This paper presents the implementation of project portfolio control procedures in a Brazilian unit of a multinational food company. The portfolio has about 150 projects that generate an expenditure reduction of more than € 10 million per year. Although the portfolio is managed by the supply area, there are several other areas involved in the project execution. This fact generates some interface management problems. The estimated duration of these projects varies from 6 to 12 months and about 60% of them have a delay expectation. Moreover, there has not been a regular information flow that allows for a timely follow-up of each project situation. This means that some projects, due to eventual change in priority, are interrupted and forgotten by stakeholders. The developed information system uses the earned value model to measure the project and projects group efficiency. It also became possible to assess the impacts generated by the projects and to compare them with the established goals.