Israel Airports Authority (IAA)

Leading the specifications and requirements process for selecting the optimal supplier for implementing a SAP ERP system that will be used by about 1,500 people.


The IAA is responsible for operating, developing, and managing all civil airports in Israel. These include the Ben Gurion and Ramon International Airports, as well as the domestic airports in Rosh Pina, Haifa, Sde Dove, Eilat, and Ovda. The IAA is also in charge of all border crossings in Israel, including the Jordan River Crossing, Allenby Bridge, and the Nitzana Border Crossing, as well as the Taba (Menachem Begin) Crossing and the Yitzhak Rabin Crossing – both of which are situated in the Eilat region. The Authority is also responsible for the air traffic control facilities in the north and south of the country, as well as in Tel Aviv and Ben Gurion.

Project Objectives

The Israel Airports Authority has hundreds of back-office computer systems that were written and operate using different technologies. It was therefore decided to replace many of them with modern SAP ERP systems.

The project focused on a range of activities for preparing the RFP and tender documents and RFP. The aim was to assist the IAA with the tender-issuing process, in order to choose the optimal applications company for setting up the SAP ERP systems for about 1,500 users.

The Work Process

Mapping existing systems (that will be replaced or interfaced with the SAP)

Analyzing, examining, and defining the Authority’s main work processes

Defining the commercial requirements

Defining the basket of services

Defining the prerequisites

Defining the requirements for the project team and additional professionals, and determining the prerequisites for all leading players

Defining methodologies for executing the project

Defining requirements for training, implementing, and supporting the process before, during, and after the launch

Defining all stages of the project

As part of the project, we defined the minimal scope of work that was expected from each professional and for each wave. An extended and flexible model was developed for planning and estimating the cost of the project. A range of possible solutions were presented and the submitted bids were examined, based on predetermined criteria, at the set date. Each participant in the tender was awarded an overall score.

The implementing company was chosen on time and the project was completed in full as expected.

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