Automotive project management software
Project and program managementfor automotive development
Complex automotive development programs need more than a defined process. They need the infrastructure to enforce it.
Cerri Project connects gate discipline, resource validation, and investment control into one operational environment.
- Coordinate NPD across OEM, Tier 1, and Tier 2 supplier timelines
- Enforce APQP and Stage-Gate milestones with traceable gate decisions
- Align EV and platform programs with portfolio investment priorities
Trusted by automotive leaders worldwide
Where automotive development programs lose control
If several of these conditions feel familiar, program risk is already structural.
In programs already running
- Phases advance before risks from the previous stage are closed
- Gate decisions are made verbally and not formally recorded
- Engineering capacity is committed before availability is confirmed
- Teams are overallocated across platform generations without visibility
- APQP documentation is assembled for audit, not maintained throughout
- Portfolio investment exposure requires manual consolidation to see
- CapEx is approved without confirmed delivery capacity
- Delivery risk surfaces after it has already caused impact
In programs strengthening control
- Leadership reviews depend on manually prepared slides
- Priority changes create downstream impacts that are not tracked
- Cross-program dependencies are managed informally
- Budget variance reaches program teams too late to act
- There is no structured mechanism to stop or defer an initiative
- Control levels vary by program manager, not by system design
- Supplier coordination runs on email and calls, not structured data
- EV and SDV timelines are outpacing the control infrastructure supporting them
What structured program control requires
Program control delivers value only when gate discipline, resource validation, investment oversight, and delivery visibility operate within one connected framework.
Structure alone is not enough. Control must be measurable, enforceable, and traceable.
Gate discipline and lifecycle control
- Defined phases with controlled transitions
- Measurable criteria before progression
- Standardized templates across program types
- No advancement without formal validation
Capacity-validated commitments
- Resource availability confirmed before approval
- Cross-program allocation visibility
- Prevention of structural overcommitment
- Alignment between schedule and actual capacity
Investment and CapEx control
- Structured business case validation
- Funding checkpoints before continuation
- Budget vs forecast vs actual visibility
- Early identification of variance and exposure
Executive delivery oversight
- Consolidated program status without manual preparation
- Financial and resource exposure at leadership level
- Structured escalation paths
- Decision visibility across the full portfolio
Auditable decision records
- Formally recorded gate approvals
- Traceable decision history
- Version-controlled plans and assumptions
- Role-based visibility across management levels
When audit or certification requires evidence, it is already in the system.
Control embedded into how automotive programs actually run
Cerri Project structures how programs enter review, how gates are validated, how resources are committed, and how investment is controlled, from intake through delivery.
Structured program intake for vehicle and component programs
Every initiative enters with defined scope, resource demand, and financial assumptions before review begins
Gate criteria and evidence validation
Lifecycle phases and gate criteria are configured per program type, with measurable evidence requirements at every transition
Capacity confirmation before commitment
Engineering and specialist availability is confirmed before a program advances
CapEx checkpoints through execution
Funding is released in validated stages, not in a single upfront approval
Live portfolio and delivery oversight
Leadership sees consolidated program status, financial exposure, and resource pressure in real time
When a gate review or board presentation requires structured evidence, the data is already in the system, not assembled the night before.
Built for the complexity of automotive program environments
Multi-platform and multi-generation program environments
As platform families, regional variants, and generational programs grow, structure must scale with them without losing visibility or control.
- Consolidated oversight across platforms, variants, and program generations
- Portfolio structures that reflect your actual program hierarchy
- Segmented views by division or geography without losing enterprise-level visibility
OEM and Tier 1 supplier structures
Managing simultaneous customer program obligations requires segmented control, without creating visibility gaps between them.
- Role-based access aligned to customer program boundaries
- Cross-program resource visibility without cross-contamination of sensitive data
- Structured coordination across concurrent OEM obligations
EV and software-defined vehicle programs
Compressed timelines and higher technical risk require faster decision cycles, without removing the control that complex programs require.
- Gate structures configurable to accelerated EV and SDV development cycles
- Investment checkpoints that reflect faster iteration, not just traditional phase gates
- Portfolio prioritization that responds to shifting EV program demands
Deploy on your terms
Automotive program data, competitive design specifications, investment decisions, supplier terms, requires strict infrastructure control.
- On-premise, private cloud, or hybrid, your data stays within your infrastructure and jurisdiction
- Aligned with enterprise IT, security, and IP protection policies
- Full data sovereignty for organizations operating under regulatory or audit obligations
"Cerri Project is competitively priced, offers us the functionality we were after and has an intuitive, user-friendly feel."
Supplier integration and multi-tier visibility
Automotive product development extends beyond the OEM. Effective oversight requires visibility into Tier 1 and Tier 2 supplier readiness, aligned with the OEM's gate milestones.
Supplier deliverables are linked to program gates. When a Tier 1 supplier's process validation is incomplete, the impact on the OEM's production launch gate is explicit.
PPAP submissions are tracked centrally. Status dashboards show which suppliers have submitted, which are pending, and which are at risk, before the review deadline.
Communication with suppliers is structured around decision milestones, not ad-hoc status requests. This reduces coordination overhead and improves response quality.
The audit trail provides ready documentation for customer quality reviews, IATF 16949 compliance, and internal process maturity assessments.
See how it works in practice
The capabilities automotive manufacturers rely on
Strengthen automotive program control from concept to production
See how Cerri Project helps automotive organizations manage complex vehicle programs, supply chain coordination, and plant expansions.