The decision to deliver an internal process in outsourcing must be aligned with the strategic planning of the company, that is, it must be circumscribed within the corporate objectives and goals. With the above clear, you must select a work team that takes care of all the activities necessary for the proper planning of the entry of the process of outsourcing. The main tasks of the team are to include and define the following aspects of the plan: Schedule of activities, necessary resources, roles and responsibilities of stakeholders, criteria and critical points to be used for decision making, administrative aspects of the project, Elaboration of the diagnosis, among others.
This stage involves three phases: supplier selection, contract negotiation and, finally, design. This first phase is very delicate since it involves the selection of the future strategic partner, which implies a detailed evaluation of the compatibility between the requirements and characteristics of the contracting company, and the possibilities and characteristics of the supplier company. During the negotiation of the contract, the conditions and agreements that establish it as a true strategic alliance are established which will bring common benefits; And the third phase involves a detailed determination of all elements of the contract with a view to minimizing the number of contingencies possible, avoiding ambiguity at all levels and making it flexible for the parties.
The control mechanisms should be established in relation to the results defined as the goal of the relationship. It goes from a management of resources to a management of results, in this way the provider also assumes the responsibility of the management and administration of the resources, and the inherent risks to the business. Outsourcing scorecard (command line of expected results) becomes a useful tool to verify if the alliance's goals are being maintained or if they are being diverted to be corrected and guarantee the success of the project.