🇮🇳India

पूर्व वित्तीय सहायता योजना विफलता (Purv Viprav Sahayata Yojana Viphlata)

2 verified sources

Definition

Previous financial assistance schemes were largely unsuccessful in boosting commercial shipbuilding, indicating poor decision-making rooted in lack of project visibility and scheduling transparency. This has led to potential misallocation of substantial government resources.

Key Findings

  • Financial Impact: Previous scheme ineffectiveness = potential loss of 20-30% of ₹250 billion (Maritime Development Fund) = ₹50-75 billion at risk
  • Frequency: Multi-year policy cycle; recurring
  • Root Cause: Lack of real-time project scheduling data, poor visibility into shipyard bottlenecks, absence of digital critical path management

Why This Matters

The Pitch: Indian shipbuilders historically wasted capital through ineffective financial assistance schemes due to lack of real-time scheduling/project data. Digital critical path visibility prevents future misallocations of the ₹250 billion Maritime Development Fund.

Affected Stakeholders

CFO/Finance, Government Policy Makers, Shipyard Executives, Investment Committees

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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

निर्माण लागत अधिक्य (Nirman Lagat Adhikshy)

25-30% cost premium on vessel construction; typical impact: ₹5-15 crore per large vessel project

समय-अधिग्रहण सिंड्रोम (Samay-Adhigrahan Syndrome)

~200% time overrun = 50% capacity loss; estimated annual revenue loss: ₹3,000-5,000 crore across Indian shipbuilding sector

आयातित घटक आपूर्ति श्रृंखला जोखिम (Aayatit Ghatak Aapurti Shrinkhla Jokhuim)

Supply chain disruptions = estimated 10-20% project timeline extension; typical impact: ₹50-150 crore delay costs per major vessel

Change Order Processing में Working Capital Cost Overruns

₹4-8 crore per ₹300 crore order (approximately 1.3-2.7% of contract value); 10-10.5% interest rate drag vs. global competitors at ~5-7%

Change Order Pricing में Manual Bottleneck और Idle Capacity Loss

₹2-4 crore per month during 2-3 month change order cycle; estimated 8-12 weeks idle capacity per order = ₹4-12 crore annual loss per shipyard

Change Order Documentation में GST और Contract Compliance Risks

₹50-100 lakh annually in GST penalties, audit rework, and ITC reconciliation labor; 20-40 hours/month manual GSTR-2B flagged invoice resolution per yard

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