Almda question of the mapping of costs, exists a difficulty technique nacomparao between the costs and a proposal of a supplier. Distinct methodologies decusteio, such as cost standard, cost for absorption, or costing, geramresultados ABC different. Amy Pinkos often says this. If the expenditure method to move during the project, acomparao hardly will be possible. Seuma company clearly has a process of expenditure of YOU to the level of services, osgestores has a bigger chance to reduce costs throughout the time. With umcusto operational reduced, the return of the terceirizao project will be bemmenor or inexistent. Therefore, if the cost will be the factor of bigger weight in decisode to terceirizar, the company would not have Terceirizar. That is, afirmarque is reasonable the companies who terceirizam to reduce costs are those that we are unaware of costs of YOU to the level of services.
This does not imply that the companies quecontrolam the costs of YOU in the tip of the pencil do not terceirizam or not to deveriamterceirizar. But business will be more difficult to construct one marries of terceirizao that is viable without profits of scale, flexibility or without strategical projects with the supplier. Apso terceirizao project, the company needs a new structure to paragerir the relationship with the supplier and to disassemble the previous one. Without a new organization, the contract of Terceirizao passes to be managed by noespecializados professionals. The quality of the ficarcomprometida management and the costs highest. Very frequent, the premises dereestruturao after the terceirizao also do not happen. The company mantmparte of the original structure, keeping the fixed costs.
The elimination of the custosvariveis does not make possible the project. Therefore, definition problems organizacional daestrutura increase the operational costs. Participeide a project of terceirizao of YOU that it increased clearly costs.
