An always greater number of enterprises is today moving towards the adoption of the instrument of
the outsourcing.
The positive consequences in along and in the short period today recognized and found are rather important.
As far as the advantages, the terziarization concurs with the enterprise:
- To concentrate itself on "Core business" from the moment that diminishes the number of activity from she directly managed;
avoiding of having to invest in secondary activities, in order to catch up levels of absolute competitiveness,
would need of huge investments, however not justifiable from it turns out adapts to you proportionally to you.
- To reduce the costs, because the enterprise is entrusted to a specialistic partner whom it has like business main the activity
that the enterprise external.
- To transform the fixed costs in variable costs, since the costs of the staff and the
equipments (amortizations) been involved are supported from the external operator.
- Of having greater flexibility, that is a greater ability to make forehead to unexpected variations of volume in the sales,
in how much the operator, thanks to the own specific organization, is in a position to compensating the peaks of a customer with
others to contrary season.
- To improve the level of service thanks to I use of operating specializes to you.
- To value the staff, in not engaged how much more in jobs than ruotine, the professionality can be concentrated mainly
on the focali aspects of its activity, improving reasonably.
- To improve the quality of the services offers and the
supplied products, in how much the provider it stretches to insert in the "basket" of the suppliers to which one addresses,
only those enterprises that assure qualitative standards elevate you to you: also for this it is important to make
reference to a vendor of consolidated experiences and professionality.
The main risks, instead, turn out to be:
- The demotivation of the staff, as a result of it graduates it them smobilitazione of the inner structure;
- The possibility of opportunistic behavior from part of the supplier of services, because of the situation strongly
dependency of the company from this last one;
- The difficulty of control of the level of service offered to the
final customer, due to the necessity to arrange of an adequate system of measurement of the performances of the supplier
and of one inner interface to the company in possession of the necessary competences;
- The loss of the know how specific, in the case in which part of the staff of the company it comes absorbed from the supplier
of services or however comes transferred in other business area;
- The loss of the contact directed with the final customer.
The decision if to realize or less a program than Outsourcing does not have to be stopped simply to the examination of upgrades
them benefits or connected risks to such choice, but it involves a careful analysis of the managerial and organizational
implications that come down some.
In the first place the company must be able to manage the organizational change
during the period of transition: the cases in which important organizational innovations are in fact multiple, introduced
in company through of the ambitiouses change plans, then they have revealed a failure to cause is of the strong inner resistances,
are of the inabilities to create the consent through an active involvement of all the corporate structure.
During this phase of transition the way turns out critical in which they come rilasciate the information with
respect to the decisions taken to the apex of the company; the communication of eventual changes not still sure
could create an instability climate that would go to scapito of the productivity of the company.
An ulterior aspect to
hold in consideration regards the problem of the management of the human resources: it is unavoidable that many employee
(above all the directed ones interested making part of the function or service yielded to the outside) are displeased of
the adopted solution, therefore it is necessary to predispose in advance payment adapts you systems in order to stimulate
the persons to accept the changes, thinking also next to the way in which leading the negotiation with the mayoralties.
The decisions of outsourcing presuppose moreover a change of cultural type: he becomes indispensable to know to recognize
to the supplier the partner role, that it not only involves to put in common the complementary abilities to every to the
parts (cooperation), but to establish also a fiduciary relationship based on the good faith and the mutual respect.
The formulation of relations with the supplier second this logic of cooperative type renders the predisposition necessary of adapts systems to you of identification of or the suppliers: beyond to the performances it puts into effect them
of the supplier, is necessary to know to estimate the compatibility of evolutionary dynamics of such supplier with the
future requirements of the enterprise customer.
Last but little important implication is not the necessity to decide
of adapts to you to systems for the monitoring and the control of the performances of or the suppliers, profits in the
phase of maintenance of the relationship: draft of systems in a position to estimating the scostamenti of the service
offered from the supplier regarding of the standards of reference established contractually and to decide eventual
corrective actions.