The revolution of the Outsourcing market is defined in 1989, moment when Eastman Kodak gave its Center for data and telecommunications system to (I.S.S.C), company created by IBM for the provision of information technology services, including Outsourcing to third parties. According to a study by Andersen Consulting, more than 70% of organizations have been Outsourcing at the Executive Committee level, what does provide for a clear role for this method of management. A sample of this level of acceptance is a recent report from Ovum L.T.D which estimated a market of Outsourcing on the order of 20% annual growth in the next years. Today a good business policy considers concentrate more to identify and develop products, to identify and develop the skills that enable a particular organization to overcome its competitors. Many financial institutions have for example, reached the conclusion that their core competencies are not related with financial experience, but more powers in relations with clients.
Industrial enterprises have come to the conclusion that have to create core competencies around customer service. Power companies have found that their key competences are not only in production technology, but in the marketing of energy at a competitive level. BASIC considerations and scope, consider that when trying to outsource some tasks of the company, lse done taking advantage of economies of scale produced by the functional specialization of the same, taking into account, that it is expensive to hire the best specialists when we do not work in quantity, to be able to deal with all the time stipulated in the contract, even though almost essential or is us at least very necessary to use their powers. While the unit price of this contract is higher than we had before with own staff, the cost of function is reduced by the use of fewer units in relation to the total, in addition to the quality/price ratio appears in these cases higher..