Project Management Software for Automotive
This doesn't run an assembly line. It runs the programme-management side of an automotive business, supplier coordination, model launches, dealer rollouts, at the corporate level, not the plant floor.
What this is not, and what it actually is
Automotive manufacturing is one of the most heavily instrumented processes in industry, and none of that instrumentation is what ShipSprint does. It doesn't schedule an assembly line, it has no connection to manufacturing execution systems, and it will not tell you the build status of a vehicle on the line. If that's what you searched this page looking for, it's worth saying clearly now rather than leaving you to discover it during a trial.
What it's for is the corporate programme-management work that surrounds a vehicle programme: coordinating supplier qualification across dozens of vendors ahead of a launch, running the cross-functional programme office for a new model (engineering liaison, marketing, homologation paperwork, dealer readiness), and rolling systems or processes out across a dealer network. That work is genuinely project-shaped and cross-functional, with long timelines and a lot of external parties, and it's the part of an automotive business's operations that generic "manufacturing software" was never built to cover.
It's a familiar imbalance: the manufacturing side of automotive is arguably the most instrumented process in modern industry, while the coordination that determines whether a launch actually lands on the date announced to dealers gets a fraction of that same rigour, run largely on status calls and shared spreadsheets.
Where a programme actually slips
A new model programme rarely misses its launch date because engineering is behind; engineering usually has its own well-instrumented systems. It slips because supplier qualification for a component ran long, or because dealer network readiness training wasn't tracked with the same rigour as the vehicle itself, and by the time that gap surfaces there are weeks of buffer gone. None of that is a manufacturing problem. It's a coordination problem across departments and external parties who don't share a system.
That's a solvable problem with ordinary project management discipline, an owner, a deadline and a visible status on each dependency. It just rarely gets applied to the corporate side of an automotive business, because everyone assumes the software problem in automotive is on the floor.
The dealer readiness example is worth dwelling on, because it's easy to under-track. A rollout that "went out to the network" is not the same as a rollout that every dealership actually completed, and the gap between those two states is usually invisible until a customer walks into a dealership that never got the memo.
What an automotive programme office actually gets
Six things aimed at corporate coordination, not the line.
Boards carry per-column WIP limits, and every incoming request lands in a triage inbox, so a supplier's compliance sign-off has a visible owner instead of waiting behind everything else that landed that week.
Engineering liaison, marketing, homologation and dealer readiness can each run their own board while feeding one programme timeline, instead of four separate spreadsheets nobody's reconciling until the week before reveal.
Logging a day's time takes about five seconds and sits next to the task just finished, with missing-day reminders going to the individual, not their manager.
Delivery forecasts come from the team's measured pace as work completes, so a launch programme that's drifting shows up weeks early, while there's still room to act, not the week of reveal.
A built-in wiki with page history holds the reasoning behind a supplier or design decision next to the task, and any line on a page can become a task in its own right.
The owner command center answers "where are we" across every active programme and dealer rollout, with a Monday digest that lands without anyone compiling it.
Who ends up owning this at an automotive company
Four kinds of person tend to open ShipSprint at an automotive manufacturer or a large supplier. The programme office lead is coordinating a new model programme across engineering liaison, marketing and dealer readiness, and needs one screen that shows all three against the launch date. The procurement lead is qualifying suppliers for a new component ahead of that same launch, and needs to know which vendors are stuck on documentation. The marketing lead is building the reveal campaign, which can't be finalised until the programme office confirms the launch date is holding. And the dealer network lead is rolling training or a new process out to hundreds of dealerships and needs visibility into which ones have actually completed it, not just confirmed receipt of an email.
None of that touches the assembly line, and none of it needs to. What it needs is a shared, honest view of whether the dozen things that have to land together for a launch are actually converging, which is a coordination problem, not a manufacturing one, and it's usually managed with less structure than the manufacturing side gets by default. That's precisely where ShipSprint's forecast earns its keep: it turns "we think we're on track" into a number built from how fast the programme's own workstreams have actually been closing tasks.
Visibility for the programme, not the plant
There's no screenshot capture, no keystroke logging and no activity tracking. What's measured is delivered work, a supplier qualified, a milestone closed, not attention on a screen, and it has no connection to what happens on a manufacturing floor at all.
Scorecards are leave-adjusted and visible to the person they describe, so a programme review reflects delivered milestones, not who filed the most updates. That distinction is worth stating plainly on a corporate team that sits next to a manufacturing culture built around close operational measurement. The discipline is welcome here; the surveillance isn't.
Programme office, marketing, HR and procurement on one subscription
An automotive corporate function typically has a programme office coordinating a launch, marketing preparing the reveal, procurement running supplier qualification, and HR hiring for the expansion, often on disconnected tools. ShipSprint gives each team its own templates and vocabulary on one subscription, so a supplier qualification project and a launch marketing campaign land on the same owner command center without separate purchase orders. When a programme spans two or three model years, that continuity matters more than it would for a shorter project; nobody wants to re-explain the supplier situation from scratch every time someone senior asks for an update.
Ask it directly
ShipSprint connects to Claude and ChatGPT, so a programme lead can ask "which suppliers haven't qualified" or "what's blocking dealer readiness" and get an answer, or create the follow-up task, in plain language. In the run-up to a reveal, when a programme office is fielding the same question from three different directions, that alone can save a genuinely painful number of meetings.
What it costs
- Free covers up to 5 users and 2 projects, forever, enough to run one supplier qualification programme and see whether it fits.
- Team is ₹299 per user per month, or ₹2,899 per user per year, for up to 40 users, most programme offices fit comfortably here.
- Business is ₹599 per user per month, or ₹6,499 per year, and adds delivery forecasts, scorecards and the owner command center across every programme.
- Billing is per seat in rupees with GST-compliant invoices; every paid plan opens with a 14-day full-access trial on Business, sample project preloaded, no card needed.
The full plan comparison is on the pricing page.
Common questions
No, and it isn't meant to. ShipSprint has no connection to manufacturing execution systems and doesn't schedule an assembly line. It runs the corporate programme-management side, supplier coordination, launches, dealer rollouts, separately from whatever runs the plant.
Yes. Each supplier's qualification steps can sit as tasks on a board with a visible owner and status, and a wiki page holds the requirements next to the work, so the programme office isn't reconstructing status from an inbox before a review.
Yes. Each function keeps its own board and vocabulary, but they sit in the same workspace, so a launch marketing timeline and a supplier qualification schedule can reference the same programme forecast rather than being tracked separately and reconciled by hand.
No. There's no screenshot capture, keystroke logging or activity tracking, only work outcomes such as completed tasks and logged hours. Scorecards are leave-adjusted and visible to the person they describe.
Yes, at any time, on any paid plan, the whole workspace exports as JSON. Every workspace is an isolated tenant, two-factor authentication is available to every user, and admin actions are logged; the security overview has the full detail.
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