Clarify your doubts

Below, you will find the answer to a few of our most frequently asked questions.

• 1. The simple fact of an activity not being the company's main purpose itself justifies outsourcing?

  Outsourcing is a management strategy. For this reason, it should not be applied indiscriminately. Not being a company's main activity, although fundamental, is not decisive on its own. The company should ask itself if there is someone who performs said activity better than they do. If not, outsourcing is not recommendable at that time.

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• 2. How can I reduce costs with outsourcing?

  It's important to understand that two new cost features are introduced with outsourcing: taxes and profits. Even still, in so far as new technology and management techniques are applied, greater productivity and efficiency are conferred to the process.

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• 3. In the end, what do I gain by outsourcing?

  The gains, in terms of maintenance, normally occur in the following areas:

  • Direct cost reduction with personnel (when applicable);
  • Increased operational availability;
  • Reduced spending on materials;
  • Reduced spending on external services;
  • Reduced inventory levels;
  • Decreased process variability;
  • Increased useful life of assets.
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• 4. How can a specialized company be more effective than an in-company team?

  When you hire a specialized company, it is important to remember two factors which at the very least motivate these companies towards greater efficiency and productivity:

  • Direct competition: forces these companies to always keep themselves up to date and competitive;
  • Need to show results: the continuity of their contracts depends on their demonstration of performance improvements for the hiring company.
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• 5. What are the social impacts of outsourcing?

  When the hiring company's staff numbers are swollen, outsourcing does result in a certain degree of social impact. However, companies increasingly need to stay competitive, or else be faced with the possibility of closing their doors for good, which would certainly cause significantly more drastic social repercussions. It is important to note that the hiring company's best personnel are always taken advantage of, making a smooth transition possible and retaining accumulated knowledge.

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• 6. What can be said of the professional future and the quality of life for the personnel who migrate to the third party company?

  Serious third party companies work with salaries and benefits which are in line with the market. This being true, the people involved are not harmed. Providing they prove themselves professionally, they will actually have greater opportunities for career advancement than before, since they will now be working for a company whose main purpose is maintenance and this line of work is full of great opportunities.

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• 7. What are the risks of outsourcing?

  Some possible risks during the process:

  • In the attempt to offer excessive short term gains, maintenance can lose its structure, harming operational availability;
  • Problems with labor complaints, when matters such as job activities, subordination and salary levels are not respected;
  • Outsourcing the company's own staff. In this case, new technologies are not added, besides the inexistence of prior business experience

  In the end, these risks may be substantially reduced with a few basic measures, such as analyzing the company's history and comparing it to other similar contracts.

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• 8. What implementation strategy do you recommend?

  Everything begins by clearly defining which objectives are expected with the outsourcing. Then, it is recommendable to build a contractual model (number of suppliers, means of evaluation and remuneration, contract period etc.), taking care so as not to inhibit the supplier's performance increases. The supplier selection stage is equally important. Because it is something which is intangible (services), we recommend investigating the references of each supplier, their philosophy and operating strategy. After choosing, negotiate in the most transparent way possible, using a sustainable win-win logic.

  If the client prefers, they can gradually implement the outsourcing process, beginning with smaller, more specialized modules like Analytical, Valves, Motors, Lubrication etc.

  In conclusion, periodic supplier evaluation is vital to the process of alignment and continuous improvement.

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