| dc.description.abstract | The results-based outsourcing model may be an advantage to organizations seeking to increase their productivity by outsourcing processes. Results-based contracts stimulate the suppliers to achieve their goals because their compensation is commensurate with the achievement of results. However, the achievement of goals calls for a good contract management by the contracting parties, buyer and service supplier. A good contract management, however, is not an easy task and a number of barriers can come up in any step of the outsourcing process, preparation, implementation, and maintenance. In view of this scenario, this research work aims to propose a set of management guidelines capable of supporting the insertion of a results-based outsourcing in a business to business (B2B) environment in such a way as to add value to the buyer and the supplier as well, with the following specific objectives: (a) to present the current management practice from a few outsourcing initiatives in a B2B environment; (b) to identify the objectives of the outsourcing process based on results in a B2B environment from the standpoint of buyers and suppliers; and (c) to identify the success factors and the barriers to the insertion of results-based outsourcing. For the development of the research, a theoretical framework was created which supported the field survey/research. Eleven results-based contracts from seven buyers and seven suppliers provided the basis for the study. As a result, it has been identified that the main success factors for outsourcing are associated with the process of selecting the service provider, the establishment of a specific contract with clear-cut objectives and an active management of the contract, and the relationship with the contracting parties, buyers and suppliers. The main barriers to the outsourcing process were identified as the low level of support from the buyer’s top management demonstrating a misalignment between the outsourcing strategy and the company strategy; a neglectful management of the contract following its establishment by the buyer; a less than proactive posture from the supplier. Based on these research factors, management guidelines were established for the outsourcing process contemplating its three phases: preparation, implementation, and maintenance. Among the proposed guidelines, stands out the establishment of a selection process for the supplier, where the supplier’s technical capabilities and alignment of objective are reviewed; the establishment of a specific outsourcing contract including rules, indicators, penalties, and rewards, the establishment of a process of active management contemplating the utilization of indicators and a process of periodical review of the same; the management of the relationship based on a proactive and fair posture. Hopefully this research work will contribute to the advancement of the theme inasmuch as a number of theoretical gaps can be observed, mainly as regards the strategic management of the process, and to give a contribution in managerial terms, enabling organizations to improve their management process and, as a consequence, to achieve the desired outsourcing results. | en |
