delays, and foster transparency, driving performance improvements across the entire maritime logistics chain [45,46].

2.2.10. Cargo Clearance Efficiency

Cargo clearance remains one of the most critical and time-sensitive stages in port logistics and international trade. In ports, customs clearance involves a series of complex processes, such as documentation review, physical inspections, tax and duty assessments, and regulatory compliance checks, that must be completed before cargo can be released to the next stage in the supply chain. The efficiency of these processes directly affects port throughput, turnaround times, and overall supply chain fluidity, particularly in high-volume maritime hubs [18,47].

Traditional clearance procedures in many ports are still reliant on manual workflows, which introduce delays, errors, and redundancies. This inefficiency poses serious challenges to port operations, often leading to congestion, missed delivery windows, and increased demurrage charges. Against this backdrop, Enterprise Resource Planning (ERP) systems offer transformative potential by digitizing and automating the customs clearance process. By standardizing workflows and integrating communication with customs authorities and related regulatory bodies, ERP systems significantly reduce paperwork and expedite clearance procedures [18].

One of the key contributions of ERP systems to clearance efficiency is real-time visibility into the status of shipments. Port operators and logistics stakeholders can track the progress of cargo across various milestones, such as document submission, inspection status, or duty payments, through a centralized dashboard. This enables proactive management of potential bottlenecks and supports timely interventions, which is especially vital in ports where space and time are at a premium.

Moreover, ERP systems improve data quality and compliance through automated data validation, standardized documentation formats, and built-in regulatory compliance checks. These features reduce the risk of document rejection due to inconsistencies or missing information, which are common in manual clearance processes. For port operations, this translates to fewer disruptions and improved customs clearance success rates, supporting smoother cargo flow and reducing the likelihood of penalties or fines [47].

Another essential feature is resource optimization. ERP systems match clearance tasks with available personnel or systems based on current workloads and predefined priorities. In busy port environments, such intelligent task allocation minimizes downtime and maximizes throughput, allowing port authorities to process a higher volume of cargo without additional strain on resources.

Additionally, ERP platforms foster enhanced collaboration among multiple stakeholders involved in clearance, such as customs officials, freight forwarders, terminal operators, and shipping agents, by enabling real-time data sharing and communication. This improved transparency accelerates decision-making, reduces redundant inquiries, and shortens overall clearance cycles [18].

Finally, ERP systems support data-driven decision-making by generating analytics and performance reports that provide insights into clearance trends, recurring bottlenecks, and compliance metrics. These insights enable port authorities and logistics managers to implement continuous improvement initiatives, further enhancing clearance performance and operational predictability [47].

In summary, ERP systems significantly enhance cargo clearance efficiency in ports by automating critical tasks, ensuring regulatory compliance, enabling real-time visibility, and fostering cross-stakeholder collaboration. These capabilities are instrumental in transforming ports into agile, responsive, and efficient nodes in the global logistics network, particularly in contexts like the UAE where trade volume and operational expectations continue to rise.

2.2.11. Process Optimization

Optimizing asset and resource utilization is a cornerstone of efficient and sustainable port operations. Given the scale and complexity of activities involved, ranging from cargo handling and equipment operation to labor deployment, ports require systems that not only coordinate these functions but also enhance their efficiency. Enterprise Resource Planning (ERP) systems play a pivotal role in achieving this objective by enabling comprehensive process optimization through real-time data integration, automation, and predictive analytics [48,49].

ERP systems support strategic resource planning by aligning operational tasks with demand forecasts and evolving logistical requirements. In the port context, this translates into better alignment of berthing schedules, container yard management, and the deployment of cranes, trucks, and other handling equipment. Through intelligent scheduling and allocation algorithms, ERP platforms ensure that critical assets are neither underutilized nor overburdened, thereby reducing idle time and maximizing throughput.

One of the key strengths of ERP in process optimization is its ability to enable proactive maintenance scheduling and asset tracking. Ports operate high-value infrastructure and equipment, such as quay cranes, automated guided vehicles, and conveyor systems, whose unplanned downtime can lead to costly delays. ERP systems help monitor equipment performance in real-time, flag potential faults, and schedule maintenance at optimal intervals. This predictive maintenance capability not only extends the operational lifespan of assets but also minimizes maintenance costs and service interruptions [48].

Moreover, ERP systems facilitate workflow automation, particularly for repetitive yet essential tasks like cargo documentation, customs clearance, and gate entry processing. Automating these procedures accelerates operational cycles and enhances workforce productivity, which is crucial in busy maritime terminals. Real-time data visibility into inventory levels and cargo demand patterns further streamlines logistics planning, preventing stockouts or overstocking and ensuring better synchronization between inbound and outbound operations.

Another vital feature is performance analytics, which allows ports to monitor Key Performance Indicators (KPIs) such as crane productivity, turnaround times, yard occupancy, and labor utilization rates. These metrics provide actionable insights that support continuous improvement initiatives. Demand forecasting tools embedded in ERP platforms use historical and real-time data to predict fluctuations in cargo volume, enabling proactive capacity planning and informed decision-making [49].

ERP systems also support lifecycle management of physical assets, such as shipping containers and terminal handling equipment. By tracking usage history, maintenance schedules, and depreciation data, ports can make informed decisions about asset replacement, refurbishment, or retirement. In parallel, cost visibility into various aspects of operations, from energy usage and labor costs to inventory holding expenses, allows management to identify inefficiencies and implement cost-saving measures.

Labor optimization is another critical area enhanced by ERP. These systems facilitate intelligent workforce scheduling and time tracking, ensuring the right personnel are deployed at the right time and place. This improves worker productivity while minimizing unnecessary labor expenditures and overtime [50].

By integrating these diverse functions into a centralized digital environment, ERP systems empower port authorities and operators to adopt a holistic and data-driven approach to process optimization. This not only boosts operational efficiency but also strengthens the port’s ability to adapt to fluctuating trade volumes, regulatory changes, and technological advancements [51].

In conclusion, ERP systems serve as an indispensable tool for optimizing processes in port environments. Their ability to automate workflows, enable predictive analytics, and enhance resource utilization positions them as a strategic enabler of high-performance, cost-effective, and resilient port operations.

2.2.12. Supply Chain Integration

Supply chain management (SCM) in port environments entails a highly intricate web of processes and interactions, involving the movement of goods, information, and resources across multiple stakeholders, including shipping lines, terminal operators, freight forwarders, customs authorities, and inland transport providers [52]. The dynamic and time-sensitive nature of port logistics demands seamless coordination and real-time responsiveness, which are often hindered by siloed systems and fragmented data flows. To address these challenges, Enterprise Resource Planning (ERP) systems have emerged as pivotal tools that facilitate integrated supply chain management tailored to the port context.

ERP systems enhance port supply chain efficiency by acting as a centralized digital infrastructure that consolidates data across procurement, inventory, warehousing, transportation, and distribution activities. This integration of disparate systems ensures that all supply chain functions operate from a unified source of real-time information, thereby improving accuracy, transparency, and decision-making speed [52].

A core benefit of ERP-SCM integration in ports is the synchronization of supply and demand, enabling accurate forecasting, timely replenishment, and efficient resource deployment. For instance, ERP systems can align vessel arrival schedules with warehouse capacity and truck dispatching, reducing congestion and dwell times. By utilizing a common data model, these systems also support advanced analytics and predictive modeling, empowering port managers to anticipate disruptions, identify trends, and make proactive adjustments [52].

The provision of end-to-end visibility across the supply chain is particularly valuable in port operations, where the coordination of multiple interdependent actors is essential for operational continuity. ERP systems enable stakeholders to monitor the status of goods from origin to destination, detect delays, and respond swiftly to issues such as customs holds, equipment breakdowns, or misrouted cargo [51]. This visibility not only mitigates risks but also promotes data-driven decision-making and enhanced service reliability.

ERP platforms also serve as collaboration hubs, offering real-time communication channels and data-sharing interfaces that facilitate smoother interactions among stakeholders. Whether through web portals, APIs, or mobile applications, these tools ensure that critical supply chain actors, such as freight handlers and customs brokers, have timely access to relevant information. This collaborative ecosystem fosters alignment across organizational boundaries and supports joint problem-solving and continuous improvement [53].

Moreover, ERP systems are equipped with exception management capabilities, enabling the automatic detection of deviations from expected performance (e.g., shipment delays, inventory shortages, or documentation errors). These systems can issue alerts, escalate unresolved issues, and trigger contingency workflows to minimize the impact of disruptions and maintain supply chain continuity [54].

In addition to improving efficiency, ERP-driven supply chain integration enhances customer satisfaction by enabling accurate delivery estimates, reducing order fulfillment times, and supporting proactive communication. By automating the flow of goods and information, ports can meet stringent service level agreements, respond to customer inquiries more effectively, and maintain a competitive edge in global trade.

In summary, ERP systems play a strategic and enabling role in port supply chain integration, offering real-time visibility, operational transparency, and collaborative tools that bridge the gaps between disconnected systems and stakeholders. Their capacity to streamline processes, optimize resource utilization, and respond to dynamic market demands positions them as essential technologies for modern, efficient, and resilient port logistics operations [52,53,54].

2.2.13. Disaster Recovery Preparedness

Disaster recovery and business continuity planning are essential components of risk management in the context of port operations, where service disruptions can lead to substantial financial losses, logistical backlogs, and compromised safety. Given the critical infrastructure status of ports, ERP systems play a pivotal role in enhancing resilience and ensuring rapid recovery from unforeseen events such as cyberattacks, equipment failures, natural disasters, or geopolitical disruptions [55,56].

Modern ERP systems are equipped with comprehensive data backup and recovery functionalities, which are indispensable for safeguarding operational continuity in ports. These systems enable the scheduling of regular, automated backups to secure off-site servers or cloud environments, thereby ensuring the integrity and availability of mission-critical data. In the event of data loss or system compromise, ERP solutions support swift data restoration, minimizing downtime and mitigating operational impacts [55].

Beyond data protection, ERP systems also incorporate redundant infrastructure and failover mechanisms that allow uninterrupted operations, even if portions of the IT environment are rendered inoperable. Such redundancy is particularly crucial in port settings, where delays can ripple through interconnected supply chains and compromise throughput efficiency.

ERP platforms further assist in proactive risk assessment and contingency planning by offering tools for scenario modeling, threat identification, and emergency response planning. Port authorities can utilize ERP modules to document emergency contact protocols, map evacuation routes, and centralize safety procedures, ensuring that critical information is readily accessible during a crisis [56].

The increasing need for mobility and remote accessibility in port management, especially during emergencies or system outages, is also addressed by ERP systems. Authorized personnel can access critical modules and coordinate response strategies in real time from remote locations, facilitating agile and informed decision-making under duress.

Moreover, ERP systems act as central coordination hubs, enabling collaboration among port personnel, first responders, logistics partners, and government agencies. Integrated communication tools within ERP platforms enhance situational awareness and support synchronized response actions during high-stakes scenarios [56].

In the broader context of business continuity planning (BCP), ERP systems help identify and prioritize essential functions such as customs processing, cargo tracking, and vessel scheduling. This prioritization enables ports to allocate recovery resources strategically, ensuring the most critical operations are restored first. ERP systems can also automate essential workflows, issue alerts, and present real-time dashboards for monitoring recovery progress, thus providing transparency and accountability throughout the crisis response process [57].

In summary, ERP systems are instrumental in fortifying disaster resilience and operational continuity in port environments. By combining data protection, system redundancy, emergency planning, and collaborative response capabilities, these systems empower ports to withstand disruptions, protect critical infrastructure, and maintain service reliability in an increasingly volatile global landscape [55,56,57].

2.3. Theoretical and Methodological Approaches in ERP Selection Systems Projects

Following the in-depth analysis of the multifaceted challenges facing ERP system selection in ports, ranging from user needs and vendor evaluation to cybersecurity and disaster recovery, it becomes evident that selecting an appropriate ERP system is not merely a technical or financial decision but a complex, multi-dimensional process. To navigate these complexities effectively, researchers and practitioners have increasingly turned to robust theoretical and methodological frameworks that support structured, evidence-based decision-making.

Over the past five years, the academic discourse on ERP system selection has witnessed a notable shift toward quantitative and hybrid methodological approaches, particularly those grounded in Multi-Criteria Decision-Making (MCDM) theories. These approaches have become instrumental in evaluating ERP alternatives against multiple, often conflicting criteria under conditions of uncertainty, conditions that are especially relevant to dynamic and high-stakes environments such as seaports.

Among these, the Fuzzy Analytical Hierarchy Process (FAHP) and the Analytic Network Process (ANP) have gained considerable traction. Bhatt et al. [17], for example, utilized FAHP to assess ERP systems for small and medium-sized enterprises (SMEs), identifying key selection criteria such as cost-effectiveness, user-friendliness, and alignment with operational requirements. Similarly, Kilic et al. [25] employed a hybrid ANP–PROMETHEE framework to address ERP selection complexities, demonstrating how interdependencies among criteria could be more effectively managed through integrated decision models.

The field has also seen the emergence of hybrid frameworks that combine conventional MCDM tools with innovative methods to enhance analytical robustness. For instance, Tolga [58] proposed an integrated FAHP-TODIM approach, introducing risk sensitivity into ERP evaluation, particularly relevant in contexts such as ports, where disruptions can have widespread operational and economic implications. Likewise, Haddara [16] advanced the use of the SMART (Simple Multi-Attribute Rating Technique) for multinational corporations, stressing the importance of aligning ERP functionalities with diverse regulatory and strategic requirements across jurisdictions.

Further methodological evolution is reflected in studies like that of Alaskari et al. [59], who developed a three-stage ERP selection model (Define, Evaluate, and Select). Their framework not only blends theoretical insight with practical usability but also acknowledges that inadequate ERP selection remains a leading cause of implementation failure, with failure rates reported to exceed 70% in some cases. Their model, tailored for SMEs, underscores the importance of aligning ERP functionalities with strategic objectives, operational needs, and organizational capabilities.

However, despite these methodological advancements, several notable gaps persist in the literature. Most ERP selection frameworks are generalized and geared toward traditional sectors such as manufacturing, retail, and education, with limited applicability to port-centric operations. As highlighted throughout this literature review, ports present unique selection challenges [60,61], including multi-stakeholder governance structures, stringent regulatory landscapes, complex supply chains, and the need for real-time data synchronization across logistics functions. These operational nuances require not only domain-specific knowledge but also tailored decision-support tools capable of capturing interrelated challenges with accuracy and depth.

Furthermore, although tools like FAHP and ANP offer structured means for ranking criteria, the literature has yet to fully explore the potential of emerging technologies, such as artificial intelligence (AI), machine learning (ML), and big data analytics, in enhancing the predictive validity and adaptability of ERP selection methodologies. Such innovations hold particular promise for port environments where conditions are fluid and data-driven adaptability is key.

To address these gaps and build on existing methodological strengths, this study introduces a novel approach that integrates the Fuzzy Delphi Method (FDM) with the Relative Importance Index (RII). The FDM is employed to harness expert consensus on the most salient ERP selection challenges specific to UAE ports, while RII is used to quantitatively prioritize these challenges. This dual-method approach enables the study to systematically validate and rank the selection criteria identified in the literature, tailoring them to the unique context of port operations in the UAE.

By leveraging these advanced methods and embedding them within the operational realities of UAE ports, this study contributes to the growing body of knowledge on ERP system selection by:

• Filling a contextual gap in sector-specific ERP research;
• Enhancing methodological precision through expert-informed prioritization;
• Offering actionable insights for practitioners navigating ERP selection in logistics-critical infrastructures.

In doing so, it bridges the divide between generic ERP evaluation frameworks and the sector-specific needs of ports, thereby advancing both theoretical understanding and practical application.

2.4. Concluding Remarks

ERP systems play a transformative role in streamlining operations and improving organizational performance across industries. However, the path to their successful selection and implementation is fraught with challenges, particularly in complex and high-stakes environments such as UAE ports. This literature review has explored the multifaceted nature of these challenges, highlighting how sector-agnostic frameworks often fall short of addressing the intricacies of ERP system selection in port settings.

The UAE ports present an especially compelling case. Their strategic position at the crossroads of international trade, exposure to extreme climate conditions, proximity to geopolitical tensions, and growing emphasis on environmental sustainability create a distinct operational landscape. Added to this are factors such as rapid infrastructure expansion, a multicultural workforce, evolving regulatory requirements, and increasing investments in digital transformation. These realities not only elevate the importance of ERP systems in managing port operations but also intensify the complexity of choosing the right system.

Existing studies have advanced numerous theoretical and methodological approaches, particularly Multi-Criteria Decision-Making (MCDM) models such as FAHP, ANP, and hybrid frameworks, for ERP selection. However, the majority of these applications remain concentrated in traditional sectors such as manufacturing and retail. As such, a gap remains in tailoring ERP selection frameworks to the specific logistical, regulatory, and technological needs of ports, especially in the UAE context.

To address this gap, this study systematically extracted and categorized key ERP selection challenges from the literature. These are consolidated in

Table 1. Summary of the challenges of ERP system selection.

No.	Challenges	Explanation	References
1	User needs	This includes lack of user involvement, training and poor communication, capability of manpower, employee’s comfort, and training staff on the new ERP system	[19]
2	Vendor selection	This involves the choice of vendor, research and development, and reputation of the vendor, facilitation for future strategy, support offered by ERP vendor, cost of ERP customization, post-implementation support and system updates	[22,23,24,25]
3	Technical capabilities	This includes functionality, solution to current unplanned concerns, system integration (enterprise resource planning modules), data Migration, data accuracy, consistency and completeness during migration, data security and integrity during the migration process, scalability, flexibility and adaptability of ERP system	[7]
4	Organizational readiness	This consists of time to deploy, installation cost, data migration cost, training cost, maintenance and up-gradation cost, management’s comfort, top management approach, organizational change, involving different stakeholders (i.e., staff, management, external partners), and choosing suitable metrics to evaluate the success of the ERP system post-implementation	[20,26,28]
5	Environmental Sustainability	This involves carbon footprint, waste management, and international environmental regulations	[9,29,30,31]
6	Real-time data integration and decision-making	This involves cargo handling, vessel traffic management, and emergency response	[32,33,34]
7	Cybersecurity concerns	This involves security of sensitive data and resilience against cyber threats	[36,37,38,39,40,41,42]
8	Potential for innovation	This includes IoT devices, AI for predictive analytics, and Blockchain	[2,18,43]
9	Engagement with external stakeholders	This is related to shipping companies, customs, and logistics service providers	[45,46]
10	Cargo clearance efficiency	This includes cargo clearance time	[18]
11	Process optimization	This involves asset utilization and resource management	[48,49,50]
12	Supply chain integration	This includes supply chain visibility and coordination	[52,53,54]
13	Disaster recovery preparedness	This involves disaster recovery and business continuity planning	[55,56]

, which presents 13 core challenges identified across various thematic areas, ranging from user and organizational readiness to technical, environmental, and strategic concerns. Table 1 also offers structured indicators that can be used to assess and prioritize these challenges in practice. It thus serves as both a synthesis of current research and a blueprint for the empirical phase of this study.

The interpretation of these challenges reveals their interrelated nature. For instance, technical capabilities intersect with cybersecurity, while organizational readiness affects user involvement and change adoption. Moreover, external stakeholder collaboration, disaster recovery, and innovation potential are increasingly seen as integral, not peripheral, to ERP strategy in port settings. Therefore, a holistic approach is needed, one that simultaneously accounts for technological, human, operational, and contextual factors.

This research responds to these needs by deploying the Fuzzy Delphi Method and Relative Importance Index (RII) to validate and rank these challenges from the perspective of UAE port stakeholders. In doing so, it aims to generate context-specific insights that go beyond generic best practices. By combining insights from both academic literature and industry practitioners, the study contributes a grounded framework for ERP system selection that aligns with the unique demands of UAE ports.

However, a critical review of the existing literature reveals several persistent deficiencies. Most studies adopt sector-neutral approaches that fail to capture the operational and regulatory complexities unique to ports. Additionally, limited empirical research has been conducted within the port sector itself, particularly in the Middle East, despite its strategic significance. Few studies prioritize the challenges based on practitioner input or apply hybrid methodologies capable of managing uncertainty in expert judgments. Moreover, emerging factors such as cybersecurity, innovation readiness, and external stakeholder coordination are often underexplored or treated as secondary considerations. These shortcomings constrain the practical relevance and contextual validity of prior models when applied to high-stakes, multi-stakeholder environments like UAE ports.

This study addresses these gaps by focusing on a strategically vital but academically underrepresented sector and by employing a dual-method approach that integrates expert consensus with quantitative prioritization. The hybrid FDM-RII framework not only enhances methodological robustness but also supports more actionable insights for port decision makers.

In summary, this literature review has laid the foundation for a focused investigation into ERP selection challenges in UAE ports. By identifying key gaps, synthesizing critical issues, and contextualizing them within the realities of the region, it justifies the empirical inquiry that follows. The next section outlines the research methodology adopted to operationalize this objective.

3. Methodology

This study employed a hybrid methodological approach combining the FDM and the RII, both of which are particularly suited to the research aim of identifying and prioritizing ERP system selection challenges within complex, expert-driven environments. The FDM was selected for its ability to manage expert judgment under uncertainty, enabling systematic consensus building among port and ERP professionals. Meanwhile, the RII provided a robust quantitative tool to rank the perceived importance of each challenge based on broader stakeholder input. Together, these methods offered both depth (expert insight) and breadth (survey data), ensuring that the study’s findings are not only contextually grounded but also statistically validated. This dual approach enhances the methodological rigor and supports decision-making for ERP implementation in the UAE port sector.

This study adopted a rigorous, multi-phase research methodology to identify, validate, and prioritize the challenges associated with ERP system selection in UAE ports. The overall process, illustrated in the methodological framework in Figure 2, integrates qualitative and quantitative techniques across seven sequential stages. This approach was designed to ensure both the depth of expert insight and the empirical robustness of the findings, beginning with problem identification and culminating in actionable recommendations.

The methodological framework (illustrated in Figure 2) consists of seven sequential stages, each building upon the insights generated in the previous phase. The approach integrates qualitative and quantitative techniques, ensuring both exploratory richness and empirical robustness in the investigation.

• Step 1: Problem Identification

The research began with the identification of a pressing problem: understanding and measuring the challenges faced by UAE ports in ERP system selection. Unlike traditional manufacturing or retail sectors, UAE ports operate under unique logistical, regulatory, and environmental constraints. This stage involved a contextual diagnosis of the port ecosystem, taking into account strategic geopolitical positioning, technological modernization, labor diversity, and compliance with evolving international standards. Recognizing this complexity was essential to framing the research objectives and defining the scope of inquiry.

• Step 2: Literature Review

A comprehensive literature review was then conducted to establish a foundational understanding of ERP selection challenges in the broader enterprise systems field. Through this review, 13 recurring challenges were identified, ranging from user needs and technical capabilities to vendor selection, cybersecurity, environmental sustainability, innovation potential, and beyond. Special attention was given to studies applying multi-criteria decision-making models in ERP contexts and their applicability to port operations. The review enabled the development of a preliminary conceptual framework, tailored to the specific operational demands of UAE ports.

• Step 3: Expert Interviews and Fuzzy Delphi Method

To validate the literature-derived challenges and ensure context-specific relevance, semi-structured interviews were conducted with subject matter experts from ERP and port management domains. Experts were selected based on their experience with ERP implementations in maritime or logistics-intensive sectors within the UAE. Five experts were selected to represent diverse managerial and technical roles across different UAE ports.

Each expert was asked to assess the relevance of the 13 preliminary challenges using a five-point linguistic scale ranging from “Very Low” to “Very High.” These linguistic ratings were then converted into Triangular Fuzzy Numbers (TFNs) to capture the inherent uncertainty and subjectivity in expert judgment. The fuzzy responses were aggregated and defuzzied to obtain crisp scores for each challenge.

A consensus threshold of 0.7 was applied as a cut-off value to determine which challenges would be retained. All 13 challenges met or exceeded this threshold, confirming their importance and suitability for further analysis.

The Fuzzy Delphi Method (FDM), which blends the iterative feedback process of the traditional Delphi technique with fuzzy logic, was instrumental in consolidating expert opinions and filtering context-specific ERP challenges. This approach enabled a more nuanced and systematic consensus-building process, ensuring that only challenges considered relevant, measurable, and impactful in the UAE port environment progressed to the next phase of the study.

• Step 4: Online Survey

An online survey was then distributed to 48 professionals working in UAE ports. These participants were selected to reflect a broad spectrum of roles, including IT managers, operations supervisors, ERP consultants, and strategic planners. The survey captured respondent perceptions regarding the severity and frequency of each of the 13 validated challenges. A five-point Likert scale was used (ranging from “Not Important” to “Extremely Important”) to rate each challenge. The survey ensured diverse input from both technical and administrative functions to enhance reliability. This stage provided a quantitative lens through which to assess the real-world salience of each factor.

• Step 5: Ranking Using Relative Importance Index (RII)

To determine the relative weight of each challenge, the study employed the Relative Importance Index (RII), a widely accepted technique in decision science used to rank variables based on respondent scoring. The RII facilitated a systematic prioritization of the challenges, enabling stakeholders to focus on the most critical factors that may affect ERP system adoption and performance in port environments.

• Step 6: Discussion

The discussion stage synthesized the outcomes of the literature review, expert validation, and survey results to present a coherent interpretation of the key ERP selection challenges in UAE ports. This section drew connections between the challenges and broader theoretical constructs in ERP literature while also interpreting their implications in the context of UAE’s port modernization efforts. It compared the ranking results with existing global ERP frameworks, highlighting areas of alignment and deviation, and reflected on sector-specific priorities.

• Step 7: Summary, Conclusion, and Recommendations

In the final phase, the study summarized its findings and offered practical recommendations for ERP stakeholders, port authorities, technology vendors, and consultants, seeking to improve ERP selection processes in similar high-complexity environments. Additionally, this section outlined future research directions to explore emerging technologies, such as AI-based ERP decision support, and sector-specific best practices. The recommendations were informed directly by the ranked challenges and targeted toward improving digital resilience, operational integration, and strategic alignment in ERP deployment. Hence, the methodological framework provides a clear roadmap of the research process, from problem identification to final recommendations.

4. Results and Discussion

This section presents the findings derived from the multi-stage methodological framework outlined previously. Following the comprehensive identification of 13 ERP system selection challenges through literature review and expert validation, the results are organized into three main parts: (1) insights from expert interviews and validation via the Fuzzy Delphi Method, (2) analysis of survey data collected from UAE port professionals, and (3) ranking of the challenges using the Relative Importance Index (RII).

The primary goal of this stage was to move from theoretical identification to empirical validation and prioritization of the ERP system selection challenges, ensuring that the findings are both academically robust and practically relevant to the UAE port context. By combining expert opinion with input from a broader professional sample, this mixed-method approach enables a nuanced understanding of how each challenge is perceived in terms of importance, frequency, and operational impact.

Figure 1 in the methodology section outlines the structured flow of this research process, guiding the reader through problem identification, challenge extraction, expert validation, survey-based data collection, and final ranking. The following subsections elaborate on each step’s findings, starting with the expert insights and the application of the Fuzzy Delphi Method to validate the 13 challenges initially derived from the literature.

4.1. Expert Interviews and Fuzzy Delphi Method

As outlined in the methodological framework, a total of 13 challenges related to ERP system selection were extracted from the literature (see Table 1). To ensure their contextual relevance and practical validity within the UAE port sector, a qualitative validation process was undertaken through expert interviews, followed by the application of the Fuzzy Delphi Method.

Five industry experts with direct involvement in ERP system implementation and port operations were selected based on their diverse experience, educational background, and seniority level. The interviews aimed to: (1) confirm the applicability of the literature-derived challenges to the UAE port context, and (2) identify any overlooked challenges.

Table 2. Experts’ demographic information.

Expert	Education Qualification	Experience (Years)	Designation
Expert 1	Undergraduate	10–<15	Specialist to Manager
Expert 2	Undergraduate	15 and above	Manager to General Manager
Expert 3	Graduate	0–<5	Up to Executive
Expert 4	Undergraduate	10–<15	Manager to General Manager
Expert 5	Postgraduate	10–<15	Specialist to Manager

summarizes the demographic and professional profile of the participating experts.

Each expert provided informed consent and was asked to rate the relevance of each challenge on a five-point linguistic scale (Very Low to Very High). They also shared details about their ERP experience (e.g., Oracle Fusion, SAP S/4HANA, Microsoft Dynamics), their operational role (e.g., procurement, digitization, ERP implementation), and the specific port Emirate in which they operate.

Key insights from the interviews include the following:

• User-centric challenges, such as user involvement, effective training, and workforce capability, were consistently emphasized across all experts as foundational to successful ERP adoption in port settings.
• Vendor-related concerns, particularly vendor support, reputation, and system upgradeability, were considered essential for long-term ERP sustainability, especially given the sensitive and high-volume nature of port operations.
• Technical challenges, including system integration, data migration, and scalability, were frequently mentioned, with Expert 3 and Expert 4 emphasizing the operational disruption risks they entail.
• Expert 4 uniquely stressed communication and process mapping as overarching enablers that support change management and help resolve other interrelated challenges.
• Expert 5 highlighted the strategic alignment between ERP features and future organizational direction, especially in public sector ports where compliance and data sensitivity are paramount.

Taken together, the interviews confirmed the relevance of all 13 identified challenges while reinforcing the need to prioritize those most critical to port operations in the UAE context.

To formalize the expert validation process and achieve consensus on the relevance of each challenge, the Fuzzy Delphi Method (FDM) was employed. The FDM is an enhanced version of the traditional Delphi method that incorporates fuzzy logic to address uncertainties and subjective biases in expert judgment [62,63]. The steps followed were:

• Challenge Identification: The 13 challenges were extracted from literature (see Table 1) and rated by experts.
• Expert Weighting: Experts were assigned weights based on their qualifications, experience, and designation using linguistic variables (Very Low to Very High), which were converted to Triangular Fuzzy Numbers (TFNs).
• Calculation of Weighted Scores: Each expert’s input was processed to compute the fuzzy and crisp values of each challenge using fuzzy aggregation.
• Threshold Comparison: Based on the defuzzified values, a threshold level was applied to determine whether a challenge is to be retained or discarded.

The results of the Fuzzy Delphi analysis are presented in

Table 3. Fuzzy Delphi Method.

Elements	${\tilde{\mathit{W}}}_{\mathit{i}}$			${\mathit{W}}_{\mathit{i}}$	${\tilde{\mathit{R}}}_{\mathit{\delta }}$			${\mathit{R}}_{\mathit{\delta }}$	Decision
User needs	0.146	0.276	0.494	0.305	0.140	0.220	0.300	0.220	Accept
Vendor selection	0.229	0.457	0.708	0.465	0.057	0.089	0.121	0.089	Accept
Technical capabilities	0.242	0.457	0.708	0.469	0.049	0.081	0.113	0.081	Accept
Organizational readiness	0.232	0.457	0.708	0.466	0.048	0.074	0.100	0.074	Accept
Environmental Sustainability	0.189	0.404	0.656	0.416	0.092	0.148	0.204	0.148	Accept
Real-time data integration and decision-making	0.140	0.334	0.580	0.351	0.114	0.188	0.262	0.188	Accept
Cybersecurity concerns	0.146	0.356	0.608	0.370	0.130	0.202	0.274	0.202	Accept
Potential for innovation	0.133	0.308	0.544	0.328	0.138	0.214	0.290	0.214	Accept
Engagement with external stakeholders	0.133	0.319	0.552	0.335	0.136	0.214	0.292	0.214	Accept
Cargo clearance efficiency	0.181	0.409	0.656	0.415	0.106	0.190	0.274	0.190	Accept
Process optimization	0.189	0.415	0.664	0.423	0.078	0.128	0.178	0.128	Accept
Supply chain integration	0.218	0.457	0.708	0.461	0.064	0.102	0.140	0.102	Accept
Disaster recovery preparedness	0.216	0.457	0.708	0.460	0.062	0.102	0.142	0.102	Accept

.

As shown in Table 3, all 13 challenges surpassed the minimum required threshold (Rδ), confirming their relevance and applicability to ERP system selection within UAE port environments. The crisp values of W_i indicate a high degree of agreement among experts on the importance of technical capabilities (0.469), vendor selection (0.465), and organizational readiness (0.466), all of which are critical to ERP adoption success.

Notably, challenges such as user needs, cybersecurity, and external stakeholder engagement also exhibited strong support, indicating the multi-dimensional nature of ERP decision-making in ports, where technological, human, and operational factors must align.

The Fuzzy Delphi Method thus served as an effective tool for validating and refining the list of challenges, allowing the study to proceed to the next stage of quantitative prioritization via the Relative Importance Index (RII).

The integration of expert interviews with the Fuzzy Delphi Method provided a robust foundation for validating the 13 challenges initially derived from the literature. The qualitative insights obtained from practitioners operating within the UAE port sector not only confirmed the relevance of these challenges but also enriched their contextual understanding, emphasizing aspects such as user training, vendor support, and data migration risks that are particularly critical in complex, high-volume port operations. The quantitative validation through Fuzzy Delphi further reinforced consensus on the strategic and operational importance of each challenge, ensuring that the study advances with a well-vetted framework. These findings serve as a vital bridge between theory and practice, ensuring the subsequent quantitative phase of the research, using the Relative Importance Index (RII), is grounded in both academic rigor and real-world relevance. As such, this section forms a crucial step in prioritizing the ERP selection challenges most critical to the unique operational landscape of UAE ports.

The key findings of this phase can be summarized as follows:

• All 13 challenges exceeded the consensus threshold, confirming their criticality.
• Top-rated challenges by expert consensus include technical capabilities (0.469), vendor selection (0.465), and organizational readiness (0.466).
• Cybersecurity, stakeholder engagement, and innovation were also identified as high-priority areas.

4.2. Online Survey and Data Collection

Building on the validation of ERP system selection challenges through expert interviews and the Fuzzy Delphi Method, a structured online survey was deployed to quantitatively evaluate the relevance and significance of these 13 challenges within the operational context of UAE ports. This survey was designed to obtain a broad perspective from port professionals with practical experience in ERP selection, implementation, and usage.

The survey instrument employed a five-point Likert scale ranging from “Strongly Disagree” (1) to “Strongly Agree” (5) to capture the perceived importance of each challenge. Respondents included a diverse cross-section of UAE port professionals, such as IT specialists, engineers, project managers, and operations staff. The final sample comprised 48 respondents, aligning with established recommendations for exploratory studies. As noted by Jeldres et al. [64], sample sizes between 50 and 100 are often sufficient for achieving reliable insights in similar organizational research, particularly when the target population possesses domain-specific expertise.

Participants were selected through purposive sampling to ensure inclusion of individuals with substantial exposure to ERP systems within port environments [65]. Initial participants were recruited from the expert pool who had contributed to the Fuzzy Delphi phase. A snowball sampling strategy was subsequently employed, allowing initial respondents to refer qualified peers within their networks. This approach enhanced both the reach and quality of the sample by tapping into knowledgeable professionals familiar with UAE ports and ERP systems [66].

The survey included two main sections. The first section captured respondents’ demographic and professional profiles, including their qualifications, years of experience, job roles, port affiliation, ERP systems used, and their roles in the ERP selection and implementation process. The second section focused on evaluating the 13 pre-identified ERP challenges using the Likert scale.

To ensure ethical compliance, respondents were informed of the study’s objectives, assured of anonymity, and provided with the option to withdraw at any stage. The survey was administered, and data was collected, using the web-based application Google Forms.

Table 4. Respondents’ demographic information.

Demographic Information	Frequency	Percentage (%)	Demographic Information	Frequency	Percentage (%)
Highest employee qualification			Current sector
Diploma	1	2.08%	Public	43	89.58%
Bachelor	22	45.83%	Private	4	8.33%
Masters	24	50.00%	Other	1	2.08%
Doctorate	1	2.08%
Current job title
Entry level	6	12.50%	No. of employees in port
Intermediate	11	22.92%	0–500	6	12.50%
Mid-level	16	33.33%	500–1000	21	43.75%
Senior or executive level	15	31.25%	1000–10,000	14	29.17%
			More than 10,000	7	14.58%
Employee years of experience
1 to 7	22	45.83%	Role in Port workflow
8 to 15	19	39.58%	End user	10	20.83%
16 to 23	6	12.50%	Functional team	13	27.08%
24 and above	1	2.08%	Approval	12	25.00%
Employee age group			Advisory	1	2.08%
18–24	4	8.33%	FYI	0	0.00%
25–30	15	31.25%	Other	12	25.00%
31–40	19	39.58%
41 or older	10	20.83%
Role in selection and implementation of ERP systems			ERP systems experience
Senior executives	12	25.00%	SAP S/4HANA	8	16.67%
Project manager	2	4.17%	Oracle	37	77.08%
Domain manager	3	6.25%	Infor	1	2.08%
End-user	17	35.42%	Epicor	0	0.00%
Implementation partner	2	4.17%	Microsoft Dynamics	1	2.08%
Vendor	1	2.08%	Netsuite	0	0.00%
Not relevant	5	10.42%	Sage Intacct	0	0.00%
Other	6	12.50%	Odoo	0	0.00%
Primary role in ports			Other	1	2.08%
Managerial	15	31.25%
Operational	17	35.42%	Port Emirate
Technical	10	20.83%	Port of Fujairah	21	43.75%
Other	6	12.50%	Abu Dhabi Ports	12	25.00%
		2.08%	DP World	6	12.50%
			Sharjah Port Authority	9	18.75%

presents a comprehensive breakdown of the survey participants’ characteristics. Notably, the sample is highly educated, 50% of respondents hold a master’s degree, while 45.83% hold bachelor’s degrees, indicating strong technical and analytical capabilities suitable for ERP system evaluation. The prevalence of mid-level (33.33%) and senior/executive-level employees (31.25%) highlights that the sample includes many decision makers directly involved in strategic IT and port operations.

In terms of professional experience, 85.41% of respondents have over seven years of experience, with a sizeable portion (39.58%) falling within the 8 to 15-year range. These figures point to a seasoned and knowledgeable workforce capable of offering informed perspectives on the complexities of ERP adoption and integration.

The age distribution reinforces the maturity of the sample, with the majority (70.83%) aged between 31 and 40 or older. Given the technological transformation and digitization of UAE ports, this age profile supports the assumption that respondents are likely to have witnessed ERP evolution and its associated challenges over time.

The sectoral composition of the sample also aligns with the UAE’s port landscape, with 89.58% of respondents from public port authorities. While this represents the operational reality of the region, it may also suggest a potential limitation in extrapolating findings to private port operators or international benchmarks.

On the technological side, Oracle ERP solutions dominate the respondent landscape, with 77.08% having experience with Oracle systems. This trend underlines the widespread reliance on Oracle in UAE ports and suggests a potential bias in ERP experiences that may shape perceptions of certain challenges (e.g., data migration, vendor support). SAP follows as the next most-used system (16.67%).

Regarding port representation, the survey achieved wide geographical coverage. Professionals from Port of Fujairah (43.75%), Abu Dhabi Ports (25.00%), Sharjah Port Authority (18.75%), and DP World (12.50%) participated in the survey. This distribution enhances the generalizability of the findings across the country’s main maritime hubs.

In terms of workflow roles, the respondents held a variety of responsibilities across the ERP lifecycle. These include end users (35.42%), senior executives (25.00%), and functional teams (27.08%), indicating a balanced view of strategic and operational concerns in ERP system selection.

Overall, the demographic composition of the survey participants confirms the appropriateness and reliability of the collected data. The sample represents a cross-functional, experienced, and geographically diverse group of professionals from key UAE ports. Their in-depth exposure to Oracle and SAP systems and participation in ERP selection and implementation provide a strong basis for evaluating the significance of the challenges identified in this study. This demographic context is crucial for interpreting the subsequent Relative Importance Index (RII) results, ensuring that the final prioritization of challenges reflects the practical realities of ERP system adoption in UAE port operations.

The key outcomes of this phase can be summarized as follows:

• Respondents included managers, engineers, and IT professionals from major UAE ports (e.g., Fujairah, Abu Dhabi, DP World).
• Oracle ERP was the most commonly used system (77.08%).
• The demographic profile indicated an experienced, well-qualified sample, enhancing the reliability of the results.

4.3. Ranking of the Challenges Using Relative Importance Index RII

To determine the most critical challenges affecting ERP system selection in UAE ports, the 13 validated factors were evaluated through a structured ranking process. As described in the methodology, this stage builds on the qualitative and fuzzy-based validation stages by integrating quantitative inputs from professionals in the UAE port sector.

The Relative Importance Index (RII) was employed to rank each challenge based on its perceived significance. RII is a widely recognized statistical technique for prioritizing factors in decision-making processes, especially in studies involving perception analysis across multiple stakeholders [67]. Each participant rated the importance of each challenge using a 5-point Likert scale, with weights assigned as follows: 5 for “Strongly Agree” and 1 for “Strongly Disagree.” The RII was computed using the following formulas:

$$RII= {\displaystyle \frac{\mathsf{\Sigma }W}{A \times N}}$$

(1)

ΣW = 5n₅ + 4n₄ + 3n₃ + 2n₂ + 1n₁

(2)

where the variables are defined as follows:

• ∑W: The sum of the weights of each factor multiplied by the frequency of the answer;
• A: The highest criteria score, which was 5 in this study;
• N: the number of respondents, which was 48 in this study.

The calculated RII scores, ranging between 0 and 1, indicate the relative significance of each factor, with higher values reflecting greater importance.

As presented in

Table 5. RII and rank of challenge.

Challenges	RII	Rank
Cybersecurity concerns	0.896	1
Engagement with external stakeholders	0.842	2
Process optimization	0.808	3
Technical capabilities	0.808	4
Cargo clearance efficiency	0.796	5
Supply chain integration	0.796	6
Vendor selection	0.796	7
Real-time data integration and decision-making	0.788	8
Disaster recovery preparedness	0.788	9
Potential for innovation	0.779	10
Environmental Sustainability	0.779	11
User needs	0.775	12
Organizational readiness	0.746	13

, the top-ranking challenge is “Cybersecurity concerns” with an RII of 0.896, clearly emphasizing the paramount importance of protecting sensitive port and ERP data from cyber threats. In the era of digital transformation and increasing cyberattacks on critical infrastructure, this ranking is consistent with global maritime security trends, where port authorities prioritize digital resilience [68].

“Engagement with external stakeholders” follows with an RII of 0.842, highlighting the critical role of seamless collaboration with third-party entities such as customs, shipping lines, and logistics providers. The high score underscores the complexity of stakeholder interdependence in port ERP systems, where misalignment can hinder system efficiency and data flow.

Two challenges, “Process optimization” and “Technical capabilities”, are tied with an RII of 0.808, reflecting their equal significance. Respondents acknowledged that ERP systems must enable streamlined workflows and possess the adaptability to accommodate evolving port technologies and integration demands.

Next in line are “Cargo clearance efficiency”, “Supply chain integration”, and “Vendor selection”, each scoring 0.796. These results suggest that logistical performance and partner selection are seen as strategic levers for enhancing ERP system outcomes. The alignment of ERP functionalities with port customs procedures and supply chain operations is therefore essential.

“Real-time data integration and decision-making” and “Disaster recovery preparedness” follow closely with identical RII values of 0.788, underscoring the importance of operational continuity, real-time situational awareness, and data-driven responsiveness during disruptions, key features of ERP systems in the port environment.

Challenges such as “Potential for innovation” and “Environmental sustainability”, both at 0.779, while still valued, appear slightly less critical in the immediate selection process. This may reflect a perception that these are longer-term concerns or embedded into future ERP upgrades rather than selection-stage priorities.

“User needs” received an RII of 0.775, indicating moderate importance. Despite its foundational role in system usability and acceptance, it appears to be slightly undervalued compared to more technical and strategic concerns, potentially reflecting a top-down implementation culture in port environments.

The lowest-ranked challenge is “Organizational readiness” with an RII of 0.746, suggesting that while internal preparedness is acknowledged, it may be seen as a secondary consideration relative to technical infrastructure or external collaboration demands. Nonetheless, it remains a non-negligible factor, and failure to address it can lead to long-term implementation risks.

The key outcomes of the RII ranking phase can be summarized as follows:

• Cybersecurity concerns (RII = 0.896) ranked the highest.
• Stakeholder engagement, process optimization, and technical capabilities followed.
• Organizational readiness ranked lowest (RII = 0.746) but was still significant.

These results provide a prioritized map of the challenges that ERP decision makers in UAE ports must consider. The data-driven ranking reflects both the current digital maturity of the ports and the operational realities of selecting ERP systems for complex, multi-stakeholder environments. Notably, the findings support the notion that cybersecurity, stakeholder engagement, and technical alignment are immediate imperatives, while innovation, sustainability, and organizational culture are emerging considerations likely to gain traction in the near future.

This ranking informs the discussion subsection below, where the implications of these findings are analyzed in light of theoretical and practical considerations for ERP implementation in UAE port operations.

4.4. Discussion

This study provides critical insights into the challenges of ERP system selection in the UAE port sector, offering both empirical findings and conceptual contributions. Leveraging a rigorous multi-stage methodology that included a literature review, expert validation via the Fuzzy Delphi Method, and prioritization through the RII, this research systematically identified and ranked thirteen ERP selection challenges relevant to the unique operational context of UAE ports.

The analysis revealed that cybersecurity concerns are considered the most critical factor when selecting ERP systems in UAE ports. This ranking underscores a heightened awareness of digital threats in high-risk port operations and aligns with global ERP literature emphasizing the need for robust security frameworks in critical infrastructure systems [41,42].

Another key finding is the high priority placed on engagement with external stakeholders, which reflects the interdependent nature of port operations involving customs authorities, shipping lines, logistics service providers, and regulatory agencies. While stakeholder collaboration is often discussed in ERP literature [42,43,44], it is rarely ranked as highly as in this study, signaling a UAE-specific emphasis on integrated supply chain functionality.

The study also found strong emphasis on process optimization and technical capabilities. These results are consistent with existing research highlighting the importance of ERP systems in streamlining port operations, optimizing workflows, and enhancing decision-making [9]. However, the UAE findings suggest a shift toward performance-focused ERP features that improve day-to-day efficiency rather than solely focusing on system integration or vendor prestige [7,26].

In contrast, traditional ERP selection criteria such as organizational readiness, vendor selection, and user needs, which feature prominently in studies across other sectors [7,12,20,28], were ranked lower in the UAE context. This suggests that port managers and stakeholders in the UAE are more focused on external connectivity, real-time responsiveness, and resilience than internal organizational dynamics.

Additional insights include the increasing importance of real-time data integration, disaster recovery preparedness, and supply chain integration, all of which reflect the operational urgency and digital maturity of UAE ports. Conversely, while potential for innovation (e.g., IoT, AI, blockchain) and environmental sustainability are emerging as global trends [2,9,30,31], their relatively lower rankings here suggest they are seen as future priorities rather than immediate selection criteria.

While this study is focused on UAE ports, many of its insights can be generalized to port environments worldwide, especially those experiencing similar operational complexities, digital transformation pressures, and global trade connectivity. Ports, regardless of location, share several structural characteristics that set them apart from other industries using ERP systems. These include the multimodal nature of logistics, the integration with customs and regulatory authorities, and the critical role of external stakeholders such as freight forwarders, terminal operators, and maritime agencies. Therefore, challenges such as stakeholder engagement, real-time data integration, and cargo clearance efficiency, although emphasized in the UAE context, are broadly applicable across international port settings.

Moreover, cybersecurity, supply chain integration, and disaster recovery preparedness are global imperatives for modern ports seeking resilience and continuity amidst digitalization and geopolitical risks. Ports in regions such as Southeast Asia, Europe, and Africa can thus draw lessons from the UAE’s prioritization of operational responsiveness, especially as many face similar imperatives around smart port technologies, customs automation, and sustainability mandates.

However, some findings are more context-specific. For example, the relatively lower ranking of organizational readiness and user needs may reflect the centralized governance and top-down decision-making prevalent in UAE ports, conditions that may differ in decentralized or unionized port authorities elsewhere. Similarly, the dominance of Oracle ERP systems and the strong public-sector representation may skew certain technical preferences or support structures, making direct comparisons with privately managed or vendor-diverse port systems more nuanced.

Nonetheless, this study offers a robust foundation for cross-port benchmarking and provides a reference model for ERP selection that integrates both core ERP best practices and port-specific complexities. It encourages port authorities globally to shift ERP selection from an inward-looking IT function to a collaborative, strategically aligned process, grounded in real-time data, stakeholder inclusion, and long-term resilience.

The findings of this study provide actionable insights for both port authorities and ERP vendors. For port authorities, the prioritized list of ERP selection challenges serves as a strategic decision-support tool, helping allocate resources effectively, address operational gaps, and strengthen digital readiness. It enables informed planning and risk mitigation when selecting ERP systems in complex, high-stakes environments. For ERP vendors, the study offers a clearer understanding of port-specific expectations such as real-time integration, cybersecurity resilience, and stakeholder engagement, which can guide the customization of solutions and service offerings to better meet the needs of port clients.

5. Conclusions and Recommendations

5.1. Conclusions

This study sets out to explore, validate, and prioritize the key challenges associated with ERP system selection in the unique context of UAE ports, environments defined by high logistical complexity, strategic global connectivity, and growing digitalization. While the existing literature offered a broad view of ERP implementation barriers across industries, it lacked focused insights on the port sector, particularly within the UAE. To address this gap, the study applied a hybrid methodology that combined a literature-based identification of ERP challenges, expert validation through the FDM, and quantitative prioritization using the RII.

Thirteen ERP selection challenges were initially extracted from interdisciplinary literature, reflecting a blend of technical, organizational, and strategic dimensions. These challenges were then subjected to expert evaluation to ensure contextual relevance. The FDM process helped filter and confirm the validity of the selected challenges in the operational setting of UAE ports. Subsequently, the RII was applied to rank the challenges based on their perceived significance by 48 ERP and port professionals.

The findings produced several important insights. Most notably, cybersecurity concerns emerged as the top-ranked challenge, emphasizing the growing recognition of cyber risks in port digital infrastructure. Engagement with external stakeholders, including customs, logistics firms, and regulatory agencies, also ranked highly highlighting the necessity of cross-organizational coordination in ERP success. Technical capabilities and process optimization were additionally identified as key priorities, reflecting the need for high system performance and efficiency in real-time, high-volume operations.

Contrary to expectations set by prior literature, traditional concerns such as organizational readiness, vendor selection, and user needs were rated as lower priorities in this context. This finding suggests a shift in ERP decision-making logic within UAE ports, where external responsiveness, digital resilience, and inter-agency collaboration are valued more than internal change management or user adaptation likely due to the top-down governance structures and public-sector dominance.

This study contributes to the academic discourse by offering a sector-specific, empirically grounded framework for ERP selection that reflects the unique characteristics of port environments. It challenges conventional ERP selection models that predominantly focus on internal organizational factors and proposes a rebalanced perspective that integrates both internal and external determinants. The use of FDM and RII in combination also illustrates a robust methodological approach for evaluating complex, multi-criteria decisions under uncertainty offering a replicable model for future studies in other high-stakes infrastructure sectors.

From a practical standpoint, the findings equip ERP vendors, consultants, and port authorities with a prioritized roadmap of critical concerns that must be addressed for successful ERP adoption. The study provides evidence-based guidance on where to focus resources, how to structure ERP planning, and what trade-offs to consider during system selection.

In summary, this research closes a critical gap in ERP literature by contextualizing system selection challenges within the operational realities of UAE ports. It offers new knowledge by identifying which challenges truly matter in high-risk, highly regulated port environments and how these priorities differ from traditional ERP settings. As ports worldwide move toward digital integration and smart logistics, the insights from this study offer a timely and valuable reference for strategic ERP investment in the global maritime industry

5.2. Recommendations

For practitioners, particularly ERP consultants, port authorities, and policymakers in the UAE and similar environments, the findings offer actionable guidance:

• Prioritize cybersecurity architecture during ERP selection and implementation to safeguard port operations against data breaches and cyber threats.
• Strengthen interoperability with external stakeholders, ensuring ERP systems integrate seamlessly with customs, shipping agents, and other regulatory platforms.
• Invest in real-time analytics and data flow infrastructure to enhance responsiveness in cargo management and operational decisions.
• Ensure technical robustness and modular design of ERP platforms to allow scalability and continuous process improvement.
• Plan for disaster recovery and business continuity by embedding failover systems, backup protocols, and emergency coordination tools within the ERP system.
• Gradually expand ERP capabilities to include emerging technologies like AI for predictive maintenance, blockchain for secure documentation, and IoT for real-time tracking.
• Enhance cargo clearance and supply chain integration to boost operational throughput, reduce delays, and enable better service delivery.

Based on the findings, the following strategic recommendations are proposed:

• Adopt a stakeholder-inclusive ERP planning framework that emphasizes external collaboration from the outset.
• Develop sector-specific ERP evaluation criteria, especially tailored for ports, incorporating logistics integration, real-time visibility, and international compliance.
• Establish cybersecurity governance protocols that align with national and international standards (e.g., ISO/IEC 27001) and are customized to port ERP environments.
• Create training and awareness programs targeting both technical staff and business users to address the lower-ranked but still essential challenge of user needs.
• Encourage a phased ERP rollout model, allowing ports to first secure core operational functionalities before gradually integrating innovation and sustainability features.
• Implement post-deployment performance audits that assess ERP impact on KPIs such as cargo clearance time, equipment uptime, and inter-agency coordination.
• Form public–private research collaborations to study the evolving ERP technology landscape and assess how global trends (e.g., green ports, smart logistics) may influence future ERP requirements.

5.3. Limitations and Future Research Directions

While this study provides valuable, context-specific insights, it is important to acknowledge several limitations that define the scope of its findings. Primarily, the research has a specific geographical and sectoral focus, as it is centered on the UAE port sector with a respondent pool predominantly from public port authorities. Although many findings are generalizable, this focus means the specific ranking of challenges may be influenced by the region’s unique governance and economic structures. Furthermore, a potential technological bias exists, given that a majority of respondents (77.08%) reported experience with Oracle ERP systems. This prevalence could shape their perceptions of challenges related to vendor selection and technical capabilities, potentially limiting the findings’ applicability to environments with more diverse ERP ecosystems. Lastly, the study’s methodological approach, while effective for validating and prioritizing challenges, does not explore the causal or dynamic interrelationships between them; for instance, it ranks factors but does not explain how “Vendor Selection” might influence “Cybersecurity Concerns.”

These limitations, in turn, illuminate several promising directions for future research. To broaden the study’s applicability, future work could conduct comparative analyses between UAE ports and other major international hubs to determine which challenges are universal versus context dependent. A similar investigation into the differences between public and privately managed port operators would yield significant insights, particularly regarding the lower rankings of “Organizational Readiness” and “User Needs.” Methodologically, advanced techniques like Structural Equation Modeling could be used to explore the complex interdependencies between the challenges, moving beyond prioritization to causal analysis. Additionally, future studies could offer a deeper dive into innovation by focusing on the specific challenges and ROI of integrating emerging technologies like AI, IoT, and blockchain into port ERP systems. Finally, a longitudinal study would be valuable to track how the prioritization of these challenges evolves over time as ports continue their digital transformation and green initiatives