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Outsourcing alone does not guarantee benefits; it needs to be framed
in the correct models and with the required capacities.
Despite the outsourcing potential, achieved performance doesn't always meet the
expectations, since there is a set of issues to be taken into account:
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Confidential information held by the outsourcer
Business dependency upon outsourcing provided activities
Outsourcer staff in contact with final customers of customer company
Processing personal data
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Contractual guarantees of level and service quality
Competence and integrity reputation of the service provider
Following good practices
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Associação Portugal Outsourcing value differentiation proposal.
Common Outsourcing designed activities
In the specific Portuguese case, there are still labor, fiscal and cultural issues arising as obstacles to the sector development.
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∙ Inadequacy of labor laws (namely working hours) to a context of international services
∙ Lack of flexibility in hiring, not allowing to reflect the exact nature of services in the employment contracts
∙ Rigidity of remuneration models
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| Fiscal |
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∙ VAT and IRC among the highest in Europe - market competitiveness regarding other markets and the customers origin countries
∙ Lack of a specific regime for Outsourcing
∙ Disadvantage in view of the internal services of clients with special regimes, when implementing exactly the same processes for the same market
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| Cultural |
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∙ Negative public perception of outsourcing at the level of employment protection and labor rights |
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| Members |
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| Accenture |
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| Altran |
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| Capgemini |
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| Deloitte |
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| everis |
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| Fujitsu Technology Solutions |
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| Glintt |
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| HP |
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| IBM |
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| Indra |
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| Logica |
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| Mainroad |
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| Novabase |
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| Oni comunicações |
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| PTPrime |
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| Reditus |
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| Sibs Processos |
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| Siemens |
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| Xerox |
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