10 questions à se poser avant de choisir entre externalisation et délocalisation

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Le mode de consommation et la mondialisation incitent nombres d’entreprises à se tourner vers l’externalisation. Cependant les procédures d’outsourcing sont nombreuses et parfois confondues, comme l’externalisation et la délocalisation

Comment faire la différence ? Que choisir entre ces deux stratégies ? Avant d’envisager une délocalisation ou une externalisation, voici dix questions à poser afin de mettre en oeuvre l’une de ces stratégies. 


JournalBtoB accueille aujourd’hui Officéo, leader français de l’externalisation administrative et de l’Office Management à la carte, pour vous accompagner dans vos démarches. 


La différence entre externalisation et délocalisation 

L’externalisation signifie qu’une organisation confie à une autre l’exécution ou la gestion  d’une ou plusieurs activités.

La différence entre le terme externalisation et délocalisation se fait sur la géolocalisation du prestataire externe.

L’emploi du mot externalisation est d’usage lorsque le prestataire se situe dans le même pays que l’entreprise cliente.

La délocalisation est une forme d’externalisation Les entreprises y ont recours lorsqu’il s’agit d’une unité ou un service entier à externaliser.

Contrairement à l’externalisation, la délocalisation, ou offshoring, induit que le sous-traitant se situe à l’extérieur du pays de l’organisme donneur d’ordre.

Il s’agit souvent d’une externalisation commerciale ou de production,  qui été auparavant pratiquée dans le pays d’origine.

Le choix entre ces deux procédés d’outsourcing dépend ainsi de différents paramètres comme les besoins de l’organisation ou les moyens dont dispose l’entreprise.

1. A quels besoins de l’entreprise l’externalisation et la délocalisation répondent-elles ?

Pour savoir quelle forme d’externalisation est la plus adéquate, il faut se demander à quel besoin répondra une externalisation au sein de l’organisation.

Ces deux formes d’outsourcing correspondent généralement à des impératifs économiques. L’externalisation peut être motivée par la recherche de réduction des coûts.

Par exemple, l’externalisation de certaines tâches administratives est rentable lorsqu’il s’agit d’une mission nécessitant peu d’heures de travail. 

En externalisant, les petites et moyennes structures peuvent réaliser des économies sur des activités à faible valeur ajoutée. De ce fait, elles peuvent davantage s’investir dans leur coeur de métier.

Certaines entreprises ont recours à un prestataire externe faute d’expertise et de savoir-faire. Dans le secteur du textile ou de la technologie, des pays sont plus en avance ou des entreprises plus spécialisées que d’autres.

Il peut également s’agir d’un manque de compétences ou d’effectif au sein d’une organisation. Dans ce cas de figure, des sociétés préfèrent recourir à des organismes externes pour gérer une fonction de l’entreprise. 

2. Quel service peut être délocalisé ? 

En théorie, tous les services sont délocalisables. Finalement, il faut se demander si la délégation d’un service sera bénéfique à son coeur d’activité.

Une externalisation de la gestion administrative entière est envisageable, par exemple si l’entreprise est spécialisée dans la fabrication de bijoux.

Au contraire une externalisation totale des services administratifs pour un cabinet de recrutement ne serait pas pertinent.

Recourir à un prestataire de services pour une activité, comme l’externalisation du poste d’expert-comptable ou la permanence téléphonique, est intéressant lorsque les services proposés par l’entreprise ne touchent pas directement à cette activité.

D’autres processus métiers comme la logistique ou l’IT peuvent être externalisés.

Les délocalisations d’activités de production sont très répandues. Dans certains de ces cas, une entreprise peut décider d’externaliser une partie de la production et non la totalité, selon un cahier des charges précis. 

3. Pour combien de temps je souhaite externaliser ? 

Pour choisir entre externalisation et délocalisation, le type de projet et le temps disponible doivent être pris en compte. 

S’agit-il d’un projet à courte durée ou sur le long terme ?  La ponctualité, ou l’urgence du besoin, détermine également la solution d’externalisation la plus adéquate pour une entreprise.

Cette dimension de temps amène ainsi à se poser la question suivante : est-ce que le bon moment pour externaliser ? Est-ce que la délocalisation ne va pas me faire perdre du temps sur le moyen-long terme ? 

4. Quel est bon moment d’externaliser ou de délocaliser ?

Il est important d’externaliser, ou de délocaliser, avant que votre besoin puisse impacter négativement l’activité de l’entreprise.

Au moment de créer une société, un départ anticipé, une concurrence de plus en plus exponentielle : toutes ces situations peuvent vous amener à mettre en oeuvre un projet d’externalisation. Le mot d’ordre est l’anticipation. 

5. Cette stratégie améliorera-t-elle la performance ? 

Ces deux stratégies d’outsourcing peuvent considérablement améliorer la performance d’une entreprise. Mais de quelle manière ? 

Une baisse des coûts de production peut apporter une meilleure compétitivité en diminuant ces marges, ou en investissant dans la recherche ou la technologie. 

Une externalisation réussie signifie que la société bénéficie d’un service de meilleure qualité, grâce à un prestataire spécialisé dans un processus métier, que si les tâches étaient effectuées en interne.

Il est donc important de se demander en quoi l’outsourcing améliorera la situation actuelle de l’entreprise. 

6. Comment contrôler la qualité du travail réalisé par le sous-traitant ? 

Si l’externalisation, ou la délocalisation, doit apporter performance et productivité, l’organisation doit établir les différents moyens pour contrôler la qualité de prestation.

Dans le cas d’une délocalisation, il est essentiel de prendre en compte le décalage horaire pour une communication optimale. 

Ces paramètres déterminent le contrôle et la maîtrise du travail exécuté. Il est important de réfléchir à un cahier des charges, bien avant de contacter de possibles prestataires.

Si l’entreprise préfère un choix de localisation proche pour piloter le travail du prestataire, elle doit se diriger vers une externalisation.

7. Quelles sont les risques d’une externalisation ou d’une délocalisation à prendre en compte ?

Tous les risques doivent être pris en compte avant l’exécution d’un projet de sous-traitance

La perte de contrôle, la mauvaise qualité, le non-respect des délais sont les principaux inconvénients de l’outsourcing. Bien évidemment les risques d’échec existent et il faut savoir, eux aussi, les prévoir.

Un processus de délocalisation peut également avoir des conséquences sur l’aspect humain au sein d’une organisation.

Il est intéressant de se réfléchir aux impacts qu’aura une externalisation et si celle-ci n’entraîne pas un trop grand bouleversement. 

Certains employés ont du mal à accepter le choix d’une entreprise d’externaliser et de confier une partie d’un service à un prestataire extérieur.

8. Comment anticiper les limites de ce type de stratégie ? 

Pour limiter au maximum les désavantages de l’externalisation, l’anticipation est la meilleure arme. 

Il est nécessaire de penser tous les cas de figure avec une solution de repli. Votre fournisseur ne respecte les délais ? Trouvez une autre société qui puisse dépanner votre organisation rapidement. 

Vous délocalisez et vous ne maîtrisez pas l’anglais ? Embauchez un responsable parlant parfaitement votre langue et celle du pays du sous-traitant. Chaque paramètre doit être pensé et réfléchi en détail. 

9. Que faire si cette stratégie d’externalisation ne répond pas aux attentes de l’organisation ? 

Si le projet d’outsourcing ne répond aux attentes d’une entreprise, il faut avoir la possibilité de modifier l’entente sans subir une interruption néfaste. 

Une politique sur les conditions de résiliation doit ainsi être mise en place avant de signer un contrat avec un prestataire. Par exemple, en obtenant des garanties dans le cas où le travail fourni n’est pas celui fixé par le contrat.

10. Comment choisir le bon prestataire ? 

Après avoir réfléchi à chaque détail du plan d’externalisation, il est temps de choisir la société avec laquelle vous souhaitez travailler. 

Choisir le bon sous-traitant, c’est tenir compte de son expertise dans l’activité que vous désirez externaliser. Il faut se renseigner sur les types de missions qu’il réalise. 

En fonction des impératifs financiers, les majorations sont également à prendre en compte.

Il est important de regarder du côté du service client. Les expériences clients sont souvent très illustratives du service fourni et de la qualité de communication du prestataire ou sous-traitant.

La flexibilité et la réactivité sont deux critères dont il faut tenir compte. 

Un projet d’externalisation demande une réflexion mûre et profonde. L’externalisation a pour but de soutenir l’activité d’une entreprise et non l’inverse.

Ces dix questions peuvent aider à orienter cette réflexion afin de choisir la bonne forme d’externalisation.

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