When international manufacturers enter Brazil, the structure usually follows a familiar pattern. One partner for regulatory. Another for legal representation. A third for importation and logistics. And one (or more) for distribution. Four different partners. Sometimes more. On paper, it makes sense. Each one handles a specific part of the process. Each brings specialized expertise. It feels structured. But in practice, something else starts to happen. The Hidden Cost of Fragmentation At the beginning, the model works. Regulatory moves forward. Importation’s arranged. Distribution’s set up. But as operations start to scale, small misalignments begin to appear. Communication...
