One Capacity Picture, Agreed With Your Manufacturing Network.
Line by line and month by month, the demand you are planning against and the capacity your partners have available — on one view both sides work from. Where a line is filling up, the options are worked out in the plan itself: level across lines, across months, or across partners, preview what it does to both sides, and send it to the partner to confirm or come back with an alternative.
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One Shared Line View
Utilisation by line and month, read the same way by both sides.
Planned on Your Basis
Purchase orders, forecast, or both together.
Spare Capacity in View
Thresholds you set, surfaced before a line fills.
Level Three Ways
Across lines, across months, or across partners.
Confirmed or Countered
Partners agree the plan, or propose another with a reason.
Both Sides Plan the Same Lines, Separately.
A sponsor plans against the demand it is carrying. A partner plans against the floor it is running. Both are working carefully, from good information, on the same lines — and the two pictures only meet when they disagree.
Why Existing Approaches Fall Short
Two Plans of the Same Lines
Each side maintains its own view in its own system. Neither is wrong; they simply are not the same document, so alignment is discovered rather than maintained.
Changing the Plan Means Leaving It
Moving volume between lines or months turns into a spreadsheet, an email chain and a call — and the reasoning behind the change rarely survives the trip back.
The Answer Arrives After the Month
How the plan actually performed is assembled once the period has closed, so it informs the next lease conversation rather than the one in front of you.
What It Costs Sponsors, CMOs and CDMOs
Sponsors
Planning across a network means holding each partner’s picture separately, and reconciling them by hand whenever demand moves.
CMOs and CDMOs
Each sponsor asks for the same line information in a different shape, and a proposed change often arrives without the thinking that produced it.
Both Sides
The conversation about capacity happens away from the numbers it is about, so each round starts by re-establishing what the numbers were.
Propose, Preview, Agree — Without Leaving the Plan.
Collabrix puts the line-by-line picture on one surface both organisations work in, and keeps the whole conversation about a change — the options, the effect, the answer — attached to the plan it concerns.
One view of the lines
Utilisation by line and by month for every partner, with the thresholds each relationship has agreed — the same picture on both sides of the table.
Planned on the basis you choose
Look at committed purchase orders, at forecast demand, or at both together — with the committed volume distinguished from the demand still in play.
Spare capacity surfaced early
Each line carries the spare-capacity threshold set for it, so a line approaching its limit is visible as a planning question rather than a scheduling problem.
Three ways to level
Move volume to another compatible line, shift it to another month, or place it with another partner — with incompatible options shown as unavailable rather than offered and refused.
The effect shown before anyone commits
Every proposal previews both sides — the line or partner giving up volume and the one taking it on, before and after — so the trade-off is explicit while it is still a proposal.
Confirmed, or answered with an alternative
The partner receives the plan and either confirms it or proposes a different one with the reason attached — so a disagreement arrives as a workable option rather than a rejection.
A Plan Both Sides Have Already Seen.
Agreed, not announced
A change reaches the partner as a proposal with its effect shown, and comes back confirmed or answered — so the plan carries agreement, not just intent.
Settled in days, not rounds
The options, the preview and the answer all sit on the plan, so a levelling decision does not have to be reconstructed at every step.
Spare capacity used while it is spare
Because thresholds surface early, room on one line can absorb pressure on another before the month is underway.
Lease decisions on evidence
Forecast accuracy, idle line-days and utilisation by line are held over time, so leasing up or down is argued from the record.
How Capacity Collaboration Works.
From the lines and products each relationship is configured around, to a levelled plan the partner has confirmed — and a look back at how it held.
Set up the lines and the products
Each line or suite carries its available days per month, its spare-capacity threshold and the presentations it can run. Each product carries its presentation, batch sizes and storage conditions, and the line days a batch takes on each compatible line.
Choose the planning basis
Plan against committed purchase orders, against forecast demand, or against both together — with the committed volume distinguished on the view, so it is clear what is settled and what is still moving.
Read the utilisation together
Utilisation is shown line by line across the months ahead, with lines approaching their threshold and lines over it marked. Opening one shows the materials assigned to it, the batches, the run time and the line days behind the number.
Work out the options and preview them
Level across compatible lines, across months, or across partners. Incompatible options are shown as unavailable, and each proposal previews both sides before and after — what the source gives up and what the destination takes on.
Send it, and settle it
The plan goes to the partner, who confirms it or proposes an alternative with the reason attached. Where volume moves between partners, both sides approve their part of the change.
Look back at how it held
A retrospective view compares what was forecast against what the lines actually ran — accuracy over the months, idle line days, and utilisation by line — so the next planning cycle and the next lease conversation both start from evidence.
Where Capacity Collaboration Happens.
The Capacity Collaboration dashboard holds the utilisation view across lines and months, the assignment detail behind any cell, the levelling options with their previews, and the retrospective analysis. Configuration for lines, suites and products sits alongside it.
Standardized ingestion
Each incoming dataset is pre-processed into a standard message format, whatever system it came from.
Standardized outbound messaging
Outbound data leaves as a standard message, on defined triggers, to the systems that consume it.
Broad system integration
Data is drawn from ERP, MES, QMS and LIMS across the sponsor and partner estate.
Role-based governance
What a user can see, and what they can act on, are both controlled by role.
Related Solutions
Capacity Collaboration works the demand signal against the lines that have to carry it. The neighbouring solutions provide that demand, the orders it becomes, and the batches the lines then run.
Forecast Collaboration
Challenge
Partners plan against outdated or informal demand signals.
Outcome
Accurate capacity planning with fewer supply gaps and less excess.
Procurement Collaboration
Challenge
Procurement and changes handled over email cause misalignment.
Outcome
Partners stay in sync and procurement moves faster.
Manufacturing Collaboration
Challenge
Sponsors lack timely visibility into production at partner sites.
Outcome
Issues surface early, improving coordination and reducing delays.
