Completix

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Manufacturing

Manufacturing project management software for capital projects and NPD

Completix gives plant and corporate PMOs one place to rank capital requests, see which named engineers are committed to what, hold gate reviews on the record, and keep CAPEX forecasts honest between now and commissioning.

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Resource allocation, Rivard and Selby plants Weeks of 05 Oct to 26 Oct 2026
ResourceW40W41W42W43
D. FontaineControls engineer130%130%95%80%
M. RuizProcess engineer70%90%115%115%
A. BergeronMechanical lead60%60%75%90%
S. OkaforMaintenance planner95%120%120%65%
Allocation is held per individual, not per role, so contention shows up with a name attached.
The capital lifecycle

Manufacturing project portfolio management, stage by stage

A packaging line upgrade rarely goes wrong during construction. It goes wrong when the business case is ranked on the loudest voice, when the gate review happens in a meeting nobody minuted, when the long lead order slips two weeks and the shutdown window is already booked. Completix holds the whole run in one system so the handoffs are visible.

The same platform carries plant upgrades, line expansions, obsolescence work, process improvement and new product development, from first request through to handover to operations. Plant PMOs, corporate capital committees and project managers work off one project portfolio management record rather than a set of site spreadsheets that only reconcile once a quarter.

1

Intake

Capital requests arrive on one form from every plant, with the sponsor, plant, requested envelope and driver captured the same way.

2

Prioritize

Requests are scored against your criteria and ranked in one queue, so the plant that shouts loudest does not automatically win.

3

Gate review

A review at each gate, run under your policy. People approve, defer or reject, and the decision is recorded with the reviewer and date.

4

Procure

Long lead orders, FAT dates and vendor deliverables sit on the schedule with owners, next to the milestones that depend on them.

5

Execute

Forecast against approved budget, RAID kept per project, and variance surfaced in the Warning Center for the team to act on.

6

Close

Posted periods, the decision log and the change record stay intact after handover to operations, so nothing has to be reconstructed.

Every stage in the strip is a place work actually sits in Completix. Nothing here is a roadmap item.

Stages one and two

One capital intake queue, ranked the same way for every plant

Most multi plant capital planning is a set of competing spreadsheets and a long meeting. Completix takes every request through one intake form and one scoring model, so the ranking you present to the capital committee can be explained line by line.

  • Requests from every site land on the same form, with sponsor, plant, driver and requested envelope captured consistently.
  • Scoring criteria are yours to define, so safety, throughput, compliance and asset condition can carry the weight you decide.
  • Nothing is auto approved. The queue orders the conversation, people still make the call at the gate.
  • Approved requests become projects in the same system, so the business case and the delivery record stay attached to each other. See demand and intake management and portfolio prioritization.
Capital intake queue, FY27 14 requests, 4 shown
RequestPlantCapitalScoreStatus
Line 4 packaging upgradeCAP-2214Rivard4,200,00086Approved
Compressed air replacementCAP-2231Rivard1,150,00074In review
Palletizer retrofitCAP-2240Selby860,00069In review
Warehouse racking extensionCAP-2252Delmar620,00051Deferred
Stage three

Stage gate governance for capital projects and new product development

There is a version of this software category that claims the system enforces the gate. It does not, anywhere, and a plant that has lived through a real commissioning knows it. What matters is that the review happened, that the funding decision was taken there rather than drifting, and that six months later you can show who approved what and on what basis.

Approval is governed by your policy. Who may approve which gate, at which value, is a rule you set. Completix routes the review and holds the outcome, it does not decide it.

The funding decision sits at the gate. Money is not released by the system on a schedule. The committee commits the next tranche in the review, and that commitment is what the budget then reflects.

Variance does not live in the gate. Cost and schedule movement between gates surfaces in the Warning Center, where the project team sees it and decides what to do. The gate is where the decision is booked, not where the alarm goes off.

The trail is continuous. Gate outcomes, decision log entries and posted budget periods stay attached to the project after handover, so an internal audit or a customer dispute is a lookup rather than a reconstruction.

Gate history, CAP-2214 Line 4 packaging upgrade Rivard plant
GateDateReviewerOutcome
G0 Concept14 Nov 2025Capital committeeApproved
G1 Business case22 Jan 2026P. Halvorsen, VP OpsApproved
G2 Design freeze09 Apr 2026Capital committeeApproved with conditions
G3 ReadinessScheduled 02 Oct 2026Capital committeeNot yet held
Schedule, CAP-2214 long lead and commissioning Aug to Dec 2026
AugSepOctNovDecJan
Filler unit fabrication
Factory acceptance test
Delivery to Rivard
Mechanical install
Controls and commissioning
Handover to operations
Shutdown window 09 to 22 Nov 2026FAT moved 11 days right on 18 Sep. Install now starts inside the window with four days of float, down from fifteen.
Stages four and five

Project scheduling that shows long lead slippage while you can still act

A fabrication date that moves in September is a manageable conversation. The same movement discovered in the last week of October is a lost shutdown window and a year of waiting for the next one. Completix keeps the vendor milestones on the same schedule as the work that depends on them, so the compression is visible the day it happens.

  • Vendor milestones such as fabrication, FAT and delivery sit on the project schedule, not in a separate procurement tracker.
  • Schedule movement is surfaced in the Warning Center for the project team to review. Completix flags it, your people decide the response.
  • Risks, actions, issues and decisions are each kept in their own log, so the FAT slip and the mitigation sit where the team already looks.
  • Status reports read live, so the readiness gate is reviewed against where the schedule actually stands that morning. See project scheduling, RAID logs and status reports.
The constraint nobody plans for

Resource capacity planning across plants: three projects, one controls engineer

Capital plans are approved project by project and staffed by the same twenty people. Because Completix holds allocation against individual users rather than role types, the double commitment is visible before the shutdown is booked, with a name and a week attached to it.

Allocation detailWeek 41, 05 to 11 Oct 2026
D. Fontaine
Controls engineer, Rivard plant
CAP-2214 Line 4 packaging
60%
CAP-2231 Compressed air
40%
MNT-1180 Line 2 obsolescence
30%
Total committed
130%
Over allocation appears in the Warning Center for weeks 40 and 41. Completix shows the conflict and who it belongs to. Resequencing, backfilling or deferring is a call the PMO makes.

Named, not notional

Capacity is tracked per individual user. A plan that works at role level and fails at person level fails on site, so the person level is where the check happens.

Across the portfolio

Commitments are visible across every active project a person touches, including maintenance and obsolescence work running alongside the capital program. See resource and capacity planning.

Before the window is booked

Seeing the clash in September is a scheduling decision. Seeing it in November is a shutdown you cannot use and a wait for the next one.

Money, between the gates

CAPEX budget and forecast management for manufacturing projects

CAPEX erosion is rarely one bad decision. It is a series of small absorptions that nobody netted off, discovered at close when the margin is already spent. Completix keeps approved, forecast and actual on one card and keeps vendor commitments next to them, so the gap is a number somebody owns rather than a surprise.

  • Approved, forecast, estimate at completion and variance are held together at project and portfolio level.
  • Quotes, purchase orders and invoices are matched per vendor, so what was committed and what has been billed do not drift apart.
  • Posting a period creates a snapshot that does not change afterwards, which is what makes month on month movement explainable.
  • Budget variance is raised in the Warning Center. The reforecast, the trade off or the request for more funding is a human decision taken at the next gate. See financial management and vendor management.
Total budget, CAP-2214Period posted 30 Sep 2026
Approved4,200,000
Forecast4,410,000
EAC4,410,000
Variance-210,000
Actual to date2,860,000 of 4,200,000
Forecast against approved105%
Vendor commitments
Kessler Systems, filler unitQuote 980,000, PO 980,000, invoiced 640,000
Rivard Mechanical, installQuote 465,000, PO 465,000, invoiced 118,000
Nordholt Controls, integrationQuote 240,000, PO 275,000, invoiced 275,000
Capabilities

What a manufacturing PMO runs on inside Completix

Every capability below is a working part of the platform, used the same way whether the initiative is a plant upgrade, a line expansion, an obsolescence replacement or a new product introduction. Implementation and configuration come from the product team directly, not from a reseller or a systems integrator.

Capital demand intake

One request form for every site, capturing sponsor, plant, driver and requested envelope so proposals arrive comparable rather than in nine formats.

Intake management

Portfolio prioritization

Scoring criteria you define, applied to every capital request, so the annual plan can be defended line by line in front of the capital committee.

Portfolio prioritization

Stage gate governance

Gate reviews run under your approval policy, with the outcome, the reviewer and the date recorded so the trail survives a role change or an audit.

Project governance

Resource capacity planning

Allocation held against named individuals across every plant and project, so contention shows up with a person and a week attached to it.

Resource management

CAPEX budget and forecast

Approved, forecast, estimate at completion and variance on one card, with multi year comparison and posted periods that hold their values.

Financial management

Vendor and contract tracking

Quotes, purchase orders and invoices matched per supplier, so equipment commitments and what has actually been billed stay reconciled.

Vendor management

What if scenario modeling

Model an alternative sequence or funding split before committing, so a deferred project is a considered trade off rather than a late surprise.

Scenario planning

Executive and plant dashboards

Portfolio health, budget position and risk exposure across sites in one live view, so steering packs are read rather than assembled.

Executive dashboards

Project document control

Drawings, specifications, permits and vendor documentation held against the project they belong to, not scattered across shared drives.

Document management
Common questions

Manufacturing project management software: questions we get asked

Answers written to match what the product does today. If something here would change how you evaluate, ask us to show it in the demo rather than take it on the page.

Can Completix manage capital projects and new product development in the same portfolio?

Yes. Capital projects, plant upgrades, obsolescence replacements, process improvement work and NPD initiatives all sit in the same portfolio, with the same intake, scoring, gate structure and financial model. Project managers work inside individual projects while plant and corporate leadership see aggregated health across the portfolio, including projects running at other sites that draw on the same people.

Does Completix support a stage gate or phase gate process?

Yes, with an important distinction. Completix structures the gates, routes the review and records the outcome, the reviewer and the date. It does not enforce approval or decide it. Who may approve which gate, and at what value, is a policy you set and people apply. Funding decisions are taken at the gate by the people accountable for them, and money is never released automatically by the system. That is a deliberate design choice, and it is what makes the record defensible later. See project governance.

How does Completix handle resource conflicts between concurrent plant projects?

Allocation is held against named individuals rather than role types, across every active project. When a controls engineer is committed at 60 percent to one project, 40 percent to another and 30 percent to maintenance work, the total shows as 130 percent for those weeks and the over allocation surfaces in the Warning Center. Completix shows the conflict and who owns it. Resequencing, backfilling or deferring is a decision your PMO makes. See resource and capacity planning.

Can we track long lead equipment and vendor milestones alongside the project schedule?

Yes. Fabrication windows, factory acceptance test dates, delivery and installation sit on the same project schedule as the work that depends on them, so a supplier date moving right compresses the visible float immediately rather than at the next monthly review. Quotes, purchase orders and invoices are matched per supplier in vendor management, so committed spend and billed spend stay reconciled against the CAPEX envelope.

Does Completix escalate overdue actions or budget overruns automatically?

No, and we would rather say so plainly than imply otherwise. Cost and schedule variance is surfaced in the Warning Center for the project team and the PMO to review. There is no automatic escalation chain, no automatic reforecast and no automatic funding action. The product makes the problem visible early and attributable to an owner. What happens next is a human decision. See risk and warning management.

Can Completix report across multiple plants and sites?

Yes. Executive dashboards aggregate budget position, schedule performance, risk exposure and resource commitment across every active project, and can be viewed per plant or across the whole portfolio. Status reports read live rather than being assembled the night before a steering meeting, and posting a period captures an immutable snapshot so month on month movement can be explained afterwards.

What does the budget model actually track?

Approved budget, forecast, estimate at completion and variance are held together at project level and roll up to the portfolio view, with multi year comparison for capital programs that cross fiscal years. You can lock a budget as of a date, and posting a period captures values that do not change afterwards. Variance surfaces at project level and rolls up, so a plant level overrun is visible in the corporate picture without anyone re-keying it. See financial management.

How long does implementation take, and who does it?

Implementation and configuration come from the Completix product team directly, not from a reseller or a systems integrator, which is the main reason our deployments do not run like an enterprise PPM rollout. Existing project data can be imported, and Microsoft Project files can be imported and exported as MPP. Timelines depend on how much of your gate model and scoring you want configured up front, so we scope it against your actual capital process rather than quoting a number here. Talk to us about scope.

Explore by industry

Completix across other regulated and capital intensive sectors

The capital lifecycle described on this page is the same one that runs under a defense program, a utility renewal plan or a university capital envelope. What changes is the constraint the portfolio is judged against, so each industry page is written for that buyer.

Engineering Defense Government and public sector Banking and financial IT services and software Education Professional services Marketing
Next step

Bring us your worst capital program

Completix is strategic portfolio management without enterprise implementation overhead, and the fastest way to judge that is with your own work. Pick the project with the contested resource, the moved FAT date and the forecast nobody wants to present. We will walk it through intake, gate review, schedule and budget in a live session and you can judge whether the structure holds.

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