14 Jul Outsourcing: How should we balance the company's ERP support service in the face of an increasing demand?
Outsourcing: How should we balance the company's ERP support service in the face of an increasing demand?
Analyzing the general demand for support services to information systems (ERP) in companies, regardless of size, we verified both the employment of our own professionals and the hiring of third parties divided into technical and functional skills by specific areas of the solution: finance, purchases, sales, inventories, shop floor, tax, etc.
Until a few years ago, medium and large companies preferred to have in-house professionals with adequate knowledge to support their ERP. Eventually, they turned to the market in search of a specialist professional to promote a change in the system, correct an error or perform some other type of service.
Working within this model was seen as a competitive advantage in terms of cost and greater safety for its operation. At the same time, maintaining its own IT team theoretically improved the synergy between this team and the business area, in projects and internal demands.
However, in the last 10 years, Brazilian companies have seen a huge increase in the demands imposed by municipal, state and federal governments that directly impact information systems, generating a heavy extra workload for existing internal teams, demanding the development of new functionalities. relating to the provision of information to the government.
In this context, the business areas began to have their business demands not met in time to maintain competitiveness and began to challenge the model used until then, forcing CIOs to face a crossroads: externally hiring specialists, guaranteeing a positive efficiency curve for the demands of the management system and increase costs, or increase its internal staff.
The question that arises in this context is: considering the support for a business management system, should we opt for generalist in-house employees or specialist outsourcing?
The answer is: dWe must choose both.
One of the most used models in high quality outsourcing is to provide a team with a offer multidisciplinary, that is: hiring a professional specialist in a business area for a variable cost of demand or for a fixed monthly cost (within the SLA - service level agreement), to work together with the internal team that must have the size scaled according to the complexity of your operation.
Despite main outsourcing challenges, this type of service enables a complete knowledge coverage area and a positive efficiency curve in any area or for any project/demand that appears.
when we look at multidisciplinary offer in a macro way, we can see many other advantages, financial and technological, for the company that uses it, given that the constant updating of the professional resources involved and the accumulation of acquired knowledge, as a result of experiences in several companies and industries, promote a multiplier effect. for developing business and service solutions, as well as solving critical problems.
1. Higher the Specialty, Lower the Cost.
In the multidisciplinary offer, there is no need to hire a professional specialist in each subject.
Hiring a company that specializes in the ERP platform that the company uses, it has professionals from different areas, specialties and functions.
The cost tends to decrease, since you only pay for what you used on demand or for a previously defined “SLA”.
Greater Speed in Execution, Less Delay in Demand Response.
Having not just one, but several specialists, not only reduces your costs, but also increases the speed in delivering your results.
Furthermore, whatever is required will be developed based on the full potential that the solution offers, without the need for shortcuts and unnecessary customizations. It is the guarantee of resolution of the demand in a qualitative and fast way.
It means being able to react quickly to the demands of the business areas to maintain or increase their competitiveness in the market.
No Comments