🇧🇷Brazil

Atraso no Recebimento – Verificação de Registro RMP/RPM

2 verified sources

Definition

Registration of shipbuilding contracts with the Admiralty Court (RMP/RPM regime) is mandatory for provisional REB (Special Brazilian Registration) enrolment and tax incentive eligibility. The process requires: (1) Deed of acquisition or construction license; (2) Evidence of payment to shipyard; (3) Court verification (30–60 days typical). Clients (Navy, offshore operators) will not release payment until they receive formal RMP/RPM confirmation certificate. Shipyards with R$ 50,000,000–500,000,000 in active contracts experience 45–90 day AR aging during court verification. At 10% annual cost of capital, this represents R$ 2,000,000–5,000,000 in financing drag per major shipyard.

Key Findings

  • Financial Impact: R$ 2,000,000–5,000,000 annual financing cost (45–90 day AR delay × contract value × 10% CoC). Per-contract impact: 45-day delay on R$ 50M contract = R$ 625,000 in opportunity cost.
  • Frequency: Ongoing for all new vessels; affects 50–100% of annual contract volume
  • Root Cause: Sequential manual process: (1) Shipyard submits papers to Admiralty Court; (2) Court verification queue (no SLA); (3) Court issues certificate; (4) Shipyard notifies client; (5) Client releases payment. No real-time registration status visibility.

Why This Matters

The Pitch: Brazilian shipyards lose R$ 2,000,000–5,000,000 annually in working-capital drag due to delayed RMP/RPM registration (30–90 day AR aging). Automated registration status tracking + client integration eliminates payment hold-up.

Affected Stakeholders

Shipyard Commercial Manager, Accounts Receivable Manager, Client Billing Liaison, Treasury/Finance

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Financial Impact

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Current Workarounds

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Methodology & Sources

Data collected via OSINT from regulatory filings, industry audits, and verified case studies.

Evidence Sources:

Related Business Risks

Conformidade DFARS e Penalidades de Debarment

R$ 500,000–2,000,000 per contract cancellation (legal defense + rework + lost revenue). Debarment: R$ 30,000,000–100,000,000 in lost future Navy contract pipeline over 24 months.

Custo Brasil de Conformidade – Documentação de Conteúdo Local Ineficiente

R$ 24,000–36,000/month in labor costs (120–180 hours × R$ 200 auditor rate). R$ 5,000–50,000 per SPED rejection/restatement. Estimated total annual bleed: R$ 350,000–750,000 (labor + penalties).

Custos de Retrabalgem – Não-Conformidade com NORMAM

R$ 5,000,000–25,000,000 per major vessel (5–15% of contract value); delay damages: R$ 500,000–1,000,000 per 60-day extension. Annual bleed across shipyard portfolio: R$ 10,000,000–50,000,000.

Falta de Controle em Pedidos de Mudança (Change Orders) em Contratos de Preço Fixo

Estimated R$ 800M–R$ 1.6B annually across Brazilian naval industry (based on ~10–20% cost bleed on active shipbuilding contracts valued at ~R$ 8B–R$ 16B; typical shipbuilding change order overruns: 10–20% per industry benchmarks). FMM budget rejection delays = 30–90 days of financing hold per contract = R$ 5M–R$ 50M in interest costs per major contract.

Risco de Multa Fiscal por Inconsistência NF-e em Alterações de Pedidos

SEFAZ penalties: R$ 50K–R$ 500K per compliance violation (typical fine range for NF-e errors in manufacturing). Audit remediation: 40–80 hours at R$ 300–500/hour = R$ 12K–R$ 40K per incident. Estimated 2–5 compliance incidents/year per major shipyard = R$ 124K–R$ 2.7M annual exposure.

Atrasos em Negociação de Mudanças de Pedidos Causam Perda de Capacidade Produtiva

Idle dry-dock capacity: Major shipyards have 1–2 operational dry docks per facility. A dry dock idle for 20 days/year (conservative, assuming 5–10 change order cycles at 2–3 days each, understating actual delays) at R$ 50K–R$ 100K/day = R$ 1M–R$ 2M capacity loss per dry dock. Across 27 operational Brazilian shipyards[1], estimated capacity loss: R$ 27M–R$ 54M annually. Labor inefficiency (redirection to rework during negotiation waits): 10–20% of shipyard workforce (assume 5,000–10,000 workers across industry) × 20–40 days/year = 100K–400K labor hours diverted, valued at R$ 3M–R$ 20M annually.

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